Post Details
Last Updated:
15/10/2015
Faculty/Administrative/Service
Department
Strategic Planning
Job Title
Project Management Officer, Strategic Projects and Change
Job Family
Professional Services
Responsible to
Head of Strategic Projects and Change
Responsible for (Staff)
n/a
Job Level
4
Job Purpose Statement
The post holder has a key role in facilitating the management of the University’s Strategic Project
portfolio, which is a core service provided by the Strategic Planning department; it supports the
implementation of strategic initiatives across the University.
Key Responsibilities This document is not designed to be a list of all tasks undertaken but an outline record of the main
responsibilities (5 to 8 maximum)
1. Support the Head of Strategic Projects and Change to implement the standard methodology
for the Governance, Implementation and Review of all strategic projects; educating, assisting
and guiding Project Managers/project resources in following project processes and applying
appropriate methodology, as well as providing advice to project requesters from around the
University.
2. Under the guidance of the Head of Strategic Projects and Change, the post holder will ensure
standard Strategic Projects methodologies are used and upheld. These include, but are not
limited to: project portfolio processes associated with project proposals, business case
development, project brief creation, governance planning and maintenance, project
planning, benefits profiling and planning, RAID register maintenance, stakeholder engagement
planning and maintaining programme review schedules; and will administer and maintain the
strategic project portfolio aspects of the University’ SharePoint and PM3 sites.
3. The post holder is required to demonstrate strong written communication skills as they will
organise and publish project-related documentation and updates on the Strategic Projects
portfolio to various individuals and groups (as requested), including the Executive Board and the
sub group (‘EBIT’) where necessary, facilitate and support project process-related meetings and
communicate project decisions as required by Strategic Projects Programme Managers.
4. The post holder will be responsible for providing administrative support to the Head of Strategic
Projects and Change in relation to diary planning, venue organisation, production of minutes,
action planning, preparing for workshops, creating project plans and RAID registers, although
this list is not exhaustive. Attention to detail, a disciplined approach to time management and
the drive to produce outputs of the highest standard are crucial in ensuring that the service
provided by the Strategic Projects and Change Team to the Executive Board and Council are
absolutely second-to-none.
5. The post holder will also support the broader Strategic Planning Directorate team to record
annual leave and sickness, order stationary and organise travel arrangements where seminars,
conferences etc. need to be attended.
N.B. The above list is not exhaustive.
All staff are expected to:

Positively support equality of opportunity and equity of treatment to colleagues and students in accordance with the
University of Surrey Equal Opportunities Policy.

Work to achieve the aims of our Environmental Policy and promote awareness to colleagues and students.


Follow University/departmental policies and working practices in ensuring that no breaches of information security result
from their actions.
Ensure they are aware of and abide by all relevant University Regulations and Policies relevant to the role.

Undertake such other duties within the scope of the post as may be requested by your Manager.

Work supportively with colleagues, operating in a collegiate manner at all times.
Help maintain a safe working environment by:

Attending training in Health and Safety requirements as necessary, both on appointment and as changes in duties and
techniques demand.

Following local codes of safe working practices and the University of Surrey Health and Safety Policy.
Elements of the Role
This section outlines some of the key elements of the role, which allow this role to be evaluated within the University’s
structure. It provides an overview of what is expected from the post holder in the day-to-day operation of the role.
Planning and Organising
 The post holder will have the freedom to determine their own workload and to plan both short
and medium-term priorities, providing these are consistent with longer term team or
departmental plans.
 Work load is driven by strategic initiatives that have been approved by the Executive Board and
requires that the post holder to support complex projects over extended periods.
 It will be necessary for the post holder to operate proactively and in an independent manner to
organise and prioritise their own work and that of the Strategic Projects team, the aim is to
support programme managers to deliver projects professionally, ensuring that the University’s
strategic initiatives are implemented.
 It will be necessary to understand the key concepts for project management such as business
benefits profiling and management to implement a proper system and ensure that the Strategic
Planning Directorate becomes the custodian for all strategic business benefits and associated
realisation plans across the University. Other concepts such as stakeholder engagement
planning, risk register development and maintenance, project planning and control should be
understood to ensure the effective design of systems and processes for access by colleagues
across the University.
Problem Solving and Decision Making
 Resolution for routine day-to-day problems will usually be found through referring to the post
holder’s previous experience of similar problems or through making reference to wellestablished University policies, processes and procedures and applying them. For scenarios
that are new to the University and require the development of new procedures, the post
holder will provide guidance to the relevant University departments. They are expected to
use initiative and judgement to address and resolve more complicated problems and
issues, referring only the most complex or those issues outside of the remit of their role to their
line manager or a senior member of the department. The post holder is however, expected
to have a degree of involvement in finding and implementing resolutions in this case.


