SFIA Programme management PGMG

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 Programme management

The identification, planning and coordination of a set of related projects within a programme of business change, to manage their interdependencies in support of specific business strategies and objectives. The maintenance of a strategic view over the set of projects, providing the framework for implementing business initiatives, or large-scale change, by conceiving, maintaining and communicating a vision of the outcome of the programme and associated benefits. (The vision, and the means of achieving it, may change as the programme progresses). Agreement of business requirements, and translation of requirements into operational plans. Determination, monitoring, and review of programme scope, costs, and schedule, programme resources, inter-dependencies and programme risk.

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• This is a very high strategic level SFIA level 6 & 7 only. Below level 6: work on programmes should be aligned to other SFIA skills. See associated skills below
• The term “programme” is often used in different contexts e.g. a learning programme, or overseeing (but not managing) multiple projects e.g. for deliveries by or from a 3rd party supplier. These are not the same as the SFIA definition of Programme Management.
• check for specific outputs and responsibilities before aligning this skill to a person or role.

If you are looking for skills relating to:

• support for programme 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 definition and delivery of a portfolio of programmes, projects; try SFIA Portfolio management POMG
• deploying and integrating new digital capabilities into business operations; try SFIA Change implementation planning and management
• delivering programmes of solution development; try SFIA Systems development management
• identification, monitoring and realisation of intended benefits; try SFIA Benefits management

• Association for Project Management

• IPMA the global federation of over 60 Project Management Member Associations

• Project Management Institute

• Managing Succesful Programmes (MSP)

• Technology Leadership ¹⁾
• 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 programme organisation and plans
• thought leadership
• sufficient resources and capability to deliver projects across the organisation
• organisational model for provision of programme management and project delivery
• programme objectives aligned to business objectives
• identified projects
• authorisation for projects and programmes - additions, deletions and modifications
• annual budgets and plans for programmes

Managing

• definition of programmes and projects
• programme plans
• programme risks
• resource plans
• engaged stakeholders
• client relationships
• effective programme team, team processes and collaboration
• programme reviews - progress and performance
• project close down
• reviews to ensure quality deliverables

Doing

• programme documentation
• resource requests
• cost tracking and analysis
• reports
• presentations
• business case
• up to date knowledge and awareness in relevant areas e.g. business functions, strategic initiatives