Claim you profile

In order to claim your profile, we need to send an email to the email address you used when you created your SkillPages account. This will contain a unique link to claim your profile. We have sent the email to:


If you don't have access to this email account then please contact the team.

Buckmaster - Project Manager - Lichfield, England, UK

Mark Buckmaster

Lichfield, England, UK


Project Manager

Work History

Manager PMO

John Lewis PLC

From June 2013

Leading UK Retailer. The Omni Channel Customer Ordering (OCCO) Programme is a £40M investment in the transformation of John Lewis' customer experience across all retail channels.

• Set up the PMO team and service to instil structure and standards for process and procedure.
• Lead the team to ensure all members' effective use of programme and project methodologies (MSP & PRINCE2) and current best practice.
• Create a framework for training and sharing of best practice and enable efficient knowledge management and transfer.
• Responsible for governance, planning, risk and fiscal management of the programme.
• Proactively engage cross-functional teams including IT infrastructure and business-led operations.
• Management of the programme's relationship with key business stakeholders to ensure the operational services delivered are aligned to the 5 year strategic retail plan for John Lewis.
• Recruitment and Line Management of a team of PMO staff across 2 Programmes in John Lewis.

Key achievements:
• Recruited as an expert in programme management to design and implement a 'centre of excellence'.
• Successful delivery of effective governance structure across the programme's portfolio of projects.
• Delivered a new risk model, aligned to John Lewis' commercial strategy and objectives
• Creation and implementation of a new change model, shifting from disconnected, largely IT-centred projects to business-led, collaborative programmes.
• Overseen the delivery of a resource and cost control model covering permanent, interim and 3rd party staff.

Senior PMO

Post Office Ltd

December 2011 - June 2013

UK's largest branch network for retail and financial services. The Network Transformation Programme is part of a £1.34BN investment in the modernisation of the Post Office network of 11,500 branches.

• Ensure effective communication and collaboration between the programme's complex portfolio of 11 multi-million pound projects.
• Responsible for governance, planning and risk management for the programme.
• Direct line management of PMO team including personal development and coaching
• Manage the budget for the programme's IT Delivery projects (typical budgets £4M per project).
• Management of key business stakeholders to ensure the programme is aligned to the strategic future requirements of the business.
• Co-ordination of engagement strategy with third party external suppliers.
• Management of the digital and channel integration requirements across the Information Technology and change department.
• Matrix management of a pool of permanent and contract project managers, analysts and PMO staff within the IT Change portfolio.

Key achievements:
• Creation and implementation of effective governance across the programme's portfolio of projects.
• Development of the programme's risk and change management model and process in line with corporate strategy and objectives and to ensure maximum benefits.
• Designed and tracked Key Performance Indicators and reported on them to the business unit and Programme Board.
• Devised and rolled out benefit profiles and terms of reference across the individual projects within the programme to provide clarity on roles, responsibilities and areas of accountability.
• Implementation of the Business Change Strategy for the programme's relationship management of third party suppliers and negotiation of service contracts.

Head of Programme Management Office

Cabinet Office

August 2010 - December 2011

Established the £122M Electoral Registration Transformation Programme, changing the way 46 million voters register to vote in the United Kingdom.

• Management of key senior stakeholder relationships including government ministers and departments, interest groups and 3rd party suppliers.
• Ensuring the delivery of the programme's benefits is aligned to the shifting future requirements of the government via stakeholder engagement, efficient planning and benefits profiling.
• Responsible for governance, planning and risk management for the programme.
• Manage the budget and staff resources for the portfolio of IT Change and Delivery projects within the programme.
• Line management of team which included absence and performance management

Key achievements:
• Wrote the blueprint for this complex programme, delivering a multi-platform and channel electoral registration system compatible across the estate of 433 Local Authorities offering electoral services.
• Developed and implemented objective and pragmatic ways to change how the organisation operates by demonstrating the value of business risk and audit functions.
• Created Delivery and Implementation Plan for the programme to deliver its benefits to time and budget.
• Programme and Project Management (PPM) lead, monitoring effective use of PPM techniques within the programme resulting in a high delivery confidence rating from an independent review.
• Led the expansion of the Programme team from 8 to 30 including recruitment of non-executive directors, specialist research, IT, finance and project staff.
• Developed and implemented an effective risk management model and approach to future-proof success, from programme definition to the delivery of programme objectives and benefits.

Head of Estates, Facilities and Resources

Ministry of Justice

August 2009 - August 2010

The Independent Parliamentary Standards Authority (IPSA) was established in response to the Parliamentary scandal regarding MPs' expenses in 2009.

• Overseeing the logistical implementation of the new authority.
• Agreeing funding for the programme and the new organisation's year one budget.
• Securing office space and facilities for the new authority.
• Ensuring the programme was fully resourced to build an organisation of 70 people within a 9 month time frame.
• Risk and Issue Manager responsible for creating a control framework and strategy within the programme.
• Ensuring that internal and external audit and compliance processes were effective for the programme.
• Management of back office Treasury functions, including responsibility for cash and asset management.

Key achievements:
• Agreed programme funding of £6.5M
• Secured the building and facilities for the new organisation including the delivery of lease and contractual arrangements.
• Implemented the recruitment strategy to deliver a new organisation of 70 people including the co-ordination of TUPE and other HR requirements.
• Implemented a risk management model which the external review commended as an example of best practice.
• Mentored specialist Delivery Managers to understand and address performance issues in the transition from the old organisation to the new.

East Midlands Local Delivery Advisor

Ministry of Justice

August 2008 - August 2009

Local Criminal Justice Boards (LCJBs) were introduced to deliver the Public Service Agreement (PSA) which supported the Government commitment to an effective and efficient criminal justice system.

• Supervision of five Local Criminal Justice Boards in the East Midlands to realise annual financial savings of £1M per annum through business efficiency improvements.
• Co-ordination of a multi-agency approach to remove operational barriers between the branches of the criminal justice system.
• Collaboration with other regional advisors to share best practice and create a national standard for effective approaches to tackle offending.

Key achievements:
• Co-ordinated local use of Criminal justice IT systems in the identification and analysis of performance issues to improve local performance management across the region.
• Developed strong relationships with LCJB support teams to provide advice and guidance in adopting and embedding the new ways of working to deliver a programme of change.
• Implemented a programme and project management approach and tools to deliver the change agenda required within the PSA.

Project Manager

Home Office

April 2008 - August 2008

Management of a controlled substance reclassification project.

• Member of the project team which delivered the reclassification legislation and operational transition.
• Stakeholder Management including operational and academic specialists.
• Reputation Management for the Department and Government Minister.

Key achievements:
• Close work with Home Office partners in the operational delivery of decision to reclassify a controlled substance.
• Devised and managed a project plan incorporating multi-functional teams, using matrix management.
• Co-ordination and production of core briefing for the Home Secretary and Press Office.
• An outcome of this work was a team commendation by the Home Secretary, Home Office Director General and Home Office Director of Crime Strategy.

Qualifications & Certifications

Is this your profile?

If this is your profile, then you can claim it now and log into your account.

We will need to verify your account and email address before you can log in. To claim your profile now, please use the 'Claim Profile' button below.

Skillpages has been acquired by! is pioneering the way people find local services. Skillpages is the world’s premier directory of service providers.

Find out more

Are you sure that you want to leave?