Job Title:PMO Manager

Job Title:PMO Manager

Recruitment Role Profile Form

Job Title:PMO Manager

School/Department:Project Transform

Salary:£48,743 - £58,172per annum, depending on skills and experienceSalary progression beyond this scale is subject to performance

Job Family and Level:Administrative, Professional & Managerial Level 6

Contract Status:Fixed term for two years

Hours of Work:36.25 per week

Location:King’s Meadow Campus


Project Transform is the University of Nottingham’s biggest ever single investment to significantly add value to the student experience by implementing wholesale change to student management systems via harmonising processes, embracing the people element and especially to ensure that the underlying technology solution delivers.

There is a requirement for robust programme organisation. This is a high profile programme with significant risk, for example:

  • High cost and consequent University-wide expectations;
  • Wide-ranging differences between school requirements: courses, professional body accreditation, data transition from existing ‘local’ systems;
  • It brings major change to an organisation that does not necessarily embrace change;
  • Size and scale of UoN, notably the impact of overseas campuses: language, culture, structure;
  • Management of two solutions during the transition phase;
  • Harmonisation of processes and roles and policy frameworks;
  • Modification and integration of existing system interfaces.

Purpose of the New Role:

To head a PMO specifically designed to support Project Transform by providing valuable services to the Programme Director, Programme Manager and other senior members of the Project Transform team. Those services to be comprised of traditional PMO tasks but with a particular focus on planning, dependency management and risk management.

Main Responsibilities / % time per year
1. / Risk management
  • Establish the risk management strategy
  • Design the risk and issue management framework and maintain the risk register/RAID log
  • Identification and compilation of risks across the programme (for example relating to benefits, transition, constraints, stakeholders, macro environment, cross-UoN strategic initiatives, timelines, early warning indicators, etc.)
  • Evaluation and aggregation of risks
  • Provide consistent and regular monitoring and reporting
  • Provide advice regarding action to take in order to manage risks
  • Embed the management of risks into the programme culture
/ 35%
2. / Planning
  • Compile and make transparent programme stage management (planning, implementation, completion)
  • Capacity (financial/human) forecasting and planning
  • Monitor and report project tolerances at programme level
  • Programme Plan ownership (preparation, maintenance)
  • Foster workstream management (e.g. School-based, business streams, etc.)
  • Enable the move towards an Agile approach
/ 30%
3. / Dependency management
  • Identify and manage interfaces within Project Transform itself
  • Identify and manage dependencies across the UoN strategic portfolio
  • Identify and report potential dependencies in the external macro environment
  • Maintain a strategic overview of all programmes and projects
  • Continual liaison with UoN bodies involved with change (build strong relationships with Schools and central functions)
/ 15%
4. / Project Management Office:
  • Dashboard reporting
  • Information management
  • Change control
  • Quality assurance and control
  • Workshop facilitation (risk, planning, requirements, financial, general programme health, Schools, etc.)
  • Consultancy services to project teams to foster a common approach and use of best practice
  • Template development, maintenance and promotion
  • Act as single point of contact for Project Transform queries relating to project management
/ 10%
5. / PMO Staff Management:
  • Manage the day to day activities of junior PMO staff
  • Coach and mentor junior staff, identifying any development/training needs in line with the overall programme needs
  • Identify additional resource requirements where appropriate
/ 10%

Knowledge, Skills, Qualifications & Experience

Essential / Desirable
Qualifications/ Education /
  • Formal degree or equivalent
  • plus significant first-hand practical experience of large-scale programme management within an IT environment, including PMO experience
  • Qualification in Leadership and Management
  • Managing Successful Programmes (MSP)

Skills/Training /
  • Demonstrable knowledge and understanding of a variety of project management methodologies and techniques
  • Knowledge of IT processes
  • Knowledge of change management

Experience /
  • Significant demonstrable/proven experience of managing project managers both in terms of line management and providing assurances as the quality and performance of outputs
  • Substantial demonstrable/proven significant programme and project management skills, i.e. successful delivery of multiple large-scale, complex IT/change management programme (s) from inception to implementation
  • Experience of working in IT with a solid technical appreciation
  • Experience of high level influencing and negotiation to achieve project goals
  • Experience of working across organisational boundaries and with third party suppliers
  • Experience of leading/motivating project teams
  • Experience of managing budgets
  • Ability to analyse, trouble-shoot, problem-solve & offer expert advice to other Project Managers
  • Experience of project management within Higher Education

Decision Making

i)taken independently by the role holder

Intervention where defined PMO processes are not being followed by any part of the Programme

ii)taken in collaboration with others

Development of appropriate metrics to validate the status of the programme, in whole or in part, to be agreed with relevant managers within the programme

iii)referred to the appropriate line manager (please name) by the role holder

Identify additional skills/resources needed within the PMO, any recommendations to be referred to the Programme Manager
Proposed changes to any agreed PMO Process, to be referred the Programme’s Operational Board
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