Role Description

Project Manager
Cluster Transport for NSW
Agency Transport for NSW
Division/ Branch/ Unit Greater Sydney / Planning & Programs
Location Various
Classification/ Grade/ Band Grade 9
Role Number 51002333
ANZSCO Code 233211
PCAT Code 1112292
Date of Approval August 2021
Agency Website http://www.transport.nsw.gov.au/

Agency overview
At Transport, we’re passionate about making NSW a better place to live, work and visit. Our vision is to give
everyone the freedom to choose how and when they get around, no matter where they live. Right now,
we’re delivering a $72.2bn program – the largest Australia has ever seen – to keep people and goods
moving, connect communities and shape the future of our cities, centres and regions. At Transport, we’re
also committed to creating a diverse, inclusive and flexible workforce, which reflects the community and the
customers we serve.
Our organisation – Transport for NSW – is comprised of numerous integrated divisions that focus on
achieving community outcomes for the greater good and on putting our customers at the centre and our
people at the heart of everything we do.

Primary purpose of the role

The Project Manager is responsible for leading the business case development, implementation and
management of small to medium transport network capital funded smart technology and infrastructure
projects or other projects in accordance with TfNSW guides, practices and processes to ensure project
schedule, price, quality and scope objectives are achieved.

Key accountabilities
• Provide efficient and effective project and contract management services, including controlling
project budgets and reporting on project progress to ensure the project is completed to agreed time,
cost, quality, and scope requirements and meets Government and TfNSW objectives.
• Lead and manage the preparation of strategic and final business cases in line with TfNSW and
Infrastructure for NSW (INSW) guidelines.
• Lead and manage the preparation of detail designs through to delivery and other quality project
documentation, including estimates of cost and reports for approval.
• Review and implement TfNSW’s strategies, procedures, guidelines, processes and practices to
ensure a high level of WH&S, environmental management and quality is achieved.
 • Review and implement project briefs, provide appropriate direction to facilitate the early resolution of
issues.
• Provide accurate cost reporting and forecasting and assist in the preparation of updates of project
and interface programs.
• Manage changes to project scope, schedule and cost using appropriate project management
techniques.
• Lead and manage others including internal and external groups to work to achieve change and
progress even in environments of conflicting interests and opinions.
• Work within a matrix management structure where support services are embedded within project
office delivery teams.

Key challenges
• Achieving project deadlines and milestones to the required standards within budget and client
expectations
• Ensuring project and contract management principles are consistently applied and strong project
governance is in place to manage project risk and complexity
• Prioritising high volume work to meet conflicting and tight deadlines
• Working with a range of internal and external stakeholders and suppliers to support and facilitate the
effective delivery of works and projects

Key relationships
Who
Internal
Reporting Line Manager
Other Project Managers and System
Engineers cluster wide
External
Private sector organisations
and Government agencies
Why
• Escalate issues, keep informed, advise and provide regular updates on
key projects and priorities.
• Contribute to strategic planning, policy development and decision
making.
• Critical to successful delivery of project
• Critical to successful delivery of project controls, financial support,
enablers to support project development and delivery (Communications,
Environment, Safety & Contracts)
• Critical to developing original, deliverable and effective solutions that
deliver the desired project outcomes in and efficient manner with
minimum disruption to our customers.
• Develop and build relationships with organisations that have an interface
with the private sector proposals.
• Provide high level advice to inform Government decision making for
transport related precinct renewal.

Role dimensions
Decision making
As per the delegation

Role Description Project Manager 2

Reporting line
This role reports to the Director Technology Projects.

Direct reports
Nil

Budget/Expenditure
TBC

Essential requirements
• Appropriate tertiary qualifications or significant experience in ITS project management.
• Demonstrated ability to work constructively and collaboratively in a multi-disciplined project team.
• Ability to manage a diverse range of consultants and contractors to achieve project objectives.
• Ability to work in a fast paced environment, meet competing demands and provide accurate advice
in short timeframes.

Capabilities for the role

The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability
Framework is available at www.psc.nsw.gov.au/capabilityframework
Capability summary
Below is the full list of capabilities and the level required for this role, the capabilities in bold are the focus
capabilities for this role. Refer to the next section for further information about the focus capabilities.

