Job Purpose:

As PMO (Portfolio and Program) Management Office Specialist, you will report to the Technology PMO Team leader and be responsible for Tracking & Supporting Technology Projects Portfolio throughout its lifecycle in collaboration with the Technology Strategy, Technology Planning, Development and Operations, Vendors, Procurements, Corporate Contracts, Finance, and Fixed Asset Functions to ensure best value form Technology Investments

Key Tasks/Accountability:

Assist in defining, developing, and managing the Technology Projects Portfolio, including related Programs, Projects, Vision, Objectives, Strategic Priorities, expected Benefits, key remove Strategic Risks, required Capabilities and Resources, High-Level Delivery Plans, High-Level Financial Plans, High-Level Communication Plan, and Portfolio Reporting and Governance Framework in alignment with Technology Strategy, Planning, and Development Functions.

• Work with Technology Strategy, Planning, Development, and Key Vendors to Identify Technology Strategic Programs, including their related Projects with their Dependencies, Visions, expected Cost and Benefits, high-level Delivery Plan, Target Operating Model, key Risks, and Per-Program Reporting and Governance Model

• Support Technology Planning, Development, and Strategy function in Strategic Projects Business Cases Development, Initiation, and Approval

• Monitor and Report Technology Portfolio and Programs Delivery Progress to relevant Stakeholders

• Engage with relevant Stakeholders to remove Technology Portfolio and Programs related Critical-Path- Projects showstoppers

• Ensure adherence with the Program/Project Governance (Policies, Processes, Structures, Roles and Responsibilities, Skills, Information Systems, Reporting Pattern, and Culture and Behaviour) to ensure maximum Value Realization for the Technology Portfolio and its related Programs and Projects

• Support in establishing Portfolio, Programs, and Projects Value Dashboard

• Support in Conducting Post-Programs and Projects Analysis and Lessons Learned retrospect with Programs and Projects Managers, Technology Management, and relevant Stakeholders

• Influence Technology Internal Teams and Vendors to report based on our Programs structure

• Follow-up Projects Capitalization and Acceptance in collaboration with Technology Contracts and VM, Planning, and Development, Fixed Assets functions

• Develop and maintain a Central Knowledge-Database for documenting all related Portfolios, Programs, and Projects outcomes and documents

• Utilize Software and Automation to reduce the manual interactions with stakeholders and make the reporting process lean

• Use process management and appraisal methods (e.g., CMMI, P3M3) to increase the Maturity of the Portfolio, Program, and Project Management Practices

Typical Performance Measures:

• Technology Portfolio and its related Strategic programs are established based on Technology 5 years Roadmap. And its contained Projects are monitored across their whole lifecycle (Strategy, Budget, Initiation, Sourcing, Contracting, Acceptance, Capitalization, and Value Realization)

• Technology Projects Portfolio and Programs Governance Model and Bodies are established

• Reporting on the Portfolio and Programme level is established, and all relevant Stakeholders, including Key vendors, are reporting accordingly

• Programs and Projects Value dashboard is established

• Showstoppers on the Portfolio and Program levels are determined and neutralized

• Practices for Portfolio, Program, and Project Management Maturity levels are rising over time

• CWIP, Projects Acceptance, and Capitalization are well-managed and controlled

• Projects and Contracts Knowledge Databases are established, and their related Data is used to give insight to our Management

• Software and Automation tool are used to manage and monitor Projects, Programs, and Contracts

• Insights on the Portfolio, Program, Contracts, and Vendor levels are produced and used to influent the Technology Management and Procurements decisions

Dimensions:

• Reporting to Technology PMO, Contracts and VM Manager

• Managing one Team: Technology PMO

• Handles Technology Portfolio, Programs

• Responsible for Technology Portfolio and Program Governance and reporting

• Works mainly in collaboration with Technology Management, Technology Strategy, Technology Technical Functions, Key Vendors, Procurements, and Finance

Qualifications/Experience:

• Bachelor's degree or higher in Computer Science, Computer Engineering, Telecom Engineering, IT, or a related field

• MBA or any professional business qualification is preferable

• Minimum experience of 4 years. Additionally, we prefer that at least two of them be in relevant leadership positions

• Background in Telecom and/or ICT Strategy, Planning, Development, Operations, Contracting, Finance, etc............….

• Any Professional Certificate in Portfolio Management (e.g., MoP, PfMP), Program Management (e.g., MSP, PgMP), Benefits Management (e.g., Management of Benefits), is highly favored

• Experience in a Telecom/ICT field is highly favored

Knowledge:

• Portfolio Management Best Practices and Frameworks

• Program Management Best Practices and Frameworks

• Project Management Best Practices and Frameworks

• CMMI and/or P3M3

• Budgeting and high-level Financial Management Practices

• High-level Strategy formation practices, methodologies, and tools

• Leadership Practices and Tools

• Microsoft Office Suite including (Word, Excel, PowerPoint, Visio, MS Projects,)…

• Current and emerging ICT industry trends, including (5G, IoT, Cloud, Cloud Native, Big Data, AI, RPA, Blockchain, Alternative Energy Solutions,…)

Skills and Key Behaviours for Success

• Excellent written and verbal communications skills in English

• Excellent Presentation skills and ability to visually present information to the audience

• Refined Facilitation and Coordination Skills

• Well Structured and Organized thinking and way of work

• Strong Analytical, Problem-Solving, and Critical Thinking skills

• Solid Conflict Management Skills

• Ability for Self-Motivation and Self-Drive (minimum supervision)

• Ability to recognize and understand the perspective of Stakeholders as well as the ability to reflect "what's in it for them" in each engagement

• Ability to form an excellent level of trust with Stakeholders

• Ability to see the “big picture” and act correspondingly

• Ability to establish practices and methodologies for efficient work

• Capability to interact with Senior Management with maturity and poise