Establishes and maintains the portfolio management approach across the IT function. Aligns project and programme activities with business strategy and the business solution objectives. Leads on the governance, monitoring and review of the portfolio to ensure alignment to strategic benefits.
SFIA Skills: Change and transformation
Reporting and controls (POMG) (Level 7)
Escalates/engages/influences senior management to take corrective action. Leads the review of project/programme structure, governance, resourcing, timings, risks, funding, and dependencies.
Portfolio economics (POMG) (Level 7)
Determines, monitors and reviews and authorises all portfolio economics, including cross programme costs, operational budgets, staffing requirements, resources and portfolio risk. Ensures that there are appropriate and effective governance arrangements in place supported by comprehensive reporting and engagement with senior management.
Portfolio definition(POMG) (Level 7)
Leads the definition, implementation and review of the organisation’s portfolio management framework. Sets parameters for the prioritisation of resources and the changes to be implemented, and enables on-going monitoring, governance and review of portfolio performance.
Execute and support(POMG) (Level 7)
Authorises and prioritises the projects or programmes within a portfolio based on the agreed-upon business objectives of the organisation’s leadership.
Issues(POMG) (Level 7)
Evaluates changes to portfolio management practices and initiates improvement to organisation practices, cascading them to programmes and projects as appropriate.
Issues(POMG) (Level 6)
Identifies issues with project/programme structure, resourcing, risks, funding and dependencies across the portfolio.
Approach, standards and good practice(POMG) (Level 6)
Monitors the standards for the project/programme delivery lifecycle, including pre-approval of business cases. Provides general and specific advice and authorises the issue of formal reports to management on the effectiveness and efficiency of control mechanisms and on portfolio status.
Reporting and controls(POMG) (Level 6)
Plans, schedules, monitors and reports on activities and risks related to the portfolio. Notifies projects/programmes of exceptions when they are unsafe and reports to senior management for corrective action.
Portfolio economics(POMG) (Level 6)
Determines, monitors and reviews all portfolio and inter-programme economics. Identifies and advises senior stakeholders of any potential projects/programmes/change initiatives or risks. Recommends and monitors corrective action to ensure achievement of the overall portfolio.
Portfolio definition (POMG) (Level 6)
Leads the definition of a portfolio of programmes, projects, and/or on-going service provision. Plans, schedules, and enables portfolio activity to be monitored to ensure that each part of the portfolio contributes to the overall achievement of the portfolio.
Execute and support (POMG) (Level 6)
Plans and coordinates a portfolio of programmes and portfolio management activities to ensure the effective implementation of interrelated programmes/projects from business case initiation to final operational stage.
Issues (POMG) (Level 5)
Resolves issues with project/programme structure, resourcing, timings, risks, funding and dependencies across the portfolio.
Approach, standards and good practice (POMG) (Level 5)
Checks the standards for the project/programme delivery lifecycle, including pre-approval of business cases, ensuring adherence to the portfolio management approach.
Reporting and controls (POMG) (Level 5)
Provides general advice and issues reports to management on the effectiveness and efficiency of control mechanisms.
Portfolio economics (POMG) (Level 5)
Monitors and reviews portfolio economics to include cross portfolio costs, operational budgets, staffing, resourcing and individual programme and project risks.
Portfolio definition (POMG) (Level 5)
Supports the definition of operational portfolio management plans and activities for a set of projects or programmes from business case to final business-as-usual delivery.
Execute and support (POMG) (Level 5)
Executes planned portfolio management activities in line with corporate standards and provides ongoing advice and support to programme / project managers.
Portfolio view(PROF)(Level 4)
Takes a portfolio view of the project management processes, procedures, tools and techniques being applied to identify, highlight and report any potential risks.
Change control(PROF)(Level 4)
Administers project, programme, and portfolio change control. Reviews processes and recommends changes.
Performance (PROF)(Level 4)
Maintains project, programme, and portfolio performance metric data and estimating models. Reviews models and recommends changes.
Project management software (PROF)(Level 4)
Sets-up, supports and provides detailed guidance on project, programme or portfolio management software.
Administrative services (PROF)(Level 4)
Maintains portfolio, programme, and project files. Services project control boards, project assurance teams, and quality review meetings.
Post implementation review (Level 6)
Ensures post-implementation plans and owners are in-place after go-live to ensure planned benefits are fully realised.
