Skills Framework Document v1

7/31/2019 Skills Framework Document v1

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Skills Framework


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Foreword

I am pleased to present the enhanced version of the Successful DeliverySkills documentation.

The OGC is dedicated to continuously improving its products in light ofchanging needs. Feedback received as a result of the original SuccessfulDelivery Skills Programme, launched in September 2002 improved ourknowledge of departments requirements.

Specifically, we conducted research with the Successful Delivery Skills UserForum comprising seventeen government departments. We also workedclosely with the Cabinet Office in producing this version of the Framework.The new version encompasses the views of the Cabinet Office and istherefore co-branded.

This will help support the process of establishing existing procurement andprogramme & project management capability across government, trackimprovements and aid development of staff. It should also demonstrate thebenefits of the rising capability for projects, programmes and acquisitions.

Both the Project Board and I would like to extend our thanks to all those whocontributed to the Successful Delivery Skills Enhancement Project andrecommend the adoption and use of the Passport and embedded Framework.

Ja ne Grant (SRO)


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Contents

I n t roduc t ion 4

Benefits 4

Definitions 5Structure 5Architecture for Skills Framework 5Example of how to use the framework 7Conclusion 8Generic skills to support delivery 9Signposts for the individual 9Sources for the organisation 10Links to other initiatives 11

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0. No Skill 121. Awareness 122. Practitioner 123. Expert 124. Innovator 12

Key de l ive ry sk i l l s 13

Key skill areas 13

1. Programme management techniques/methodologies 132. Programme definition 153. Programme governance 164. Managing the change process 17

Key skill areas 18

1. Business case management 192. Requirements management 203. Planning and control 214. Project closure and handover 225. Project review/evaluation 236. Risk management 247. Quality management 258. Procurement management 269. Contract management 2710.Creating and leading a project team 2811.Acting as a change agent 30

12.Performance management 3113.Health, safety and environment 3214.Complying with regulatory requirements 33

Cross references for SDS framework 34


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Key skill areas 38

1. Managing the procurement process 392. Strategic procurement 403. Purchasing techniques and methods 41

4. Managing PFI initiatives 425. Ethical procurement and legal aspects 436. Supplier evaluation and selection 447. Risk and value management 458. Contract management 469. Service level agreements 4710.Relationship management 4811.Commercial awareness 4912.Quality management 5013.Purchasing negotiations 5114.Change management 52


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In t roduc t ion

The Civil Service needs to be valued as much for its capacity to deliver as forits policy skills, the Prime Minister said at the Delivery and Values event inFebruary 2004.

This event reviewed the current progress of Civil Service reform, setting outits changing shape for the future, and work is now under way to define therange and extent of professional skills that will be needed. This includesestablished professions but goes wider to cover newer areas such asprogramme and project management, as well as the skills relevant to policyanalysis and operational activities. The results will affect recruitment,deployment and progression.

The drive for reform recognises the Civil Service needs to attract skilledindividuals into government who will bring the expertise we need and to raisethe professional skills of existing staff to improve our capability to deliver. The

Office of Government Commerce (OGC) is working with departments toachieve this through the Successful Delivery Skills (SDS) Programme. Theprogramme aims to address commercial skills needs by providing a commonframework against which the development of individuals can be assessed andplanned. It also aims to provide a means for the individual to show progress inthe development of those skills.

The SDS programme seeks to increase the value given to professionaldelivery skills by individuals and their departments. Our approach recogniseseach department has unique skills requirements and that one-size-fits-allsolutions will not meet their needs. The Skills Framework seeks to establish a

shared vocabulary for commercial skills. The framework identifies anddescribes in detail skill levels in programme and project management (PPM)and procurement in order to support the marketability and mobility of staff.The framework also acknowledges that expertise in these areas alone is notsufficient and that effective performance is also dependent on having goodgeneric skills such as communication, teamwork and leadership.

Benef i ts

The SDS Framework benefits individuals by: defining delivery skills within their current work area

allowing accurate skill gaps analysis and helping to define personaldevelopment plans

promoting links to industry recognised professional qualifications.

The SDS Framework benefits managers by:

facilitating training needs analysis thereby allowing better targetedtraining and development plans

assisting risk management and resource forecasting

streamlining management information

providing a common language for skills assessment.


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Def in i t ions

For the purpose of the SDS Framework, the following definitions are used:Skill: Capability acquired through training and/or practice.Delivery skills: Those common skills required by an organisation to meet itscurrent and future provision of services and/or products.Competence: Combination of skill, knowledge, experience and aptitudesufficient to meet the purpose.Levels of competence:The SDS Programme recognises a number of levelsof maturity in each of the individual skills. These are:

Level 1 AwarenessLevel 2 Knowledge/PractitionerLevel 3 ExpertLevel 4 (+5 PPM) Innovator

Struc tu re

The SDS Framework is set out so that an individual can assess themselvesagainst the skills required for PPM and/or procurement roles. The detailedguidance on proficiency levels set out on page 11should be used to identifyparticular strengths and weaknesses. Optionally, they can then assessthemselves against any particular skills area within which they feel theyalready have a level of maturity they would like to record or which they needto consider for future career progression.

Arch i tec t u re fo r Sk i l l s Framew ork

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Job

Role

Knowledge, skills,experience, products

Functional areas ofwork and competence

Systematicallydefined, standardised

Skill

Things thatpeople do in

the real worldBehaviour


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It is important to emphasise that there is no common agreement on job titles,grades etc. across departments. Therefore ROLE is the area that remainsstatic across departments. Each department will create jobs that consist of anumber of roles or areas of competence.

Following this architecture for the framework, an individual working as aProject Manager would match their position as follows:

Job: Current job title/role specific to your department.

Role: Project Management. This would be one role that makesup a job. Others for example might be generic skills or askill set specific to the job.

Skill: There are 14 skills associated with the ProjectManagement role. The jobholder would select the totalnumber that are relevant to the current role.

Behaviour: The behaviours are listed in bullet point format within theskills framework. These are the performance behavioursor specifically stated requirements for a personperforming a particular task (at expert level as describedin the framework).

Job:As defined within relevant organisation/department

Role:Project management

A project is a unique set of co-ordinated activities, with definite starting andfinishing points, undertaken by an individual or team to meet specificobjectives within defined time, cost and performance parameters as specifiedin the business case. It should have the following characteristics:

a finite and defined lifespan defined and measurable business products (i.e. deliverables and/or

outputs to meet specific business objectives) a corresponding set of activities to achieve the business products a defined amount of resources

an organisation structure, with defined responsibilities, to manage theproject.

Projects should contribute to business objectives; typically their funding isidentified as part of business planning. They may be part of an overallprogramme of business change.

Project management is much more than the tasks carried out by a projectmanager. Project management is a combination of the roles andresponsibilities of individuals assigned to the project, the organisationalstructure that sets out clear reporting arrangements and the set of processes

to deliver the required outcome. It ensures that everyone involved knows whatis expected of them and helps to keep cost, time and risk under control.
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Skill (1 OF 14): 1. Business case management:

Behaviours: As an expertyou will be able to: verify objectives reflect the needs of the sponsor and stakeholders define and present project objectives from various inputs and sources

of information review potential expenditure and agree budget

review and prioritise perceived risks and opportunities consider options and decide on recommended approach analyse and prepare arguments for justifying the business case for the

sponsor and other key stakeholders to commit to undertaking theproject

prepare all the necessary supporting documentation prepare and present the business case in a format which is likely to

gain support of the sponsor and other key stakeholders provide strategy for value management that improves business

decision-making, increases effectiveness and enhancescompetitiveness of the project.

