Portfolio Management: Works with Functional Leaders / Program Managers to shape the investment portfolio from a business vision into a clearly defined roadmap identifying the optimum number of programs / projects, the budget and resource requirements and the appropriate delivery plan.
Works with Divisional and Group PMO functions to secure investment budget to support the delivery of the portfolio plan
Program / Project Set Up and Closure: Ensures all Business Case, Project Management Report (PMR) and Authority to Proceed (ATP) documentation is produced to Group Standards for any projects and programs under remit, and ensures the effective close down of programs and projects and the capture of lessons learnt through the Post Implementation Review (PIR).
Governance and Reporting: Works closely with the Accountable Executives and Programme Managers to provide regular status reporting, milestone plans and solutions driven contingency plans either for individual program or across a portfolio of programs.
Monitoring and Control: Defines, embeds and manages appropriate change governance following Group Change Policy and using best practice control processes, continually reassessing this throughout the lifecycle and amending as appropriate to ensure the right level of quality and accuracy is achieved, optimise efficiency and meet business goals within agreed timescales and budget, including benefits tracking.
Planning: Defines and implements the overall planning approach, obtains acceptance and buy-in to the approach from all stakeholders and ensures planning standards and guidelines are adhered to across programme(s), providing guidance and coaching to colleagues as appropriate.
Ensures detailed project / programme plans are in place and drives delivery to them through ensuring that progress is monitored to project completion.
Resource Management: Manages the overall resourcing of the portfolio / programme including forward demand planning, capability assessment and recruitment, and quality and cost management of external resource.
Finance: Ensures the maintenance of financial oversight across all projects / program to ensure delivery to cost and benefit.
Stakeholder Management: Empowers senior management, through the provision of timely information, insight and interaction, to effectively manage the successful delivery of the change agenda.
Internal / External Relationships: Builds and maintains external and internal networks to identify best practice and to build the profile of the PMO and change management community.
People and Self Development: Leads, motivates and develops team members to create a high performing team. Contributes to the development and performance of the wider PMO community, including identifying opportunities for colleagues in line with future skill and resourcing requirements, sharing best practice approaches.
Risk: Continuously evaluates programs / projects for financial, risk and regulatory compliance and progress to plan and engages with a diverse group of stakeholders (typically up to and including Executive level) to highlight issues arising and influence appropriate actions.
Group Values: Role models our Group values and behavior and encourages this across the PMO community.