PMO Workstream Planner and Scheduler

ROLE PROFILE

GENERAL CHARACTERISTICS
Group function/ BU Anglo American Platinum Date Aug 2015
Department/ Operation Job band GBF 6/12 - 0913856
Finance – PRO - Corporate
Location Corporate, Johannesburg
Discipline/ Sub-
Fin - Project Office
discipline

CONTEXT

 Structural changes to supply and demand dynamics of Platinum Group Metals necessitated a complete review of the Anglo
American Platinum (AAP) business and operating model. This resulted in a re-configuration of the asset portfolio (carve-out
of certain operations as a stand-alone business); implementation of an adjusted operating model for the retained company;
cost savings both on permanent staff level as well as efficiency requirements on non-personnel costs
 While being forced to maintain cash flow stability in the short- and medium term, AAP also needs to ensure a sustainable
long-term future, especially with respect to the development and introduction of technology (e.g., mechanised mining)
 The situation is further complicated by significant social and community requirements, given Amplats role as a major
employer and social contributor in South Africa and Zimbabwe
 Accordingly, Amplats has launched (and continuous to launch) a broad set of enterprise projects to shape the company's
future in light of the new economic reality

PURPOSE OF THE ROLE

The purpose of this role is to develop and manage the schedule for non-construction enterprise large and mega sized projects,
integrating the various individual work streams of Transition planning and scheduling, thereby considering a complex set of
factors (people, processes and systems) and the related required overarching necessities in terms of project management and
resourcing; to serve as subject expert in the field of scheduling and planning

WORK OF ROLE (INCLUDING AUTHORITIES AND OUTPUTS)

Work of Role Output

Transition planning
 Be accountable for a solid Transition planning, considering a broad  Robust overall Transition plan – comprehensive
range of factors, interdependencies and trade-offs Master Schedule for all projects related to the
Transition plan
Design and ensure scheduling and implementation planning and
execution of Amplats Enterprise Transition work:  Solid, holistic transformation project portfolio
 Ensure appropriate overall scheduling for integrated transition scheduling
planning of approved projects in order to achieve the Amplats
strategic goals
 Integrate a broad set of factors into the overall schedule, such as
strategic priorities, operational objectives dealing with people,
processes and systems
 Ensure delivery implications are understood by Functions and

26/08/2015 This role profile acts as a guide to the role only and additional work outcomes may be required to be performed by the
incumbent
 Operations and they appropriately addressed in the schedules
Drive alignment, milestones and interdependencies across all projects
in the portfolio Develop and maintain a fully integrated Project
Master Schedule for monitoring and controlling against tasks,
milestones and deliverables, including:
o Preparing Basis of Schedule for each stage of the
project.
o Providing / validating benchmarks of durations.
o Coordinating with all relevant project team members
and project stakeholders to define schedule
requirements (accuracy, sequencing and level of
activity decomposition).
o Resource loading where applicable.
o Applying critical path and critical chain methods to the
schedule.
o Assessing risks to the critical path(s) and developing
treatment actions including contingency to provide
required levels of confidence.
o Assessing opportunities to optimise either or both the
schedule and the estimate.
 Ensure alignment between schedule and cash flow / cost
management plan
Identify cross-dependencies between projects and propose
mitigation measures to project managers that ensure the individual
success of projects as well as the achievement of the broader
Transformation goals
 Anglo American Platinum values are lived by
the team.
 Project / Study scope is delivered on time at
each stage-gate.
 Quality and accuracy of schedules.
 Critical Path identification.
 Schedule reporting / communication is
regular, transparent, verified and timely.
 Quality of analysis and resulting
recommendations.
 Project milestones met.
 Schedule break-down structure remains
aligned (integrated) with the WBS and cost
break-down structure.
 Responsible for drafting and implementing In
house standards and procedures aligning to
the Anglo Projects Way.
 Mentoring and Coaching of Schedulers and
Planners in the Owners Team
 Appropriate, yet cost and time efficient project
management initiatives

Ensure integration of Transition-related change management:

