Job Title
Head of Programme Management Office (PMO)
School/Dept/Institute
Estates and Facilities (EaF) Directorate Director of Estates Development
Reports to
Grade and salary Hours per week
Grade 7 Full-time Indefinite
culture of continuous improvement to drive high performance. Overall, the PMO will be established to bring independent insights into each project team’s delivery approach and performance, that will assess ‘confidence’ in project scope, cost and programme outcomes, and will provide assurance over the realisation of expected benefits. Job purpose EaF seeks to appoint a ‘Head of PMO’ to lead the PMO unit within the Directorate, who will be accountable to the Director of Estates Development. At present, three staff members within the Capital Development team (‘PMO Manager’ plus 2 no. ‘Project Board Support’ resources) provide ‘quasi- PMO’ services, including Secretariat support to align with the University’s governance requirements. Initially, the new ‘Head of PMO’ will assume line management responsibility for these staff members and will assess the team’s current capability, processes, practices and resource provision against accepted PMO maturity benchmarks (e.g. ‘P3M3’ gap analysis with respect to key perspectives, including: management control, benefits management, financial management, risk management, stakeholder management, organisational governance, resource management).
The Head of PMO will identify establishment priorities (based on the above assessment findings), to identify what further resourcing support or upskilling will be required to provide the necessary strategic leadership, support, oversight and assurance on capital projects. Working closely with the Director of Estates Development, the ‘Head of PMO’ will set out a ‘Target Operating Model’, to define the required level of maturity and capability of the new PMO function within the first year after its implementation, in readiness to oversee the delivery of capital projects emerging from the ongoing Estate Strategy/Campus Masterplanning. The EaF Directorate comprises two main ‘value streams’: Estate Development and Campus & Commercial Services. In overseeing capital projects across the Estates Development value stream, the Head of PMO will ensure close engagement with the ‘Campus & Commercial Services’ senior management team. This will drive effective coordination between the two value streams, to achieve programme delivery success whilst maintaining a safe and secure campus, and ensuring that longer-term sustainability and operational considerations are ‘hard-wired’ into all project teams’ thinking when they are developing design solutions.
Appointment period Current location Work activity type
Department W, 81 Mile End Road (role covers all campuses)
Professional Services
Job context Queen Mary is embarking on an ambitious and exciting challenge to transform its physical and digital estate, ensuring that its campuses are attractive, vibrant, inspiring, sustainable, safe and secure places to study, work and live over the coming years. EaF is currently developing a new Estate Strategy, to establish the holistic long-term framework for sustainable development and operation of the University’s physical environment and facilities, that will help realise the University’s ‘Strategy 2030’ growth vision and strategic objectives. The Estates Strategy is being developed to remain agile and adaptable in the face of ongoing economic, social and environmental uncertainty, and will be responsive to the demands and emerging trends within higher education and research.
A series of Campus Masterplans are being created to illustrate specific development proposals, demonstrating how the projected level of education and research growth will be accommodated, and how spaces will be upgraded in line with 6 key facets: condition; functional suitability; space utilisation; quality; statutory compliance; and environmental management. The Campus Masterplanning process will prioritise and scope a programme of capital projects, and EaF is seeking to establish a PMO function to provide an enhanced level of strategic leadership and act as the single point of integrative responsibility for successfully delivering these projects. The PMO will provide support, oversight and challenge to project teams, to ensure that governance and assurance processes are managed robustly. The PMO will also promote a collaborative project environment, founded on a
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