The global skills and competency framework for the digital world

Project management PRMG

(unchanged)

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

Levels of responsibility for this skill

4 5 6

Guidance notes

(modified)

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 scale, complexity and impact is helpful when applying the Project management skill at different SFIA levels. Relevant factors may include the scale and complexity of resources, organisational impact, novelty of the work or technologies, interdependencies, stability of requirements, stakeholder environment, business implications, uncertainty and risk.

No single factor determines the SFIA level. Project size, cost or duration may provide useful context, but the level should reflect the nature of the project management responsibility, including accountability, decision authority, complexity, influence and consequences.

Project management involves integrated accountability for managing delivery of an individual project and its agreed outcomes. Where a practitioner performs defined project planning, coordination, control or reporting activities without this overall accountability, Portfolio, programme and project support (PROF) may be more applicable.

SFIA 10 proposals - explanation

What distinguishes Level 4

The project or assigned responsibility has clear boundaries and operates within established governance. The project manager coordinates the work and makes decisions within agreed tolerances but is not normally responsible for resolving extensive organisational ambiguity or competing senior stakeholder priorities.

What distinguishes Level 5

The practitioner has end-to-end accountability for a significant project. The work includes uncertainty, competing demands and significant resource or business implications, but remains within an established organisational strategy and governance environment.

What distinguishes Level 6

The distinguishing feature is not merely a larger project. The practitioner has significant authority and organisational influence in circumstances involving extensive complexity, uncertainty, risk or consequences.

Project management level 7 has been clarified and the responsibilities are now defined in Portfolio, programme and project support level 7.

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.

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.

(modified)

Defines, plans and delivers small or bounded projects, or substantial parts of larger projects.

Selects and applies appropriate project management methods and tools. Establishes plans covering scope, schedule, resources, costs, quality, risk and communications.

Coordinates project participants and engages operational stakeholders. Monitors progress and expenditure against agreed plans and tolerances.

Identifies and manages risks, issues, dependencies and changes. Takes corrective action and escalates decisions outside the project’s delegated authority.

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.

(modified)

Takes full responsibility for defining, planning and delivering substantial projects.

Tailors project management methods and governance to the project context. Establishes the project organisation, delivery approach, plans, controls and reporting arrangements.

Leads multidisciplinary project teams and manages stakeholders with differing priorities. Manages significant risks, issues, dependencies, changes and resource constraints.

Monitors performance and takes preventive and corrective action. Ensures agreed outputs and outcomes are delivered within authorised constraints and are ready for transition into operational use.

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.

(modified)

Leads complex, high-impact or high-risk projects with significant organisational consequences.

Defines the project approach and establishes governance, assurance, delivery and control arrangements appropriate to the context. Secures resources and organisational commitments across functions or external parties.

Leads decision-making across complex technical, financial, commercial and organisational issues. Manages extensive uncertainty, interdependencies and conflicting senior stakeholder priorities.

Ensures project decisions align with organisational objectives and risk appetite. Maintains executive confidence and accountability for successful delivery, transition and agreed outcomes.