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Create ResumeA strong UK project manager CV needs to show one thing quickly: you can deliver projects properly, under real business pressure, with measurable outcomes. Recruiters and hiring managers are not just looking for someone who “manages stakeholders” or “drives transformation”. They want evidence of scope, budget, timelines, delivery method, risk control, stakeholder complexity, and actual results. Your CV should make it easy to understand the types of projects you have delivered, the value you created, and whether your experience matches the level of responsibility in the role. If your CV is too vague, too task based, or too full of project management buzzwords, it becomes harder to trust.
When I review a project manager CV, I am not simply looking for the words “project management”. I am looking for proof of delivery.
That means I want to understand:
What kind of projects you have managed
How complex they were
Who was involved
What budget, timeline, team size, or business area you owned
What methodology or delivery environment you worked in
What changed because of your work
Whether you can communicate clearly under pressure
This is where many project manager CVs fall down. They list responsibilities, but they do not show delivery judgement.
Most candidates imagine their CV is read slowly from top to bottom. In reality, it is usually scanned first, then judged.
For a project manager role, the first scan usually checks:
Job titles and seniority
Industry or sector relevance
Type of projects delivered
Delivery methodology
Budget, scale, and complexity
Stakeholder level
Evidence of outcomes
A weak project manager CV says:
Weak Example:
Responsible for managing projects, liaising with stakeholders, tracking progress, and ensuring deadlines were met.
That tells me almost nothing. It could describe a junior coordinator, a mid level project manager, or someone who sat near a project and updated a spreadsheet.
A stronger version says:
Good Example:
Delivered a £1.2m operational improvement project across three UK sites, reducing manual processing time by 32 percent and bringing delivery back on track after a six week delay.
That sentence gives me scale, context, ownership, problem solving, and outcome. That is what gets attention.
The mistake candidates make is assuming recruiters will “read between the lines”. We do not have time to do that. Your CV has to make the case clearly, without making the reader work too hard.
Whether the CV looks clear and credible
This first scan can happen brutally quickly. Not because recruiters are careless, but because project manager roles often attract a wide range of applicants. Some are genuine delivery professionals. Some are business analysts calling themselves project managers. Some are team leads who supported projects but did not own delivery. Some are senior operators who managed change informally but cannot show structured project control.
Your CV has to remove doubt.
Hiring managers are even more specific. They are usually asking themselves:
Has this person delivered something similar to what we need?
Can they handle our level of complexity?
Will they need heavy support?
Can they manage difficult stakeholders?
Are they structured, commercial, and calm?
Do they understand risk, governance, and trade offs?
That last part matters. Good project managers are not just organised people. They make decisions when things go wrong. They know how to escalate without panicking. They understand that “on track” means nothing unless scope, budget, risks, dependencies, and stakeholders are also under control.
A project manager CV should therefore read like a record of controlled delivery, not a diary of project admin.
A UK project manager CV should usually be two pages, unless you are very senior, highly technical, or contracting across many short assignments. The structure needs to be clean, ATS friendly, and easy for a recruiter to scan.
Use this structure:
Name and contact details
Professional profile
Core project management skills
Key achievements or selected projects
Professional experience
Education and certifications
Tools, systems, and methodologies
Optional additional information
Do not overdesign it. Project management is a clarity profession. If your CV looks messy, dense, or overcomplicated, it quietly works against you.
At the top, include:
Full name
Location or target location
Phone number
Email address
LinkedIn profile if strong and updated
You do not need to include your full home address, date of birth, marital status, photograph, or nationality on a standard UK CV.
Your profile should be short, specific, and evidence based. This is not the place for empty claims like “highly motivated team player with excellent communication skills”.
A good project manager profile should answer:
What level of project manager are you?
What sectors or project types do you know?
What scale of work have you delivered?
What methods or environments do you work in?
What value do you typically bring?
Weak Example:
I am a hardworking project manager with excellent communication skills and a passion for delivering successful projects.
