The PMO Manager role provides governance and control over programmes and projects with a total annual investment of £40m. The manager is responsible for defining governance frameworks, collecting and reporting programme data, and providing administrative support to programme teams. Key challenges include improving programme governance to ensure initiatives stay on track to deliver benefits. The role requires experience managing complex, global programmes and supporting Programme Managers.

1. Transformation Team
Role: PMO Manager
Programme scale & reach:
The investmentportfoliocomprises£40m annual investmentspend,andasimilarorderof business-as-usual
resource implications,withinaglobal organisationwithorder£900m turnover.A wide range of programmesand
projectsare needed.
The TransformationTeamprovidesasingle,professional change capabilitytothe business,withdeployable resource
poolsof projectand programme managersandotherresources.The PMO Manager isessential tothe proper
governance andcontrol of both design&deliveryof programmesandprojects.
The scale of initiativeswill varywidely,andthe PMO Manager mightbe deployedforanextendedperiodtodrive the
PMO for a major/multiple programme(s),ormightruna small teamprovidingpool supporttoa subsetof smaller
programmes/projects,oramixture of bothbasedon operational needsandresource deploymentdecisions.Thisalso
providesamechanismtobuildexperience before seekingto‘stepup’intoprojectmanagementleadroles.
The post holdercollects,maintainsandreportsdataina consistentformtomeetand enforce programme
governance standardsandinformassurance reportingtoseniormanagementaswell asprovidingadministrative and
logistical supportforprogramme activities.A keyinterface isthe Portfolio Office forthe BritishCouncil.
Main Challanges:
A majorchallenge forthe BritishCouncil isthe needtoimprove programme governance andassurance sothat
programmesmanage scope,riskandbenefitsinsuchaway as to provide the organisation withaclearunderstanding
of the ongoingachievabilityof the businesscase.Tothisendthe PMO Manager will needtofocuson:
1. Supportingbusinessleads,SROandProgramme Managerto define andimplementthe programme
governance frameworkandcreate the strategiesforeffective planning,monitoringanddeliveryof the
programme.
2. Establishingexcellentstandardsof informationmanagementtoensure thatthe programme riskregister,
benefitsrealisationplanandbusinesscase are updatedbythe Programme Director/Manager and are
alignedwithprogramme status.
3. Implementingaformal change managementprocesstokeepthe programme ontrack withbusinesscase
objectivesandmore widelysupportthe overall integrityandcoherence of the programme.
4. Developingandmaintainingrobustrelationshipswithall partsof the business,aswell aswithprogramme
teams,to understandwhatactivitiesare planned,identifygapsinthose initiativesandensure thatinitiatives
meetthe requirementsof Programme Board(s)
5. Andto supportthe project/programme managerinthe dischargingof theirduties,asappropriate.
Profile
Supportsthe successful deliveryof majorprogrammesof workbysupportingProgramme Managers/SROstodefine
and embedframeworksand protocolstoplan,deliverandmonitorinvestmentandchange programmes. Collects,
and maintainsdataina consistentformtomeetand enforce programme governance standardsandinform
assurance reportingtoseniormanagement. Providesadministrative andlogistical supporttoaidsuccessful
programme deliveryoncomplex programmeswithglobal reachimpactingonsignificantpartsof the business.
At timesdutyto line manage juniorstaff tosupportdevelopmentof ‘the nextgeneration’of PMOresource.
Accountabilities:
Leadership of the discipline and standards
 Participatesinthe continuousimprovementof programme andprojectmanagementgoodpractice (specifically
governance,controls,reportingandotherPMOrelateditems).
 Acts as advocate forthe TransformationTeam, positivelypromotingthe businessbenefitsof professional PMO
servicestothe organisation.
 Activelyengageswithothersworkinginthe PMOarea inotherfunctionsandteamsto helpshare learning,
problemsolve andbuildacommunity of practice thatdeliversvaluetoThe BritishCouncil.
 Provide leadershipandline managementsupporttothe resource pool workinginthisarea,ensuringcompliance
withperformance managementandHRstandardsand that individualsgetthe rightcareermanagementand

