Objectives and Scope of Work Objectives: The primary objective of this consultancy is to lay the groundwork for modernizing UNRWA's project management system. This involves producing a thorough assessment of the current situation, identifying improvement opportunities, and formulating a strategic business case and roadmap for a new or enhanced digital solution integrates with UNRWA's ERP (SAP REACH) and supports results-based management. The end goal is to enable UNRWA to adopt a lean and cost-effective project management solution tailored to its operational context, thereby strengthening project planning, implementation, monitoring, budgeting, and reporting across the Agency. Scope of Work: Under the supervision of the Head, Strategic Project Management Office in the Department of Planning in HQ-Amman, the Senior Consultant will perform, at minimum, the following tasks and responsibilities: 1. Comprehensive assessment of current systems, tools and processes: Conduct an in-depth review of UNRWA's existing project management environment. This includes mapping out the current systems (notably REACH/SAP, the Project Monitoring and Reporting System [PMRS], Results-based monitoring [RBM] system, and other internal systems used by fields and HQ Departments/Divisions), as well as the organizational structure, business processes and workflows related to project planning, implementation, monitoring, budgeting, and reporting. The consultant will analyse how projects are currently initiated, approved, tracked, and reported within UNRWA, and document any system limitations or process bottlenecks. This assessment should involve consultations with key UNRWA stakeholders (e.g. Department of Planning, Digital Impact, Technology and Innovation Department [DITID], Finance Department, External Relations and Communications Department [ERCD], other Support Departments, Field Offices etc.) to gather insights on user requirements, pain points, and aspirations for improvement. 2. Identification of gaps, redundancies, and inefficiencies: Based on the assessment, identify and articulate the gaps between UNRWA's current project management needs and the capabilities of existing tools and systems. Highlight any redundancies (e.g. duplicate data entry or overlapping functions) and inefficiencies (e.g. manual workarounds, slow reporting workflows, lack of real-time data visibility). This should cover all aspects of the project cycle – from the identification of needs, project formulation, planning and initiation, through implementation and monitoring, financial tracking, to reporting (internal management reporting and external donor reports) and closure. Specific attention should be paid to how well current systems support results-based management – e.g. linking projects to strategic outcomes/indicators – and where improvements are needed. The consultant will produce a diagnostic report and matrix summarizing these findings and the consequences of the status quo (such as delays in reporting, data inconsistencies, limited analytical capacity, etc.). 3. Benchmarking with comparable UN Agencies and best practices: Research and benchmark UNRWA's project management practices and systems against those of comparable UN agencies. This should include agencies such as the United Nations Development Programme (UNDP), the United Nations Office for Project Services (UNOPS), the UN Secretariat (e.g. departments using the Umoja SAP system), and other relevant UN agencies,. Examine how these organizations plan, monitor, and report on projects, and what project management information systems or platforms they use. Identify lean and cost-effective digital solutions and evaluate their features in supporting results-based management, multi-donor reporting, and real-time analytics. The consultant should draw lessons on best practices (process improvements, governance arrangements, change management) and technology options that could be applicable to UNRWA. This benchmarking may involve desk research as well as interviews with counterparts in those institutions to gather practical insights. 4. Development of a business case for a modernized and unified project management system: Based on the findings from the assessment and benchmarking, develop a comprehensive and well-justified business case for the design and implementation of a modernized and unified project management system at UNRWA. The business case will serve as an internal decision-making document for UNRWA leadership and as the foundation for seeking funding support. It should be prepared in a clear and compelling manner, suitable for presentation to senior management and governing bodies. Key elements to include: • Recommended solution: Propose solution options for the new project management system. This could range from configuring existing SAP modules or SAP add-ons, to procuring a dedicated PPM software that integrates with SAP or building an enhanced in-house system – or a combination thereof. For each option, describe the core functionalities and how they meet UNRWA's requirements (e.g. capturing the full project cycle, linking logical frameworks/results to projects, budget and expenditure tracking, document management, dashboard and reporting capabilities, integration with REACH SAP financials and possibly other systems like the RBM platform, etc.). • Technical feasibility and integration needs: Analyse the technical requirements for implementing the recommended solution. Explain how the new system would interface with UNRWA's existing IT landscape, particularly the SAP-based REACH ERP and other relevant systems. Discuss data migration needs, hosting and security considerations, and alignment with UNRWA's IT architecture and standards. • Cost estimates: Provide an estimate of the total cost of ownership for the new system option(s). This should include one-time implementation costs (software licensing or