Skills Framework Document v1

Successful Delivery Skills
Skills Framework
Foreword
I am pleased to present the enhanced version of the Successful Delivery Skills documentation. The OGC is dedicated to continuously improving its products in light of changing needs. Feedback received as a result of the original Successful Delivery Skills Programme, launched in September 2002 improved our knowledge of departments requirements. Specifically, we conducted research with the Successful Delivery Skills User Forum comprising seventeen government departments. We also worked closely with the Cabinet Office in producing this version of the Framework. The new version encompasses the views of the Cabinet Office and is therefore co-branded. This will help support the process of establishing existing procurement and programme & project management capability across government, track improvements and aid development of staff. It should also demonstrate the benefits of the rising capability for projects, programmes and acquisitions. Both the Project Board and I would like to extend our thanks to all those who contributed to the Successful Delivery Skills Enhancement Project and recommend the adoption and use of the Passport and embedded Framework.
Jane Grant (SRO)
Contents
Introduction
Benefits Definitions Structure Architecture for Skills Framework Example of how to use the framework Conclusion Generic skills to support delivery Signposts for the individual Sources for the organisation Links to other initiatives
4
4 5 5 5 7 8 9 9 10 11
Proficiency levels
0. No Skill 1. Awareness 2. Practitioner 3. Expert 4. Innovator
12
12 12 12 12 12
Key delivery skills

Programme management Key skill areas 1. 2. 3. 4. Programme management techniques/methodologies Programme definition Programme governance Managing the change process
13
13 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 30 31 32 33 34
Project management Key skill areas 1. Business case management 2. Requirements management 3. Planning and control 4. Project closure and handover 5. Project review/evaluation 6. Risk management 7. Quality management 8. Procurement management 9. Contract management 10. Creating and leading a project team 11. Acting as a change agent 12. Performance management 13. Health, safety and environment 14. Complying with regulatory requirements Cross references for SDS framework
2
Procurement Key skill areas 1. Managing the procurement process 2. Strategic procurement 3. Purchasing techniques and methods 4. Managing PFI initiatives 5. Ethical procurement and legal aspects 6. Supplier evaluation and selection 7. Risk and value management 8. Contract management 9. Service level agreements 10. Relationship management 11. Commercial awareness 12. Quality management 13. Purchasing negotiations 14. Change management
38 39 40 41 42 43 44 45 46 47 48 49 50 51 52
Introduction
The Civil Service needs to be valued as much for its capacity to deliver as for its policy skills, the Prime Minister said at the Delivery and Values event in February 2004. This event reviewed the current progress of Civil Service reform, setting out its changing shape for the future, and work is now under way to define the range and extent of professional skills that will be needed. This includes established professions but goes wider to cover newer areas such as programme and project management, as well as the skills relevant to policy analysis and operational activities. The results will affect recruitment, deployment and progression. The drive for reform recognises the Civil Service needs to attract skilled individuals into government who will bring the expertise we need and to raise the professional skills of existing staff to improve our capability to deliver. The Office of Government Commerce (OGC) is working with departments to achieve this through the Successful Delivery Skills (SDS) Programme. The programme aims to address commercial skills needs by providing a common framework against which the development of individuals can be assessed and planned. It also aims to provide a means for the individual to show progress in the development of those skills. The SDS programme seeks to increase the value given to professional delivery skills by individuals and their departments. Our approach recognises each department has unique skills requirements and that one-size-fits-all solutions will not meet their needs. The Skills Framework seeks to establish a shared vocabulary for commercial skills. The framework identifies and describes 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 not sufficient and that effective performance is also dependent on having good generic skills such as communication, teamwork and leadership.
Benefits
The SDS Framework benefits individuals by: defining delivery skills within their current work area allowing accurate skill gaps analysis and helping to define personal development plans promoting links to industry recognised professional qualifications. The SDS Framework benefits managers by: facilitating training needs analysis thereby allowing better targeted training and development plans assisting risk management and resource forecasting streamlining management information providing a common language for skills assessment.
Definitions
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 its current and future provision of services and/or products. Competence: Combination of skill, knowledge, experience and aptitude sufficient to meet the purpose. Levels of competence: The SDS Programme recognises a number of levels of maturity in each of the individual skills. These are: Level 1 Level 2 Level 3 Level 4 (+5 PPM) Awareness Knowledge/Practitioner Expert Innovator
Structure
The SDS Framework is set out so that an individual can assess themselves against the skills required for PPM and/or procurement roles. The detailed guidance on proficiency levels set out on page 11 should be used to identify particular strengths and weaknesses. Optionally, they can then assess themselves against any particular skills area within which they feel they already have a level of maturity they would like to record or which they need to consider for future career progression.
Architecture for Skills Framework

