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 implementation
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.