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Job Description for Project Manager provides a free database of real job descriptions for use in writing jd`s, recruitment and job search.

Job Summary

The Project Manager will provide project management for a portfolio of projects, identified as part of the organisation’s plans.  


This will involve the production of plans, documentation and the provision of guidance for project teams and ensuring communication is maintained between all stakeholders throughout the project lifecycle, ensuring all organisational procedures are adhered to, objectives are identified and met, and benefits realised from the implementation of the change.

Main responsibilities-Job Description for Project Manager

Job Description for Project Manager





Giving, receiving, processing and interpreting of information, acknowledging own personal style of communication and the impact it has on others. Information can be conveyed verbally, non-verbally, actively, passively, formally, informally, consciously or unconsciously.


Corporate governance of project management


This concerns those areas of corporate governance that are specifically related to project activities, ensuring that an organisation’s project portfolio is aligned to the organisation’s objectives are delivered efficiently and are sustainable. It also includes the determining and applying of appropriate standards and methods to minimise health, safety and environmental damage risk during the project and the operation of its deliverables.




The evaluating and optimising of the preferred solution which can affect requirements and the project’s scope, time, cost and quality objectives. Involvement in the production of key Programme/Project documentation such as the mandate, brief, PID and the project management plan which states how resources required during the implementation phase will be identified.


Handover and closeout


Handing over the final project deliverables to the sponsor and users and finalising all project matters, carrying out final project reviews, archiving project information ad redeploying the project team

Implementation The practical executing, monitoring and control of the project management plan, where the design is finalised and used to build the deliverables.




 The prime responsibility is to ensure that assigned projects produce the required deliverables within the defined quality, time and cost constraints and to facilitate full realisation of benefits defined in the business case.  This should be achieved by appropriate adherence to the standard project management methodology: PRINCE2  and best practice within the profession, involving the production of plans, documentation and guidance for project teams throughout the project lifecycle and ensuring all organisational procedures are adhered to.



• Project plan and PID development

• Project change control

• Stakeholder management

• Benefit and change management

• Reporting

• Risks and issue management

• Project closure including the capture of lessons learned



Map the environment in which your organisation operates 


Ensuring you have a clear and up-to-date picture of the environment in which your organisation operates and can produce information which could be used for planning and operational purposes. The environment includes the external’ and ‘internal’ operating environment.


Organisational structure and roles

Understanding , identifying and defining the organisational structural environment in which the project is taking place and the organisational roles performed by individuals and groups within the project, including hierarchical structure, accountabilities, relationships and decision-making responsibilities


Project life cycles

Understanding the concept of project lifecycles, the use of project phases and contributing to the support of this process which allows the project to be considered as a sequence of phases and which provides the structure and approach for progressively delivering the required outputs


Project risk  and issue management

Understanding, identifying and proactively managing individual risk and issue events and overall project risk by minimising threats and maximising opportunities


Project success and benefits management


Satisfying stakeholder needs, measured by the success criteria as identified and agreed at the start of the project. Benefits management is the identification of the benefits at an organisational level and the monitoring and realisation of those benefits


Scope management

Identifying and defining the deliverables and work to produce them. Identifying and defining the scope must describe what the project will include and what it will not include, i.e. what is in and out of scope















Stakeholder management

The systematic identification, analysis and planning of actions to engage with, communicate with, negotiate with and influence stakeholders.


Behavioural characteristics

The element that separate and describe a person’s preferred way of acting, interacting and reacting in a variety of situations. They complement knowledge and experience and are a function of values, beliefs and identity. They can be used in assessment, engagement and career advice



Budgeting and cost management

The estimating of costs and the setting of an agreed budget, and the management of actual and forecast costs against budget

Business case Understanding of the content and is prepared to write a business case on behalf of the sponsor according to the agreed standards  which provides justification for undertaking a project, to obtain management commitment and approval for investment in the project.


Change Control management

Creating, maintaining and controlling change of the configuration throughout the project life cycle, ensuring that all changes made to a project’s baselined scope, time, cost and quality objectives or agreed benefits are identified, evaluated, approved, rejected or deferred