IT Project Manager (HCM)

BART
Oakland, California United States  View Map
Posted: Dec 13, 2024
  • Salary: $150,232.60 - $195,302.09 Annually USD
  • Full Time
  • Information Technology and Communication Services
  • Project Management
  • Job Description

    Marketing Statement

    Ride BART to a satisfying career that lets you both: 1) make a difference to Bay Area residents, and 2) enjoy excellent pay, benefits, and employment stability. BART is looking for people who like to be challenged, work in a fast-paced environment, and have a passion for connecting riders to work, school and other places they need to go. BART offers a competitive salary, comprehensive health benefits, paid time off, and the CalPERS retirement program.

    Job Summary

    PAY RATE
    AFSCME Pay Band I

    Annual Salary Range $ 150,232.60 (Minimum) - $ 195,302.09 (Maximum)

    The negotiable salary offer will be between $150,232.60 - $187,599.93 /annually commensurate with experience and education.

    REPORTS TO
    M. Salonga

    CURRENT ASSIGNMENT
    The District is looking for an individual to support the Enterprise Resource Planning (ERP) Systems which includes Oracle PeopleSoft Human Capital Management (HCM) System. The position will be responsible for collaborating with District business units and departmental staff to determine and analyze their information needs and functional requirements, providing analysis of existing operation processes, assistance in resolution of issues, and propose new technology and/or business process improvements.

    The successful incumbent will demonstrate the following criteria beyond the minimum qualifications:
    • Strong experience in Project Management
    • Strong understanding of Enterprise Application Systems, specifically Oracle PeopleSoft HCM
    • Strong knowledge and working experience in PeopleSoft Core HR, Benefits, Time and Labor and Payroll processes
    • Strong skills in understanding business needs and requirements
    • Ability to analyze complex problems and make well-reasoned recommendations
    • Knowledge and experience in Enterprise Systems integration
    • Ability to successfully collaborate and build relationships with cross-functional stakeholders
    • Ability to lead and manage big projects
    SELECTION PROCESS
    This position is represented by American Federation of State, County, and Municipal Employees (AFSCME). Applications will be screened to assure that minimum qualifications are met. Those applicants who meet minimum qualifications will then be referred to the hiring department for the completion of further selection processes.

    The selection process for this position may include a skills/performance demonstration, a written examination, and/or an individual or panel interview.

    Examples of Duties

    Provide analysis of existing operations processes to input in proposals for new systems and/or enhancement of existing systems.

    Responsible incorporating project management life cycle methodologies including scope, schedule, risks, and budget of key projects and deliverables.

    Apply understanding of business and leverage best practices. Contextualize impacts and identifies implications of problems/issues/events on business processes.
    Assist users by troubleshooting/solving various functional/technical issues with Enterprise business applications. Recommend and implement solutions to improve processes and create efficiencies.
    Track project related deadlines and manage associated communications.

    Develops and documents detailed requirement specifications, functional documents and use cases, and test plans for business and development teams; where necessary, translate and clearly document business requirements for IT staff; conduct training for end users and development team.

    Partners with other IT members and various business areas in translating business requirements into technical specifications.

    Contribute to administration and ongoing maintenance of enterprise applications.
    Perform other tasks and responsibilities as requested.
    Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of information systems.
    Serves as staff on variety of boards, commissions and committees; prepares and presents staff reports and other necessary correspondence.
    Provides responsible staff assistance to the Manager, Business Systems Applications.
    Performs related duties as required.

    Minimum Qualifications

    Education:
    A Bachelor’s degree in computer science, business administration, or a closely related field from an accredited college or university.

    Experience:
    Four (4) years of demonstrated experience in planning, coordinating, and supporting of enterprise application systems that must have included one year of hands on experience with one or more ERP (Enterprise Resource Planning) and/or EAM (Enterprise Asset Management) functional application systems.

    Other Requirements:
    Must possess a valid California driver’s license and have a satisfactory driving record. Must be able to work various shifts, weekends, holidays, and overtime.

    Substitution:
    Additional professional experience as outlined above may be substituted for the education on a year-to-year basis. A Bachelor’s degree is preferred.

    Knowledge and Skills

    Knowledge of:
    • Operational characteristics, services, and activities of a comprehensive information systems program.
    • Principles and practices of system configuration documentation, policy development and administration.
    • Principal and practices of District’s business systems application.
    • Business and administrative project applications.
    • Principles and practices of program development and administration. Methods and techniques of project management.
    • Principles of inter-group and interpersonal communication.
    • Methods and procedures for preserving and presenting evidence.
    • Related Federal, State and local laws, codes, and regulations.