 Consider the need for change management deriving from each
individual project
 Ensure a holistic perspective (incl. synergies for change
management across projects) for the required change
management that is needed to ensure full value delivery of projects
 Ensure that both behavioural and systemical components of
change management are appropriately aligned and addressed in
the schedule
 Vested resource plan for each project (in terms
Provide input into appropriate resourcing of the individual
of quantity and quality), ensuring a successful
initiatives:
project delivery while maximising the efficiency
 Review quantity and quality of allocated resources for each project, of project delivery
support individual Project Leaders and Functions to appropriately
plan and provide resource requirements (both from a staff- as well
as financial perspective)
 Regularly assess and (if required) provide recommendations for
adjusting or optimising the resourcing in close collaboration with
Functions and individual Project Managers and Project Leaders  Regular status reports, highlighting areas of
concerns and recommended actions for
Monitor and report on the Transition status: mitigation
 Provide oversight to ensure a smooth execution of the projects,
consolidate, validate and challenge the progression of projects as
well as the Transition plan in its entirety
 Identify potential issues and roadblocks, flag concerns on both
individual as well as Transition-overarching matters
 Derive recommendations for corrective actions if required, support
 Functions and Project Managers to adapt project plans if required –
always considering cross-dependencies between individual
projects and potential implications on the overall Transition process
 Escalate major concerns in case that resolution requires Executive
involvement

ROLE RELATIONSHIPS
Managerially Program Manager Finance
accountable to
Direct reports None

Key internal role All individual Project Leaders and Managers (PMO Schedulers) of the initiatives in scope for the
relationships Transition
Head of Departments resp. Line Managers of all Functions (as listed below) and Finance Business
Partners
In selected cases, direct interaction with the Executives of Functions:
Executive Head Processing
Executive Head Mining
Executive Head Technical
Executive Head SHE
Executive Head HR
Executive Head Corporate Affairs
Executive Head Commercial
Executive Head Projects
Executive Head JV’s
External relationships No direct external relationships expected

QUALIFICATIONS, EXPERIENCE, KNOWLEDGE AND SKILLS

QUALIFICATIONS
Professional qualification in Project/ Transition Management
Business degree preferable
Experience in managing complex, enterprise-wide transition efforts

EXPERIENCE Essential:
 At least 10 years professional experience at least three of which should be in a mining
environment
 Proven experience in a leadership role, having successfully gained experience in formally and
informally managing teams
 Project management experience
 Deep mining sector experience
Desirable:
 Gathered geographically diverse experience, working effectively with cross-functional teams
 Involved in major change projects/organisational transformation
KNOWLEDGE AND
SKILLS  Project Management and Execution (Level 3 technical indicators - Applies project
management techniques to manage large and complex projects and ensures changes are
embedded into business as usual process)
 Financial Planning and Analysis (Level 1 technical indicators - Applies data analytical
techniques to provide transparency on financial performance of individual projects)
 Financial Controlling (Level 1 technical indicators – Supports the development of project
 reports and controls in accordance with AAP standards as well as monitors and mitigates
issues)
BEHAVIOURS
The People Development Way and Behavioural Framework
A1 – Broad Scanning
Determining
Strategy
A2 – Setting Direction
A3 – Leading Change
B1 – Inspiring Others
B2 – Collaboration
Energising People
B3 – Impact and Influence
C1 – Decision making
Delivering Results C2 – Driving Performance
C3 – Business acumen
ORGANISATION CHART
Initiates and leads broad scanning
activities and research beyond the
industry Pays attention to the broader
mining business
Establishes the organisation’s strategy
and determines priority
Identifies and architects
transformational change
Inspires people and builds cross
organisational pride
Drives cross boundary collaboration as
the way business is done
Applies self awareness and critical
thinking to influence at the highest
levels
Balances data and information with
sound personal judgement
Drives commitment to profitable Group
performance
Secures long term value for the
shareholder
 Programme
Manager
Finance

Value PMO PMO PMO PMO Technical

Tracking & Manager: Workstream Workstream Workstream Assistant
Implementat Business Planner & Manager: Manager:
ion Architecture Scheduler Operations Business
Specialist Functions Functions

NISATION CHART Organisation Chart