This says nothing specific. It could belong to anyone.
Good Example:
Project Manager with experience delivering technology and operational change projects across financial services and professional services environments. Skilled in managing cross functional teams, supplier dependencies, project governance, risk control, and senior stakeholder reporting. Known for bringing structure to ambiguous projects and turning unclear requirements into controlled delivery plans.
This is stronger because it gives context, delivery environment, and practical value.
Your skills section should not be a random keyword dump. It should make your project management capability easy to understand.
Useful skills for a UK project manager CV may include:
Project planning and delivery
Agile and Waterfall delivery
Stakeholder management
Risk and issue management
Budget tracking and cost control
Governance and reporting
Change management
Supplier and vendor management
Resource planning
Be careful with tools. Tools help, but they do not make you a project manager. I have seen candidates lean heavily on Jira or MS Project while failing to explain the actual delivery work. Tools are supporting evidence, not the main story.
The strongest project manager CVs include the right level of detail without becoming long project reports.
You need to include:
Project type
Business purpose
Scale and complexity
Your role and ownership
Stakeholders involved
Delivery method
Challenges managed
Measurable outcomes
The difference between a good CV and a forgettable one is often context.
For example, do not just write:
Weak Example:
Managed a system implementation project.
Write:
Good Example:
Managed the implementation of a new CRM platform across sales and client service teams, coordinating requirements, supplier delivery, testing, training, and rollout for 180 users.
That gives the recruiter something to judge.
Scope tells the reader how big the work was. This is crucial because project manager titles vary wildly.
One company’s Project Manager may own a £5m transformation programme. Another may coordinate internal tasks for a small department. The title alone is not enough.
Include scope details such as:
Budget size
Number of users affected
Number of sites or locations
Team size
Number of workstreams
Duration of project
Supplier involvement
Regulatory or operational risk
Senior stakeholder exposure
You do not need all of these for every role, but you should include enough for the reader to understand the level.
Project management is judged by outcomes. If you cannot show results, your CV starts to sound like project administration.
Strong outcomes may include:
Delivered within budget
Reduced cost
Improved process efficiency
Increased adoption
Reduced risk
Improved customer experience
Recovered delayed delivery
Improved reporting accuracy
Completed rollout across multiple sites
Not every project has a clean financial result. That is fine. But there is usually some form of impact. If you delivered a compliance project, the outcome might be risk reduction. If you delivered a system rollout, the outcome might be user adoption, improved reporting, or reduced manual processing. If you delivered an office move, the outcome might be business continuity with no service disruption.
The key is to explain why the project mattered.
A strong project manager CV bullet point should combine action, context, and outcome.
A useful structure is:
Action plus project context plus complexity plus result
For example:
Delivered a £900k finance systems migration, coordinating internal finance teams, external suppliers, testing cycles, and data validation, with go live completed on schedule
Led a customer onboarding process improvement project, reducing average onboarding time from 18 days to 11 days through workflow redesign and clearer ownership points
Managed project governance for a regulatory change programme, improving RAID visibility and strengthening senior stakeholder reporting across five workstreams
Recovered a delayed operational change project by resetting milestones, clarifying decision rights, and introducing weekly risk based reporting
Coordinated a multi site office relocation project, ensuring business continuity for 240 employees with no loss of client service availability
Notice what these bullets do. They do not just say “managed stakeholders” or “delivered projects”. They show the work, the complexity, and the result.
Weak bullets usually sound busy but not impressive.
Common weak bullet patterns include:
Responsible for project delivery
Managed stakeholders across the business
Created project plans and reports
Attended meetings and tracked actions
Ensured successful delivery
Worked in Agile environments
Supported senior leadership
These are not necessarily bad tasks. The problem is that they are too generic. They do not prove judgement, ownership, scale, or value.
