Project management PRMG

Delivering agreed project outcomes by aligning appropriate management techniques, collaboration, leadership and governance to specific project and organisational contexts.

Revision notes

Updates for SFIA 9

Theme(s) influencing the updates for this skill: Making SFIA easier to consume (enhance readability/guidance/descriptions), Making SFIA easier to consume (updates to skill name/skill description).
Readability improvements have been made to levels 4, 5, 6, and 7.
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

This skill is applicable to all project management techniques and lifecycles - which can be on a continuum from predictive (plan-driven) approaches to adaptive (iterative/agile) approaches.

Activities may include, but are not limited to:

selecting techniques and lifecycle models based on the context of the project
ensuring project activities align with governance frameworks and organisational standards
establishing team structures and a collaborative working environment
communicating with stakeholders and maintaining awareness of business needs and priorities
using visual techniques for project tracking and reporting
timeboxing and incremental deliveries
defining deliverables, milestones and dependencies
applying change control and risk management processes
acquiring the necessary resources and skills
agreeing constraints of cost, timescales, quality and scope
reviewing experiences and learning from current and previous projects
ensuring projects are formally closed and reviewed.

An understanding of project size and complexity is helpful when applying the project management skill. Typical factors that influence project complexity include the complexity of resourcing, scale of organisational impact, use of new technologies, number of interdependences, stability of requirements, business implications and risks.

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.

Click to learn why SFIA skills are not defined at all 7 levels.

Show/hide extra descriptions and levels.

Levels of responsibility for this skill

Level 1

Level 1 - Follow: Essence of the level: Performs routine tasks under close supervision, follows instructions, and requires guidance to complete their work. Learns and applies basic skills and knowledge.

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.

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.

Project 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.

Defines, documents and executes small projects or sub-projects.

Works independently or with a small team, actively participating in all project phases. Applies appropriate project management methods and tools. Identifies, assesses and manages risks effectively.

Prepares realistic project plans ((including scope, schedule, quality, risk and communication plans), ensuring stakeholder involvement and alignment with organisational governance standards.

Tracks activities against the project schedule, managing stakeholder involvement as appropriate. Monitors costs, times, quality and resources used. Takes action where these exceed agreed tolerances.

Project 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.

Takes full responsibility for the definition, approach, facilitation and satisfactory completion of medium-scale projects.

Provides effective leadership to the project team, adopting suitable project management methods and tools. Manages change control processes and assesses risks, ensuring projects align with governance frameworks and business priorities.

Communicates regularly with stakeholders, ensuring project deliverables meet agreed standards, budgets and timelines. Ensures project and product quality reviews occur on schedule and according to procedure.

Proactively monitors performance metrics, implementing preventive and corrective actions as needed.

Project 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.

Takes full responsibility for the definition, documentation and successful completion of complex projects.

Adopts and adapts project management methods and tools suited to the project's needs. Ensures effective monitoring and control of resources, budgets and timelines.

Integrates robust risk management within governance frameworks to align decisions with the organisation’s risk appetite and standards.

Manages expectations of key stakeholders, ensuring all activities align with organisational goals, deliver agreed outcomes and provide business value.

Project management: Level 7

Level 7 - Set strategy, inspire, mobilise: Essence of the level: Operates at the highest organisational level, determines overall organisational vision and strategy, and assumes accountability for overall success.

Sets organisational strategy governing the direction and conduct of project management, ensuring projects align with strategic objectives and governance frameworks.

Authorises the management of large-scale projects. Leads project planning, scheduling, controlling and reporting activities for strategic, high impact, high risk projects.

Oversees the selection and application of project methodologies. Directs the approach to risk management for projects, ensuring risks and issues are managed in line with organisational policies.

Ensures projects deliver their intended benefits and contribute to long-term goals.

Small change