programme and project management professional · web viewprofessional/ specialist skills...

Programme and Project ManagementProfessional/ Specialist Skills Framework

Effective from April 2007

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Professional Skills Framework - Programme & Project Management

This framework provides a basis for assessing programme and project management professional skills in the Ministry of Justice. The Core Competency Framework is based upon four competency levels. However, this specialist framework links to The Office for Government Commerce Professional Skills Framework for Programme & Project Management which prescribes the use of the three levels as described below. This framework is to be used alongside the core competency framework as appropriate and is designed for use by staff in spans 6 – 9 (bands A – C).

The framework:

Divides the key skills into 4 categories:

A. Business Case & Financial ManagementB. Control & AssuranceC. PeopleD. Process

Provides a definition of each skill, and

Sets out the 3 levels of ability within the skill area to correspond to OGC levels – Awareness, Practitioner and Expert.

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A. Business Case & Financial Management1. Business Case Management Producing a business case that provides the justification for the project/programme

Description

This includes: the strategic justification business justification, including value for money commercial viability appraisal of options, including the planning of costs and payback, benefits and dis-benefits achievability and operational impact financial input.

To gain approval for the business case, taking account of the aims and objectives of the sponsor and the appropriate business case processes. Providing ongoing management of the business case, amending it as necessary in response to changes in the business requirement or context.

Awareness Practitioner Expert

1 Able to demonstrate an understanding of the key requirements for producing a straightforward business case.

1 Is able to write and maintain a business case for a project/programme where the benefits are easily quantifiable, and with straightforward commercial arrangements

2 Can assess a complex business case and its capacity to meet the business requirement.

1 Can write a business case for a project/programme with a mix of quantifiable and non-quantifiable benefits

2 Can use sophisticated techniques, such as discounted cash flow

3 Can interpret complex Treasury guidelines etc.

A. Business Case & Financial Management2. Procurement, Contract & Supplier Management Managing the procurement process, letting and managing contracts and managing suppliers to deliver projects and programmes

Description

Creating a procurement strategy/plan that: identifies the procurement strategy, key objectives and criteria for the strategy identifies sources and means of procuring resources, liasing with expert stakeholders as necessary schedules procurement needs at various stages of the project complies with EC and governmental procurement processes and rules.

Identifying and recommending the type and conditions of contract to meet the needs of the procurement plan, and provides value for money; referring key decisions to a higher authority as necessary. Developing and scoping contractual terms in line with commercial and contract law. Evaluating and apportioning contract risk. Contractual arrangements include formal contracts (or sub-contracts) and agreements, and both the letting of contracts and in the bidding for contracts, including penalty clauses and acceptance criteria.

Managing relationships with suppliers on an on going basis to ensure compliance with contractual arrangements, liasing with relevant commercial expert functions as necessary.


1 Able to demonstrate an understanding of the need to involve suppliers in order to agree contract performance measures

2 Knows when and where to obtain expert guidance.

1 Knows procurement processes and is able to instigate them including production of ITT’s and evaluation modules

2 Can instigate and manage contracts, drawing on expertise of others

3 Able to provide single-source supply management

4 Can provide ongoing management of established contracts.

1 Can create procurement plans for complex, multi-supply projects/programmes and write complex ITT’s

2 Can manage complex contractual arrangements

3 Can instigate and manage contracts and supply manage.

Professional Skills Framework for Programme & Project Management4

A. Business Case & Financial Management3. Financial Management Defining the financial requirements of the project/programme, and implementing appropriate processes for acquisition of funding

Description

Defining the financial requirements of the project/programme, and implementing appropriate processes for acquisition of funding in line with MoJ/governmental accounting and finance arrangements.

Putting in place and operating appropriate financial controls and budgeting arrangements. Reporting on any variances, updating the business case, and taking corrective action as necessary.

Ensuring that financial arrangements provide good value for money.


