PMO/Project Admin

Experience : 6+ Years Role : PMO/Project Admin .1 PMO Governance and Controls • Assess existing PMO processes and recommend appropriate improvements. • Define, implement, maintain, and continuously improve PMO frameworks, standards, controls, and governance processes. • Establish mechanisms to monitor compliance with applicable governance and approval requirements. • Provide portfolio and programme-level oversight across relevant projects and workstreams. • Monitor and consolidate information relating to schedules, budgets, scope, risks, issues, changes, and dependencies. • Maintain effective change-control, risk-management, escalation, and decision-tracking processes. • Coordinate with global and regional IT stakeholders to maintain transparency across the IT project portfolio. • Identify governance gaps and recommend corrective or preventive actions. • Maintain appropriate governance documentation and supporting evidence. 3.2 Programme Oversight • Provide programme management services for designated regional or global IT initiatives. • Establish and maintain integrated programme plans, milestones, dependencies, and governance calendars. • Coordinate inputs from project managers, workstream leads, business stakeholders, and suppliers. • Identify delivery risks, constraints, and cross-functional dependencies. • Develop mitigation options and provide clear recommendations for management decisions. • Track agreed actions and decisions through completion. • Assess whether delivery outcomes remain aligned with approved scope, timelines, budgets, and expected business value. • Escalate material risks, delays, or delivery concerns through the agreed governance channels. 3.3 Project Management Standards and Continuous Improvement • Develop, refine, and maintain project management frameworks, templates, guidelines, and supporting materials. • Recommend and implement measures to improve project delivery maturity. • Promote consistent project management practices across relevant IT operations teams. • Review project documentation for completeness and alignment with agreed governance requirements. • Support audit readiness by maintaining appropriate governance records and evidence. • Identify opportunities for process optimisation, automation, and improved reporting. • Monitor the adoption and effectiveness of agreed project management standards. 3.4 Executive Reporting and Governance Forums • Produce portfolio and programme dashboards, status reports, risk summaries, and decision papers. • Prepare materials for steering committees, management reviews, and executive forums. • Present relevant findings, risks, trade-offs, dependencies, and recommendations. • Maintain action, decision, risk, issue, and dependency registers arising from governance meetings. • Ensure reporting is accurate, concise, timely, and suitable for executive decision-making. • Follow up with relevant stakeholders to ensure that agreed actions are completed within required timelines. 3.5 Stakeholder and Dependency Coordination • Engage with relevant global and regional IT teams, business functions, project teams, and third-party suppliers. • Facilitate governance meetings, programme reviews, workshops, and planning sessions where required. • Coordinate cross-functional and cross-regional dependencies. • Support structured escalation and resolution of issues. Deliverable Expected Outcome or Frequency Service mobilisation and discovery assessment Completed within the agreed period following service commencement PMO governance framework Established, documented, and maintained throughout the service term Governance and reporting calendar Established during mobilisation and maintained throughout the term Portfolio and programme status dashboards Provided at the agreed reporting frequency Integrated programme or milestone plans Established for designated programmes and regularly updated Risk, issue, action, dependency, and decision registers Maintained continuously and reported at the agreed frequency Budget, schedule, scope, and change reporting Included in relevant portfolio and programme reviews Steering committee and executive materials Delivered before each scheduled governance forum Governance meeting records and action tracking Issued within the agreed timeframe following each meeting PMO templates, guidelines, and standards Developed or enhanced according to the agreed improvement plan Process and delivery maturity recommendations Presented periodically, with implementation progress tracked Service performance report Provided monthly or at another agreed frequency Knowledge-transfer and transition package Delivered before service completion or transition • Accommodate reasonable interaction across time zones where necessary for global service delivery. • Maintain effective communication with the CMA CGM Service Owner and other authorised stakeholders. 4. Deliverables The detailed content, format, frequency, due dates,dependencies, and acceptance criteria will be agreed during servicemobilisation. 5. Service Levels and Acceptance Criteria • Agreed reports, deliverables, and governance materials are delivered on time. • Information presented is accurate, complete, and traceable to available source data. • Critical risks and issues are escalated within agreed timeframes. • Governance meetings and decision points are supported according to the agreed calendar. • Actions and decisions are documented and tracked through closure. • Programme dependencies are identified, monitored, and actively managed. • Deliverables comply with agreed templates, governance standards, and documentation requirements. • Stakeholder communication is timely, professional, and effective. • Service documentation is maintained to support continuity and knowledge retention. • Delivery outcomes remain aligned with agreed service objectives and business priorities. CMA CGM may accept a deliverable, request r…