    Skill in:
    • Preparing clear, concise, and persuasive administrative reports.
    • Communicating clearly and concisely, both orally and in writing.
    • Documenting configurations and/or user manuals.
    • Good analytical and problem-solving skills.
    • Establishing and maintain effective working relationships with those contracted in the course of work.
    • Developing sound conclusions and logical recommendations.
    • Analyzing technical and functional problems, identifying alternative solutions, projecting consequences of proposed actions and implementing recommendations in support of goals.
    • Carrying out objectives with independence but also following directions of supervisors and/or managers as necessary.
    • Interpreting and applying Federal, State and local policies, laws and regulations.


    Equal Employment Opportunity GroupBox1

    The San Francisco Bay Area Rapid Transit District is an equal opportunity employer. Applicants shall not be discriminated against because of race, color, sex, sexual orientation, gender identity, gender expression, age (40 and above), religion, national origin (including language use restrictions), disability (mental and physical, including HIV and AIDS), ancestry, marital status, military status, veteran status, medical condition (cancer/genetic characteristics and information), or any protected category prohibited by local, state or federal laws.

    The BART Human Resources Department will make reasonable efforts in the examination process to accommodate persons with disabilities or for religious reasons. Please advise the Human Resources Department of any special needs in advance of the examination by emailing at least 5 days before your examination date at employment@bart.gov .

    Qualified veterans may be eligible to obtain additional veteran's credit in the selection process for this recruitment (effective Jan. 1, 2013). To obtain the credit, veterans must attach to the application a DD214 discharge document or proof of disability and complete/submit the Veteran's Preference Application no later than the closing date of the posting. For more information about this credit please go to the Veteran's Preference Policy and Application link at www.bart.gov/jobs .

    The San Francisco Bay Area Rapid Transit District (BART) prides itself in offering best in class benefits packages to employees of the District. Currently, the following benefits may be available to employees in this job classification.

    Highlights
    • Medical Coverage (or $350/month if opted out)
    • Dental Coverage
    • Vision Insurance (Basic and Enhanced Plans Available)
    • Retirement Plan through the CA Public Employees’ Retirement System (CalPERS)
      • 2% @ 55 (Classic Members)
      • 2% @ 62 (PEPRA Members)
      • Reciprocity available for existing members of many other public retirement systems (see BART website and/or CalPERS website for details)
    Money Purchase Pension Plan (in-lieu of participating in Social Security tax)
    • 6.65% employer contribution up to annual maximum of $1,868.65
    Deferred Compensation & Roth 457 Sick Leave Accruals (12 days per year) Vacation Accruals (3-6 weeks based on time worked w/ the District) Holidays: 9 observed holidays and 4 floating holidays Life Insurance w/ ability to obtain additional coverage Accidental Death and Dismemberment (AD&D) Insurance Survivor Benefits through BART Short-Term Disability Insurance Long-Term Disability Insurance Flexible Spending Accounts: Health and Dependent Care Commuter Benefits Free BART Passes for BART employees and eligible family members.

    Closing Date/Time: 12/31/2024 11:59 PM Pacific
  • ABOUT THE COMPANY

    • BART (Bay Area Rapid Transit)
    • BART (Bay Area Rapid Transit)

    The BART story began in 1946. It began not by governmental fiat, but as a concept gradually evolving at informal gatherings of business and civic leaders on both sides of the San Francisco Bay. Facing a heavy post-war migration to the area and its consequent automobile boom, these people discussed ways of easing the mounting congestion that was clogging the bridges spanning the Bay. In 1947, a joint Army-Navy review Board concluded that another connecting link between San Francisco and Oakland would be needed in the years ahead to prevent intolerable congestion on the Bay Bridge. The link? An underwater tube devoted exclusively to high-speed electric trains.

    Since 1911, visionaries had periodically brought up this Jules Verne concept. But now, pressure for a traffic solution increased with the population. In 1951, the State Legislature created the 26-member San Francisco Bay Area Rapid Transit Commission, comprised of representatives from each of the nine counties which touch the Bay. The Commission's charge was to study the Bay Area's long range transportation needs in the context of environmental problems and then recommend the best solution.

    The Commission advised, in its final report in 1957, that any transportation plan must be coordinated with the area's total plan for future development. Since no development plan existed, the Commission prepared one itself. The result of their thoroughness is a master plan which did much to bring about coordinated planning in the Bay Area, and which was adopted a decade later by the Association of Bay Area Governments (ABAG).

