Class Description
Valid as of: July 2018
This class series uses four levels in the Professional Services Occupational Group and describes work in project management. Positions in this class plan, direct, and coordinate activities of designated project(s) to ensure that goals or objectives are accomplished within prescribed time frames and funding parameters. This work involves determination of time frames, funding limitations, procedures to meet project goals and objectives. Positions manage available resources during the phases of a project, establish project work and staffing plans, assign project personnel, and develop project plan outlines to ensure that the project progresses on schedule and within budget. Positions provide project reports, technical advice, and coordination of project activities. Project managers focus on completing long-term projects in a variety of programs for the state with emphasis on fulfilling the business needs and requirements. Positions at the higher levels may require extensive certified competencies in managing financial and technical aspects of large projects under the direct supervision of managers or executives. Professional work is analytical and evaluative in nature. Decisions require the creative and conceptual application of theory and principles of a professional occupational field. A professional field is one in which knowledge is gained by completion of an advanced course of study resulting in a college degree or equivalent specialized experience. The professional nature of the work and the factors determine the level within this series.
PROJECT COORDINATOR (H1K1XX)
Concept of Class
This class describes the fully operational professional. Positions in this class participate in the development, implementation, coordination, and supervision of project goals, objectives, and activities. Coordinators work with stakeholders, and procedures to ensure the implementation and success of projects. Positions operate independently in performing the full range of project coordinator tasks. Work requires the use of discretion and creativity within limits of theory and principles of the profession; management’s objectives; law and regulations; and general systems and guidelines. Judgment is used in the adaptation and skill application of guidelines to solve the full range of problems related to the assignment. Positions may serve as a resource to others or a specialist in the professional field. Responsibilities may include project documentation, monitoring and reporting project spending and status, tracking accomplishments versus operational requirements, resolving issues and change initiatives, risk analysis, contract oversight, and deliverables. Positions also assist with planning and resolving logistical and inter-department needs.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making -- The decisions regularly made are at the process level, as described here. Within limits set by professional standards, the agency's available technology and resources, and program objectives and regulations established by a higher management level, choices involve determining the process, including designing the set of operations. The general pattern, program, or system exists but must be individualized. This individualization requires analysis of data that is complicated. Analysis is breaking the problem or case into parts, examining the parts, and reaching conclusions that result in work processes. This examination requires application of known and established theory, principles, conceptual models, professional standards, and precedents in order to determine their relationship to the problem. New processes or objectives require approval of higher management or the agency with authority and accountability for the program or system.
Complexity -- The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of theories, concepts, and principles in order to tailor them to develop a different approach or plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate and are therefore relevant only through approximation or analogy. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so they can be applied to particular circumstances and to deal with emergencies.
Line/Staff Authority -- The direct field of influence the work of a position has on the organization is as an individual contributor. The individual contributor may explain work processes and train others. The individual contributor may serve as a resource or guide by advising others on how to use processes within a system or as a member of a collaborative problem-solving team. This level may include positions performing supervisory elements that
do not fully meet the criteria for the next level in this factor. Note: some positions may lead or supervise others; however, those subordinate positions are not professionals so the position does not meet all of the criteria for a higher level of Line/Staff Authority in this class series.