Role Description Project Manager 3

NSW Public Sector Capability Framework
Capability Group Capability Name Level

Display Resilience and Courage Adept

Act with Integrity Adept
Manage Self Adept
Value Diversity Intermediate
Communicate Effectively Advanced
Commit to Customer Service Intermediate
Work Collaboratively Adept
Influence and Negotiate Adept
Deliver Results Adept
Plan and Prioritise Adept
Think and Solve Problems Advanced
Demonstrate Accountability Adept

Finance Adept
Technology Adept
Procurement and Contract Management Intermediate
Project Management Advanced

Focus capabilities
The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate
competence. The behavioural indicators provide examples of the types of behaviours that would be
expected at that level and should be reviewed in conjunction with the role’s key accountabilities.

NSW Public Sector Capability Framework

Group and Capability
Personal Attributes
Act with Integrity
Relationships
Communicate Effectively
Level Behavioural Indicators
Adept • Represent the organisation in an honest, ethical and
professional way and encourage others to do so
• Demonstrate professionalism to support an culture of
integrity within the team/unit
• Set an example for others to follow and identify and
explain ethical issues
• Ensure that others understand the legislation and policy
framework within which they operate
• Act to prevent and report misconduct, illegal and
inappropriate behaviour
Advanced • Present with credibility, engage varied audiences and test
levels of understanding
• Translate technical and complex information concisely for
diverse audiences

Role Description Project Manager 4

NSW Public Sector Capability Framework
Group and Capability
Relationships
Influence and Negotiate
Results
Deliver Results
Results
Think and Solve Problems
Results
Demonstrate Accountability
Role Description Project Manager
Level Behavioural Indicators
• Create opportunities for others to contribute to discussion
and debate
• Actively listen and encourage others to contribute inputs
• Adjust style and approach to optimise outcomes
• Write fluently and persuasively in a range of styles and
formats
Adept • Negotiate from an informed and credible position
• Lead and facilitate productive discussions with staff and
stakeholders
• Encourage others to talk, share and debate ideas to
achieve a consensus
• Recognise and explain the need for compromise
• Influence others with a fair and considered approach and
sound arguments
• Show sensitivity and understanding in resolving conflicts
and differences
• Manage challenging relations with internal and external
stakeholders
• Pre-empt and minimise conflict
Adept • Take responsibility for delivering on intended outcomes
• Make sure team/unit staff understand expected goals and
acknowledge success
• Identify resource needs and ensure goals are achieved
within budget and deadlines
• Identify changed priorities and ensure allocation of
resources meets new business needs
• Ensure financial implications of changed priorities are
explicit and budgeted for
• Use own expertise and seek other’s expertise to achieve
work outcomes
Advanced • Undertake objective, critical analysis to draw accurate
conclusions that recognise and manage contextual issues
• Work through issues, weigh up alternatives and identify the
most effective solutions
• Take account of the wider business context when
considering options to resolve issues
• Explore a range of possibilities and creative alternatives to
contribute to systems, process and business
improvements
• Implement systems and processes that underpin high
quality research and analysis
Adept • Assess work outcomes and identify and share learnings to
inform future actions
• Ensure that actions of self and others are focused on
achieving organisational outcomes
• Exercise delegations responsibly
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NSW Public Sector Capability Framework
Group and Capability
Business Enablers
Project Management
Role Description Project Manager
Level Behavioural Indicators
• Understand and apply high standards of financial probity
with public monies and other resources
• Identify and implement safe work practices, taking a
systematic risk management approach to ensure health
and safety of self and others
• Conduct and report on quality control audits
• Identify risks to successful achievement of goals, and take
appropriate steps to mitigate those risks
Advanced • Prepare scope and business cases for more ambiguous or
complex projects including cost and resource impacts
• Access key subject-matter experts’ knowledge to inform
project plans and directions
• Implement effective stakeholder engagement and
communications strategy for all stages of projects
• Monitor the completion of projects and implement effective
and rigorous project evaluation methodologies to inform
future planning
• Develop effective strategies to remedy variances from
project plans, and minimise impacts
• Manage transitions between project stages and ensure
that changes are consistent with organisational goals
6