Exam p le of how to use the f ramew ork

The revised SDS Framework will allow assessment at a skill level, as well asat role level. This is shown in the following model, using the area of Projectmanagement as an example.

Project management (extract from framework for illustrative purpose only)

Project management is the process of creating and maintaining anenvironment that guides a project to its successful completion. It includesunderstanding the procedures and methods that define a project whileconfronting and overcoming the problems encountered over the projectlifespan.

Key skill areas

1. Business case management 2 8. Procurement management 0

2. Requirements management 3 9. Contract management 1

3. Planning and control 3 10. Create/lead a project team 4

4. Project closure and handover 3 11. Acting as a change agent 1

5. Project review/evaluation 1 12. Performance management 2

6. Risk management 1 13. Health, safety and environment 1

7. Quality management 114. Complying with regulatory

requirements2

Fig 1: example of assessment against skills


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It is not intended that individuals/roles are assessed against all the skillslevels, or that individuals must work through all the skills areas from Level 1,through Level 2 to Levels 3 and 4. For some roles, there will never be a needfor a particular subject expertise or a need to have more than a basic Level 1Awareness. For example, in some project teams other members will providethe necessary expertise in a particular area.

A further level, Level 0, exists. This level is not required and illustrates whereindividual departments have differing structures to their job roles e.g. a projectmanager who has no procurement input, or an HR professional who has notraining and development contribution. These skill areas can be identified forfuture skill development where appropriate. Further explanation of theselevels is given on page 11 of this document.

Development needs can be identified by comparing the skills held by theindividual against those required for the role. Further information is found inthe Assessment guide. Similarly the framework can be used to assist in therecruitment process by helping managers articulate requirements for a

particular role.

Conclus ion

In order to meet the different needs of departments, the framework has beendeveloped to have a degree of flexibility and adaptability. The aim of theframework is to support the development of a common vocabulary on deliveryskills. We envisage that there might be an 80% match across departments interms of common skills requirements. The remainder will be more applicable

in some departments than others and can be used in a pick-and-mix fashionfor departments to match their current capabilities and requirements.

The framework will be further supported by the addition of trainingpaths/curriculum for each delivery skill area. Further support for Project andProgramme Management (PPM) and procurement is available within thespecialist communities.

PPM Specialism: www.ppm.ogc.gov.ukGovernment Procurement Service: www.gps.ogc.gov.uk
http://www.ppm..ogc.gov.uk/http://www.ppm..ogc.gov.uk/


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Gener ic sk i l l s t o suppor t de l i ve ry

The Workforce Development Plan for Central Government, Developing 21stCentury Skills1 highlighted the need for people working in specialist roles tohave good generic skills. Strong technical knowledge and expertise can becompletely undermined by poor communication or team working skills.Therefore we recommend that development in PPM or procurement shouldalso include consideration of the generic skills needed for effectiveperformance.

The early work to develop this framework identified some of those genericskills which would clearly be needed to support effective performance in PPMand procurement roles. These include: leadership, teamwork, interpersonalskills, risk management, communication and desktop skills.

Much public money has been invested in the development of standards,competences and skills frameworks at national and organisational level and

this framework does not seek to add to the number of models available. Ourrole here is to emphasise the importance of generic skills to effectiveperformance in PPM and procurement roles and to signpost sources forassessing generic skills needs.

In developing it, OGC has produced a generic skills framework, which can beshared with departments or other specialist groups wishing to develop acomprehensive competence framework to support PPM and procurementdisciplines.

Signposts for t he ind iv idua l

Learning and development needs are usually identified as part of theperformance management process. In assessing development needs, theindividual should aim to agree with their line manager a plan covering the fullrange of development required for the current role and longer term. Theindividual needs to look at the approach taken by their organisation toencouraging development. Many will have developed competenceframeworks which describe effective behaviours in a range of generic skills. Inaddition, some larger organisations will use role profiles and/or use national

occupational standards.

For those in the SCS, there is a specific competence framework applicable:www.cabinet-office.gov.uk/civilservice/scs/competences.htmAssessment and development centres can offer a more rigorous approach toidentifying development needs, as can 360-degree feedback.

1Hwww.central-gov-nto.org.uk/library/pdf/swdp_March2001.pdf H
http://www.cabinet-office.gov.uk/civilservice/scs/competences.htmhttp://www.cabinet-office.gov.uk/civilservice/scs/competences.htm


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Sourc es for t he organ isat ion

There are a number of ways in which organisations seek to specify theirrequirement for generic skills. The broader context for understanding genericskills needs is set out in the Workforce Development Plan for CentralGovernment, Developing 21st Century Skills which will be updated in thecoming year. Many departments responded to the Skills Strategy White Paperand devised skills development plans for the end of March 2004. Othermethods for understanding generic skills needs include conducting skillsaudits and training needs analysis and the development of competenceframeworks. In addition, the use of National Occupational Standards (NOS)provides a useful way of specifying requirements for a specific skill. There areNOS for project management and many other areas and they are developedby standards setting bodies using a rigorous process.

They have a valuable role to play in establishing requirements because:

they are based on agreed good practice as recognised by bothemployers and employees

they represent a valid goal to which departments and staff can aspire

they contain a level of detail which gives precise specifications aboutwhat competent performance actually means.

There are NOS in a number of areas management, customer service, ICT,administration. Here are some useful links:

Management www.management-standards.org.ukAdministration www.cfa.uk.com/standards/index.htm

Customer service www.instituteofcustomerservice.com/detailsone.asp?ContentID=24&NavBar=Skills+and+Qualifications&Level2=Occupational+Standards&ParentContentID=21

e-skills www.e-skills.com/cgi-bin/wms.pl/166In addition, the new Key Skills devised by the Qualifications and CurriculumAuthority set out standards at a number of levels for: application of number;communication; improving own learning and performance; informationtechnology; problem solving and working with others.

Further information is available at:www.qca.org.uk/qualifications/types/603.html
http://www.management-standards.org.uk/http://www.cfa.uk.com/standards/index.htmhttp://www.instituteofcustomerservice.com/detailsone.asp?ContentID=24&NavBar=Skills+and+Qualifications&Level2=Occupational+Standards&ParentContentID=21http://www.instituteofcustomerservice.com/detailsone.asp?ContentID=24&NavBar=Skills+and+Qualifications&Level2=Occupational+Standards&ParentContentID=21http://www.instituteofcustomerservice.com/detailsone.asp?ContentID=24&NavBar=Skills+and+Qualifications&Level2=Occupational+Standards&ParentContentID=21http://www.e-skills.com/cgi-bin/wms.pl/166http://www.qca.org.uk/qualifications/types/603.htmlhttp://www.qca.org.uk/qualifications/types/603.htmlhttp://www.e-skills.com/cgi-bin/wms.pl/166http://www.instituteofcustomerservice.com/detailsone.asp?ContentID=24&NavBar=Skills+and+Qualifications&Level2=Occupational+Standards&ParentContentID=21http://www.instituteofcustomerservice.com/detailsone.asp?ContentID=24&NavBar=Skills+and+Qualifications&Level2=Occupational+Standards&ParentContentID=21http://www.instituteofcustomerservice.com/detailsone.asp?ContentID=24&NavBar=Skills+and+Qualifications&Level2=Occupational+Standards&ParentContentID=21http://www.cfa.uk.com/standards/index.htmhttp://www.management-standards.org.uk/


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L inks to o ther in i t ia t i ves

Professionalism in PPM and procurement is increasingly valued as can beseen, for example, by the establishment of PPM specialism. There isincreasing emphasis on these skills in managing not only large projectssubject to the Gateway process, but also the associated organisationalchange and the development strategy and policy. It is therefore important tolook for links to other work linked to the delivery agenda. For example, theCabinet Offices Strategy Unit leads in its work to increase strategic capabilityin the Civil Service. It is important for individuals in PPM roles to recognise thelink between delivery and strategy. There is a shared responsibility across adepartment to think and act strategically, insuring that we understand how weare helping the department to shape its strategy and realise its goals.

