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Head of PMO

 

An important and exciting opportunity has arisen for a client of ours, since the hire of the new IT Transformation Director for a UK leading wholesale company. In fact, they are the market leading company.

 

With a complete restructure they have several opportunities open across the IT & IS teams, but now recognise they are in urgent need of a PMO team. So the first job is to hire a Head of PMO, then hire 2-4 Project Managers immediately after.

 

The head of PMO will be responsible for establishing and maintaining the new Project / Programme Management Office within the business. You will be responsible for delivering the groups Business Transformation and Improvement agenda whilst ensuring that you provide a comprehensive and well governed project management office capability for the group.

 

You will be expected to implement project management best practise to prince 2 standards and will be responsible for both the Business and IT project prioritisation, project delivery planning, project resource utilisation, project budget management and project status reporting.

 

On top of this you will also manage the provision of project management resources and capabilities required by key business stakeholders in line with the business’s major improvement plans and expansion programmes.

 

A MUST HAVE FOR THIS ROLE WILL BE STRONG EXPERIENCE IN GOVERNANCE ALONG WITH AGILE (SAFe) & PRINCE 2

 

Accountabilities – Head of PMO

  • Responsible for developing and maintaining Project Management Governance
  • Responsible for both Business and IT / IS project delivery and reporting
  • Responsible for Introducing project management best practice (Prince 2) across the group
  • Responsible for ensuring 3rd party projects are maintained to the agreed company standards
  • Responsible for regular progress reporting and prioritization
  • Line management & recruitment responsibility for Project Management staff

 

Tasks/Responsibilities – Head of PMO

  • This is a multi-faceted role – approximate weightings are given for the key tasks envisaged. However, the relative weighting of each component at any one time will be subject to a high degree of change depending on project priorities resource requirements and budget constraints therefor the role will therefore require a high degree of:
  • Resourcefulness – To develop and implement an effective PMO at the company, the incumbent will be required to manage expectations, broker resources and prioritise projects in line with the major improvement plans and expansion programmes.
  • Flexibility – To manage competing priorities effectively in line with management expectations and to set realistic delivery timescales in line with project prioritizations and resource capability and capacities
  • Gravitas – To ensure buy-in to proposed solutions by influencing people without control.
  • Tenacity – To challenge received wisdom and ensure that ambiguity is minimized. To ensure that the Project Management Standards and governance steps are always maintained (No exceptions).

 

Project Management – Governance and Reporting (25%)

  • Develop, Maintain and Communicate a recognizable set of PMO standards for Project Management across the group. Ensure Standards are adhered to reported on by each Project Manager and that the company standards are also adopted and maintained by 3rd party vendors and suppliers.

Project Management – Delivery (25%):

  • To ensure project managers are adhering to the Project Governance Standards and that Risks Issues and Action (RAID logs) are maintained and regularly reviewed by the Head of PMO. Ensure that the communication of progress against project plans and expected milestones are also regularly communicated at both Project Management /Steering meetings, respectively.

Budget / Cost Control – Reporting (25%):

  • Working closely with project managers / project sponsors and the relevant business and finance teams to actively track and regularly report on project budget and controls and to ensure the current status is regularly communicated to the steering committee members

PMO Team Effectiveness – Project Delivery (25%):

  • As part of an IT/IS Transformation that has been initiated in 2020 the company plans to create a Project Management Office sitting within IT/IS. As head of the PMO, it will be your responsibility to ensure that all projects are documented rigorously, and the deliverables are understood by all the business sponsors and that the delivery of projects are both timely and delivered with the agreed budgets.
  • You will ensure that before they accept any project into their domain that the business requirements are clearly specified into a recognized set of deliverables and outcomes (Business Case, User Journey, Process Map, PID etc) and have clear Budget before any project management resource or engagement with third parties can commence.

Operational Excellence:

  • Continually demonstrating professionalism across all areas of the role, as well as close interaction with the various business units and third-party vendors and suppliers.

 

 

 

 

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