Project and programme closure (Level 6)
Recommends cancellation of projects, and initiation of new projects, within the programme, and is responsible for programme closeout activities once delivery is complete.
Exceptions and programme changes (Level 6)
Manages exceptions, slippage and issues of priority, and initiates extra activities wherever gaps in the programme are identified, according to baseline planning within the programme.
Progress reporting (Level 6)
Plans, schedules, monitors, and reports on overall progress and initiates corrective action, as appropriate, to ensure that programme deliverables are produced on time and within budget.
Business requirements translation (Level 6)
Leads the programme team(s) in the validation and verification of business requirements and translation into service design and operational plans. Develops and maintains an appropriate environment to support project managers, including the processes and practices for managing projects and the coaching, development and deployment of project managers, teams and individuals. Maintains an awareness of current technical developments that may provide opportunities to the programmes, whilst ensuring continual alignment to business needs.
Benefit realisation (Level 6)
Ensures coherence of the programme, by monitoring changes within the programme scope. Reassesses whether projects continue to meet business objectives and to use funds efficiently, ensuring that the programme is managed to realise business benefits.
Economics and governance (Level 6)
Ensures appropriate and effective governance arrangements and comprehensive reporting and communication policies are in place and followed.
Strategic initiatives and projects (Level 7)
Champions initiatives for strategic process improvement.
Aims and transition (Level 7)
Takes responsibility for ensuring a smooth transition to new processes.
Strategic initiatives and projects (Level 6)
Plans and manages process improvement projects, ensuring the smooth integration of new business processes with organisational structure and culture.
Aims and transition (Level 6)
Identifies the business factors influencing the development of new or alternative business processes. Assesses options and the feasibility of implementation of new or improved business processes.
Aims and transition (Level 5)
Establishes an understanding of business aims and, taking into account the requirements for the implementation of any change, facilitates development of alternative processes to achieve and deliver them.
Policies, standards, and guidelines (Level 6)
Establishes an organisational framework and standards to support the robust definition and management of requirements in a range of delivery approaches. Drives adoption of, and adherence to, policies and standards.
Scope definition (Level 6)
Works with senior stakeholders to evaluate options and define the objectives, boundaries and deliverables of the business and IS project for a highly complex change.
Problem definition (Level 6)
Uses an extensive range of techniques to diagnose the root cause of a highly complex and strategic business problem, and composes a statement setting out a clear definition of the problem.
Strategic context (Level 6)
Analyses the strategic context for the entire the organisation, business domain or industry and provides leadership and influence for the delivery of strategically-aligned change.
Problem definition (Level 5)
Uses an extensive range of techniques to diagnose the root cause of a highly complex business problem, and composes a statement setting out a clear definition of the problem.
Strategic context (Level 5)
Understands the strategic context for the entire organisation or business domain and influences the delivery of strategically-aligned change.
Requirements baselines (Level 5)
Establishes requirements baselines. Ensures changes to requirements are investigated and managed.
Scope definition (Level 5)
Defines the objectives, boundaries and deliverables of extensive changes to a value stream, service or an entire business area or organisation.
Requirements baselines (Level 4)
Establishes the requirements baselines, obtains formal agreement to requirements, and ensures traceability to source. Investigates, manages and applies authorised requests for changes to baselined requirements in line with change management policy.
Scope definition (Level 4)
Defines the objectives, boundaries and deliverables of complex changes to a business process, product or system and assists with the definition of scope for complex changes.
Problem definition (Level 4)
Uses a broad range of techniques to diagnose the root cause of a complex business problem and composes a statement setting out a clear definition of the problem.
Strategic context (Level 4)
Understands the strategic context for a complex business area and questions the appropriateness and alignment of decisions taken prior to and during the execution of change.
Requirements baselines (Level 3)
Provides input to the requirements baseline. Investigates, manages and applies authorised requests for changes to baselined requirements, in line with change management policy.
Scope definition (Level 3)
Defines the objectives, boundaries and deliverables of localised changes to a task, screen or feature and supports the definition of scope for larger changes.
Problem definition (Level 3)
Applies a range of agreed standards and techniques to identify the root cause of a bounded business problem, and constructs a statement setting out a clear definition of the problem.
Strategic context (Level 3)
Understands the strategic context for a defined business area and questions the appropriateness and alignment of decisions taken prior to and during the execution of change.
Requirements baselines (Level 2)
Assists in the creation of a requirements baseline and in investigating and applying authorised requests for changes to baselined requirements, in line with change management policy.