The global skills and competency framework for the digital world

Capacity management CPMG

Ensuring service components have the capacity and performance to meet current and planned business needs.

Revision notes

Updates for SFIA 9

  • Theme(s) influencing the updates for this skill: Application of SFIA skills for cloud-based working, Making SFIA easier to consume (enhance readability/guidance/descriptions), Making SFIA easier to consume (new levels).
  • New level 2 added to support entry-level roles.
  • New levels have been added at levels 2 and 3.
  • Readability improvements have been made to level 6.
  • You can move to SFIA 9 when you are ready - SFIA 8 skill descriptions will still be available to use.
  • Previous SFIA assessments or skills mapping are not impacted by this change.

Guidance notes

Service components include, but are not limited to, hardware, software, network resources and software/infrastructure as a service.

Activities may include, but are not limited to:

  • planning, design and management of the capability, performance, functionality and sustainability of service components to meet business needs
  • applying data-driven insights to model long-term changes and short-term variations in the level of capacity required to execute the service 
  • implementing capacity management practices to support cloud-based services and ensure flexible and scalable capacity
  • deploying techniques to control the demand and add/reduce capacity in a cost-effective, timely manner to meet changes in demand
  • collaborating closely with other processes and teams to ensure a holistic approach to capacity management
  • considering external factors, such as regulatory requirements and market trends, when planning and managing capacity
  • continuously monitoring and optimising resource utilisation to identify cost-saving opportunities and ensure efficient use of resources

Understanding the responsibility levels of this skill

Where lower levels are not defined...
  • Specific tasks and responsibilities are not defined because the skill requires a higher level of autonomy, influence, and complexity in decision-making than is typically expected at these levels. You can use the essence statements to understand the generic responsibilities associated with these levels.
Where higher levels are not defined...
  • Responsibilities and accountabilities are not defined because these higher levels involve strategic leadership and broader organisational influence that goes beyond the scope of this specific skill. See the essence statements.

Developing skills and demonstrating responsibilities related to this skill

The defined levels show the incremental progression in skills and responsibilities.

Where lower levels are not defined...

You can develop your knowledge and support others who do have responsibility in this area by:

  • Learning key concepts and principles related to this skill and its impact on your role
  • Performing related skills (see the related SFIA skills)
  • Supporting others who are performing higher level tasks and activities
Where higher levels are not defined...
  • You can progress by developing related skills which are better suited to higher levels of organisational leadership.

Show/hide extra descriptions and levels.

Levels of responsibility for this skill

2 3 4 5 6

Capacity management: Level 2

Level 2 - Assist: Essence of the level: Provides assistance to others, works under routine supervision, and uses their discretion to address routine problems. Actively learns through training and on-the-job experiences.

Assists in monitoring service component capacity and performance under routine guidance and supervision.

Collects and reports data on resource utilisation and capacity metrics.

Supports the implementation of capacity management procedures and practices.

Capacity management: Level 3

Level 3 - Apply: Essence of the level: Performs varied tasks, sometimes complex and non-routine, using standard methods and procedures. Works under general direction, exercises discretion, and manages own work within deadlines. Proactively enhances skills and impact in the workplace.

Monitors service component capacity and performance, identifying potential issues and escalating as necessary.

Applies standard procedures to manage demand and capacity.

Participates in capacity modelling and forecasting activities, providing input and recommendations.

Supports the implementation of capacity management tools and techniques.

Capacity management: Level 4

Level 4 - Enable: Essence of the level: Performs diverse complex activities, supports and guides others, delegates tasks when appropriate, works autonomously under general direction, and contributes expertise to deliver team objectives.

Monitors service component capacity and initiates actions to resolve any shortfalls according to agreed procedures.

Applies techniques to control the demand upon a particular resource or service.

Contributes to capacity modelling and planning using data-driven insights.

Supports the design of service component capacity.

Capacity management: Level 5

Level 5 - Ensure, advise: Essence of the level: Provides authoritative guidance in their field and works under broad direction. Accountable for delivering significant work outcomes, from analysis through execution to evaluation.

Manages capacity modelling and forecasting activities, using data-driven insights.

Proactively reviews information in conjunction with service level agreements to identify any capacity issues and specifies any required changes. Provides advice to support the design of service components, including designing in flexible and scalable capacity.

Works with business representatives to agree and implement short- and medium-term modifications to capacity.

Drafts and maintains standards and procedures for service component capacity management. Ensures the correct implementation of standards and procedures.

Capacity management: Level 6

Level 6 - Initiate, influence: Essence of the level: Has significant organisational influence, makes high-level decisions, shapes policies, demonstrates leadership, promotes organisational collaboration, and accepts accountability in key areas.

Leads the development and implementation of policy and strategies for capacity and performance management to meet business needs.

Leads capacity modelling and forecasting over the organisation’s planning or budgeting cycle using data-driven insights. Considers external factors and industry trends.

Ensures policies and standards for capacity management are fit for purpose, current and correctly implemented. Drives continuous improvement in capacity management practices, focusing on cost-effectiveness and resource optimisation.

Reviews new business proposals and provides specialist advice on capacity issues.

Keywords
New level Small change