Main duties and responsibilities As a senior member of the EaF Directorate, the Head of PMO will work within a complex environment to develop enhanced processes, practices and ways of working that will facilitate successful delivery of the University’s capital works programme, to be defined through ongoing development of the Estate Strategy and Campus Masterplanning and in full alignment with the University’s ‘Strategy 2030’ vision. The Head of PMO will assume Line Management responsibility for: • current PMO Manager • current Project Board Support team (2 no. staff) • additional roles to be identified through devel - opment of new PMO organisational structure, to establish clear responsibility for engagement, as- surance and improvement aspects of the capital programme. The Head of PMO will lead, and be accountable for, the following key PMO activities: • day-to-day programme management oversight and support to the portfolio of EAF capital pro- jects, including horizon scanning and review of pipeline opportunities to facilitate early resource planning and subsequent allocation; • quality assurance reviews of EAF capital projects to test scope, cost and programme alignment and provide an independent view on the ‘level of confidence’ with respect to expected project benefits and outcomes;• • development and regular review of a suite of best-practice project management standards, templates and procedures (in conjunction with the University’s other PMO functions, where ap- propriate) to drive effective and timely delivery, ensuring that project managers collaborate and proactively engage with stakeholders, supply chain partners and regulatory authorities; • development and regular update of the master programme of all projects, including briefing, design, town planning (where required), procure- ment and construction activities in line with the RIBA ‘Plan of Work’ 2020, identifying key interde- pendencies, risks and opportunities; • development and regular update of the pro- gramme cashflow and overarching financial performance reporting;
• development of a common approach and stand- ardised documentation covering ‘project expo- sure’ aspects: risk management; actions track- ing; assumptions testing; issues management; decision-making; and dependency tracking (i.e. RAAIDD methodology); • development of robust project risk and change management procedures that emphasise the proactive use of ‘early warning’ mechanisms to drive expeditious mitigation action; • programme-level risk management to ensure wider strategic delivery risks are being mitigated effectively (e.g. interdependency/integration risks between projects and interfaces with other PMOs); • development and ownership of the overall Bene- fits Realisation Plan, as the primary management tool for planning, monitoring and controlling the collective set of expected benefits arising from the EAF capital programme, to ensure they are fully realised; • liaison with project managers to monitor and accurately record project status information against quality, cost, programme, safety and environmental performance targets (plus other ‘priority theme’ criteria to be defined), for dash - board reporting within the University’s estab- lished governance structure; • supporting EAF capital projects through the University’s approval gateways and related deci- sion-making processes, including assurance and guidance on the production of papers, reports and business cases; • providing a structured approach to managing interdependencies between projects and with the operational campus, working closely with the Campus and Commercial Services team to drive decision-making on any interface matters arising; • creating and implementing a Stakeholder En- gagement Plan (including academic staff, pro - fessional staff, students, local authority, local community partners and commercial partners), for use across all capital projects; • development of an overarching procurement strategy and contract management strategy, aimed at selecting and partnering with high per- forming ‘approved suppliers’ to achieve best val- ue for money in the delivery of capital projects; • championing best practice programme/project
management and skills development; • supporting successful management of minor and ‘business as usual’ projects, as well as strategic projects identified through masterplanning; • exemplifying and role modelling leadership be- haviours in line with the University’s core values (Inclusive, Proud, Ambitious, Collegiate, Ethical) to create a cohesive and high-performing delivery team within the EAF Directorate.To be responsi- ble for developing project initiation documents and project delivery plans as well as other project reports ensuring appropriate stakeholder engage- ment. • Demonstrate analytical ability, strong written and verbal communication skills, excellent stakehold- er management, the ability to prioritise and take ownership of work, and experience in implement- ing delivery and transformation projects. • To lead the design process ensuring that projects are designed within agreed quality standards and budget constraints ensuring projects are properly appraised for lifecycle management to minimise the ongoing costs and liabilities. • Liaison with other sections within Estates and Fa- cilities and elsewhere in the University in order to ensure seamless, first class customer service. • To manage project Health and Safety ensuring compliance with statutory requirements, Estates & Facilities processes and best practice. • To procure consultants, contractors and suppliers as required in accordance with the University fi - nancial regulations and procurement procedures. • To obtain the necessary statutory and University approvals and consents. • To manage construction and engineering opera- tions on site to ensure compliance with designs and specifications. • To be responsible for outurn project costs, manag- ing all costs within approved project/programme budgets and cash flow forecasts. • To manage, prepare and present papers for project board meetings and project governance gateway approvals, reporting on progress, quality, budget/cash flow and ongoing management of project risk registers. • To thoroughly understand, and stay abreast of de- sign, construction and project management meth- odologies and the London construction market.
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