Strong bullets usually show:
Ownership
Complexity
Delivery pressure
Decision making
Measurable improvement
Stakeholder seniority
Commercial or operational impact
Recovery of difficult projects
Clear communication
This is especially important for mid level and senior project managers. At that level, employers expect more than coordination. They expect control, influence, prioritisation, and judgement.
Below is a realistic UK project manager CV example. This is not a template to copy word for word. It shows the level of specificity and evidence a strong project manager CV should aim for.
Project Manager CV Example
Amelia Clarke
London, UK
07123 456789
linkedin.com/in/ameliaclarke
Professional Profile
Project Manager with experience delivering technology, operational change, and process improvement projects across financial services and professional services environments. Skilled in managing cross functional teams, supplier dependencies, project governance, RAID control, budget tracking, and senior stakeholder reporting. Known for bringing structure to complex delivery environments, improving visibility, and keeping projects moving when requirements, ownership, or priorities are unclear.
Core Skills
Project planning and delivery
Agile and Waterfall project management
Stakeholder management
RAID management
Budget tracking and cost control
Supplier and vendor coordination
Governance and reporting
Process improvement
Change management
Workshop facilitation
User acceptance testing coordination
Benefits tracking
Jira, MS Project, Smartsheet, Excel, Power BI, Confluence
Key Project Achievements
Delivered a £1.4m CRM implementation for 220 users across sales, client service, and operations teams, improving pipeline visibility and reducing duplicate client records by 38 percent
Recovered a delayed operational change project by resetting scope, rebuilding the delivery plan, and introducing weekly risk based governance, resulting in successful delivery within the revised timeline
Led a finance process improvement project that reduced month end reporting preparation time by 27 percent through workflow redesign and clearer handover points
Managed third party supplier delivery across a document automation project, improving turnaround time for client documentation and reducing manual rework
Professional Experience
Project Manager, Harrington Financial Services, London
March 2021 to Present
Overview
Manage technology and operational change projects across client service, finance, compliance, and sales functions. Responsible for project planning, stakeholder engagement, RAID control, supplier coordination, reporting, and delivery governance across projects ranging from £250k to £1.4m.
Key Responsibilities and Achievements
Delivered a CRM implementation across three business units, managing discovery, requirements, supplier configuration, data migration, testing, training, and phased rollout
Coordinated project delivery between internal technology teams, external vendors, sales leadership, operations managers, and compliance stakeholders
Managed project budgets up to £1.4m, tracking spend, supplier costs, change requests, and forecast variance throughout delivery
Improved project reporting by introducing clearer milestone tracking, dependency mapping, and risk escalation routes for senior leadership
Led user acceptance testing planning for a client portal enhancement project, coordinating test scripts, defect tracking, business sign off, and release readiness
Reduced manual reporting work by supporting the delivery of a Power BI dashboard suite, improving visibility of sales pipeline, client queries, and service performance
Managed RAID logs across multiple concurrent projects, ensuring risks and blockers were reviewed weekly and escalated before delivery impact became critical
Assistant Project Manager, Lewis Carter Consulting, Manchester
July 2018 to February 2021
Overview
Supported and later managed internal transformation and client facing improvement projects within a professional services consultancy. Worked closely with senior project managers, department heads, suppliers, and client stakeholders.
Key Responsibilities and Achievements
Supported the delivery of an internal document management system rollout for 160 employees, coordinating training schedules, adoption tracking, and issue resolution
Managed smaller process improvement projects from initiation through delivery, including scope definition, project planning, action tracking, and stakeholder updates
Created project documentation including business requirements, project plans, RAID logs, meeting notes, decision logs, and status reports
Coordinated workshops with operations, finance, and client delivery teams to map current processes and identify improvement opportunities
Helped reduce client onboarding delays by supporting a workflow redesign project that clarified ownership, reduced duplicate checks, and improved handover quality
Prepared weekly project status reports for senior managers, highlighting progress, risks, dependencies, decisions required, and upcoming milestones
Built strong working relationships with internal teams by translating project requirements into practical actions and keeping communication clear
Project Coordinator, Northbridge Services, Birmingham
September 2016 to June 2018
Overview
Provided project coordination support across operational improvement and facilities related projects. Responsible for scheduling, documentation, action tracking, supplier communication, and project administration.