PROJECT MANAGER I (H1K2XX)
Concept of Class
This class describes the work or project leader or the staff authority. Work leaders exercise some control over the continual work product of others. Project leaders do so on an ongoing project basis where the projects are critical to the agency’s mission and fundamental business operations. Staff authorities possess a unique level of knowledge and expertise in a professional field that is needed by the agency to support its overall mission. Agency
management routinely relies on the essential consultation of the authority before deciding broad, critical program and policy direction. The consultation provided is accepted as fact and not refuted on its technical merit, even if management does not act on it for political or budgetary reasons. Staff authorities are authorized to take action and issue expert opinions that provide direction for further action by others. Authorities design strategy, systems, processes, guidelines, rules, and standards that are mission critical and directly impact the agency’s ongoing operation and broad program or policy. Staff authority is delegated by agency management, beyond the immediate supervisor, and has direct influence and impact agency-wide, including clients. For example, positions provide project management services for all levels of projects up to and including large, complex projects in support of one of the major customer bases. Responsibilities may include project documentation, monitoring and reporting project spending and status, tracking accomplishments versus operational requirements, resolving issues and change initiatives, risk analysis, contract oversight, and deliverables.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making -- The decisions regularly made are at the process level, as described here. Within limits set by professional standards, the agency’s available technology and resources, and program objectives and regulations established by a higher management level, choices involve determining the process, including designing the set of operations. The general pattern, program, or system exists but must be individualized. This individualization requires analysis of data that is complicated. Analysis is breaking the problem or case into parts, examining these parts, and reaching conclusions that result in work processes. This examination requires the application of known and established theory, principles, conceptual models, professional standards, and precedents in order to determine their relationship to the problem. New processes or objectives require approval of higher management or the agency with authority and accountability for the program or system. For example, this position is responsible for providing expertise in deploying programs and initiatives, leading projects, managing working teams and overseeing projects throughout the entire project lifecycle using established best practices, artifacts and methodology. This includes managing all aspects of a project from inception through deployment, acceptance, closeout, and measurable benefits realization according to the projects expected goals and outcomes.
Complexity -- The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of theories, concepts, and principles in order to tailor them to develop a different approach or plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate and are therefore relevant only through approximation or analogy. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so that they can be applied to particular circumstances and to deal with emergencies. For example, positions may analyze a project and its requirements and determine the best approach to complete the project making use of time-proven methodologies or applying new approaches and project management tools.
OR
The nature of, and need for, analysis and judgment is strategic, as described here. Positions develop guidelines to implement a program that maintains the agency’s mission. Guidelines do not exist for most situations. In directive situations, positions use judgment and resourcefulness to interpret circumstances in a variety of situations and establish guidelines that direct how a departmental/agency program will be implemented.
Line/Staff Authority -- The direct field of influence the work/project of a position has on the organization is as a work leader or staff authority. The work/project leader is partially accountable for the work product of two or more full-time equivalent positions, including timeliness, correctness, and soundness. At least one of the subordinate positions must be a professional level in the same series or at a comparable conceptual level. Typical elements of direct control over other positions by a work/project leader include assigning tasks, monitoring progress and workflow, checking the product, scheduling work, and establishing work standards. The work/project leader provides input into supervisory decisions made at higher levels, including signing leave requests and approving work hours. This level may include positions performing supervisory elements that do not fully meet the criteria for the next level in this factor.
OR
The staff authority is a pacesetter who has a unique level of technical expertise in a field or profession that, as part of the ongoing permanent assignment, is critical to the success of an agency. It is an essential component of the work assignment that has been delegated by management to the position. This authority directly influences management decisions within an agency. For example, management relies on such a position when making decisions regarding the direction that policy or a program should take in the staff authority’s field of expertise. Managers and peers recognize and seek this level of technical guidance and direction regarding the application of a program or system within the agency or to its clients.
PROJECT MANAGER II (H1K3XX)
Concept of Class
This class describes the unit supervisor or senior authority. Supervisors exercise direct, formal control over others. Senior authorities possess a unique level of knowledge and expertise in a professional field that is needed by the agency to support its overall mission. Agency management routinely relies on the essential consultation of the authority before deciding broad, critical program and policy direction. The consultation provided is accepted as fact and not refuted on its technical merit, even if management does not act on it for political or budgetary reasons. Senior authorities are authorized to take action and issue expert opinions that provide direction for further action by others. Authorities design strategy, systems, processes, guidelines, rules, and standards that are mission critical and directly impact the agency’s ongoing operation and broad program or policy. Senior authority is delegated by agency management, beyond the immediate supervisor, and has direct influence and impact outside the agency to others in state government. For example, positions may independently manage project of varying size up to and including large, major, complex projects. Larger projects may have an enterprise wide impact, which may be high risk or are highly visible. This class differs from the Project Manager I on Line/Staff Authority and possibly Complexity.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making -- The decisions regularly made are at the process level, as described here. Within limits set by professional standards, the agency’s available technology and resources, and program objectives and regulations established by a higher management level, choices involve determining the process, including designing the set of operations. The general pattern, program, or system exists but must be individualized. This individualization requires analysis of data that is complicated. Analysis is breaking the problem or case into parts, examining these parts, and reaching conclusions that result in work processes. This examination requires the application of known and established theory, principles, conceptual models, professional standards, and precedents in order to determine their relationship to the problem. New processes or objectives require approval of higher management or the agency with authority and accountability for the program or system. For example, this position is responsible for providing expertise in deploying programs and initiatives, leading projects, managing working teams and overseeing projects throughout the entire project lifecycle using established best practices, artifacts and methodology. This includes managing all aspects of a project from inception through deployment, acceptance, closeout, and measurable benefits realization according to the projects expected goals and outcomes.