1 Able to manage straightforward budgets and can assist in financial planning

2 Is aware of the operation of the annual spending round

3 Understands the concept of value for money.

1 Can define and acquire funding needs for straightforward projects/programmes

2 Can manage financial controls and budgets and ensure good value for money

3 Able to manage single-source supply management

4 Can provide ongoing management of established contracts.

1 As level 2, but for complex/high risk projects/programmes involving multiple funding sources, anticipating and covering a number of spending rounds

2 Adept in managing MoJ/governmental financial arrangements.

Professional Skills Framework for Programme & Project Management 5

A. Business Case & Financial Management4. Benefits ManagementThe process for identifying, planning, managing, delivering and measuring the project or programme benefits

Description

This includes: identifying expected benefits establishing a benefits management structure defining functions, relationships, communications, roles and responsibilities identifying measures and accountabilities for ongoing measurement and establishing baselines understanding risks and dependencies that may impact upon the delivery of benefits optimising the benefits that are delivered by a project/programme or across a portfolio establishing accountability for realisation and a means of tracking benefit realisation, including any performance management requirements.


1 Able to demonstrate an understanding of benefits management techniques and the links between benefits and project/programme deliverables.

1 Can identify, record and manage financial and non-financial benefits within a single environment

2 Able to secure buy-in from the business and also work with the business to ensure that the route to successful embedding of benefits is achieved.

1 As level 2 but with diverse benefits e.g. where delivery is across a complex or cross-directorate/government business environment

2 Can use specialist benefits management techniques.


B. Control and Assurance5. Programme and Project InitiationEstablishing the programme/project, and putting in place governance arrangements determining how the programme/project is directed and controlled

Description

Creating a programme/project brief that confirms the vision and encapsulates it within a vision statement, validates constraints, outlines the business case and the benefits, considers delivery options, provides broad estimates of costs and timescales, and enables approvals to be obtained to proceed.

Defining the programme/projects objectives and targets, which explain what the programme/project is going to do, how it is going to do it and who is involved.

Establishing the programme/project, and putting in place governance arrangements that determine how the programme/project is directed and controlled, to include:

the organisational structures and co-ordinating mechanisms (such as steering groups) established within the programme/project and in partnership with external bodies

the roles and responsibilities required to manage business change and operational service, including the scope of their authority the framework and boundaries necessary for making policy decisions about investment in business change a framework that defines strategies for quality, stakeholder management, issues, risks, benefits, resources, planning and control for the

programme/project consideration of Health and Safety/environmental issues completion of regulatory and equality impact assessments encapsulating arrangements in a Programme Definition Document/Project Initiation Document.


1 Able to demonstrate an understanding of the key steps necessary to create a programme/project

2 Able to actively participate in initiation of programme/project.

1 Can initiate appropriate processes and produce, or manage the production of required outputs.

1 Able to initiate complex or high risk programmes/projects in a variety of environments

2 Uses specific techniques to get buy-in from the business.


B. Control and Assurance6. Programme/Portfolio ManagementDeveloping and maintaining an environment that supports each individual project/programme within the portfolio

Description

Co-ordinating the management of a portfolio of projects or programmes and their interdependencies, managing resources to ensure priorities are achieved, and managing/reporting any risks or issues that may arise on behalf of the Senior Responsible Owner (SRO) to ensure successful delivery.

Producing portfolio reporting mechanisms and processes that ensure the continued overall integrity and coherence of the portfolio. Maintaining continued alignment with corporate or organisational strategic direction.

Developing and maintaining an environment that supports each individual project/programme within the portfolio.


1 Able to demonstrate an understanding of the need to manage project workstreams or projects within a programme using portfolio management techniques and processes.

1 Can co-ordinate the management of a small or limited portfolio of projects, for example, within a single-vision led programme.

1 As level 2, but for a wider portfolio of programmes/projects, or for a complex programme in terms of technology, numbers of partners, multi-agency delivery etc.


B. Control and Assurance7. AssuranceAssuring project/programme performance at key lifecycle stages, and on completion, assessing how any lessons might be applied in the future

Description

This includes:

collecting, collating and assessing information against key criteria to identify any variation against plans identification of the reasons for any variations identifying and escalating issues, making suggestions for resolution where appropriate understanding, complying with, and benefiting from internal and external assurance (gateway) reviews.

