PMO manager

Band 6 · Project support officer · 437 job evaluation points

Manages the project management office for a programme or portfolio, setting standards and giving leaders reliable insight into delivery.

Responsibilities

Lead the project management office and its staff.
Set project and portfolio standards, methods, and tools.
Give senior leaders clear insight into portfolio progress, risks, and benefits.
Run portfolio governance, including prioritisation, gateway reviews, and change control.
Monitor programme budgets and resources, and report on them.
Coach project managers on method and controls.

Skills

Skill	Expected level	What this level means
Project and portfolio office supportThis reference	Expert (4)	You can: set up and lead a portfolio office for the organisation give senior leaders clear, reliable insight into the portfolio set project and portfolio management standards and tools
Project managementThis reference	Practitioner (3)	You can: manage projects from start to close, controlling scope, time, cost, and quality manage risks, issues, dependencies, and change control report to project boards and manage suppliers
Organisational risk managementThis reference	Practitioner (3)	You can: run the risk process for a directorate or programme assess risks against the risk appetite and escalate them report on risks to committees
Budget managementThis reference	Working (2)	You can: track spending against a small budget and raise variances authorise spending within your limit
People managementThis reference	Practitioner (3)	You can: line manage a team, setting objectives and running appraisals support wellbeing and manage attendance, performance, and conduct plan the team's development and succession
Corporate governance and complianceThis reference	Working (2)	You can: support committee meetings, papers, and minutes keep governance registers up to date
PlanningUK GDaD PCF	Practitioner (3)	You can: understand the environment and prioritise the most important or high value tasks use data to inform planning manage complex internal and external dependencies provide delivery confidence remove blockers or impediments that affect plans and can develop a plan for difficult situations ensure that teams plan appropriately for their capacity
Stakeholder relationship managementUK GDaD PCF	Working (2)	You can: identify important stakeholders and communicate with them clearly and regularly tailor communication to stakeholders' needs and work with them to build relationships while meeting user needs build and reach consensus with stakeholders work to improve stakeholder relationships using evidence to explain decisions

Typical qualifications and experience

A recognised project, programme, or portfolio management qualification, or equivalent experience.
Experience of running a project management office.

Band 6 outline

Knowledge: Specialist knowledge across a range of procedures, built through further training or experience.
Autonomy: Works independently; interprets policy for own area; seeks advice on complex issues.
Scope: A product, service, or workstream.
Leadership: May lead a small team or mentor colleagues.
Accountability: Outcomes of own workstream and quality of advice given.

Job evaluation (illustrative)

Factor	Level	Level summary	Points
Communication and relationship skills	4	Gives complex, sensitive, or contentious information needing persuasion, negotiation, or training skills, or highly complex information.	32
Knowledge, training, and experience	6	Specialist knowledge across the range of the specialism (postgraduate diploma level or equivalent).	156
Analytical and judgemental skills	4	Judgements on complex facts or situations needing analysis, interpretation, and comparison of options.	42
Planning and organisational skills	3	Plans several complex activities, adjusting plans as needed.	27
Physical skills	3	Developed skills needing speed or accuracy, such as advanced keyboard use.	27
Responsibility for patient and client care	1	Helps patients, clients, or relatives during incidental contact.	4
Responsibility for policy and service development	3	Implements policies for own area and proposes changes that affect other areas.	21
Responsibility for financial and physical resources	2	Handles cash or valuables, looks after equipment used by others, controls stock, or authorises small payments.	12
Responsibility for people	3	Manages a group of staff day to day, teaches core or specialist training, or gives core HR advice.	21
Responsibility for information resources	4	Adapts or designs information systems to others' specifications, or runs information systems for a department as the main duty.	24
Responsibility for research and development	2	Regularly does research, development, trials, or equipment and system testing as part of the job.	12
Freedom to act	4	Results are defined, but the job holder decides how to achieve them, within broad policy.	32
Physical effort	1	Sitting, standing, and walking, with little physical effort.	3
Mental effort	3	Frequent concentration on unpredictable work, or occasional prolonged concentration.	12
Emotional effort	1	Rare exposure, or occasional indirect exposure, to distressing circumstances.	5
Working conditions	2	Occasional unpleasant conditions, frequent travel or outdoor work, or near-continuous screen use on most days.	7
Total (Band 6: 396 to 465)			437