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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.

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