SFIA Portfolio management POMG

This page provides deep dive guidance and additional material to help individuals and organisations use and apply this SFIA skill effectively. It supplements the SFIA reference material.

SFIA v6 definition of Portfolio management

The development and application of a systematic management framework to define and deliver a portfolio of programmes, projects and/or ongoing services, in support of specific business strategies and objectives. Includes the implementation of a strategic investment appraisal and decision making process based on a clear understanding of cost, risk, inter-dependencies, and impact on existing business activities, enabling measurement and objective evaluation of potential changes and the benefits to be realised. The prioritisation of resource utilisation and changes to be implemented. The regular review of portfolios. The management of the service pipeline (proposed or in development), service catalogue (live or available for deployment) and retired services.

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• This is a high-level SFIA level 5, 6 & 7 only. Below level 5: work on portfolio should be aligned to other SFIA skills. See associated skills below. Level 5 of Portfolio management has some overlaps with SFIA Portfolio, programme and project support @ level 5.
• The term “portfolio” is used for its usual context of change programmes and also service portfolios (aligning with the ITIL)

If you are looking for skills relating to:

• for development of plans to drive forward and execute an IT strategy; try SFIA IT strategy and planning
• the overall governance of enterprise IT; try SFIA IT governance GOVN
• for the strategic assessment of current capabilities and the identification of required changes in capabilities; try SFIA Enterprise and business architecture STPL;
• support for portfolio management processes, tools & techniques and tracking/reporting on programme progress/performance; try SFIA Portfolio, programme and project support PROF
• the management of projects; try SFIA Project management PRMG
• the identification, planning and coordination of a set of related projects; try SFIA Programme management PGMG
• delivering programmes of solution development; try SFIA Systems development management
• identification, monitoring and realisation of intended benefits; try SFIA Benefits management

• Portfolio, Programme, and Project Management Maturity Model (P3M3)
• Association for Project Management
• IPMA the global federation of over 60 Project Management Member Associations
• Project Management Institute

• Technology Leadership
• Planning & PMO
• Project and Programme Management
• Change Management/Change Leadership

By focussing on work outputs/work products we can move the focus from activity/knowledge to performance and provide a direct link to business results. See 6 boxes model.

Leading

• senior stakeholder relationships and relationship management plan
• executive commitment to portfolio management organisation and plans
• commitment to establishment and improvement of portfolio management capabilities
• sufficient resources and capability to support portfolio management across the organisation
• organisational model for provision of project management and project delivery
• authorisation for projects
• annual budgets and plans for portfolio commitments
• alignment to business and technology strategies, plans and roadmaps

Managing

• annual portfolio management timetable and schedules
• implementing improvements to portfolio management capabilities
• definition of projects and work packages
• project schedules
• resource plans
• engaged stakeholders
• client relationships
• issues and risk log
• effective portfolio management team, team processes and collaboration
• progress reports
• project close down
• reviews to ensure quality deliverables

Doing

• portfolio documentation
• cost/investment/benefits tracking and analysis
• reports
• presentations
• up to date knowledge and awareness in own area