Depending on role, can include:

acting as a Gateway reviewer.


1 Able to demonstrate an understanding of programme/project assurance techniques.

1 Can co-ordinate the assurance of a small or limited portfolio of projects, for example, within a single-vision led programme

2 Is able to commission an OGC Gateway Review.

1 As level 2, but with projects or programmes with a number of different streams and complexity of risk, information flow and technology.


B. Control and Assurance8. Closure and Hand OverInitiating closure procedures to stop the project/programme early or upon successful completion of the programme

Description

Initiating closure procedures to stop the project/programme early, or upon successful completion of the project/programme. Planning and managing for the closure/transition, including:

assessment of project/programme performance against project objectives and planned outcomes transfer of responsibility to appropriate staff to ensure continuity and avoidance of ‘gaps’ defining and recording any outstanding work clearly identifying owners to ensure completion proposals for reallocation of staff and disposal of other resources identification and dissemination of the lessons learnt.


1 Able to demonstrate an understanding of the key requirements for project closure.

1 Can initiate project closure procedures and manage transition to the business.

1 As level 2, but with complex, high-risk projects or programmes.


C. People9. Creating and leading a project /programme teamCreating a programme/project structure, understanding the requirements for experience and specific skills. Identifying and procuring to fill the agreed roles.

Description

Leading and establishing the team to ensure that the key competencies required are met for each role within the project/programme. Making sure that the right mix of skills is identified to ensure that both business knowledge and project/programme specific skills and experience are brought together.

Identifying and planning for changing resource requirements (and possibly different skill sets as appropriate) through the life of the project/programme.

Ensuring that each member of the team clearly understands his or her roles and responsibilities.


1 Able to lead a team within a programme/project

2 Understands the need for and supports team working.

1 Able to create a project or straightforward programme structure, containing the right ideas, skills and experience to meet the needs of the project

2 Able to lead and motivate the team

1 Able to create programme and project structures and lead complex teams, including ‘virtual’ teams containing a large range of suppliers, people from different organisations, employment cultures and or conditions.


C. People10. Stakeholder Management and CommunicationCreation and ongoing management of stakeholder strategy and communications

Description

Identifying stakeholders involved in or affected by the project/programme, understanding their perspectives and objectives, and obtaining their input/agreement on key issues such as desired outcomes, means of communication etc.

Influencing stakeholders as necessary and negotiating to reach mutually beneficial outcomes.

Creation of and ongoing management of a stakeholder strategy and communication plan covering means of interaction, information flows, and communication into and out of the project/programme etc.


1 Able to demonstrate an understanding of what is required in order to achieve effective stakeholder management.

1 Can identify stakeholders and understand their objectives.

2 Can create a strategy for communicating to Stakeholders and then manage their involvement in the project/programme.

1 As level 2 but in complex environments, with a mix of levels of stakeholder seniority, from different organisations and cultures, and where there are conflicting priorities.


C. People11. Managing Business ChangeDefining the strategic context for change – organisational, business, process or cultural.

Description

Creating the broad strategy for achieving the specific outcomes that will deliver change.

Identifying and utilising the key drivers for change, identifying the factors that resist change and encourage inertia, and then devising strategies to overcome them.

Managing the environment, interfacing with stakeholders, managing communication flows. Identifying and dispelling uncertainties.

Identifying criteria for measuring success. Planning and managing activities within the change lifecycle. Monitoring results and impact, and taking appropriate corrective action.


1 Able to demonstrate an understanding of the requirements/roles needed to help ensure a successful business change outcome.

1 Able to define the context and key drives for change for straightforward programmes

2 Can manage the environment, stakeholders and communications and plans and manages activities to achieve success.

1 Able to provide strategic leadership for complex business change

2 Can manage the environment, stakeholders, communications, plans and activities to achieve success.


D. Process12. Requirements ManagementIdentifying and specifying the precise requirements of the end user, to enable the management of the resources necessary to achieve the requirement.

Description

Identifying and specifying requirements to include:

detailed estimation and documentation planning ongoing monitoring

and can include: people needs, including specific skills, experience and training needs IT needs, including software and hardware physical resources, including office space Health & Safety & environmental issues regulatory requirements

Tracking the delivery of requirements.