Related links include:

Strategy Survival Guide:

www.number-10.gov.uk/su/survivalguide/index.htmOPSR/OGC Policy to Delivery Toolkit:www.ogc.gov.uk/sdtoolkit/keyissues/getting/index.htmOGC Project Management Guidance:www.ogc.gov.uk/sdtoolkit/workbooks/projects/index.htmlwww.ogc.gov.uk/princeOGC Programme Management Guidance:www.ogc.gov.uk/sdtoolkit/workbooks/programmes/index.html

OGC Procurement Guidance:www.ogc.gov.uk/sdtoolkit/workbooks/procurement/index.htmlOGC Successful Delivery Skills:www.ogc.gov.uk/sdtoolkit/reference/skills/index.html
http://www.number-10.gov.uk/su/survivalguide/index.htmhttp://www.ogc.gov.uk/sdtoolkit/keyissues/getting/index.htmhttp://www.ogc.gov.uk/sdtoolkit/workbooks/projects/index.htmlhttp://www.ogc.gov.uk/prince/http://www.ogc.gov.uk/sdtoolkit/workbooks/programmes/index.htmlhttp://www.ogc.gov.uk/sdtoolkit/workbooks/procurement/index.htmlhttp://www.ogc.gov.uk/sdtoolkit/reference/skills/index.htmlhttp://www.ogc.gov.uk/sdtoolkit/reference/skills/index.htmlhttp://www.ogc.gov.uk/sdtoolkit/workbooks/procurement/index.htmlhttp://www.ogc.gov.uk/sdtoolkit/workbooks/programmes/index.htmlhttp://www.ogc.gov.uk/prince/http://www.ogc.gov.uk/sdtoolkit/workbooks/projects/index.htmlhttp://www.ogc.gov.uk/sdtoolkit/keyissues/getting/index.htmhttp://www.number-10.gov.uk/su/survivalguide/index.htm


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Prof ic ienc y leve ls fo r assessment

Each skill set and competence is assessed at the following levels:

Level 0 Not required/not tested

This reflects where a skill listed in the framework is not relevant to an individuals currentjob structure.

Level 1 Awareness

Describes someone who is dependant on others for direction, is learning the skill andwhen facing something new or unusual has to refer to procedures, manuals, other teammembers etc., for guidance. You may only ever need awareness of particular skills, ormay be gaining experience in the skill.

It is important to note that attending training does not automatically mean that yourproficiency level will increase. Once you have received training you will need to reinforcewhat you have learnt by using the skills.

You may stay at this level for some time, training and other development activities willhelp, but it is experience of applying new skills that will develop your proficiency level. Aspeople learn at different rates, there is no set time limit for your level to increase.

Level 2 Practitioner

Describes someone who can cope with standard problems/common situations, iscompetent at day-to-day application of the skill, and is able to present concepts,information and solutions.

At this level you can deal with most standard problems and will only need to refer to anexpert for non-standard issues and problems. You will still be using a variety ofdevelopment activities to increase your experience and proficiency level e.g. readingmanuals, white papers etc. and on the job training. You will still go on training courses andthese will probably be at an advanced level.

You will probably stay at this level for some time.

Level 3 Expert

Describes someone who can cope with unusual/non-standard problems and issues, isaware of alternative options and approaches to situations, can guide or advise others inthis skill and is able to look ahead and anticipate.

Training alone will not take you to an expert level. It is experience in the job, as well asusing the skill and other development activities that will develop your proficiency level.

Not only are you capable but confident in applying the skill in ordinary and unusualsituations. Others will seek you out for advice and you may be involved incoaching/mentoring activities.

Level 4 Innovator

Describes someone who is seen as setting an example to others, is a recognised expertand visionary in the field, provides broad guidance to others in the application of their skillsto related areas, is a thought leader in their field (shows advanced thinking, develops

innovative approaches) and stretches others thinking and challenges them to excel.


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K ey de l ivery sk i l l s

Programm e Management

Programme Management is a structured framework for defining andimplementing change within an organisation. A programme is a portfolio of

projects and activities that are co-ordinated and managed as a unit so theyachieve outcomes and realise benefits that are of strategic importance.

Programme Management is about managing uncertainties. Uncertainties canarise when the path to achieving the vision is not clear at the start, or when ithas to deviate during the programme, or when the vision itself needs refining.Programme Management can help to deliver outcomes while managing andcontrolling change in an uncertain environment.

Programme Management often involves changes to the culture, style andpersonality of organisations. The people aspects of change must be

recognised and accommodated if the programme is to succeed.

Key sk i l l a reas

1. Programme management techniques/methodologies2. Programme definition3. Programme governance4. Managing the change process

1. Programme management techniques/methodolog ies

The programme manager is responsible, on behalf of the Senior ResponsibleOwner (SRO), for successful delivery of the new capability. The role requiresthe effective co-ordination of the projects and their interdependencies, andany risks and other issues that may arise. In most cases, the programmemanager will typically work full-time on the programme, as the role is crucialfor creating and maintaining enthusiasm.

As the programme is implemented, changes to policy, strategy, orinfrastructure may have an impact right across the project portfolio, or outside

the programme. The programme manager is responsible for the overallintegrity and coherence of the programme, and develops and maintains theprogramme environment to support each individual project within it - typicallythrough the programme office function.

As an expert you will have underpinning knowledge and understanding of:

effective leadership, interpersonal and communication skills techniques for planning, monitoring and controlling programmes project management approaches such as PRINCE2 budgeting and resource allocation procedures

problem solving techniques change management techniques stakeholder management and communications risk management and issue resolution


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programme planning and control business case management quality management.

As an expert you will be able to:

manage the programmes budget on behalf of the SRO, monitoring

expenditures and costs against benefits facilitate the appointment of individuals to the project delivery teams manage third-party contributors manage stakeholder communications manage the dependencies and interfaces between projects manage risks to the programmes successful outcome report progress of the programme at regular intervals to the SRO critically evaluate and select the most appropriate approach and

techniques for each specific programme identify suitable monitoring techniques for a programme and explain

how to implement them identify a suitable information flow and reporting process for a specific

programme create and complete progress and variance reports for a specific

programme specify and manage suitable transition management activities for a

specific programme specify and deliver programme benefits.


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2. Programm e def in i t ion

Defining a programme is a crucial process. It is where the detailed definitionfor the programme is done and it provides the basis for deciding whether toproceed with the programme or not. The initial justification and case for theprogramme has to be developed into a more rigorous view of its outcomesand how the organisation needs to change to deliver them.

The programme brief is used as the starting point for refining theprogrammes objectives and targets into the programme definition, whichdefines what the programme is going to do, how it going to do it, who isinvolved and the business case for the programme. The governanceframework is developed, which defines the strategies for quality,stakeholders, issues, risks, benefits, resources and planning and control.Plans are developed providing information on the resources, dependenciesand timescales for delivery and realisation of benefits.

As an expert you will have underpinning knowledge and understanding of: stakeholder management and communications risk management and issue resolution programme planning and control business case management quality management project management approaches such as PRINCE2 budgeting and resource allocation procedures.


develop and communicate the programme vision statement plan, design and initiate the programme, proactively monitoring overall

progress, resolving issues and initiating corrective action make investment decisions and provide top-level endorsement of the

rationale and objectives for the programme provide detailed information that establishes the definition of the new

capabilities, they way the are going to be delivered, details of how theprogramme will be run, changes be implemented and benefitsdelivered.

integrate project plans into an overall programme plan specify the deliverables and activities of a specific programme prepare budget estimates for time and resources across the

programme specify and estimate the resources required for a specific programme

and their means of procurement review and up date all programme documentation to ensure any

remaining issues, risks and outstanding actions have been dealt withappropriately.