Complexity -- The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of theories, concepts, and principles in order to tailor them to develop a different approach or plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate and are therefore relevant only through approximation or analogy. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so that they can be applied to particular circumstances and to deal with emergencies. For example, positions may analyze a project and its requirements and determine the best approach to complete the project making use of time-proven methodologies or applying new approaches and project management tools.
OR
The nature of, and need for, analysis and judgment is strategic, as described here. Positions develop guidelines to implement a program that maintains the agency’s mission. Guidelines do not exist for most situations. In directive situations, positions use judgment and resourcefulness to interpret circumstances in a variety of situations and establish guidelines that direct how a departmental/agency program will be implemented.
Line/Staff Authority -- The direct field of influence the work of a position has on the organization is as a unit supervisor or senior authority. The unit supervisor is accountable, including signature authority, for actions and decisions that directly impact pay, status, and tenure of three or more full-time equivalent positions. At least one of the subordinate positions must be a professional level in the same series or at a comparable conceptual level. The elements of formal supervision must include providing documentation to support recommended corrective and disciplinary actions, signing performance plans and appraisals, and resolving informal grievances. Positions start the hiring process, interview applicants, and recommend hire, promotion, or transfer.
OR
The senior authority is a pacesetter who has a unique level of technical expertise in a field or profession that, as part of the ongoing permanent assignment, is critical to the success of an agency. It is an essential component of the work assignment that has been delegated by management to the position. This authority directly influences management decisions beyond the agency. Managers and peers seek this level of technical guidance and direction as the designer of a statewide system or in a subject area for other areas of state government. Managers and peers, both internally and externally to the agency, rely on this pacesetter when making decisions regarding the direction that policy, programs, and systems should take
in the pacesetter’s field of expertise.
PROJECT MANAGER III (H1K4XX)
Concept of Class
This class describes the first-level of program supervision, including the unit supervisor or any one of the three levels of staff authority who meets the factors identified below for this class. Program supervisors manage the daily operation of a work unit. Positions determine the annual business plans that integrate with the agency’s mission and goals, determine implementation policies and guidelines, develop budgets, establish staffing and directly control the work of others. Work involves directing the implementation of policies, rules, and regulations. Staff, senior, and leading authorities possess a unique level of knowledge and expertise in a professional field that is needed by the agency to support its overall mission. Management, inside and/or outside of the agency, routinely relies on the essential consultation of the authority before deciding broad, critical program and policy direction. The consultation provided is accepted as fact and not refuted on its technical merit, even if management does not act on it for political or budgetary reasons. For example, positions may initiate, develop and maintain effective professional working relationships with work units within agency, as well as federal or other regulatory or governmental agencies, municipalities, utilities, and other entities involved at the project level. Positions may also coordinate and interact daily with the general public, private consultants, and contractors directly involved or affected by the assigned projects. Authorities are authorized to take action and issue expert opinions that provide direction for further action by others. Authorities design strategy, systems, processes, guidelines, rules,
and standards that are mission critical and directly impact the agency’s ongoing operation and broad program or policy. Staff, senior, and leading authority is delegated by agency management, beyond the immediate supervisor, and has direct influence and impact within or beyond the agency depending on the level of authority delegated to a position. For example, positions may work directly with executive management and business managers, and overseeing project staff in project management, leadership and administration of budgets, schedules, and project performance. Responsibilities may include multiple project documentation, monitoring and reporting project spending and status, tracking accomplishments versus operational requirements, resolving issues and change initiatives, risk analysis, contract oversight, and deliverables. Positions may also manage logistical and inter-agency needs. This class differs from the Project Manager II on Decision Making and possibly Complexity and Line/Staff Authority.