Systematically defined, standardised
Job
Role
Functional areas of work and competence
Skill
Knowledge, skills, experience, products
Behaviour
Things that people do in the real world
It is important to emphasise that there is no common agreement on job titles, grades etc. across departments. Therefore ROLE is the area that remains static across departments. Each department will create jobs that consist of a number of roles or areas of competence. Following this architecture for the framework, an individual working as a Project Manager would match their position as follows: Job: Role: Current job title/role specific to your department. Project Management. This would be one role that makes up a job. Others for example might be generic skills or a skill set specific to the job. There are 14 skills associated with the Project Management role. The jobholder would select the total number that are relevant to the current role. The behaviours are listed in bullet point format within the skills framework. These are the performance behaviours or specifically stated requirements for a person performing a particular task (at expert level as described in the framework).
Skill:
Behaviour:
Job: As defined within relevant organisation/department Role: Project management A project is a unique set of co-ordinated activities, with definite starting and finishing points, undertaken by an individual or team to meet specific objectives within defined time, cost and performance parameters as specified in 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 overall programme of business change. Project management is much more than the tasks carried out by a project manager. Project management is a combination of the roles and responsibilities of individuals assigned to the project, the organisational structure that sets out clear reporting arrangements and the set of processes to deliver the required outcome. It ensures that everyone involved knows what is expected of them and helps to keep cost, time and risk under control.
Skill (1 OF 14): 1. Business case management: Behaviours: As an expert you 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 the project 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 enhances competitiveness of the project.
Example of how to use the framework

The revised SDS Framework will allow assessment at a skill level, as well as at role level. This is shown in the following model, using the area of Project management as an example. Project management (extract from framework for illustrative purpose only) Project management is the process of creating and maintaining an environment that guides a project to its successful completion. It includes understanding the procedures and methods that define a project while confronting and overcoming the problems encountered over the project lifespan. Key skill areas 1. Business case management 2. Requirements management 3. Planning and control 4. Project closure and handover 5. Project review/evaluation 6. Risk management 7. Quality management 2 3 3 3 1 1 1 8. Procurement management 9. Contract management 10. Create/lead a project team 11. Acting as a change agent 12. Performance management 13. Health, safety and environment 0 1 4 1 2 1 2
14. Complying with regulatory requirements Fig 1: example of assessment against skills
It is not intended that individuals/roles are assessed against all the skills levels, 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 need for a particular subject expertise or a need to have more than a basic Level 1 Awareness. For example, in some project teams other members will provide the necessary expertise in a particular area. A further level, Level 0, exists. This level is not required and illustrates where individual departments have differing structures to their job roles e.g. a project manager who has no procurement input, or an HR professional who has no training and development contribution. These skill areas can be identified for future skill development where appropriate. Further explanation of these levels is given on page 11 of this document. Development needs can be identified by comparing the skills held by the individual against those required for the role. Further information is found in the Assessment guide. Similarly the framework can be used to assist in the recruitment process by helping managers articulate requirements for a particular role.
Conclusion
In order to meet the different needs of departments, the framework has been developed to have a degree of flexibility and adaptability. The aim of the framework is to support the development of a common vocabulary on delivery skills. We envisage that there might be an 80% match across departments in terms of common skills requirements. The remainder will be more applicable in some departments than others and can be used in a pick-and-mix fashion for departments to match their current capabilities and requirements. The framework will be further supported by the addition of training paths/curriculum for each delivery skill area. Further support for Project and Programme Management (PPM) and procurement is available within the specialist communities. PPM Specialism: www.ppm.ogc.gov.uk Government Procurement Service: www.gps.ogc.gov.uk
Generic skills to support delivery