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3. Programm e governance

Governance is concerned with accountability and responsibilities; it describeshow the organisation is directed and controlled.In particular, governance is concerned with:

organisation - the organisational units and structures, groupings, and co-

ordinating mechanisms (such as steering groups) established within theorganisation and in partnership with external bodies, for the management ofchange

management - the roles and responsibilities established to manage businesschange and operational services, and the scope of the power and authoritywhich they exercise

Policies - the frameworks and boundaries established for making decisionsabout investment in business change, and the context and constraints withinwhich decisions are taken.

Your arrangements for governance will form an integral part of the widerarrangements for the organisation, management and policies of the business

as a whole; governance will need to be consistent with the wider governanceissues in the organisation. The governance framework defines the strategiesfor quality, stakeholder management, issues, risks, benefits, resources andplanning and control for the programme.


managing organisational change organisational structure, culture and policy HR management

benefits management

stakeholder management and communications risk management and issue resolution programme planning and control business case management quality management

project management approaches such as PRINCE2 budgeting and resource allocation procedures.


define and select the appropriate programmes governance framework andstrategies

monitor programme progress and measure performance against statedobjectives

communicate effectively with stakeholders throughout the programme capture, monitor and track risks, managing key strategic risks facing the

programme understand, communicate, apply and adhere to organisational HR and

procurement standards

report progress across the programme in line with stated plans andprocedures. Lead monitoring and review activities, including commissioningformal reviews such as Gateways if required

conduct formal review and assessment of a programme against its strategicobjectives. Make recommendations on whether to proceed, realign orabandon the programme

update key programme documentation such as the business case, ensuringthe overall integrity of the programme is maintained.


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4. Managing the c hange process

Most organisations aim for long-term strategic goals. The strategies that takethem toward those goals are designed to respond flexibly to factors thatsuggest new directions: drivers for change.

There will be a number of drivers for change acting on an organisation. Theyvary in nature and urgency, from external pressures such as competitivemarkets or changes in policy, to internal pressures such as new workingarrangements resulting from mergers and acquisitions. There will also bedrivers for stability - drivers that resist change, encourage inertia, or perhapsmake decisions more difficult.

Fulfilling the strategy and therefore responding to the drivers requires thecompletion of a number - preferably a small number - of programmes. Thestrategy sets the context for change and provides the raw material forplanning, running and completing the programmes. Programme managementis the delivery of change in the form of outcomes, and thus benefits. It is aframework for implementing business strategies, policies and initiatives, orlarge-scale change, within an overall vision of the desired outcome.


differing levels and types of strategic change change management processes business planning/strategy techniques and processes implications of economic, demographic, political and technological

change change control techniques project management methods and techniques.


identify the relevance of major models of strategic change and thedifferent levels of risk they carry, and relate them to the organisation

stimulate creativity in order to challenge and regenerate the knowledgebase and culture of the organisation in relation to change

identify and secure the commitment of necessary internal and externalresources, including internal and external expertise, process and

organisational consultancy develop champions of change, including line and functional managers,

steering group members, stakeholders and project managers build processes and structures that ensure transfer of information and

understanding from programmes to the organisation as a whole,influence strategic decisions and produce the foundations for newcapabilities

develop strategies, techniques and strategic alliances with keystakeholders for the successful implementation of change

understand human aspects and factors influencing change establish the organisations readiness for change and the capability to

manage and deliver change understand the interdependencies between a programme and other

change initiatives underway or planned.


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Pro jec t management

A project is a unique set of co-ordinated activities, with definite starting andfinishing points, undertaken by an individual or team to meet specificobjectives within defined time, cost and performance parameters as specifiedin the business case. It should have the following characteristics:

a finite and defined lifespan defined and measurable business products (i.e. deliverables and/or

outputs to meet specific business objectives) a corresponding set of activities to achieve the business products a defined amount of resources an organisation structure, with defined responsibilities, to manage the

project.

Projects should contribute to business objectives; typically their funding is

identified as part of business planning. They may be part of an overallprogramme of business change.

Project management is much more than the tasks carried out by a projectmanager. Project management is a combination of the roles andresponsibilities of individuals assigned to the project, the organisationalstructure that sets out clear reporting arrangements and the set of processesto deliver the required outcome. It ensures that everyone involved knows whatis expected of them and helps to keep cost, time and risk under control.

Key Sk i l l Areas 2

1. Business case management2. Requirements management3. Planning and control4. Project closure and handover5. Project review/evaluation6. Risk management7. Quality management8. Procurement management

9. Contract management10. Creating andleading a project team11. Acting as a change agent12. Performance management13. Health, safety and environment14. Complying with regulatory requirements

2Based upon information collated from National Occupational Standards for Project

Management, APM Body of Knowledge (BoK) and PRINCE2 (all cross-referenced on page27), with additional information from Information Systems Examinations Board (ISEB) andM_o_R (Management of Risk)
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1. Bus iness case managem ent

The business case is a strategic justification for undertaking a project andneeds to take full account of the identified aims and objectives of the sponsorand stakeholders, as well as the criteria and issues that are likely to impact onthe implementation and operation of the final outputs.

The business case needs to identify the benefits of the project and presentsupport documentation on issues such as: commercial viability, costs andpayback, risks, options and choices, as well as the operational impact of theproject.

As an expertyou will have underpinning knowledge and understanding of:

general principles and processes for developing a business case idea generation techniques analysis and evaluation techniques legislative and regulatory frameworks communication and presentation techniques value management techniques project management methods and techniques.

As an expertyou will be able to:

verify that objectives reflect the needs of the sponsor and stakeholders

define and present project objectives from various inputs and sourcesof information

review potential expenditure and agree a budget review and prioritise perceived risks and opportunities

consider options and decide on a recommended approach

analyse and prepare the arguments for justifying the business case forthe sponsor and other key stakeholders to commit to undertaking theproject

prepare all the necessary supporting documentation

prepare and present the business case in a format which is likely togain support of the sponsor and other key stakeholders

provide strategies for value management that improve businessdecision-making, increase effectiveness and enhances

competitiveness of a project.


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2. Requi rem ents m anagement

For large and complex projects, the role of the project manager will normallybe to direct and verify the activities of others involved in the detail ofestimating resources. On other projects, the project manager may well beexpected to do some of this work.


general principles and processes for identifying and definingrequirements

legislative and regulatory frameworks analysis and evaluation techniques whole life costs relevant software project management methods and techniques.

As an expertyou will be able to: clarify requirements and prepare an outline strategy for agreement with

stakeholders verify that specified activities/resources will deliver agreed

requirements validate requirements against delivery of project outputs ensure that any assumptions on which estimates are based are clearly

stated and communicated identify and verify contingencies and the basis/triggers for them accurately assess scope and consequences of changes to

requirements where they involve adjustments to project successfactors

explain to stakeholders how the proposed project approach willachieve the specification of requirements.


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3. Plann ing and c ont ro l

A planning schedule defines the scope of work to be undertaken andtimetable for a project. It includes all activities that are to be resourced,scheduled and undertaken over a period of time to achieve the requiredproject outcomes.

