PMO Director

The PMO is responsible for the maintenance of the integrated project baseline to ensure a consistent and transparent single source of truth for schedule, cost, risk and data configuration/integration, supporting effective performance management across the delivery programmes. The team establishes consistent management practices across the programmes, with the support of the EPR Programme, and can support with cross-programme initiatives (including digital and data management). The PMO provides support to the project in the following areas:

• Integrated Programme Controls: serving as a centre of excellence, managing and strategically using delivery performance management information, this team will enable successful delivery of SZC Project through proactive Project Controls that drives forward-looking solutions to continuously improve performance covering:

• Schedule Management
• Cost Management
• Risk and Opportunity Management
• Baseline and Change Management
• Reporting and Data Analytics

• Digital, Data and Information Management: Digital and data strategy, including developing and mandating the use of key data nomenclatures and governance, acting as custodians of data quality. IT function responsible for the successful implementation of systems and tools required to support delivery.

• Programme Excellence and Innovation: works with the delivery programmes to identify, plan, execute and handover business change initiatives to improve the overall SZC delivery efficiency.

• PMO Operations: focal point for managing the emerging requirements and requests from the complex Sizewell C stakeholder landscape. Responsible for the efficient provision of robust, factual and consistent response to these requirements, as well as showcasing the best practice, learning and innovation being applied. This is a critical for building stakeholder confidence and maintaining the 'single source of truth'.

Principal Accountabilities

1. Establish the Sizewell C PMO:

• Define the PMO vision, mission and operating model, with clarity on work scope to be delivered within the programme of work and the interfaces to the other programmes. Drive delivery of this scope to a high standard (safely, quality, time and cost)
• Establish and lead a team, capable of delivering the work scope, with clear roles and responsibilities and delivery accountabilities.
• Implement PMO framework (including processes and tools) based upon lessons learned and recognised best practice principles to provide integrated project controls, including Schedule Management, Cost Management, Risk Management & Reporting
• Act as the focal point for control of work against schedule and definition of project progress - directly inform executive and board decisions relative to re-allocation of resources and scheduling of activities;

• Reporting and Management Information
  • Ensure visibility, accuracy and transparency of the project critical path;
  • Provide schedule management and reporting for SZC project - including cost and earned value reporting and management; NNB and Responsible Designer schedule management;
  • Ensure key information is available and shared across all NNB projects.
  • Accountable for internal and external reporting, including that required of key external stakeholders.
• Drive innovation into the PMO utilising the skills and Digital platforms available through the digital team

2. Leadership and Culture
   • Anticipate, manage and resolve issues within the programme. Identify risks and facilitate the resolution of all issues raised, with escalation as required.

• Provide leadership to a team of staff, so that staff are fully aware of their objectives and goals to deliver the action plans as agreed and that the "visions, values and ambitions" of the business are communicated and lived.
• Ensure all staff are trained to an excellent standard thus strengthening business capability to drive optimal performance.
• Proactively identify and develop a talent pipeline and ensure this meets organisational succession needs.
• Role model and promote the project values. Develop a cost-conscious culture within the project and foster a culture of continuous improvement and organisational learning.

3. Stakeholder engagement

• Establish and maintain effective working relationships with all project team members across both Sizewell C and Hinkley Point C.
• Act as the interface with third parties relating to Schedule, Cost & Risk (e.g. National Audit Office, shareholders et al)
• Build and maintain key stakeholder relationships, including government bodies, shareholders, regulators and suppliers to provide assurance and build confidence.
• Represent the project externally as appropriate, showcasing the progress and achievements of the project.

Knowledge, Skills, Qualifications, Experience

• Experience of shaping and developing strategic changes through management of large projects;
• Experience of senior leadership (to include budgetary and staffing responsibilities);
• Experience of managing contractors, consultants and other advisors throughout large and complex construction projects, in a regulated environment;
• Substantial knowledge and experience in the management of major capital projects and programmes, ideally within the Nuclear Energy sector;
• Experience and understanding of project management and project control best practice.
• Detailed understanding of strategic planning techniques and strategic risk analysis;
• Excellent presentation, influencing and facilitation skills;
• Strong numerical and analytical skills;
• A wide and developed knowledge of the Nuclear sector, particularly in terms of markets mechanisms and competition;
• Degree and chartered status, or equivalent, in an engineering, physics or other related field.

Rullion celebrates and supports diversity and is committed to ensuring equal opportunities for both employees and applicants.