Key Responsibilities and Achievements
Maintained project plans, action logs, risk registers, and status reports across multiple operational projects
Coordinated meetings, captured decisions, tracked follow up actions, and supported project managers with delivery administration
Liaised with suppliers and internal teams to confirm timelines, resolve queries, and support milestone delivery
Supported a multi site office refurbishment project, helping coordinate supplier schedules, staff communications, and readiness checks
Improved project documentation consistency by creating reusable templates for meeting notes, action logs, and weekly status updates
Education
BA Business Management, University of Leeds
2013 to 2016
Certifications
PRINCE2 Practitioner
AgilePM Foundation
APM Project Fundamentals Qualification
Tools and Systems
MS Project
Jira
Smartsheet
Confluence
Excel
Power BI
Trello
Monday.com
SharePoint
Additional Information
Available for hybrid roles across London and the South East
Open to technology, business change, operations, and transformation project roles
Tailoring does not mean rewriting your whole CV every time. It means adjusting the emphasis so the most relevant evidence is impossible to miss.
When I see a project manager CV that has clearly been tailored, I can usually spot it within seconds. The profile matches the role. The skills section reflects the employer’s delivery environment. The first few bullets show relevant project examples. The CV does not make me hunt for the connection.
To tailor your CV, look closely at the job advert and identify:
Project type
Sector or industry
Methodology
Tools
Stakeholder level
Budget or scale
Contract or permanent expectations
Technical requirements
Change management needs
Governance expectations
Then bring the closest matching evidence higher up.
For example, if the job is for a transformation project manager role, your CV should not lead with facilities projects unless that is your only experience. If the role is Agile focused, your Agile delivery examples should appear early. If the role involves supplier management, do not bury vendor experience halfway down page two.
This is not gaming the system. This is helping the recruiter understand fit quickly.
Job adverts often use vague phrases. Here is what some of them usually mean in real hiring terms.
“Strong stakeholder management” usually means the project has competing opinions, slow decision making, or senior people who need careful handling.
“Fast paced environment” often means priorities change and the successful candidate needs to stay calm without needing perfect information.
“Able to work with ambiguity” usually means the business does not have everything clearly defined yet, and they need someone who can create structure rather than complain about the lack of it.
“Excellent communication skills” means more than being friendly. It means you can explain risk, trade offs, delays, decisions, and project status clearly to different audiences.
“Hands on project manager” often means you will not have a large PMO doing the documentation for you. You may need to build the plan, chase actions, write updates, and manage delivery detail yourself.
This is why your CV needs to show practical delivery behaviour, not just polished project language.
Most project manager CV mistakes come from being too vague, too theoretical, or too focused on responsibilities instead of outcomes.
There is nothing wrong with coordination experience. It is often where strong project managers start. But if you are applying for project manager roles, your CV must show ownership.
If every bullet says “supported”, “assisted”, “tracked”, or “coordinated”, the reader may question whether you have actually managed delivery.
Better wording should show:
Owned
Led
Delivered
Managed
Controlled
Recovered
Implemented
Improved
Introduced
Coordinated across
Use accurate language. Do not inflate your role. But do not undersell genuine ownership either.
Project manager CVs are often full of words like transformation, stakeholder engagement, strategic delivery, change, governance, and cross functional collaboration.
These words are not wrong. The problem is using them without evidence.
A recruiter does not just want to see “transformation”. They want to know what changed. A hiring manager does not just want “stakeholder engagement”. They want to know who the stakeholders were, what made them difficult, and how you kept decisions moving.
Buzzwords are acceptable only when they are backed by proof.
Many candidates forget to include project scale because they assume it is obvious from the company name or job title. It is not.
