The global skills and competency framework for the digital world

Portfolio, programme and project support PROF

(modified)

Providing and developing portfolio, programme and project management support, governance, assurance, methods and organisational capability.

Levels of responsibility for this skill

2 3 4 5 6 7

Guidance notes

(modified)

Portfolio, programme and project support covers the management support, controls, methods, assurance and organisational capability used to enable effective portfolio, programme and project management.

Support may be embedded within individual projects or programmes, provided through dedicated support or management office functions, or established as an organisation-wide capability.

Activities may include, but are not limited to:

  • supporting the definition and operation of portfolios, programmes and projects
  • planning, scheduling, tracking and reporting progress and performance
  • supporting business cases, resource, cost, risk and exception planning
  • providing and improving management processes, methods, tools and information
  • supporting governance, assurance, reviews and decision-making
  • facilitating meetings, workshops and coordination activities
  • defining and maintaining standards, procedures and control frameworks
  • assessing performance and identifying systemic weaknesses
  • developing organisational capability for portfolio, programme and project management
  • establishing information, assurance and oversight arrangements for organisational decision-making.

This skill concerns the capability and support environment for portfolio, programme and project management. Accountability for managing individual projects, programmes or portfolios is described respectively by Project management (PRMG), Programme management (PGMG) and Portfolio management (POMG).

Proposed changes to PROF

Broaden Portfolio, programme and project support (PROF) so it covers the full organisational P3M support and capability continuum.

  • Clarify Levels 2–3 to include embedded project, programme and portfolio support, not only PMO or assurance activity.
  • Revise the short description and guidance to include support, controls, methods, assurance, governance and organisational capability.
  • Add a possible Level 7 for enterprise-wide P3M capability, oversight and direction.
    • This replaces Project management Level 7
  • Make the boundary explicit: PRMG, PGMG and POMG describe accountability for delivery; PROF describes the support and capability environment that enables them.

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.

Portfolio, programme and project support: 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.

(modified)

Assists with project, programme or portfolio support activities using established processes and tools.

Updates plans, schedules, records and reports using information provided by others.

Maintains project documentation, actions, risks and issues as required.

Supports meetings and routine coordination activities. Escalates missing, inconsistent or unclear information to others for resolution.

Portfolio, programme and project support: 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.

(modified)

Performs defined project, programme or portfolio support activities using established processes and tools.

Maintains plans, schedules, records, risks, issues and reporting information as required. Tracks progress and follows up actions and dependencies.

Coordinates information with team members and stakeholders and supports meetings and governance activities.

Identifies discrepancies and emerging issues, resolving routine matters and escalating others to those accountable for delivery.

Portfolio, programme and project support: 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.

(unchanged)

Supports programme or project control boards, project assurance teams and quality review meetings.

Takes responsibility for the provision of support services to projects. Uses project control solutions for planning, scheduling and tracking. Sets up and provides guidance on project management software, procedures, processes, tools and techniques.

Provides basic guidance on project proposals. May provide views across projects on topics such as risk, quality, finance, or configuration management.

Works closely with project boards and review meetings, contributing actively to discussions and decisions.

Portfolio, programme and project support: 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.

(unchanged)

Takes responsibility for the provision of portfolio, programme and project support.

Advises on the available standards, procedures, methods, tools and techniques.

Evaluates project and/or programme performance and recommends changes where necessary.

Contributes to reviews and audits of project and programme management to ensure conformance to standards.

Portfolio, programme and project support: 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.

(unchanged)

Leads implementation and delivery of portfolio, programme and project office services.

Defines the approach/policy and sets standards for the support provided for managing and monitoring portfolios, programmes, and projects.

Manages resources to ensure delivery of effective services/resources in line with current and planned demand.

Reviews and improves the delivery portfolio, programme and project office services.

Portfolio, programme and project support: 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.

(new)

Sets organisational direction for portfolio, programme and project management capability.

Determines the governance, methods, assurance, information and capability needed to support effective portfolios, programmes and projects. Aligns organisational delivery practices with strategy and risk appetite.

Establishes executive oversight and accountability arrangements. Ensures leaders have reliable information for investment, prioritisation and intervention decisions.

Develops organisational capability and addresses systemic weaknesses in portfolio, programme and project delivery.