Daily challenges will revolve around organising the teams to ensure that projects are up-todate and that conflicts in relation to availability of resource are dealt with independently
and in a diplomatic and sensitive manner, both in relation to internal Programme Managers
and external consultants/contractors where required.
While standard policies for proposing, agreeing, implementing and reviewing strategic
projects are in place, the post holder will be required to use their own initiative to interpret
those policies with the desired outcome in mind. They will also be responsible for identifying
recurring themes/issues that arise, and developing processes and procedures to address
them.
Continuous Improvement The nature of the role requires ongoing review of the strategic projects’
PMO function; ensuring that policies and procedures are appropriate and recommending
enhancements and/or new initiatives to the Head of Strategic Projects as required.
Accountability
 The post holder is expected to provide advice and solutions to routine day-to-day problems
within the specialist area in which they are familiar and highlighting issues that impact upon the
delivery of the portfolio and proposing solutions for these to the Head of Strategic Projects and
Change e.g. providing advice/guidance on resourcing roles to projects in relation to both
internal and external resource i.e. consultants, contractors or suppliers; and the HR and financial
project accounting requirements there-in.
 The role will report directly to the Head of Strategic Projects and Change, but will occasionally
require work to support the Director of Strategic Planning in their requirement to report progress
to the Executive Board.
Dimensions of the role
This post has no supervisory or budgetary responsibility.
Supplementary Information
 The post holder should be able demonstrate a track of behaviour that reflects a ‘solutions
focused’ approach to problem solving; where they have worked on their own initiative to
identify likely solutions to issues and are able to present clear yet concise proposals to colleagues
at short notice.
 They should also be comfortable working in high pressure environments where it is necessary to
balance conflicting priorities in condensed periods of time.
Person Specification This section describes the sum total of knowledge, experience & competence required by the
post holder that is necessary for standard acceptable performance in carrying out this role.
Qualifications and Professional Memberships
Essential/
Desirable
Degree, HND, NVQ 4 qualified or equivalent in relevant subject / relevant formal
training, plus some experience in similar roles
E
OR
Significant vocational experience demonstrating development through involvement in
a series of progressively more demanding relevant work/roles, and the acquisition of
appropriate professional or specialist knowledge.
A project management related qualification
D
Technical Competencies (Experience and Knowledge) This section contains the level of
competency required to carry out the role (please refer to the Competency Framework for clarification
where needed and the Job Matching Guidance).
Essential/
Desirable
Level
1-3
Knowledge of project plan delivery, administration, methods and best
practices
E
n/a
Experience of project management support in a typical PMO (project
management office) function
D
n/a
Certified in use of Microsoft SharePoint (Power User or Designer level)
D
n/a
Experience of the HE sector
D
n/a
Special Requirements:
Essential/
Desirable
N/a
Core Competencies This section contains the level of competency required to carry out this role. (Please
refer to the competency framework for clarification where needed). n/a (not applicable) should be placed,
where the competency is not a requirement of the grade.
Level
1-3
Communication
3
Adaptability / Flexibility
Customer/Client service and support
Planning and Organising
Continuous Improvement
Problem Solving and Decision Making Skills
Managing and Developing Performance
Creative and Analytical Thinking
Influencing, Persuasion and Negotiation Skills
Strategic Thinking & Leadership
2
3
3
2
2
2
n/a
1
1
2
This Job Purpose reflects the core activities of the post. As the Department/Faculty and the post holder
develop, there will inevitably be some changes to the duties for which the post is responsible, and possibly to
the emphasis of the post itself. The University expects that the post holder will recognise this and will adopt a
flexible approach to work. This could include undertaking relevant training where necessary.
Should significant changes to the Job Purpose become necessary, the post holder will be consulted and the
changes reflected in a revised Job Purpose.
Organisational/Departmental Information & Key Relationships
Background Information
The Strategic Planning Department plays a key role in the development of the University’s long
term strategy, which provides a framework for the annual Strategic and Financial Planning round,
and in ensuring that the University has a clear understanding of the external environment
affecting Higher Education.
https://www.surrey.ac.uk/surreynet/departments/planning/what/index.htm
At full strength the Strategic Projects and Change Team will contain four programme managers
with responsibility for Research, Strategic Growth, Research, Organisation and Operations and
Strategic Systems Implementations.
Department Structure Chart
*NOTE: Examples of notional Programme Manager porfolios might be Research; Strategic Growth; Strategic Systems;
Business change, organisation and operations
Relationships
Internal
 Head of Strategic Projects and Change – provides team direction in relation to upcoming and
existing strategic projects, responsible for providing the University with a corporate approach to
managing strategic programmes, responsible for providing line management and leadership.
 Strategic Project Programme Managers – require support from the PMO in supporting their
respective programmes, specifically in relation to maintaining the corporate view of progress to
key milestones on PM3 and SharePoint, governance structures, project portfolio updates and
organising project diaries for workshops and regular team meeting schedules
 IT PMO – Liaise with the IT counterpart to coordinate activity and ensure continuity between
Strategic Projects and ‘business-as-usual’.
 Broader Strategic Planning Team – Colleagues who analyse the Universities key performance
indicators and develop the data necessary to inform strategic decisions by the Executive Board,
from which strategic projects arise within the Strategic Projects and Change Team. It will be
necessary to form a close working relationship with the team and be aware of developments
arising at the planning stage.
 Director of Strategic Planning – provide support in their role in communicating with the Executive
Board around the progress of strategic projects.
 A broad range of colleagues from across the university in relation to ongoing project
requirements, such as Estates, Accounts, Faculties etc.
External
 Depending on the requirements of projects, to liaise with external consultants/contractors who
support aspects of projects, and staff within other external bodies such as the Local NHS Trust.
 Peer group colleagues within the HE sector, through attending seminars, workshops,
conferences etc.