development, hardware or cloud infrastructure, implementation services, training, data migration) and recurring costs (maintenance, support, subscriptions) over a multi-year period. If multiple options are presented, a comparative cost analysis should be included, along with an outline of potential cost-savings or efficiencies that the system will enable (e.g. reduced staff time spent on manual processes, improved timely utilization of funds, etc.). • Operational benefits and impact: Articulate the expected benefits of the new system for UNRWA's operations. This may include faster and more accurate reporting to donors and management, improved ability to track results and outcomes, greater transparency (including feeding data into the Projects Transparency Portal in real-time), elimination of duplicate data entry and reconciliation efforts, strengthened internal controls and compliance, and better decision-making through dashboards and analytics. The business case should clearly link these benefits to UNRWA's strategic objectives of efficiency, accountability and improved service delivery. Include qualitative and quantitative justifications, and if possible, incorporate examples or evidence from other entities organizations (e.g. how similar system improvements yielded positive results). • Risks and mitigation measures: Identify potential risks or challenges in pursuing the new system (such as implementation risks, change management issues, training needs, data privacy concerns, etc.) and propose mitigation strategies for each. 5. Development of a roadmap for system rollout and adoption: Based on the recommended solution, prepare a phased roadmap that outlines how UNRWA could implement and adopt the new project management system. This should include sequencing of activities (e.g. piloting, configuration, data migration, training, change management), key decision points, indicative timelines, and resource needs. The roadmap should also identify the roles and responsibilities of different departments, anticipate challenges in adoption, and propose strategies to ensure agency-wide buy-in and sustainable use of the system. Throughout the assignment, the consultant is expected to maintain close coordination with relevant UNRWA stakeholders, provide regular updates, and incorporate feedback. All work should be carried out in a participatory manner, building buy-in for the recommended solution across the Agency. 6. Methodology and Timeline Methodology: The consultant should utilize a mixed-methods approach combining qualitative and quantitative analysis. Key methodological steps are expected to include: • Document review: Thorough review of relevant UNRWA documentation, including but not limited to: current project management guidelines and manuals, any existing SOPs or workflows, samples of project reports, system user guides, previous assessments or audit/evaluation reports related to project management or information systems, and UNRWA's strategic documents (e.g. Strategic Plan 2023-2028, Digital Transformation Strategy 2022- 2026, etc.). This will provide baseline information on how project management is supposed to function and known issues. • Stakeholder consultations: Conduct structured interviews and focus group discussions with a broad range of stakeholders. This should include HQ Departments/Divisions (Planning, DITID, Finance, ERCD, etc.), project managers and support staff in Field Offices, programme chiefs (Education, Health, Infrastructure, etc.), and possibly external partners or donors who interface with UNRWA's project reporting. The purpose is to gather first-hand insights on system usage, challenges, and requirements. The consultant will prepare interview guides and share key findings with the stakeholders for validation. Note: Consultations should strive for inclusivity across all fields and levels to capture diverse perspectives. • Process mapping and observation: Where feasible, map the workflows for project identification, design, planning, implementation, monitoring and reporting. For example, follow the process of developing a project proposal and entering it into systems, or generating a donor report, to identify pain points or manual steps. Create visual process maps to illustrate the "as-is" state, which will aid in identifying improvements. • Benchmarking research: As described, gather information on other organizations' systems. This might involve a combination of literature/web research (e.g. UNDP and UNOPS publicly available information, contacting resource persons in those organizations, or using UN interagency knowledge networks). • Analysis and synthesis: Analyse the information collected to produce the gap analysis and formulate solution options. This will involve identifying root causes of current inefficiencies and abstracting the requirements that any new system must meet. Use best-practice frameworks for business analysis (for example, SWOT analysis for options, cost-benefit analysis for the business case, etc.) to ensure rigor. If needed, the consultant can apply tools like comparative scoring (for evaluating different software solutions) and reference industry standards for project management systems. • Validation workshops: Hold one or more validation meetings with key UNRWA stakeholders to discuss the findings and proposed recommendations before finalizing the business case. This will help build consensus and refine the outputs. • Collaboration and reporting: The consultant will closely collaborate with a small working group designated by UNRWA throughout the assignment. Regular progress meetings (weekly or bi-weekly) should be held to update on progress, address challenges, and ensure alignment. The consultant should maintain an open line of communication (email/virtual meetings) and provide monthly progress reports (even if informal) to document work accomplished against the timeline.

