Programme and Project Management
Professional/ Specialist Skills Framework
Effective from April 2007
1
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.
B.
C.
D.
Business Case & Financial Management
Control & Assurance
People
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.
2
A. Business Case & Financial Management
1. 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
1
Practitioner
Able to demonstrate an understanding of the
1
key requirements for producing a straightforward
business case.
2
Is able to write and maintain a business case for
a project/programme where the benefits are
easily quantifiable, and with straightforward
commercial arrangements
Can assess a complex business case and its
capacity to meet the business requirement.
Expert
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 Management
2. 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.
Awareness
Practitioner
Expert
1
Able to demonstrate an understanding of the
need to involve suppliers in order to agree
contract performance measures
1
Knows procurement processes and is able to
instigate them including production of ITT’s and
evaluation modules
1
Can create procurement plans for complex,
multi-supply projects/programmes and write
complex ITT’s
2
Knows when and where to obtain expert
guidance.
2
Can instigate and manage contracts, drawing on
expertise of others
2
Can manage complex contractual arrangements
3
Can instigate and manage contracts and supply
manage.
4
3
Able to provide single-source supply
management
4
Can provide ongoing management of
established contracts.
Professional Skills Framework for Programme & Project Management
A. Business Case & Financial Management
3. 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.
Awareness
Practitioner
1
Able to manage straightforward budgets and
can assist in financial planning
1
Can define and acquire funding needs for
straightforward projects/programmes
2
Is aware of the operation of the annual spending
round
2
Can manage financial controls and budgets and
ensure good value for money
3
Understands the concept of value for money.
3
Able to manage single-source supply
management
4
Can provide ongoing management of
established contracts.
Professional Skills Framework for Programme & Project Management
Expert
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.
5
A. Business Case & Financial Management
4. Benefits Management
The 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.
Awareness
1
Able to demonstrate an understanding of
benefits management techniques and the links
between benefits and project/programme
deliverables.
6
Practitioner
Expert
1
Can identify, record and manage financial and
non-financial benefits within a single
environment
1
As level 2 but with diverse benefits e.g. where
delivery is across a complex or crossdirectorate/government business 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.
2
Can use specialist benefits management
techniques.
Professional Skills Framework for Programme & Project Management
B. Control and Assurance
5. Programme and Project Initiation
Establishing 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.
Awareness
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.
Practitioner
1
Can initiate appropriate processes and produce,
or manage the production of required outputs.
Professional Skills Framework for Programme & Project Management
Expert
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.
7
B. Control and Assurance
6. Programme/Portfolio Management
Developing 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.
Awareness
1
Practitioner
Able to demonstrate an understanding of the
need to manage project workstreams or projects
within a programme using portfolio management
techniques and processes.
8
1
Can co-ordinate the management of a small or
limited portfolio of projects, for example, within a
single-vision led programme.
Professional Skills Framework for Programme & Project Management
Expert
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 Assurance
7. Assurance
Assuring 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.
Awareness
1
Able to demonstrate an understanding of
programme/project assurance techniques.
Practitioner
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.
Professional Skills Framework for Programme & Project Management
Expert
1
As level 2, but with projects or programmes with
a number of different streams and complexity of
risk, information flow and technology.
9
B. Control and Assurance
8. Closure and Hand Over
Initiating 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.
Awareness
1
Able to demonstrate an understanding of the
key requirements for project closure.
10
Practitioner
1
Can initiate project closure procedures and
manage transition to the business.
Professional Skills Framework for Programme & Project Management
Expert
1
As level 2, but with complex, high-risk projects
or programmes.
C. People
9. Creating and leading a project /programme team
Creating 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.
Awareness
Practitioner
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
Professional Skills Framework for Programme & Project Management
Expert
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.
11
C. People
10. Stakeholder Management and Communication
Creation 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.
Awareness
1
Practitioner
Able to demonstrate an understanding of what is
required in order to achieve effective
stakeholder management.
12
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.
Professional Skills Framework for Programme & Project Management
Expert
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. People
11. Managing Business Change
Defining 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.
Awareness
1
Able to demonstrate an understanding of the
requirements/roles needed to help ensure a
successful business change outcome.
Practitioner
Expert
1
Able to define the context and key drives for
change for straightforward programmes
1
Able to provide strategic leadership for complex
business change
2
Can manage the environment, stakeholders and
communications and plans and manages
activities to achieve success.
2
Can manage the environment, stakeholders,
communications, plans and activities to achieve
success.
Professional Skills Framework for Programme & Project Management
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D. Process
12. Requirements Management
Identifying 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.
Awareness
1
Practitioner
Is aware of the need for requirements
management in setting up a project/programme.
14
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.
Professional Skills Framework for Programme & Project Management
Expert
1
Can produce and manage complex
requirements requiring a high level of domain
knowledge.
D. Process
13. Planning and Control
Putting 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.
Awareness
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.
Practitioner
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.
Professional Skills Framework for Programme & Project Management
Expert
1
As level 2, but for very complex
projects/programmes including a large number
of inter-dependent work streams.
15
D. Process
14. Risk and Issue Management
Implementing 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.
Awareness
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.
16
Practitioner
1
Can use appropriate risk & issue management
tools and processes to identify, manage and
escalate risks.
Professional Skills Framework for Programme & Project Management
Expert
1
As level 2, but for complex projects/programmes
2
Can escalate project risks & issues and identify
and manage broader programme risks.
D. Process
15. Quality Management
Implementing 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.
Awareness
1
Able to demonstrate an understanding of the
need for and approaches to quality
management.
Practitioner
1
Can devise and implement a quality plan and
management system and enable effective
external scrutiny and review.
Professional Skills Framework for Programme & Project Management
Expert
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.
17
D. Process
16. Change Control & Configuration Management
Enabling 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.
Awareness
1
Practitioner
Able to demonstrate an understanding of the
need for and approaches to change control and
configuration management.
18
Expert
1
Can manage and control changes to
project/programme scope/requirements in
response to changes in circumstances
1
As level 2 but for projects/programmes with
complex supplier and/or stakeholder
arrangements
2
Can implement in projects with straightforward
supplier and stakeholder arrangements.
2
As level 2, but where there is complex
configuration of products, particularly within IT.
Professional Skills Framework for Programme & Project Management