IT Project Manager

Posted 6 April by Schneider Electric

At IMServ, we helpour customers use energy better.  Our people retrieve energy data fromsome of the UK’s largest energy consuming organisations.  The industryrelies on the information our people produce to trade, bill and understandbillions of pounds of energy each year. Our specialist services, operated byour experts, deliver tangible energy, carbon and cost savings to our customersby giving access to data intelligence on ‘how’, ‘when’ and ‘where’ energy isused.

We currently have anexciting opportunity available at IMServ, based in their Milton Keynes office,for a Project Manager to work within our Strategic Change Delivery team.


The most crucial role from IT,the PM is accountable for the orderly creation, management and closure of theproject.

Their prime focus is ondriving the project from cradle to grave. This includes the definition,creation and management of the project team, the project scope, the projectplan, all required project collateral, issue identification and resolution,progress management and defect resolution.

An IT project manager is not aspecialist technical role. However, the PM is the person that needs to draw theother project skill sets together into a cohesive unit. As a result, they needa general understanding of architecture, process design, requirement definition,development techniques, testing and change management.

Keyareas of responsibility include:

  • Governance - Well managed project generatescollateral that is used to communicate progress through the project lifecycle.In the early stages, this involves the on-boarding of the team, ensuring thatevery person has a common understanding of what is to be achieved. This maturesthrough the design phase where how it is going to be achieved is defined. Theninto development planning where the phasing and work allocation is determined.In the build phase, the PM is responsible for monitoring progress,communicating across the team to ensure everyone is pulling in a coordinateddirection. In testing, they need to ensure the output is adequately tested anddefects are resolved quickly. In deployment, they play a role in ensuring thebusiness adoption and handover to service is optimised.

          Throughoutthis work, the PM is ultimately responsible in ensuring the                  collateral producedis timely, of adequate quality and is                                        communicated appropriately across theteam and other stakeholders              

Technical Skills - The PM is the person that ultimately understands how the endsolution will work and how the desired project outcomes will be achieved. Assuch, the PM needs to have a general understanding of Solution Architecture,Business Analysis, development planning, testing and change management. Thisallows the PM to play a more value adding role where they challengeappropriately and ensure that the discrete skill sets are effectively coordinatedand that the solution achieves its goals.

  • Risk and Issue Management - Risk and issuemanagement is core Project management competency. The PM is ultimatelyresponsible for ensuring that key risks associated with the project are exposedearly and are effectively mitigated. They are also responsible for drawing outissues that people across the project are incurring and driving the effectiveresolution of those issues.
  • Resource and Budget Management - The PM isresponsible for resource definition and management within the project budgetaryconstraints. This involves planning the work involved in the project, definingthe resource ask associated with that plan and then managing the resources toensure they are effectively employed through the lifecycle of the project.
  • Project Planning - Projects are complex,multi-faceted pieces of work where the output of multiple team members needs tobe coordinated to a timely and effective output. As a result, they are plannedin depth to ensure task alignment and to ensure that all project team membersknow what they need to do and when. 


  • Leadership - Align with the PM and Sponsor,the PM drives the project. As such, they need to lead from the front. To getinvolved in tasks that need assistance to have an ability to think bothstrategically and tactically. More than any other role in the project, they areresponsible for pulling other people through the process, inspiring them andensuring that progress is made in a timely manner. They need to be seen ashelping the other people in the team. This often involves driving issueidentification and resolution.
  • An ability to work with and get the best outof people with differing backgrounds, skills and experiences
  • Drive the project by establishing a highperforming team through passion, engagement and knowledge.
  • Conflict Management and Decision Making -Conflict in projects is expected and is healthy. Not everyone involved in aproject will agree. Points of conflict tend to be concentrated on the processdesign, requirement definition and scope. It is the PM's responsibility toidentify these points of conflict early and to facilitate the decision-makingprocess where the defined outcomes to issues are decided. It should be notedthat this often is not necessarily creating a consensus decision. It isperfectly acceptable for people to agree to disagree but there must be acommitment across the team to drive forward with the decision once it is made.
  • Stakeholder Management and Communication    - Project have complex stakeholders setsthat include the project team, the sponsor and exec, the wider business andoften supplier / customers / regulators. It is the PM's responsibility toensure those stakeholder sets are identified, are kept up to date with regardto progress and are quickly and effectively engaged (particularly with regardto issue resolution and approval of collateral/decision making).
  • Delivery - Ability to successfully pilot aproject from beginning to end, including prioritising, planning, resolvingissues, and displaying a persistent drive for results.
  • Facilitation - Manage conversations withmultiple stakeholders and to drive conflicting views to a decisive and agreedway forward
  • Business acumen - Understands how IMServ workand how the collateral produced throughout the project will impact thebusiness. A working knowledge on how to navigate the business to get thingsdone. 

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At IMServ, Diversity & Inclusion is at the heart of our organisation,it's an integral part of our history, culture and identity.  We recognisethat embracing diversity unlocks innovation and creativity and fosterscollaboration. We want our employees

Reference: 34842068

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