    The BART Concept is Born
    The Commission's least-cost solution to traffic tie-ups was to recommend forming a five-county rapid transit district, whose mandate would be to build and operate a high-speed rapid rail network linking major commercial centers with suburban sub-centers.

    The Commission stated that, "If the Bay Area is to be preserved as a fine place to live and work, a regional rapid transit system is essential to prevent total dependence on automobiles and freeways."

    Thus was born the environmental concept underlying BART. Acting on the Commission's recommendations, in 1957, the Legislature formed the San Francisco Bay Area Rapid Transit District, comprising the five counties of Alameda, Contra Costa, Marin, San Francisco and San Mateo. At this time, the District was granted a taxing power of five cents per $100 of assessed valuation. It also had authority to levy property taxes to support a general obligation bond issue, if approved by District voters. The State Legislature lowered the requirement for voter approval from 66 percent to 60 percent.

    Between 1957 and 1962, engineering plans were developed for a system that would usher in a new era in rapid transit. Electric trains would run on grade-separated right-of-ways, reaching maximum speeds of 75-80 mph, averaging perhaps 45 mph, including station stops. Advanced transit cars, with sophisticated suspensions, braking and propulsion systems, and luxurious interiors, would be strong competition to "King Car " in the Bay Area. Stations would be pleasant, conveniently located, and striking architectural enhancements to their respective on-line communities.

    BART employees in the 1970s

    BART employees in the 1970s.

    Hundreds of meetings were held in the District communities to encourage local citizen participation in the development of routes and station locations. By midsummer, 1961, the final plan was submitted to the supervisors of the five District counties for approval. San Mateo County Supervisors were cool to the plan. Citing the high costs of a new system-plus adequate existing service from Southern Pacific commuter trains - they voted to withdraw their county from the District in December 1961.

    With the District-wide tax base thus weakened by the withdrawal of San Mateo County, Marin County was forced to withdraw in early 1962 because its marginal tax base could not adequately absorb its share of BART's projected cost. Another important factor in Marin's withdrawal was an engineering controversy over the feasibility of carrying trains across the Golden Gate Bridge.

    BART had started with a 16-member governing Board of Directors apportioned on county population size: four from Alameda and San Francisco Counties, three from Contra Costa and San Mateo, and two from Marin. When the District was reduced to three counties, the Board was reduced to 11 members: four from San Francisco and Alameda, and three from Contra Costa. Subsequently, in 1965, the District's enabling legislation was changed to apportion the BART Board with four Directors from each county, thus giving Contra Costa its fourth member on a 12-person Board. Two directors from each county, hence forth, were appointed by the County Board of Supervisors. The other two directors were appointed by committees of mayors of each county (with the exception of the City and County of San Francisco, whose sole mayor made these appointments).

    The five-county plan was quickly revised to a three-county plan emphasizing rapid transit between San Francisco and the East Bay cities and suburbs of Contra Costa and Alameda counties. The new plan, elaborately detailed and presented as the "BART Composite Report, " was approved by supervisors of the three counties in July 1962, and placed on the ballot for the following November general election.

    The plan required approval of 60 percent of the District's voters. It narrowly passed with a 61.2 percent vote District-wide, much to the surprise of many political experts who were confident it would fail. Indeed, one influential executive was reported to have said: "If I'd known the damn thing would have passed, I'd never have supported it. "

    The voters approved a $792 million bond issue to finance a 71.5 mile high-speed transit system, consisting of 33 stations serving 17 communities in the three counties. The proposal also included another needed transit project: rebuilding 3.5 miles of the San Francisco Municipal Railway. The new line would link muni streetcar lines directly with BART and Market Street stations, and four new Muni stations would be built.

    The additional cost of the transbay tube -- estimated at $133 million -- was to come from bonds issued by the California Toll Bridge Authority and secured by future Bay Area Bridge revenues. The additional cost of rolling stock, estimated at $71 million, was to be funded primarily from bonds issued against future operating revenues. Thus, the total cost of the system, as of 1962, was projected at $996 million. It would be the largest single public works project ever undertaken in the U.S. by the local citizenry.

    After the election, engineers immediately started work on the final system designs, only to be halted by a taxpayer's suit filed against the District a month later. The validity of the bond election, and the legality of the District itself, were challenged. While the court ruled in favor of the District on both counts, six months of litigation cost $12 million in construction delays. This would be the first of many delays from litigation and time-consuming negotiations involving 166 separate agreements reached with on-line cities, counties, and other special districts. The democratic processes of building a new transit system would prove to be major cost factors that, however necessary, were not foreseen.

     

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