A project manager at a large bank may have managed a small internal reporting improvement. A project manager at a small business may have led a major system implementation affecting the entire company.
Scale matters. Include it where you can.
If every role has the same bullets, your CV starts to feel copied and pasted. Project management roles can overlap, but each job should show progression, different project types, different levels of ownership, or different challenges.
A strong CV shows development. It makes the reader think, “This person has grown into larger, more complex delivery.”
Some candidates explain the project activity but never explain why it mattered. This is a missed opportunity.
Instead of only saying:
Weak Example:
Managed rollout of new reporting process.
Add the business reason:
Good Example:
Managed rollout of a new reporting process that improved leadership visibility of project costs, risks, and delivery status across six active workstreams.
The second version makes the work feel commercially and operationally relevant.
Keywords matter because recruiters search databases and applicant tracking systems often scan for relevant terminology. But keyword stuffing is not the answer.
Your CV should naturally include the terms that match your real experience.
Relevant UK project manager CV keywords may include:
Project management
Project delivery
Business change
Transformation
Change management
Agile
Waterfall
Hybrid delivery
PRINCE2
APM
Scrum
Kanban
Governance
PMO
RAID
Risk management
Issue management
Dependency management
Stakeholder management
Budget management
Cost control
Supplier management
Vendor management
UAT
Implementation
Rollout
Process improvement
Benefits realisation
Project reporting
Resource planning
The best way to use keywords is to connect them to evidence.
Do not write:
Weak Example:
Skills include Agile, Waterfall, stakeholder management, governance, RAID, change management, and transformation.
Write:
Good Example:
Managed hybrid Agile and Waterfall delivery across technology and operational change projects, maintaining RAID controls, governance reporting, supplier coordination, and senior stakeholder updates.
That reads naturally and gives the ATS and the human reader useful context.
For most UK project manager roles, two pages is ideal.
One page is usually too short unless you are early career. Three pages may be acceptable for senior project managers, programme managers, consultants, or contractors with multiple major assignments, but only if the content earns the space.
The real issue is not length. It is relevance.
A two page CV with vague bullets is weak. A three page CV with strong project evidence, clear outcomes, and relevant delivery detail can work. But a five page CV full of repeated responsibilities will lose people quickly.
Use space wisely:
Give more detail to recent and relevant roles
Compress older or less relevant jobs
Remove outdated tasks
Avoid long paragraphs
Use bullets for achievements and responsibilities
Keep formatting clean
Do not include every project you have ever touched
Think of your CV as a business case. Every line should help prove that you can deliver the role you are applying for.
Before sending your CV, check whether it answers the questions a recruiter will actually have.
Your CV should make clear:
What level of project manager you are
What industries or environments you know
What types of projects you have delivered
What budgets, teams, users, or workstreams you have managed
What methodologies you have used
What tools you can work with
What stakeholders you have influenced
What risks, issues, or dependencies you have controlled
What outcomes you have delivered
Why your experience matches the role
Then ask yourself the uncomfortable question: if a recruiter only read the top half of page one, would they understand why you are relevant?
If the answer is no, your CV needs sharper positioning.
Project manager CVs do not fail because candidates lack experience. They often fail because the experience is buried, blurred, or written in language that sounds like everyone else. Your job is not to describe every task. Your job is to make your strongest evidence visible.
Written by Simar Malhi, a recruiter and headhunter with international recruitment experience. I write about CVs, job applications, hiring decisions, and the reality behind recruitment processes. My goal is to help candidates understand more honestly how employers, recruiters, and hiring managers actually select candidates.
RAID management
Process improvement
Business transformation
Benefits tracking
Workshop facilitation
Project documentation
Jira, MS Project, Smartsheet, Asana, Trello, Monday.com, Excel, Power BI
Improved compliance or governance
Reduced manual work
Increased system usage
Supported business change activity including training plans, communication packs, stakeholder briefings, and post implementation feedback sessions
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