HQ Amman

5 months

The United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) is a United Nations (UN) agency established by the General Assembly in 1949 with a mandate to provide assistance and protection to about five 5.9 million registered Palestine refugees in Jordan, Lebanon, Syria, the West Bank, and the Gaza Strip. UNRWA delivers education, health care, social services, infrastructure, microfinance, protection and emergency assistance through a large operation of approximately 30,000 staff, funded almost entirely by voluntary contributions. UNRWA mobilizes and manages funding through three complementary streams. The Programme Budget (PB) provides unearmarked resources that cover the Agency's core services. Emergency and Flash Appeals (EA/FA) are issued annually or as needed in response to crises, enabling UNRWA to secure short-term earmarked and unearmarked funding for urgent priorities. The Projects stream complements the PB and EA/FAs by funding timebound initiatives that address funding gaps or other specific needs. Effective project management is critical for UNRWA to plan, implement, and monitor its diverse portfolio of donor-funded projects. Currently, the Agency utilizes multiple tools and processes for project management. While reliable and providing a solid foundation for day-to-day operations, there is a clear opportunity to reduce overlap, enhance coherence and streamline workflows by harmonizing data across platforms and strengthening reporting and analytics. To further embed results-based management, UNRWA seeks to adopt a more integrated project management solution that links project planning, monitoring, and reporting with its ERP (SAP REACH) and results frameworks. To address these challenges, UNRWA is seeking to engage a Senior Consultant to conduct a comprehensive assessment of its current project management systems and processes, benchmark against best practices in comparable UN organizations, and develop a compelling business case and roadmap for a unified project management digital platform that meets UNRWA's needs. Current System Environment: REACH is the name given to UNRWA ERP system which is SAP ECC 6.0. Other key components being used include SAP Business Objects (BO) and Business Planning and Consolidation (BPC). REACH's Functional Scope includes: • Public Sector: Grants (GM), Projects (PS), Budgets (CO, FM) • Finance: Accounts, Treasury, Assets • Procurement and Logistics • Human Resources and Payroll • Fund Planning and Result Base Monitoring (RBM): Business Planning and Consolidation (BPC) and SAP BW • Reporting: SAP BI/BO and SAP-BW

An advanced university degree (Master's or equivalent) in Project Management, Business Administration, Public Administration, Information Systems, or a related field. A first-level university degree in combination with additional qualifying experience may be accepted in lieu of an advanced degree. At least 7 years of progressively responsible professional experience in relevant areas such as project/programme management, business process analysis, and information system implementation. The candidate should demonstrate a successful track record of conducting organizational assessments and developing business cases or strategic plans for system improvements. Experience leading or advising on the design and/or implementation of project management systems or enterprise solutions in large organizations is highly desirable. Experience with UN agencies or international organizations is highly desirable, especially work involving results-based management and donor-funded projects Strong knowledge of project management methodologies and standards (e.g. PRINCE2, PMBOK, or others) and demonstrated ability to apply these in improving organizational processes. Certification in project management (such as PMP, PRINCE2 or others) is an asset. Familiarity with ERP systems, particularly SAP, and how they support project/grant management. Direct experience with SAP Public Sector Management modules or SAP-based project systems would be a distinct advantage. Knowledge of project portfolio management (PPM) software solutions and trends in the industry (cloud-based project management tools, integration via APIs, etc.) is highly desirable. Strong analytical and IT skills, with the ability to understand database structures and data flows. While programming is not required, the consultant should be comfortable discussing technical integration (e.g. linking a web-based application with SAP or data warehouse). Familiarity with business intelligence and reporting tools (such as SAP BI, Power BI, or others) is desirable given the emphasis on improved reporting. Up-to-date knowledge of best practices in results-based management (RBM) and monitoring & evaluation, to ensure the system supports logical frameworks, indicator tracking, and outcome reporting.

Excellent analytical writing skills with the ability to synthesize complex information into clear, structured reports and actionable recommendations. The consultant must be fluent in English, with superb written and oral communication skills. Ability to present findings to both technical and non-technical audiences and to facilitate discussions/workshops is essential. Working knowledge of Arabic would be an asset (though not mandatory), given UNRWA's regional context.

Reporting Line: The consultant will report to the Head, Strategic Project Management Office. Coordination: Given the cross-cutting nature of the assignment, the consultant is expected to coordinate closely with various UNRWA units. UNRWA may designate specific focal points in each HQ Department/Division and field office for the consultant to coordinate with, particularly for scheduling interviews or obtaining field-level procedural documents. Administrative support: UNRWA will provide the consultant with access to necessary documentation and systems (read-only access to certain systems may be arranged under supervision, if needed for assessment). Office space and computer equipment can be provided if the consultant is working on-site at UNRWA Headquarters. Otherwise, the consultant is expected to use their own equipment and connectivity for remote work. UNRWA's rules regarding data security and information handling must be respected at all times. Performance and reporting requirements: The consultant's performance will be assessed based on timely delivery of outputs, quality of work, and the ability to collaborate effectively. Payment of consultancy fees will be tied to the successful completion of deliverables/milestones as per UNRWA's contractual agreement. All reports and materials developed under this consultancy will be the property of UNRWA, and the Agency will retain the right to use and disseminate them as needed. Remuneration will follow the UN international salary scale, with a P4-level salary of approximately of $US 116,000-118,000 per year (all-inclusive).

THE UNITED NATIONS DOES NOT CHARGE A FEE AT ANY STAGE OF THE RECRUITMENT PROCESS (APPLICATION, INTERVIEW MEETING, PROCESSING, OR TRAINING). THE UNITED NATIONS DOES NOT CONCERN ITSELF WITH INFORMATION ON APPLICANTS’ BANK ACCOUNTS.