ENGLISH: This is a group of vetted UNOPS personnel working in the Project Management domain who apply for inclusion in this pool as their projects with UNOPS are coming to an end within the following 6 months of their application or ended within the last 6 months of their application. Those PMs are currently working with UNOPS or have recently separated due to their project closure. This pool is considered as a resource for hiring managers willing to hire Project managers, for other projects in the same or a different duty station, to explore to fill their vacancies.
FRENCH AND SPANISH VERSIONS OF THE TERMS OF REFERENCES IS ATTACHED TO THE VACANCY ANNOUNCEMENT.
Summary of functions:2- Procedures
3- Monitoring and reporting
Prepare and issue regular project and/or financial reports in accordance with Partner and UNOPS requirements for reporting
Regularly review project status, evaluating performance criteria (scope, cost, schedule and quality)
Maintain diaries and progress reports as required by the organization’s standard procedures
Provide routine oversight and analysis of delivery data within the dashboard system
4- Stakeholder engagement
5- Quality assurance
Work with internal stakeholders to ensure projects comply with audit requirements
Work with procurement/purchasing staff to ensure effective interface with suppliers' quality systems
Coordinate quality reviews of project documents and deliverables
6- Knowledge management and innovation
Encourage routine and effective capacity building activities are conducted in order to build the long-term and sustainable capacity of staff
Actively interact with other Project Managers and the wider PM community to share case studies, lessons learned and best practices
Contribute to the oversight of lessons learned procedures, ensuring that lessons learnt are shared in a timely and appropriate manner.
Participate in the relevant Communities of Practice
Research and logging of lessons learned throughout the project life span
Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization |
Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion. |
Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles. |
Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role). |
Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries. |
Open to change and flexible in a fast paced environment. Effectively adapts own approach to suit changing circumstances or requirements. Reflects on experiences and modifies own behavior. Performance is consistent, even under pressure. Always pursues continuous improvements. |
Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving. |
Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground. |