The Workforce Development Plan for Central Government, Developing 21st Century Skills1 highlighted the need for people working in specialist roles to have good generic skills. Strong technical knowledge and expertise can be completely undermined by poor communication or team working skills. Therefore we recommend that development in PPM or procurement should also include consideration of the generic skills needed for effective performance. The early work to develop this framework identified some of those generic skills which would clearly be needed to support effective performance in PPM and procurement roles. These include: leadership, teamwork, interpersonal skills, 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. Our role here is to emphasise the importance of generic skills to effective performance in PPM and procurement roles and to signpost sources for assessing generic skills needs. In developing it, OGC has produced a generic skills framework, which can be shared with departments or other specialist groups wishing to develop a comprehensive competence framework to support PPM and procurement disciplines.
Signposts for the individual

Learning and development needs are usually identified as part of the performance management process. In assessing development needs, the individual should aim to agree with their line manager a plan covering the full range of development required for the current role and longer term. The individual needs to look at the approach taken by their organisation to encouraging development. Many will have developed competence frameworks which describe effective behaviours in a range of generic skills. In addition, 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.htm Assessment and development centres can offer a more rigorous approach to identifying development needs, as can 360-degree feedback.
Hwww.central-gov-nto.org.uk/library/pdf/swdp_March2001.pdfH 9
Sources for the organisation

There are a number of ways in which organisations seek to specify their requirement for generic skills. The broader context for understanding generic skills needs is set out in the Workforce Development Plan for Central Government, Developing 21st Century Skills which will be updated in the coming year. Many departments responded to the Skills Strategy White Paper and devised skills development plans for the end of March 2004. Other methods for understanding generic skills needs include conducting skills audits and training needs analysis and the development of competence frameworks. In addition, the use of National Occupational Standards (NOS) provides a useful way of specifying requirements for a specific skill. There are NOS for project management and many other areas and they are developed by 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 both employers and employees they represent a valid goal to which departments and staff can aspire they contain a level of detail which gives precise specifications about what competent performance actually means.
There are NOS in a number of areas management, customer service, ICT, administration. Here are some useful links: Management Administration Customer service www.management-standards.org.uk www.cfa.uk.com/standards/index.htm www.instituteofcustomerservice.com/detailsone.asp?Cont entID=24&NavBar=Skills+and+Qualifications&Level2=Oc cupational+Standards&ParentContentID=21 www.e-skills.com/cgi-bin/wms.pl/166
e-skills
In addition, the new Key Skills devised by the Qualifications and Curriculum Authority set out standards at a number of levels for: application of number; communication; improving own learning and performance; information technology; problem solving and working with others. Further information is available at: www.qca.org.uk/qualifications/types/603.html
10
Links to other initiatives

Professionalism in PPM and procurement is increasingly valued as can be seen, for example, by the establishment of PPM specialism. There is increasing emphasis on these skills in managing not only large projects subject to the Gateway process, but also the associated organisational change and the development strategy and policy. It is therefore important to look for links to other work linked to the delivery agenda. For example, the Cabinet Offices Strategy Unit leads in its work to increase strategic capability in the Civil Service. It is important for individuals in PPM roles to recognise the link between delivery and strategy. There is a shared responsibility across a department to think and act strategically, insuring that we understand how we are 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.htm OPSR/OGC Policy to Delivery Toolkit: www.ogc.gov.uk/sdtoolkit/keyissues/getting/index.htm OGC Project Management Guidance: www.ogc.gov.uk/sdtoolkit/workbooks/projects/index.html www.ogc.gov.uk/prince OGC Programme Management Guidance: www.ogc.gov.uk/sdtoolkit/workbooks/programmes/index.html OGC Procurement Guidance: www.ogc.gov.uk/sdtoolkit/workbooks/procurement/index.html OGC Successful Delivery Skills: www.ogc.gov.uk/sdtoolkit/reference/skills/index.html
11
Proficiency levels for 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 current job structure.
Level 1 Awareness
Describes someone who is dependant on others for direction, is learning the skill and when facing something new or unusual has to refer to procedures, manuals, other team members etc., for guidance. You may only ever need awareness of particular skills, or may be gaining experience in the skill. It is important to note that attending training does not automatically mean that your proficiency level will increase. Once you have received training you will need to reinforce what you have learnt by using the skills. You may stay at this level for some time, training and other development activities will help, but it is experience of applying new skills that will develop your proficiency level. As people 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, is competent 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 an expert for non-standard issues and problems. You will still be using a variety of development activities to increase your experience and proficiency level e.g. reading manuals, white papers etc. and on the job training. You will still go on training courses and these 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, is aware of alternative options and approaches to situations, can guide or advise others in this 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 as using 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 unusual situations. Others will seek you out for advice and you may be involved in coaching/mentoring activities.
Level 4 Innovator
Describes someone who is seen as setting an example to others, is a recognised expert and visionary in the field, provides broad guidance to others in the application of their skills to related areas, is a thought leader in their field (shows advanced thinking, develops innovative approaches) and stretches others thinking and challenges them to excel.
12
Key delivery skills