For large and complex projects the role of the project manager will normallybe to direct and verify the activities of others that are involved in the detailedscheduling of the project. On other projects the project manager may well beexpected to do some of this work.


general principles and processes of developing project schedules legislative and regulatory frameworks understanding of relevant software project management methods and techniques.


verify you have sufficient information on the project to prepare anappropriate work/product breakdown structure

derive the activities required to achieve project outputs, to the level ofaccuracy and detail needed for scheduling and resourcing

produce a work/product breakdown structure which meets the specifiedrequirements for the project

present work/product breakdown structure in a format suitable forfacilitating the project schedule, procurement and implementation

determine the level of detail and accuracy required for the scheduleswith stakeholders

verify methods of scheduling component activities and resourcesconform to best practice and are consistent with the scale andcomplexity of the activity

ensure that schedule links between component activities are correctlyidentified

confirm the duration of each group of component activities is estimatedto the required degree of accuracy

analyse opportunities for change where reductions in duration and/or

scope are requested by stakeholders, and identify the main areas forachieving the reductions verify that schedules are formatted to facilitate shared understanding

and implementation identify critical and sub-critical paths and include adequate contingency

to reflect risks present the schedule in a manner that will gain the agreement of

stakeholders and ensure their continuing support monitor progress against the schedule, manage exceptions and re-

schedule as appropriate.


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4. Pro ject c l osure and handover

Project closure and handover signifies the successful completion of theproject or a phase of the project and its handover to the operational authorityor sponsor, or to parties who are to progress the project to a subsequentphase and that the contractual commitments have been met and accepted bythe appropriate authorities.


project objectives and statement of requirements business cases project management methods and techniques.


verify that the plan or schedule for handover are adequately defined

and clear to those involved define, record and agree the state of the project at handover with the

relevant stakeholders ensure that the transfer of responsibilities is executed in a way that

avoids gaps in responsibility and dual responsibilities occurring ensure that resources and facilities transferred to those responsible for

any subsequent project stage or activity are as specified and agreed communicate the transfer of responsibilities to those affected in an

accurate and timely manner define the need for outstanding work accurately and clearly, and agree

the means and schedule for carrying it out with the stakeholders

involved produce proposals for the re-allocation of staff and the disposal of any

other resources not included in hand-over verify that the projects objectives have been achieved to the agreed

schedule, costs, and quality criteria ensure that all deliverables are handed over according to agreed

procedures resolve any hand-over problems in a way which maintains an effective

working relationship with the sponsor obtain agreements from the sponsor that all specified project work has

been achieved.


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5. Pro ject rev iew /eva luat ion

Project review is the evaluation of project performance at a particular point inthe schedule, and assessment of how any lessons might be applied in thefuture. An overall evaluation is likely to take place on the completion of theproject, but interim evaluations may take place at key stages of the projectschedule.

In order to evaluate the effectiveness of project planning, management andimplementation, it is necessary to collect, collate and verify all key informationabout the project, and carry out a comparison of what was planned againstwhat actually happened. An analysis of the comparison should identify thereasons for variations, draw out the key lessons and areas for improvement,and provide evidence for consulting with interested parties and giving them anopportunity to comment. Records of the process should be completed so thatthey can be used to inform future projects. The results need to be reportedand disseminated with acknowledgement to the contributions made by others.


project management principles and planning processes organisational procedures and systems quality assurance principles and systems health, safety, and environmental issues project evaluation and review methods project management methods and techniques.


plan the most appropriate way for evaluating the project establish clear and precise criteria for evaluating the project obtain accurate information on the project from all valid sources review all relevant information relating to the project consult with all relevant people during the evaluation recommend feasible changes or improvements to future project

activities present the results of the evaluation to the appropriate people,

according to agreed procedures monitor the impact of the evaluation on the project management

process.


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6. Risk managem ent

Risk management of a project covers approaches to identifying strategic andoperational risks, and evaluates options for minimising them. It ensures thatthose with risk management responsibilities implement appropriate measuresduring the life of the project and review them on a regular basis, identify andassess the impact of perceived risks and their influence on the projectschedule and have appropriate contingency action plans in place to removeor limit risk throughout the course of the projects.


general principles and processes involved in risk management analysis and evaluation techniques implications of relevant legislation communication and presentation techniques project management methods and techniques.


identify all perceived and relevant areas of risk and their implicationsfor the project

identify roles and responsibilities for risk management access sources of information and advice analyse, evaluate and prioritise the risks and potential consequences develop and recommend response options for reducing risk to a level

of acceptability influence monitor and control the risk environment ensure risk is controlled in line with corporate standards and accepted

best practice continually check the impact of risk on the projects progress and its

objectives.


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7. Qual i t y managem ent

Quality management is concerned with the commitment to delivery andcontrol of quality at all stages of the project. It requires responsibilities to bedefined and delegated, and monitoring and reporting systems to be in place.


principles of and processes for quality assurance and control quality assurance approval authorities communication and presentation techniques project management methods and techniques.


verify quality assurance procedures are appropriate and sufficient tomeet requirements

ensure a commitment to quality assurance procedures is obtained fromthose responsible for applying them ensure data is gathered and recorded in accordance with agreed

quality assurance procedures accurately assess outputs and performance against specified or

expected targets or milestones identify areas of non-conformance promptly and report them clearly to

those who need to know initiate effective remedial action to correct the causes of non-

conformance and limit their effect produce and maintain records in line with requirements needed for

quality audits.


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8. Procurement management

Procurement management identifies sources and recommends the means ofprocuring resources for the project schedule, and determines the strategy andassociated procedures to be used in a procurement plan. A schedule definesthe scope of the work to be undertaken and timetable for a project.

For large and complex projects, the role of the project manager will normallybe to direct and verify the activities of others that are involved in the detail ofprocuring resources to meet the requirements of the schedule. On otherprojects, the project manager may well be expected to do some of this work.


general principles and processes of procurement knowledge of the full procurement lifecycle types of procurement method and procedures legislative and regulatory frameworks relating to procurement methods for analysing and summarising bids project management methods and techniques.


identify elements of the project to be procured through contractualagreements and confirm these with interested parties

identify and evaluate key objectives and criteria for the procurementstrategy and communicate with stakeholders

verify that the specifications or work/product breakdown structurefor the project are suitable to allow resourcing to proceed

prepare tender lists for elements of the project to be contracted out,that are sufficient to attract competitive bids from contractorscapable of meeting specified project objectives

conduct research to determine the means/options for procuringresources

evaluate identified options against constraints and criteria andselect the preferred options for further analysis

categorise potential providers for each group of resources that meetthe needs of the schedule and record them in an appropriate formatto facilitate decision-making and procurement

recognise the benefits or disadvantages of grouping resourcestogether, and reflect these in the selection of the preferredprocurement options

make recommendations to stakeholders on the means of procuringresources, ensuring justifications are recorded in a format that aidsdecision-making and resource procurement

ensure that specifications for elements to be contracted out areunambiguous and in sufficient detail for potential contractors tomake competitive bids

ensure the type and number of contractors invited to bid aresufficient to meet the project objectives and legal requirements

check sufficient information is available on capabilities of potentialcontractors and that it is analysed against valid criteria for them tobe included in a tender list.


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9. Cont rac t management

Contract management involves being able to identify and recommend thetype and conditions of contract, to satisfy the procurement plan and keep inline with organisational procedures and legal requirements. Being able todevelop contractual arrangements and options is part of the function ofmanaging contracts.

In smaller projects and in work packages, the project manager is likely to beresponsible for the majority of the key decisions and actions. In large projectsor multi-project programmes, a number of key decisions may need to bereferred to or verified by those in higher authority, depending upon the level ofauthority delegated to the project manager. Contractual arrangements includeformal contracts (or sub-contracts) and agreements. Similar competence isrequired for both the letting of contracts and in the bidding for contracts.

