Programme management PGMG

Identifying, planning and coordinating a set of related projects and activities in support of specific business strategies and objectives.

Revision notes

Updates for SFIA 9

Theme(s) influencing the updates for this skill: Making SFIA easier to consume (enhance readability/guidance/descriptions).
Minor content and/or readability changes have been made to levels 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

Activities may include, but are not limited to:

managing interdependencies in support of specific business strategies and objectives
maintaining a strategic view over the set of projects
providing the framework for implementing business initiatives, or large-scale change
implementing programme management practices to support iterative/agile working
ensuring programme activities adhere to organisational governance standards and practices
conceiving, maintaining and communicating a vision of the programme's outcomes and associated benefits
agreeing business requirements and translating requirements into operational plans
determining, monitoring and reviewing programme scope, costs, schedule and expected benefits
scheduling programme resources, inter-dependencies and programme risk.

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.

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.

Programme 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.

Plans, directs and co-ordinates activities to manage and implement a programme from initiation to final transition into operational, business-as-usual management.

Plans, schedules, monitors and reports on programme-related activities. Establishes and maintains appropriate and effective governance and risk management frameworks.

Ensures comprehensive reporting and communication policies are in place and followed. Maintains an awareness of current technical developments that may provide opportunities to the programmes.

Ensures programmes are managed to realise agreed business benefits within agreed timescales.

Programme 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 programme management, including the application of appropriate methodologies.

Plans, directs and co-ordinates activities to manage and implement complex programmes from initiation to full integration with operational, business-as-usual management. Aligns programme objectives with business goals and authorises related projects and activities.

Plans, schedules, monitors and reports on programme activities, supported by comprehensive reporting and communication strategies.

Ensures governance and risk management frameworks are in place to support strategic decision-making and programme execution.

Guidance notes