Programme management PGMG

(modified)

Coordinating related projects and change activities to achieve combined outcomes and benefits aligned with organisational objectives.

Levels of responsibility for this skill

Guidance notes

(modified)

Programme management coordinates related projects and other change activities where managing them together is necessary to achieve combined outcomes and benefits. Programmes may range from bounded operational change to major strategic transformation.

A programme is distinguished from a project by the need to manage interdependencies, outcomes, benefits and change across multiple related components. It is distinguished from a portfolio because its components are related through a shared set of outcomes and benefits, rather than primarily being grouped for investment, prioritisation and oversight.

Activities may include, but are not limited to:

defining and maintaining programme outcomes and expected benefits
planning and coordinating related projects and change activities
managing interdependencies between programme components
establishing and operating programme governance and assurance arrangements
maintaining the programme business case and assessing continuing viability
determining, monitoring and reviewing programme scope, costs, schedule, resources, risks and expected benefits
coordinating changes to programme components and priorities
engaging stakeholders and communicating programme direction, progress and implications
coordinating transition into operational use and activities needed to realise benefits
adapting programme management practices to predictive, iterative, agile or hybrid delivery approaches.

Explanatory for SFIA 10 proposals

What distinguishes Level 5

The programme has a defined organisational, functional or service scope. Its strategic or operational objectives have already been established, but coordination across projects and change activities is needed to achieve the combined outcomes and benefits.

What distinguishes Level 6

The programme crosses organisational or functional boundaries and requires significant influence over priorities, resources and operational change. The programme manager does more than coordinate predetermined work and has authority to shape the programme and its components.

What distinguishes Level 7

The practitioner has primary enterprise-level accountability for programme direction or for programmes whose outcomes materially affect the organisation’s future. This is more than managing a particularly large programme under the strategic authority of others.

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.

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.

Programme 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.

(new)

Takes responsibility for managing a bounded programme within established organisational objectives.

Plans and coordinates related projects and change activities. Establishes programme governance, reporting, resource coordination and risk management arrangements within organisational frameworks.

Manages interdependencies, priorities and changes across programme components. Maintains the programme business case and monitors progress towards agreed outcomes and benefits.

Engages project leaders, operational managers and other stakeholders to coordinate transition, adoption and benefit realisation. Escalates decisions beyond delegated programme authority.

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.

(modified)

Initiates and leads complex programmes delivering significant organisational change.

Defines the programme approach, governance and delivery structure. Directs related projects and change activities, adjusting their scope and priorities to maintain alignment with programme objectives.

Secures resources and organisational commitment across functions. Manages extensive interdependencies, uncertainty, risks and competing stakeholder interests.

Maintains the programme vision and business case. Ensures outputs are integrated into operational use and that the organisation is positioned to realise the intended outcomes and benefits.

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.

(modified)

Sets organisational direction for programme management and is accountable for the organisation’s most consequential programmes.

Determines how programmes are established, governed, authorised and integrated with organisational strategy. Directs programmes involving extensive uncertainty, organisational transformation or major external consequences.

Authorises programme scope, investment and constituent initiatives. Mobilises executive stakeholders and resolves conflicts concerning strategic priorities and organisational commitments.

Ensures programmes remain viable, aligned with organisational objectives and capable of delivering their intended outcomes and benefits.