Director Project Management Office

Role Overview

Corporate PMO Leadership and Portfolio Governance

• Define and maintain the corporate PMO mandate, operating model, governance framework, and service offering.
• Establish proportionate project and portfolio controls including stage gates, approval authorities, reporting requirements, escalation routes, and assurance reviews.
• Create a consolidated view of the project portfolio covering scope, schedule, cost, cash flow, risk, resource demand, change, quality, safety, and commercial exposure.
• Provide executive leadership with timely, evidence-based reporting on portfolio performance, emerging risks, decisions required, and corrective actions.
• Coordinate portfolio planning, prioritization, capacity reviews, and strategic alignment with business and regional leaders.
• Promote consistent use of project management and project controls practices across bids, mobilization, engineering, procurement, construction, commissioning, and closeout.
• Support recovery planning, assurance, and escalation for troubled or strategically significant projects.
• Support governance of joint ventures, consortia, and subcontracted delivery arrangements where applicable.

Project Management Center of Excellence

• Establish and lead a Project Management Center of Excellence defining practical standards, tools, methods, and guidance for project delivery.
• Develop and maintain a project management framework covering lifecycle, roles and accountabilities, planning, controls, risk, change, contracts, reporting, and handover.
• Provide templates, playbooks, maturity assessments, and technical guidance adaptable to different regions and project environments.
• Define capability expectations for project managers and key project control roles, partnering with HR and business leaders on development pathways.
• Coordinate communities of practice and peer reviews to share effective approaches across projects and regions.
• Promote continuous improvement using project performance data, assurance findings, and lessons learned.
• Encourage disciplined use of digital project tools and common data practices in collaboration with IT and project teams.

Knowledge Management and Organizational Learning

• Develop a knowledge management approach that captures, validates, preserves, and makes reusable project knowledge accessible.
• Establish structured lessons-learned processes at key project phases including bid, mobilization, execution, commissioning, and closeout.
• Ensure lessons are assigned owners, assessed for relevance, incorporated into standards or training, and tracked through implementation.
• Curate technical, commercial, delivery, and regional knowledge in accessible repositories subject to information security and document-control requirements.
• Promote knowledge exchange between projects, functions, and countries while protecting confidential and commercially sensitive information.
• Work with engineering, procurement, construction, quality, safety, and commercial leaders to identify repeatable practices and prevent recurring issues.

Local Content and Capability Development

• Establish a corporate approach for identifying and managing local content commitments in coordination with regional leadership, procurement, HR, legal, and project teams.
• Support bid and project teams in translating local content requirements into measurable plans, responsibilities, reporting, and delivery actions.
• Promote participation by local suppliers, contractors, professionals, and workforces in line with project needs and applicable requirements.
• Encourage supplier development, workforce capability building, knowledge transfer, and sustainable local partnerships.
• Monitor local content performance and commitments using clear data definitions and auditable records.
• Coordinate with regional teams to identify local market capacity, constraints, and development opportunities.
• Keep local content plans aligned with contract obligations, applicable laws and regulations, and procurement and ethics requirements.

Leadership, Stakeholder Engagement, and Change

• Build a high-performing corporate PMO and related functional capabilities, clarifying priorities, roles, and service expectations.
• Influence senior leaders and project teams across a matrix organization, including where direct authority is limited.
• Lead adoption of common governance and management practices through engagement, training, communication, and practical support.
• Establish constructive relationships with regional and project teams, balancing corporate oversight with delivery realities.
• Represent the PMO and its related functions in executive reviews, portfolio boards, and relevant governance forums.
• Model ethical conduct, accountability, collaboration, and respect for local context.

Decision-Making and Authority

Qualifications

• Bachelor's degree in engineering.
• Recognized project management or program management certification is desirable.