2. professionaldevelopmentsupport.
Governance
 Work withthe businesslead,SROandProgramme Managerto define andimplementthe programme
governance framework.
 Work withbusinessownersandprogramme team(s) toestablishthe frameworkand processesforthe effective
planning,monitoringanddeliveryof the programme.
 Supportthe overall integrityandcoherence of the Programme,includingactivelyreviewingwheninitiativesare
not as successful asexpectedandhelpingtoidentifylearningthatcanbe takenforward.
 Supportthe Programme Manager inagreeingprogramme closure.
 Maintainclose relationshipsbetweenotherkeyprogrammesunderway,aswell asotherareasof the business,to
ensure there are nooverlapsinresponsibilities.
 Facilitate end-of-tranche reviewsand‘healthchecks’onbehalfof the Programme Manager.
Programmeand projectplanning and dependency management
 Facilitate the creationandmaintenance of programme andprojectplansworkingwiththe programme managers
and team, inline withthe standardsinplace.
 Provide regularupdatestothe PortfolioOfficetoensure programme activitiesincludedonthe total investment
planreflectthe currentstatusof the programme.
 Identify,trackandmonitorcrossprojectdependenciesandensure thatintra-programme andexternal
dependenciesare maintainedonthe central dependencylogworkingcloselywithdependencyowners.
Information management
 EstablishandmaintaininformationmanagementprocessesinlinewithBritishCouncil Informationand
KnowledgeManagementstandards.
 Maintainthe programme SharePointsite andkeepreference materialsupdated.
 Setup access to policyandstrategicinformation
 Be the go to pointforProgramme Manager andSRO on all aspectsof programme data,includingthe provisionof
ad-hocand tailoreddataforspecificaudiencesincludingExecutiveBoard,Programme BoardsandSteering
Groups.
Benefitsmanagement
 Facilitate the monitoringandtrackingof the programme benefits.
Risk and compliance
 Supportthe Programme Manager to establishandthenimplementthe agreedrisk,issue andchange processes
and assistthe programme andprojectteamin itsdelivery,proactivelysuggestingandimplementing
improvementswhere appropriate.
 Supportthe Programme Manager inmaintaininganaccurate record of corporate level riskonthe JCAD
enterprise riskmanagementtool inlinewiththe organisation’sEnterpriseRiskManagementFramework(ERMF)
timetable.
Analysisand reporting
 Advise Programme Manageronand subsequently implementthe agreedregularprogressreportingmechanisms
for all projectsandassistthe Programme Manager inpreparingthe monthlyprogramme statusreport.
 Supportthe Programme Manager inorganisingthe monthlyprogramme boardmeeting,preparingand
circulatingboardpapersinadvance,ensuringthe Boardhas the rightinformationtofacilitate timelydecision-
makingandrecommendingwaystoincrease the effectivenessof how the Boardworkstogether/usesBoard
Meetings
Commercialand financialmanagement
 Monitorand reporton programme and projectspend;supportthe programme teaminaccurate and timely
purchase ordermanagement.
 Maintainaccurate programme andprojectfinancial forecastssupportedbyadetailedandaccurate cost model.

3. Qualifications used
Professionalprogramme orprojectmanagementqualification(s)PRINCE2,MSP (awaitingtrainingdates)
Knowledge & experience
▪ Multi-yearexperience of workinginaprogramme managementoffice supportingbusinesschange
programmes/programmesthatimpactacrossmultiple functions/businessareasandregions.
▪ Demonstratesthe abilitytoorganise andprioritise taskstodeliveragreedoutputstothe requiredstandards,on-
time.
▪ Understandsthe ‘soft-side’of programme managementandhasexperience of communicatingeffectivelywith
stakeholdersatall levels.
▪ Provenleadershipandmanagementexperienceincludingdevelopingrelationshipswithdifferentareasof the
business,buildingcollaborate relationshipsandleadingateam.
▪ Experience of workinginaPMO role inthe not forprofit,publicsectors.
▪ Experience of SharePointsite maintenance anddesign.
▪ Experience of usingSAPforpayments,forecastingandreporting.
Skills & Behaviours:
Managing Projects
Analyses project data: Examines project data and performance, reporting on progress,and recommending correctiveaction as
needed.
Communicating and Influencing
Uses influencing techniques: Uses formal and informal negotiatingand motivation techniques to influence others’ behavior and
persuade them to think and actdifferently, whilerespectingdifference of view and culture.
Planning and Organising
Plans ahead: Organises own work over weeks and months, or plans ahead for others, takingaccount of priorities and theimpact
on other people.
Analysing Data and Problems
Analyses patterns: Seeks out and examines a range of information to identify patterns, trends and options, to solvemultifaceted
and complex problems.
Managing Finance and Resources
Plans and deploys resources: Negotiates and agrees the resources for a defined area as partof forward planning,monitoring
progress and adjustingresources or priorities to meet goals.
Managing Risk
Supports a risk management culture: Has a track record of identifyingand highlightingrisksand suggestingmitigatingactions.
Creating Shared Purpose (MORE DEMANDING) Creating energy and clarity so that people want to work purposefully together.
Making it Happen (MORE DEMANDING): Challenging myself and others to deliver and measure better results.
Working Together (MORE DEMANDING): Working with others to achieve shared benefits/common goals.
Shaping the Future (MORE DEMANDING): Exploring ways in which we can add more value.