Burley In Wharfedale, England, United Kingdom
Programme Management Office (PMO) expert & leader with a passion for delivering operational excellence and empowering others to reach their full potential. Over 11-years of experience working in and leading a Programme Management Office team in a complex organisation and known for a clear focus to add value to any PMO team with strong knowledge of the project methodologies (including the Agile framework & JIRA) and their practical application to provide clear planning, implementing financial control & insight via targeted Management information. Experience of setting up and leading a PMO team and recognised for building careers through leading by example and committed people development.
Delivering PMO Excellence for the Platform Modernisation team by establishing and implementing best practices that enhance project outcomes and support organizational goals across the £10M Programme. • Designed and led the creation and delivery of a PMO Maturity Plan, moving the team from inception to a precision driven operating model, embedding consistent processes, improving reporting quality, and building team capability. o Progressed the PMO into a continuous improvement phase with enhanced MI driving proactive insight and decision making. • Introduced Agile ways of working across the PMO, implementing sprint cycles that strengthened milestone discipline and ensured clear delivery targets. • Designed and embedded a new end to end Risks & Issues process, supported by swim lane workflows and delivery team guidance published on the newly created PMO SharePoint site. o Strengthened RAID governance by ensuring the programme RAID log remained accurate, current, and fully aligned, improving escalation quality and enabling more reliable leadership reporting. • Established a programme level milestone planning process, integrating monthly project level plans into a single, forward looking Programme POAP to improve visibility and dependency management. • Built a comprehensive PMO SharePoint site outlining the PMO Maturity plan, POAP, roles and responsibilities, key calendar dates, and guidance for risks, assurance, and planning, creating a single source of truth for the programme. • Developed and published a structured onboarding pack for new starters, improving consistency, clarity, and speed of integration across the PMO.
• Defined and implemented Agile Ways of Working through introduction of the JIRA project management tool & creation of a series of sprint & Kanban boards, rollout of training, delivery of an Agile cadence plan & running of local activist group to ensure successful adoption. o Scaled Agile Ways of Working (WoW) through a series of agreed experiments & coaching across the wider team o Managed tasks & coached others in Agile sprints &delivered sprint-based reporting via the JIRA to provide insight for continuous improvement in Agile WoW • Planned & delivered planning events following the Agile methodology leading to a quarterly backlog in JIRA • Delivered adherence to 2024 annual spend budgets o Data Analysis & reporting from transaction reports, spend forecast plans & reviews & building of finance MI for area director o Ensured full year headcount costs were within budget by delivering monthly controls and reporting o Produced future year annual spend profiles & FTE forecast to deliver a team operating plan • Created & managed robust financial/ resource & recruitment trackers for multiple projects over a 3-year (2021-2023) £32m change programme. • Ownership of the buying process across the budget – 3rd party supplier engagement, statement of work/work order creation & close working with corporate procurement, Purchase Order creation & Invoice controls in place. • Recruitment via internal recruitment & external/agencies & colleague onboarding • Utilization of existing MI & creation of new MI using Power BI tool providing knowledge & insight o Developed resourcing and recruitment MI in Power BI visualisation software • Led, motivated and coached, ensuring colleagues were multi-skilled and owned their own development o Conducted career conversations across the team & set-up personal goals & development plans for colleagues to enable them to meet the operational needs of the business area aligned to. o Set up clear roles and responsibilities for colleagues in the team
· Delivered financial control for the bulk annuities programme with a value of £19m in 2020 and £16m in 2019 across a dozen projects. · Set up a finance view to bring together all project spend into one place and delivered aligned reporting to ease insight and approvals. · Delivered 100% compliance with the buying process for all 3rd party engagements & Purchase Orders via a pro-active and quarterly planned approach to successfully deliver £11M external spend programme · Ensured PMO standards maintained across the project programme with logs, milestones, risks and plan deviations all visible
Led a PMO team of 8 colleagues (including 4 offshore partners) to deliver wide ranging PMO processes and activity for a team of 800 colleagues (200 onshore & 600 offshore) and ensure consistency in the application of processes and tools to support delivery of the £40M annual budget. · Led a team and provided hands-on management of the supplier & partner resource pool: · Delivered a contractor renewals management process and Work Order Drawdown reviews with supplier/partner · Owned and completed each year 100% tracking and visibility of 3rd party Work orders and external spend items · Managed the Invoice payment process including receipt, review, approval and tracking of payments to suppliers · Supplier relationship management via chairing of KPI review meetings · Visited offshore partner offices to set up a new PMO team and to implement a new internally created supply and demand tool. · Managed partner KPIs and SLA compliance. Partner work order drawdowns & onshore/offshore ratio reporting · Provided line management to onshore team and drove team forward through clear roles and responsibilities · Set up and tracked a full knowledge transfer programme between changing offshore partners (WIPRO & TCS) over period of 6-8 months · Led Resource Management activities enabling programme delivery: · Set up supply and demand tracking and aligned MI dashboards in Tableau to provide S&D forecasts for on average 500 colleagues delivering the £40m programme · Provided PMO management of a contractor reduction programme – ensured all contracts were non-renewals and mitigations in place to reduce from 20+ to successfully achieve zero contractors in the team within 12 months. · Owned the starter / movers / leavers process through creation and control of onboarding/offboarding process for all perm/contractor & Partner (TCS/WIPRO) colleagues – ramp up to 640 FTE in 2024; ramp down to 400 in 2015 and then up again to 800 over next 24 months.
Mapping software development delivery, third party relationships, Software testing and implementation