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making -- The decisions regularly made are at the interpretive level, as described here. Within limits of the strategic master plan and allocated human and fiscal resources, choices involve determining plans to achieve the objectives established by the highest management level. This involves establishing what processes will be done, developing the budget, and developing the staffing patterns and work units in order to deploy staff. This level includes inventing and changing systems and guidelines that will be applied by others statewide. For example, authorities design the strategy, system, process, guidelines, rules and standards that are used by others in state government. While an authority may not directly supervise staff or a budget, such a position is often involved in formulation of budgets and staffing patterns as part of the design of a system. By nature, this is the first level where positions are not bound by processes and operations in their own programs as a framework for decision making and there are novel or unique situations which cause uncertainties that must be addressed at this level. Through deliberate analysis and experience with these unique situations, the manager or expert determines the systems, guidelines, and programs for the future. For example, positions may be responsible for examining existing project and process governance practices, evaluating them within the context of organizational goals, and proposing changes or enhancements to help achieve those goals.
Complexity -- The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of theories, concepts, and principles in order to tailor them to develop a different approach or plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate and are therefore relevant only through approximation or analogy. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so that they can be applied to particular circumstances and to deal with emergencies. For example, positions may analyze a project and its requirements and determine the best approach to complete the project making use of time-proven methodologies or applying new approaches and project management tools.
OR
The nature of, and need for, analysis and judgment is strategic, as described here. Positions develop guidelines to implement a program that maintains the agency’s mission. Guidelines do not exist for most situations. In directive situations, positions use judgment and resourcefulness to interpret circumstances in a variety of situations and establish guidelines that direct how a departmental/agency program will be implemented.
OR
For a leading authority, the nature of, and need for, analysis and judgment is unprecedented, as described here. Positions originate models, concepts, and theories that are new to the professional field AND where no prototype exists in state government. At the leading edge, guidelines do not exist so judgment and resourcefulness are needed to develop them.
Line/Staff Authority -- The direct field of influence the work of a position has on the organization is as a unit supervisor or one of the levels of staff authority. The unit supervisor is accountable, including signature authority, for actions and decisions that directly impact pay, status, and tenure of three or more full-time equivalent positions. At least one of the subordinate positions must be a professional level in the same series or at a comparable
conceptual level. The elements of formal supervision must include providing documentation to support recommended corrective and disciplinary actions, signing performance plans and appraisals, and resolving informal grievances. Positions start the hiring process, interview applicants, and recommend hire, promotion, or transfer.
OR
The staff, senior, or leading authority is a pacesetter who has a unique level of technical expertise in a field or profession that, as part of the ongoing permanent assignment, is critical to the success of an agency. It is an essential component of the work assignment that has been delegated by management to the position. This authority directly influences management decisions within the agency (staff), within state government agencies (senior),
or in the profession itself outside of state government (leading). Management relies on such a position when making decisions regarding the direction that policy or a program should take in the staff authority’s field of expertise. Managers and peers recognize and seek this level of technical guidance and direction regarding the application of a program or system within the agency or to its clients, as the designer of a statewide system or in a subject area for other areas of state government, or as a consultant to management regionally or nationally. Managers and peers, internally (staff) or externally to the agency (senior) or state (leading) rely on this pacesetter when making decisions regarding the direction that policy, programs, and systems should take in the pacesetter’s field of expertise. For example, positions may develop and implement change management plans and departmental strategies as they relateto relevant project areas. Working closely with internal and external partners, positions may align larger project management direction with strategy, prioritization, and resource management across multiple project portfolios.