As an expertyou will have underpinning knowledge and understanding of: types and conditions of contract and their different applications analysis and evaluation techniques procurement methods and procedures legal framework and statutory requirements applicable to

contracting contract management methods and techniques.


specify the type, scope and conditions of contract that areappropriate to the project requirements, with a recommendation forthe form of contract to be used

evaluate and apportion contract risk give the stakeholders clear and accurate information and advice

and provide an opportunity for comment and clarification verify the selection of the appropriate conditions of contract to

ensure the contract meets the project requirements.


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10. Creat ing and lead ing a pro jec t t eam

Creating a project team involves following the organisations preferredmethodology/process e.g. Prince2 for Project Board/team creation. Leadinga project team involves making the best use of a team and its members,even where the project manager may not necessarily be the individualsdirect line manager, so that the team can achieve the project objectives.

The project manager needs to communicate what is expected of the teamand its members, gain their commitment to the programme, assess theperformance of the team and its members, delegate tasks effectively andprovide feedback to those involved.

Where resources are limited, the project manager may have to prioritiseobjectives or re-allocate resources while minimising the disruption this maycause and should set out and agree project objectives and work plans withthe team that are SMART and consistent with the organisations policies.

Team members also need to understand the ways of working in sufficientdetail so they clearly understand their roles, objectives and responsibilitieswithin the team. Objectives and work plans need to be regularly updated andcommunicated in the light of progress and change.


project management structures, roles and responsibilities communication techniques including constructive criticism/feedback organising and planning techniques counselling techniques, coaching and mentoring problem solving techniques principles of motivation assertiveness techniques and interpersonal skills project management methods and techniques.


create the appropriate organisational structure for a project ensure delegation of work is consistent with achieving the project

objectives, in keeping with the policies and values of theorganisation

clearly define responsibilities and limits of authority of the team where team resources are insufficient reach agreement with

relevant people on the prioritisation of work or re-allocation ofresources,

inform the team of changes to work allocations in an appropriateway, defining and communicating team responsibilities clearly

develop objectives and work plans that are consistent with teamand project objectives with agreement from the team

ensure objectives, work plans and schedules are realistic andachievable within project and organisational constraints

ensure team objectives and work plans take account of team

members abilities and contribute to their development needs wherepossible

confirm team and individual understanding of, and commitment to,objectives and work plans


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provide advice and guidance on how to achieve team objectives insufficient detail and at times which are appropriate to the needs of theteam

update objectives and work plans regularly, taking account of anyindividual, team and organisational changes

monitor the performance of the team against agreed objectives andwork plans

conduct assessments objectively against clear, agreed criteria, givingthe team opportunities to monitor and assess their own performanceagainst objectives and work plans where appropriate

plan and provide feedback to teams at appropriate times andlocations and in a form and manner most likely to maintain andimprove performance

provide clear feedback that is based on objective assessment of theirperformance against agreed objectives, ensuring feedbackacknowledges achievements

give feedback that provides team members with constructivesuggestions and encouragement for improving future performance

against work and development objectives present feedback in a way that retains respect for the individual and

the need for confidentiality, giving the team opportunities to respondand contribute to how they could improve performance in the future.


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11. Act ing as a change agent

In most organisations the management of change and transition is considereda core activity in the achievement of survival and growth. Shifts in economic,political, social and technological environments mean that organisations needto increase capability and respond creatively to the new challenges and waysof working. There is a difference between change control within a project andthe management of change when implementing organisational changes as aresult of a project.

At a senior level, professionals need to demonstrate the contribution theymake in helping people and the organisation recognise the relationshipbetween vision, capability and the business environment, as well asmobilising processes that enable change at the appropriate levels of theorganisation.


differing levels and types of strategic change change management processes business planning/strategy techniques and processes implications of economic, demographic, political and technological

change change control techniques project management methods and techniques.


identify the relevance of major models of planned change and thedifferent levels of risk they carry, and relate them to the organisation

create and maintain project issue logs and requests for change stimulate creativity in order to challenge and regenerate the knowledge

base and culture of the organisation in relation to change identify and secure the commitment of necessary internal and external

resources, including internal and external expertise, process andorganisational consultancy

develop champions of change, including line and functional managers build processes and structures that ensure transfer of information and

understanding from individuals and teams to the organisation as a

whole, influence strategic decisions and produce the foundations fornew capabilities develop strategies, techniques and strategic alliances with key

stakeholders for the successful implementation of change understand human aspects and factors influencing change.


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12. Per form ance m anagement

Performance management helps improve project and organisationaleffectiveness and adds value by enhancing existing capabilities and buildingnew ones. It is largely concerned with the continuous development of broadstrategic capabilities and the specific capabilities of individuals and teams.

Project managers have an important role to play in helping functionalmanagers and individuals to develop the performance managementprocesses and skills to meet business needs and in advising on how to alignproject, corporate, individual and team objectives.


the nature and context of performance management the distinction between performance management and traditional

appraisal schemes methods for measuring and evaluating performance evaluation techniques and methodologies project management methods and techniques.


use the organisations strategic goals, core capabilities and values toalign project and corporate objectives and values

prepare and present a business case for the development of strategicperformance management processes

evaluate performance management processes against projectobjectives

partner with managers and design performance managementprinciples that fit the organisations culture and help develop keyprocesses

advise on and help develop the performance management skills ofothers in objective setting, performance measures, evaluation,providing feedback, identifying development needs, coaching,counselling and mentoring

integrate with organisational performance management initiatives andtechniques e.g. Investors in People (IiP).


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13. Heal t h , sa fe ty and env i ronm ent

NOTE: It is unlikely any project would require this skill at an expert level.Therefore it is assessed at practitioner level only.

Health, safety and environment (HS&E) involves determining standards andmethods required to minimise to a level considered acceptable by thepublic, the legal system, users, operators and others the likelihood ofaccident or damage to people, equipment, property or the environment. Thisinvolves ensuring standards are respected and achieved in operation andreviewing them to ensure their continued validity. It also entails properappreciation of the legal and corporate environment control and reportingprocedures required for the project.

As a practitioner you will have underpinning knowledge and understanding of:

the purposes and techniques of a health and safety audit; outline themain provisions of the Health and Safety at Work etc. Act 1974 and the

Management of Health and Safety at Work Regulations 1999 outline relevant health and safety legislation, codes or practice,

guidance notes and information sources such as the Health and SafetyExecutive

distinguish specific hazards both generally and from an organisationsperspective.

As a practitioner you will be able to:

explain the component parts of a recognised safety managementsystem such as HSG65 and appreciate the role of risk assessment

within the system compare safety management systems with other management

systems and describe how to integrate them successfully if appropriate identify the data and techniques required to produce an adequate

record of an incident and demonstrate the procedure for an accidentinvestigation, recognising the human factors involved

describe statutory requirements for reporting and procedures forchecking for non-reporting

define hazards and risks and describe the legal requirements for riskassessment

identify workplace precaution hierarchies and the criteria for types of

workplace precautions and controls use active monitoring checklists and implement schedules for active

monitoring, recording and analysing records.


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14. Comply ing w i th regu la to ry requ i rements

Project management professionals require an awareness of legal duties,requirements and processes in differing project situations. This includesawareness of potential causes of disputes, liabilities, breaches of contract,means of resolving disputes and regulatory requirements.


statutory regulations applying to the project non-statutory regulations applying to the project sources of specialist advice the actions needed to comply with regulatory requirements project management methods and techniques.


identify relevant regulatory requirements and the actions necessary to

implement them seek clarification where regulatory requirements appear to be

conflicting, are inaccurate or unclear and, if appropriate, getamendments agreed with the appropriate authorities

verify with the regulatory authority the proposed methods ofcompliance

provide the required project access and information to comply withregulatory requirements

communicate with regulatory authorities in a professional andcourteous manner

inform, promptly and accurately, those responsible for the project

implementation of the conditions of approval(s) by regulatoryauthorities

monitor and ensure compliance is maintained throughout a projectslife cycle

provide stakeholders with explanations of variances, causes,implications and clear recommendations for action.


