The global skills and competency framework for the digital world

Programme management PGMG

(unchanged)

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

SFIA 9 is in development

  • SFIA 9 beta due in early July 2024
  • SFIA 9 planned for publication October 2024

Guidance notes

(modified)

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
  • conceiving, maintaining and communicating a vision of the programme's outcomes and associated benefits
  • agreeing business requirements, and translation of 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 reponsibilities.

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 with tasks (generic examples are provided by the essence statements for each level)

Where higher levels are not defined...

  • You can progress by developing related skills which are better suited to higher levels of organisational leadership.

Levels

Defined at these levels: 6 7

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 supervises others, 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 achieving workgroup objectives and managing work from analysis to execution and 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, fosters organizational collaboration, and accepts accountability in key areas.

(unchanged)

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. Ensures appropriate and effective governance arrangements and 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 that 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.

(unchanged)

Sets organisational strategy governing the direction and conduct of 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 the programme objectives with business objectives, and authorises the selection and planning of all related projects and activities.

Plans, schedules, monitors, and reports on programme-related activities.

Ensures alignment with and adherence to appropriate and effective governance arrangements supported by comprehensive reporting and communication strategies.