Entrance Requirements
Minimum entry requirements and general competencies for classes in this series are contained in the State of Colorado Department of Personnel web site.
For purposes of the Americans with Disabilities Act, the essential functions of specific positions are identified in the position description questionnaires and job analyses.
History of Changes Made to Class Description
The following is a summary of changes made to this class description.
- July 1, 2018
Effective 7/1/18: Update the Class Code of H1K1TX to H1K1XX, H1K2XX, H1K3XX, H1K4XX per administrative updates
- July 1, 2016
Effective 07/01/2016 (SMS). General Professional Study; deconsolidation and abolishment of General Professional series. Creation of this class series.
Summary of Factor Ratings
| Class Level | Decision Making | Complexity | Line/Staff Authority |
|---|---|---|---|
| Project Coordinator | Process | Formulative | Individual Contributor |
| Project Manager I | Process | Formulative or Strategic | Work Leader or Staff Authority |
| Project Manager II | Process | Formulative or Strategic | Unit Supervisor or Senior Authority |
| Project Manager III | Interpretive | Formulative, Strategic or Unprecedented* | Unit Supervisor, Staff, Senior, or Leading Authority |
* Note: A leading authority must be unprecedented in Complexity.
ISSUING AUTHORITY: Department of Personnel & Administration
Minimum Qualifications
Valid as of: February 15, 2024
This document includes the following levels:
| Class Title | Class Code |
|---|---|
| Project Coordinator | H1K1XX |
| Project Manager I | H1K2XX |
| Project Manager II | H1K3XX |
| PROJECT MANAGER III | H1K4XX |
PROJECT COORDINATOR (H1K1XX)
Experience Only:
Six (6) years of relevant experience in an occupation related to the work assigned to this position
Or
Education and Experience:
A combination of related education and/or relevant experience in an occupation related to the work assigned equal to six (6) years
PROJECT MANAGER I (H1K2XX)
Experience Only:
Seven (7) years of relevant experience in an occupation related to the work assigned to this position
Or
Education and Experience:
A combination of related education and/or relevant experience in an occupation related to the work assigned equal to seven (7) years
PROJECT MANAGER II (H1K3XX)
Experience Only:
Eight (8) years of relevant experience in an occupation related to the work assigned to this position
Or
Education and Experience:
A combination of related education and/or relevant experience in an occupation related to the work assigned equal to eight (8) years
PROJECT MANAGER III (H1K4XX)
Experience Only:
Nine (9) years of relevant experience in an occupation related to the work assigned to this position
Or
Education and Experience:
A combination of related education and/or relevant experience in an occupation related to the work assigned equal to nine (9) years
History of Changes Made to Minimum Qualification
The following is a summary of changes made to this minimum qualification.
- Sept. 1, 2017 (Whole Document)
- Part of the 2017 MQ Project
- New format
- Standardized language and made the substitution statements consistent with a year-for-year methodology
- Removed ‘additional higher level and/or special experience’ language. Special qualifications can appear as a Special Qualification in the job posting, if justified in the position description and job analysis.
- Sept. 1, 2017 (H1K5XX, H1K6XX)
- Moved statement referring to “An advanced degree in project management may substitute for” from MQ space into the substitution space
- Sept. 1, 2017 (H1K6XX)
- Removed language referring to “some positions may require”
- Sept. 20, 2017 (Whole Document)
Removed all qualifications related to the “business project manager.” PMP certification may be used as a preferred qualification.
- July 1, 2018 (H1K3XX changed to H1K1XX)
- Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO
- July 1, 2018 (H1K4XX changed to H1K2XX)
- Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO
- July 1, 2018 (H1K5XX changed to H1K3XX)
- Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO
- July 1, 2018 (H1K6XX changed to H1K4XX)
- Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO
- Feb. 15, 2024 (Whole Document)
- New format (updating to adhere to accessibility standards)
- Updated minimum qualifications to align with the Skills-based Hiring initiative