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Cross re fe rences fo r SDS f ramew ork w i th APM BoK,

NOS and PRINCE2 for PM

Listed in figure 2 (below) are the SDS skills, cross-referenced to APM,PRINCE2 and NOS skills. Full listings of the APM BoK elements, PRINCE2processes and components and NOS units follow this table.

This illustrates where source data has been obtained and how SDSframework skills are in line with existing professional bodies andmethodologies. You can access full APM, PRINCE2 and NOS detailedlistings from the appropriate bodies.

For example: SDS Project Management Skill 7 (Quality management) iscross-referenced and validated against APM 24 (Quality management),PRINCE2 (Quality in a project environment) and NOS 41 (Ensure quality inthe implementation of a project).

SDS Skill APM Body of

Knowledge

National Occupational

Standards1. Business case management 50, 12, 22 1-4, 10

2. Requirements management 32, 41-46 8, 11, 12, 36

3. Planning and control 21, 30-36 9, 13, 14, 15, 17, 31, 34

4. Project closure and handover 64 42

5. Project review/evaluation 65 32, 43, 46

6. Risk management 23 5, 6, 7, 18-20, 477. Quality management 24 41

8. Procurement management 53 16, 22

9. Contract management 23, 24, 25, 26

10. Creating and leading a project team 70-75, 66, 67 27-31, 35, 38, 44, 48-51

11. Acting as a change agent 34, 36

12. Performance management 4313. Health, safety and environment 54, 2514. Comply with regulatory requirements 54 33

SDS Skill PRINCE2 (Processes) PRINCE2 (Components)

1. Business case management IP3, DP2, SB3 Business case

2. Requirements management SU4, IP2, DP1-5, CS1-9MP1-3, PL1-7

Business caseplans

3. Planning and control IP 1-6, DP1-4, CS1-9,SB1-3, SB5-6,PL1-7

Plans, controls,configurationmanagement change control

4. Project closure and handover DP5, CP1-3 Controls5. Project review/evaluation CS2, CS5, CP3, SB5 Controls quality in a project

environment

6. Risk management SB4, IP3, DP1-4, CS3CS4, CS8, PL6

Management of risk

7. Quality management IP1, MP1-3, CS9 Quality in a project environment8. Procurement management MP1

9. Contract management MP2

10. Creating and leading a project team SU 1-6, DP1-5MP1-3

Organisation, controls

11. Acting as a change agent CS3,4,8 Change control

12. Performance management

13. Health, safety and environment

14. Comply with regulatory requirements


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APM Body of Knowledge

1 General

10 Project management

11 Programme management

12 Project context

2 Strategic

21 Strategy/project management plan

22 Value management

23 Risk management

24 Quality management

25 Health, safety and environment

3 Control

30 Work content and scope management

31 Time scheduling/phasing

32 Resource management

33 Budgeting and cost management

34 Change control35 Earned value management

36 Information management

4 Technical

40 Design, Implementation and hand-over management

41 Requirements management

42 Estimating

43 Technology management

44 Value engineering

45 Modelling and testing

46 Configuration management5 Commercial

50 Business case

51 Marketing and sales

52 Financial management

53 Procurement

54 Legal awareness

6 Organisational60 Life cycle design and management

61 Opportunity

62 Design and development63 Implementation

64 Hand-over

65 (Post) project evaluation review [O&M/ILS]

66 Organisation structure

67 Organisation rules

7 People

70 Communication

71 Teamwork

72 Leadership

73 Conflict management

74 Negotiation

75 Personnel management


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National Occupational Standards for Project ManagementUnit PM 1 Develop strategic objectives for the projectUnit PM 2 Identify and evaluate options for the projectUnit PM 3 Prepare the business case for undertaking a projectUnit PM 4 Prepare a project briefUnit PM 5 Establish and maintain a culture of risk awarenessUnit PM 6 Identify strategic risk and evaluate options for minimising project risk

Unit PM 7 Review the effectiveness of measures for controlling riskUnit PM 8 Establish the requirements of the project management teamUnit PM 9 Establish the project teams working methods and monitor performanceUnit PM 10 Develop operational objectives for the projectUnit PM 11 Prepare the specification of requirementsUnit PM 12 Estimate and specify resources required for the projectUnit PM 13 Develop outline programmes or schedules for projectsUnit PM 14 Develop a work breakdown structure for the projectUnit PM 15 Specify activities for project schedulesUnit PM 16 Recommend the means of procuring resources for projectsUnit PM 17 Develop a detailed schedule for the projectUnit PM 18 Monitor risks and review the effectiveness of measures for controlling themUnit PM 19 Identify perceived risks and evaluate options for their control

Unit PM 20 Monitor risks and review contingency plans and actionsUnit PM 21 Ensure the means of securing the required project resources are in placeUnit PM 22 Select and agree a procurement strategy and procedure(s)Unit PM 23 Recommend and agree the type and conditions of contractUnit PM 24 Develop contractual arrangementsUnit PM 25 Review and select tendersUnit PM 26 Verify contract arrangements are in placeUnit PM 27 Manage the performance of the team allocating workUnit PM 28 Manage the performance of the team agreeing objectives and work plansUnit PM 29 Manage the performance of the team assessing performanceUnit PM 30 Manage the performance of the team providing feedback on the team's

performanceUnit PM 31 Identify and establish procedures and responsibilities for the project

Unit PM 32 Review the progress of projectsUnit PM 33 Comply with regulatory requirementsUnit PM 34 Review and monitor the financial control of projectsUnit PM 35 Lead the project teamUnit PM 36 Monitor and adjust activities, resources and plansUnit PM 37 Develop solutions to project problemsUnit PM 38 Maintain communication with project stakeholdersUnit PM 39 Co-ordinate, monitor and control project schedulesUnit PM 40 Monitor income and expenditureUnit PM 41 Ensure quality in the implementation of the projectUnit PM 42 Control hand-over of responsibility for the projectUnit PM 43 Obtain and evaluate feedback on project performanceUnit PM 44 Promote and protect planned work

Unit PM 45 Ensure the completion of project activitiesUnit PM 46 Evaluate projectsUnit PM 47 Identify and analyse hazards and specify actions to control risks to people,

property and the environmentUnit PM 48 Manage the performance of teams and individuals allocate work to teams

and individualsUnit PM 49 Manage the performance of teams and individuals agree objectives and

work plans with teams and individualsUnit PM 50 Manage the performance of teams and individuals assess the performance

of teams and individualsUnit PM 51 Manage the performance of teams and individuals provide feedback to

teams and individuals on their performance


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PRINCE2 Processesreferences

SU1 Appointing a project board executive and a project managerSU2 Designing a project management teamSU3 Appointing a project management teamSU4 Preparing a project brief

SU5 Defining project approachSU6 Planning an initiation stage

IP1 Planning qualityIP2 Planning a projectIP3 Refining the business case and risksIP4 Setting up project controlsIP5 Setting up project filesIP6 Assembling a project initiation document

DP1 Authorising initiationDP2 Authorising a project

DP3 Authorising a stage or exception planDP4 Giving ad hoc directionDP5 Confirming project closure

CS1 Authorising work packagesCS2 Assessing progressCS3 Capturing project issuesCS4 Examining project issuesCS5 Reviewing stage statusCS6 Reporting highlightsCS7 Taking corrective action

CS8 Escalating project issuesCS9 Receiving completed work packages

MP1 Accepting a work packageMP2 Executing a work packageMP3 Delivering a work package

SB1 Planning a stageSB2 Updating a project planSB3 Updating a project business caseSB4 Updating the risk logSB5 Reporting stage end

SB6 Producing an exception planCP1 Decommissioning a projectCP2 Identifying follow-on actionsCP3 Project evaluation review

PL1 Designing a planPL2 Defining and analysing productsPL3 Identifying activities and dependenciesPL4 EstimatingPL5 SchedulingPL6 Analysing risks

PL7 Completing a plan


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Procurement

Procurement involves the complete cycle of processes from cradle to gravein the acquisition of goods, services, turnkey projects and legal issues. Thisencompasses both traditional funding and more innovative arrangementssuch as PFI, PPP.

