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Senior PMO Manager
The Senior PMO Manager is responsible for the day-to-day operation of the European Project Management Office, which governs a portfolio of data centre development projects and strategic initiatives across Europe. The role covers the governance framework, the controls, and data quality that support it.
The role is the principal point of contact for functional teams on governance matters, and line manages the PMO Data and Reporting Manager. It exists to give the business earlier visibility of risk and change, faster and better-informed decision-making, and confidence in the information used to make them.
This is a growing PMO in an active build phase. The governance framework is established and expanding, and the portfolio platform is being extended to further functions across the business.
The PMO Director leads the wider governance change programme. The Senior PMO Manager owns smaller changes in full and supports the implementation of the larger ones.
Governance Framework and Forums
- Own the governance calendar and keep it to schedule.
- Run the Portfolio Governance Board and weekly project reviews, and take the chair of agreed forums following an initial handover period.
- Hold stage gate reviews at the defined points in the project lifecycle, testing that cost, programme, design maturity, and the consents position support the decision being asked for. Record the decision, the conditions attached to it, and the actions arising, and follow those through to closure.
- Ensure risks, issues, and changes are escalated early and routed to the appropriate forum for decision.
- Apply proportionate governance and reporting to agreed European strategic initiatives.
- Track delivery against the outcomes each project was approved to deliver, and flag where milestones are being met but the outcome is drifting.
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Risk, Change, and Portfolio Controls
- Bring portfolio risk and change control under PMO ownership.
- Maintain the risk and change processes once in operation, including the routes for escalation and decision.
- Own the update cadence for milestones, risks, and changes across the portfolio, and the quality assurance that sits behind it.
- Escalate where portfolio data is incomplete, out of date, or inconsistent with delivery on the ground.
- Capture lessons learned and feed them back into the process.
Portfolio Reporting and Management Information
- Own the publication of weekly and monthly portfolio reporting for European development projects and strategic initiatives.
- Specify what portfolio and project reporting must contain, working with other teams for its delivery.
- Ensure reporting provides a clear, forward-looking view of schedule, cost, scope, risk, issues, change, dependencies, procurement, construction, commissioning, and operational readiness.
- Keep portfolio data complete and current enough to be relied on for decisions, and hold the functions to the cadence that requires.
Adoption, Enablement, and Platform
- Act as the principal interface with functional teams and senior leadership on governance matters.
- Secure consistent application of governance processes by the teams accountable for them, influencing without direct authority.
- Work with functional teams to map their processes onto the portfolio platform. Then secure sustained day-to-day use, so the platform holds the single record for their project activity.
- Provide training, guidance, and documentation to support consistent use of governance processes, and keep it current.
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Team, Suppliers, and PMO Change
- Line manage the PMO Data and Reporting Manager.
- Direct managed service and contract resource against agreed priorities and workload.
- Own smaller improvements to governance processes from definition through to adoption.
- Support the PMO Director on the implementation of larger changes to the governance framework and operating model.
Measures of Success
- The governance calendar runs to schedule, with decisions taken and recorded and actions closed within agreed timeframes.
- Risks, issues, and changes surface early and reach the right forum while there is still time to act on them.
- Weekly and monthly portfolio reporting is published to schedule and gives leadership a forward-looking view they act on.
- Leadership takes decisions straight from the published reporting, without commissioning separate checks.
- Functional teams treat the portfolio platform as the single record for their projects and apply governance processes without being chased.
- The functions come to the PMO for help with their projects, not only when reporting is due.
CyrusOne is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race, color, sex, sexual orientation, gender identity, religion, national origin, disability, veteran status, or other legally protected status.
CyrusOne provides reasonable accommodation for qualified individuals with disabilities in accordance with the Americans with Disabilities Act (ADA) and any other state or local laws. We will respond to requests for reasonable accommodations to assist you in applying for positions at CyrusOne, or to submit a resume.
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