1 Is aware of the need for requirements management in setting up a project/programme.

1 Able to produce a requirements specification and gather requirements in a non-complex situation

2 Able to set up process to manage delivery of requirements.

1 Can produce and manage complex requirements requiring a high level of domain knowledge.


D. Process13. Planning and ControlPutting in place a schedule that defines the scope of work to be undertaken

Description

Producing a schedule that defines the scope of work to be undertaken, including work or product breakdown structures. Identifying the timetable for the project/programme, including all the activities to be planned, initiated and monitored to achieve the required project/programme outcomes.

Putting in place the necessary processes to ensure effective monitoring and control, including escalation procedures to enable appropriate involvement of governance arrangements. Agreeing reporting requirements and data collection processes.

Planning, allocating and scheduling resources to tasks, assessing the impact on the delivery schedule and resolving conflicts. Determining when to engage specialist/commercial expertise. Resources include people, plant, equipment and materials.

Dependency Management is the identification and management of both the internal dependencies that exist within a project, between projects within a programme, and the external dependencies that exist from other project’s or programme’s, or other business changes etc.

Dependency Management involves: identifying the dependencies mapping the dependencies monitoring and managing them.


1 Able to demonstrate an understanding of the principles of planning and can apply them to simple projects/programmes or understands their context within a project.

1 Can schedule the work to be undertaken, planning and allocating resources to tasks and then controlling delivery

2 Can identify, manage, and monitor dependencies.

1 As level 2, but for very complex projects/programmes including a large number of inter-dependent work streams.


D. Process14. Risk and Issue ManagementImplementing appropriate risk & issue management processes that enable them to be controlled as and when they arise Description

Implementing appropriate risk & issue management tools and processes that: identify strategic and operational risk during the life of the project/programme assess the impact of perceived risks in terms of potential impact and probability on the project/programme evaluate options for minimising them and develop contingency action plans.

Managing issues as and when they arise, assessing the implications and costs of options, and developing appropriate countermeasures and contingencies.


1 Able to demonstrate an understanding of the need for and approaches to risk & issue management and can implement for straightforward low-risk projects/programmes.

1 Can use appropriate risk & issue management tools and processes to identify, manage and escalate risks.

1 As level 2, but for complex projects/programmes

2 Can escalate project risks & issues and identify and manage broader programme risks.


D. Process15. Quality ManagementImplementing an appropriate quality plan and management system using appropriate tools that ensure efficient and effective project/programme delivery

Description

To include: defining responsibilities and approval authorities for quality assurance identifying relevant criteria and appropriate standards for key deliverables managing performance of individuals and teams ensuring procedures are in place to enable effective monitoring and assessment.

Managing appropriate procedures to ensure effective external/independent scrutiny and review.


1 Able to demonstrate an understanding of the need for and approaches to quality management.

1 Can devise and implement a quality plan and management system and enable effective external scrutiny and review.

1 As level 2 but for complex projects and programmes

2 Able to assess quality of third-party delivery of products or equipment including in specialist domains such as technology or construction.


D. Process16. Change Control & Configuration ManagementEnabling projects/programmes to change their definition (scope, requirements and deliverables) in a controlled way.

Description

Establishing processes and organisational structures to capture requests for change and assess the impact of the change on the project/programme. Provide a mechanism to track and report the status of requested changes.

Managing the creation, maintenance and controlled change of products produced by the project or programme (including documentation) using appropriate tools.

Establishing and operating the appropriate processes to identify and ensure delivery of all physical products and assets.

Ensuring the use of techniques and processes to manage the status of pending and approved changes to products.


1 Able to demonstrate an understanding of the need for and approaches to change control and configuration management.

1 Can manage and control changes to project/programme scope/requirements in response to changes in circumstances

2 Can implement in projects with straightforward supplier and stakeholder arrangements.

1 As level 2 but for projects/programmes with complex supplier and/or stakeholder arrangements

2 As level 2, but where there is complex configuration of products, particularly within IT.


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