Key sk i l l a reas

1. Managing the procurement process2. Strategic procurement3. Purchasing techniques and methods4. Managing PFI initiatives5. Supplier selection and evaluation6. Ethical procurement and legal aspects

7. Risk and value management8. Contract management9. Service level agreements10. Relationship management11. Commercial awareness12. Quality management13. Purchasing negotiations14. Change management


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1. Manag ing the p roc urement p rocess

Procurement management is the competence required to identify sources andrecommend the means of procuring resources for a project schedule, as wellas determining the strategy and associated procedures to be used in aprocurement plan. A schedule defines the scope and timetable of the work tobe undertaken.

For large and complex procurement, the role involves directing and verifyingthe activities of others involved in the detail of procuring resources to meet therequirements of the schedule.


general principles and processes of procurement with full knowledge ofthe procurement lifecycle

types of procurement method and procedures legislative and regulatory frameworks relating to procurement analysis and evaluation techniques project management methods and techniques leadership techniques


identify and evaluate key objectives and criteria for the procurementstrategy

follow and understand common processes for procurementspecifications, invitations to tender, terms and conditions, bidevaluation and awarding of and management of contracts

conduct research to determine the means/options for procuringresources

evaluate identified options against constraints and criteria and selectthe preferred options for further analysis

recognise the benefits or disadvantages of grouping resourcestogether and reflect these in the business case

act as an intelligent customer and provide advice to stakeholders andteam on acting with commercial acumen

understand public procurement policy and benefits compliance, reviewcompliance options and advise on preferred approach

provide advice on quality measures and metrics that facilitate ongoinginformation on how well services are performing and providing value,and allow regular benchmarking between providers.


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2. St ra t eg ic p roc urement

Strategic awareness is the competence and ability to identify circumstanceswhere value and risk require a strategic approach to be taken, to draw upbusiness and/or project plans and manage all aspects through to delivery.Business planning includes risk management; benefits analysis, cross-

functional teams and supply chain management.

For large and complex procurement the role involves being able to identifyand implement contracting strategies, managing suppliers and stakeholders.The business case is a strategic justification for undertaking procurement. Itneeds to take full account of the identified aims and objectives of the sponsorand stakeholders, as well as the criteria and issues that are likely to impact onits implementation and operation. It needs to identify the benefits of theprocurement/project and present support documentation on issues such ascommercial viability, costs and payback, risks, options and choices, as well asthe operational benefits.


general principles and processes of procurement with fullknowledge of the procurement lifecycle

economic, demographic, political and technological changes andtheir impact on organisations

types of procurement method and procedures legislative and regulatory frameworks relating to procurement project management methods and techniques business planning techniques

communication and presentation techniques.


operate on strategic projects as part of cross-functional teams draw up, review and update business cases and project plans with

stated strategic direction and high level aims and objectives define roles, responsibilities and processes for managing risk with

clearly defined routes for escalating to senior management conduct benefits analysis identify different contracting strategies and recommend preferred

strategic options check that financial provision has been made for project/programme

and that plans for business case justification are realistic, resourcedand authorised with focus on sustainable strategies and techniques

provide guidance and expertise to support the successful delivery ofprocurement-based projects and other forms of commercial activity

develop the government market so it is more efficient and attractivefor both suppliers and customers

develop a clear and supportive framework for best-in-classprocurement activity to help achieve better value for money

prepare and present the business case in a format which is likely to

gain support of the sponsor and other key stakeholders establish the baseline that will allow tracking of relevant

performance measures for service delivery, allowing qualitymeasurement and assessment of value.


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3. Purc has ing tec hn iques and m et hods

Purchasing methods and techniques require the knowledge and skills toensure public funds are spent effectively through better preparation andmanagement of contracts for the provision of products/services.



types and scope of procurement methods and procedures legislative and regulatory frameworks relating to procurement, including

EC procurement directives specifying requirements, types, terms and conditions of contracts and

their different applications sourcing the market quality management and performance measures treasury green book and whole-life costing.


demonstrate practical experience of commercial negotiation inprocurement

use knowledge and experience of specific markets to exploit themthrough application of developed procurement skills

demonstrate commercial awareness and credibility outside of ownorganisation

identify factors in the procurement life cycle that may affect the quality

of service as stated in the baseline established from the business case ensure that the type and number of contractors invited to bid are

sufficient to meet the procurement objectives and legal requirements describe external and economic influences that affect purchasing

decisions choose between the various procurement and contract strategies

available and select the strategy that maximises value define the scope and objectives of purchasing understand and define the total acquisition cost (and total cost of

ownership) provide whole-life costings that provide the necessary information to

make the best decisions for the procurement route.


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4. Managing PFI in i t ia t ives

The Private Finance Initiative is one of the governments key project deliverytools. Managing PFI initiatives requires an in-depth knowledge of its historyand development, its close links with departments and major private sectorplayers and a full understanding of commercial relationships.


PFI/PPP legal procedure, policies and practice supplier analysis and evaluation techniques types and conditions of contract and their different applications negotiation skills Treasury Green Book on investment appraisal and evaluation.


understand PFI/PPP policy and practice and the arguments for and

against identify, communicate with and manage key stakeholders understand standard contract documentation and the legal aspects of

PFI contracts settle disputes, events of default and other problems effectively manage PFI contracts that ensure continued value for

money participate and lead high value contract negotiations display thorough knowledge and understanding of commercial

partnering and be able to play a leading role within it develop the Government market so it is more efficient and attractive for

both suppliers and customers define change control procedures for maintaining and updating the

contract.


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5. Eth ic a l p rocurement and legal aspec t s

For procurement, individuals need to be able to explore the legal aspects andexamine the principal areas of law relevant to purchasing and supply withparticular emphasis on Contract and Sale of Goods. This knowledge willprovide the competence to deliver compliant ethical advice for theorganisation. Ethics are a system of values, a set of rules or standardsgoverning the conduct of the members of an organisation or profession.



organisational, commercial and professional codes of conduct legislative and regulatory frameworks relating to procurement including

EC procurement directives National Audit Office (NAO) and Treasury Guidance professional (e.g. CIPS) and organisational codes of ethics cultural and ethical differences between individuals, organisations,

contractors, suppliers and partners the difference between ethics and values.


ensure activities comply with EC procurement directives and generallegislation requirements

recognise compliance issues for market sounding and requirementsdefinition

know when to seek out the advice of in-house procurement and legal

staff make informed and sound decisions at the appropriate stages of the

procurement process conduct the procurement process with honesty and fairness and create

the highest possible standards of competence within the team andorganisation

ensure that prospective contractors and suppliers are given equalopportunity to tender/quote for all goods and services

adhere to departmental procurement policy, procedures and bestpractice in procurement activities

understand conflicts of interest in procurement and declare that interest

where appropriate maintain an unimpeachable standard of integrity in all business

relationships both internal and external to the organisation.

Documents

Skills Framework Document v1