Director Project Management Office

The role operates at corporate level and works across functions and regions. It partners closely with executive leadership, business unit and regional leaders, project directors, engineering, procurement, construction, project controls, finance, legal, human resources, quality, health and safety, sustainability, information technology, and commercial teams.

The position may lead a multidisciplinary corporate team and coordinate designated focal points or functional leads in regions and projects. Specific reporting lines and team structure should be aligned with the company’s organization.

1. 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.
• Work with project leadership to identify troubled or strategically significant projects and support recovery planning, assurance, and escalation.
• Monitor the effectiveness of governance and controls, adapting them to project size, contract type, delivery model, and risk.
• Support governance of joint ventures, consortia, and subcontracted delivery arrangements where applicable, in coordination with accountable business leaders.

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

• 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 where appropriate, 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…