Portfolio management POMG

Developing and applying a management framework to define and deliver a portfolio of programmes, projects and/or ongoing services.

Revision notes

Updates for SFIA 9

There is an updated version of this skill for SFIA 9.
Readability changes 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

Activities include, but are not limited to:

alignment of investment with specific business strategies and objectives
ensuring governance frameworks guide strategic investment appraisal and decision-making processes
assessment of cost, risk, inter-dependencies and impact on existing business activities
identifying issues with portfolio structure, cost, risk, inter-dependencies, impact on current business activities and the strategic benefits to be realised
implementing portfolio management practices that support iterative/agile working
measurement and objective evaluation of potential changes and the benefits to be realised
prioritisation of resource utilisation and changes to be implemented
regular review of portfolios
management of the service pipeline (proposed or in development), service catalogue (live or available for deployment) and retired services.

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.

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.

Portfolio 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.

Ensures programme/project leads and/or service owners adhere to the agreed portfolio management and governance frameworks.

Explains what information is needed and ensures they provide this information to agreed targets of timelines and accuracy.

Produces reports as appropriate for portfolio governance, including making recommendations for changes to the portfolio.

Portfolio 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.

Engages and influences senior managers to ensure the portfolio will deliver the agreed business objectives.

Leads the definition, planning, scheduling and monitoring of portfolio activities, ensuring alignment with governance standards.

Ensures each portfolio component contributes to the overall objectives. Identifies and addresses portfolio-related issues, recommending and monitoring corrective actions.

Collects and summarises portfolio measures, reporting on status and ensuring compliance with governance frameworks.

Portfolio 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.

Authorises the structure of portfolios and aligns the portfolio with strategies, objectives, governance frameworks and emerging opportunities.

Leads the definition, implementation and review of the organisation’s portfolio management framework. Sets parameters for the prioritisation of resources and the changes to be implemented.

Recommends and implements corrective action by engaging and influencing senior management.

Leads the on-going monitoring and review of portfolios for impact on current business activities and the strategic benefits to be realised. Implements portfolio governance arrangements and effective reporting.