Programme Management
Programme Management is a structured framework for defining and implementing change within an organisation. A programme is a portfolio of projects and activities that are co-ordinated and managed as a unit so they achieve outcomes and realise benefits that are of strategic importance. Programme Management is about managing uncertainties. Uncertainties can arise when the path to achieving the vision is not clear at the start, or when it has to deviate during the programme, or when the vision itself needs refining. Programme Management can help to deliver outcomes while managing and controlling change in an uncertain environment. Programme Management often involves changes to the culture, style and personality of organisations. The people aspects of change must be recognised and accommodated if the programme is to succeed.
Key skill areas

1. 2. 3. 4. Programme management techniques/methodologies Programme definition Programme governance Managing the change process
1. Programme management techniques/methodologies

The programme manager is responsible, on behalf of the Senior Responsible Owner (SRO), for successful delivery of the new capability. The role requires the effective co-ordination of the projects and their interdependencies, and any risks and other issues that may arise. In most cases, the programme manager will typically work full-time on the programme, as the role is crucial for creating and maintaining enthusiasm. As the programme is implemented, changes to policy, strategy, or infrastructure may have an impact right across the project portfolio, or outside the programme. The programme manager is responsible for the overall integrity and coherence of the programme, and develops and maintains the programme environment to support each individual project within it - typically through 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
13
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.
14
2. Programme definition
Defining a programme is a crucial process. It is where the detailed definition for the programme is done and it provides the basis for deciding whether to proceed with the programme or not. The initial justification and case for the programme has to be developed into a more rigorous view of its outcomes and how the organisation needs to change to deliver them. The programme brief is used as the starting point for refining the programmes objectives and targets into the programme definition, which defines what the programme is going to do, how it going to do it, who is involved and the business case for the programme. The governance framework 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, dependencies and 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 the programme will be run, changes be implemented and benefits delivered. 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 with appropriately.
15
3. Programme governance
Governance is concerned with accountability and responsibilities; it describes how the organisation is directed and controlled. In particular, governance is concerned with:
organisation - the organisational units and structures, groupings, and coordinating mechanisms (such as steering groups) established within the organisation and in partnership with external bodies, for the management of change management - the roles and responsibilities established to manage business change and operational services, and the scope of the power and authority which they exercise Policies - the frameworks and boundaries established for making decisions about investment in business change, and the context and constraints within which decisions are taken.
Your arrangements for governance will form an integral part of the wider arrangements for the organisation, management and policies of the business as a whole; governance will need to be consistent with the wider governance issues in the organisation. The governance framework defines the strategies for quality, stakeholder management, issues, risks, benefits, resources and planning and control for the programme. As an expert you will have underpinning knowledge and understanding of:
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 and strategies monitor programme progress and measure performance against stated objectives 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 and procedures. Lead monitoring and review activities, including commissioning formal reviews such as Gateways if required conduct formal review and assessment of a programme against its strategic objectives. Make recommendations on whether to proceed, realign or abandon the programme update key programme documentation such as the business case, ensuring the overall integrity of the programme is maintained.
16
4. Managing the change process

Most organisations aim for long-term strategic goals. The strategies that take them toward those goals are designed to respond flexibly to factors that suggest new directions: drivers for change. There will be a number of drivers for change acting on an organisation. They vary in nature and urgency, from external pressures such as competitive markets or changes in policy, to internal pressures such as new working arrangements resulting from mergers and acquisitions. There will also be drivers for stability - drivers that resist change, encourage inertia, or perhaps make decisions more difficult. Fulfilling the strategy and therefore responding to the drivers requires the completion of a number - preferably a small number - of programmes. The strategy sets the context for change and provides the raw material for planning, running and completing the programmes. Programme management is the delivery of change in the form of outcomes, and thus benefits. It is a framework for implementing business strategies, policies and initiatives, or large-scale change, within an overall vision of the desired outcome. As an expert you will have underpinning knowledge and understanding of:

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 the different levels of risk they carry, and relate them to the organisation 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 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 new capabilities develop strategies, techniques and strategic alliances with key stakeholders 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.
17
Project management
A project is a unique set of co-ordinated activities, with definite starting and finishing points, undertaken by an individual or team to meet specific objectives within defined time, cost and performance parameters as specified in 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 overall programme of business change. Project management is much more than the tasks carried out by a project manager. Project management is a combination of the roles and responsibilities of individuals assigned to the project, the organisational structure that sets out clear reporting arrangements and the set of processes to deliver the required outcome. It ensures that everyone involved knows what is expected of them and helps to keep cost, time and risk under control.
Key Skill Areas2

1. Business case management 2. Requirements management 3. Planning and control 4. Project closure and handover 5. Project review/evaluation 6. Risk management 7. Quality management 8. Procurement management 9. Contract management 10. Creating and leading a project team 11. Acting as a change agent 12. Performance management 13. Health, safety and environment 14. Complying with regulatory requirements
Based upon information collated from National Occupational Standards for Project Management, APM Body of Knowledge (BoK) and PRINCE2 (all cross-referenced on page 27), with additional information from Information Systems Examinations Board (ISEB) and M_o_R (Management of Risk) 18
1. Business case management

The business case is a strategic justification for undertaking a project and needs to take full account of the identified aims and objectives of the sponsor and stakeholders, as well as the criteria and issues that are likely to impact on the implementation and operation of the final outputs. The business case needs to identify the benefits of the project and present support documentation on issues such as: commercial viability, costs and payback, risks, options and choices, as well as the operational impact of the project. As an expert you 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 expert you will be able to: verify that 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 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 for the sponsor and other key stakeholders to commit to undertaking the project 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 strategies for value management that improve business decision-making, increase effectiveness and enhances competitiveness of a project.
19
2. Requirements management
For large and complex projects, the role of the project manager will normally be to direct and verify the activities of others involved in the detail of estimating resources. On other projects, the project manager may well be expected to do some of this work. As an expert you will have underpinning knowledge and understanding of:

general principles and processes for identifying and defining requirements legislative and regulatory frameworks analysis and evaluation techniques whole life costs relevant software project management methods and techniques.

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 success factors explain to stakeholders how the proposed project approach will achieve the specification of requirements.
20
3. Planning and control

A planning schedule defines the scope of work to be undertaken and timetable for a project. It includes all activities that are to be resourced, scheduled and undertaken over a period of time to achieve the required project outcomes. For large and complex projects the role of the project manager will normally be to direct and verify the activities of others that are involved in the detailed scheduling of the project. On other projects the project manager may well be expected to do some of this work. As an expert you will have underpinning knowledge and understanding of:

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 an appropriate work/product breakdown structure derive the activities required to achieve project outputs, to the level of accuracy and detail needed for scheduling and resourcing produce a work/product breakdown structure which meets the specified requirements for the project present work/product breakdown structure in a format suitable for facilitating the project schedule, procurement and implementation determine the level of detail and accuracy required for the schedules with stakeholders verify methods of scheduling component activities and resources conform to best practice and are consistent with the scale and complexity of the activity ensure that schedule links between component activities are correctly identified confirm the duration of each group of component activities is estimated to 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 for achieving 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 reschedule as appropriate.
21
4. Project closure and handover

Project closure and handover signifies the successful completion of the project or a phase of the project and its handover to the operational authority or sponsor, or to parties who are to progress the project to a subsequent phase and that the contractual commitments have been met and accepted by the appropriate authorities. As an expert you will have underpinning knowledge and understanding of:

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.
22
5. Project review/evaluation
Project review is the evaluation of project performance at a particular point in the schedule, and assessment of how any lessons might be applied in the future. An overall evaluation is likely to take place on the completion of the project, but interim evaluations may take place at key stages of the project schedule. In order to evaluate the effectiveness of project planning, management and implementation, it is necessary to collect, collate and verify all key information about the project, and carry out a comparison of what was planned against what actually happened. An analysis of the comparison should identify the reasons for variations, draw out the key lessons and areas for improvement, and provide evidence for consulting with interested parties and giving them an opportunity to comment. Records of the process should be completed so that they can be used to inform future projects. The results need to be reported and disseminated with acknowledgement to the contributions made by others. As an expert you will have underpinning knowledge and understanding of:

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.
23
6. Risk management
Risk management of a project covers approaches to identifying strategic and operational risks, and evaluates options for minimising them. It ensures that those with risk management responsibilities implement appropriate measures during the life of the project and review them on a regular basis, identify and assess the impact of perceived risks and their influence on the project schedule and have appropriate contingency action plans in place to remove or limit risk throughout the course of the projects. As an expert you will have underpinning knowledge and understanding of:

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 implications for 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.
24
7. Quality management
Quality management is concerned with the commitment to delivery and control of quality at all stages of the project. It requires responsibilities to be defined and delegated, and monitoring and reporting systems to be in place. As an expert you will have underpinning knowledge and understanding of:

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 to meet requirements ensure a commitment to quality assurance procedures is obtained from those 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 nonconformance and limit their effect produce and maintain records in line with requirements needed for quality audits.
25
8. Procurement management
Procurement management identifies sources and recommends the means of procuring resources for the project schedule, and determines the strategy and associated procedures to be used in a procurement plan. A schedule defines the scope of the work to be undertaken and timetable for a project. For large and complex projects, the role of the project manager will normally be to direct and verify the activities of others that are involved in the detail of procuring resources to meet the requirements of the schedule. On other projects, the project manager may well be expected to do some of this work. As an expert you will have underpinning knowledge and understanding of:

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 contractual agreements and confirm these with interested parties identify and evaluate key objectives and criteria for the procurement strategy and communicate with stakeholders verify that the specifications or work/product breakdown structure for 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 contractors capable of meeting specified project objectives conduct research to determine the means/options for procuring resources evaluate identified options against constraints and criteria and select the preferred options for further analysis categorise potential providers for each group of resources that meet the needs of the schedule and record them in an appropriate format to facilitate decision-making and procurement recognise the benefits or disadvantages of grouping resources together, and reflect these in the selection of the preferred procurement options make recommendations to stakeholders on the means of procuring resources, ensuring justifications are recorded in a format that aids decision-making and resource procurement ensure that specifications for elements to be contracted out are unambiguous and in sufficient detail for potential contractors to make competitive bids ensure the type and number of contractors invited to bid are sufficient to meet the project objectives and legal requirements check sufficient information is available on capabilities of potential contractors and that it is analysed against valid criteria for them to be included in a tender list.
26
9. Contract management
Contract management involves being able to identify and recommend the type and conditions of contract, to satisfy the procurement plan and keep in line with organisational procedures and legal requirements. Being able to develop contractual arrangements and options is part of the function of managing contracts. In smaller projects and in work packages, the project manager is likely to be responsible for the majority of the key decisions and actions. In large projects or multi-project programmes, a number of key decisions may need to be referred to or verified by those in higher authority, depending upon the level of authority delegated to the project manager. Contractual arrangements include formal contracts (or sub-contracts) and agreements. Similar competence is required for both the letting of contracts and in the bidding for contracts. As an expert you 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 are appropriate to the project requirements, with a recommendation for the 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.
27
10. Creating and leading a project team

Creating a project team involves following the organisations preferred methodology/process e.g. Prince2 for Project Board/team creation. Leading a project team involves making the best use of a team and its members, even where the project manager may not necessarily be the individuals direct line manager, so that the team can achieve the project objectives. The project manager needs to communicate what is expected of the team and its members, gain their commitment to the programme, assess the performance of the team and its members, delegate tasks effectively and provide feedback to those involved. Where resources are limited, the project manager may have to prioritise objectives or re-allocate resources while minimising the disruption this may cause and should set out and agree project objectives and work plans with the team that are SMART and consistent with the organisations policies. Team members also need to understand the ways of working in sufficient detail so they clearly understand their roles, objectives and responsibilities within the team. Objectives and work plans need to be regularly updated and communicated in the light of progress and change. As an expert you will have underpinning knowledge and understanding of:

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 the organisation 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 of resources, inform the team of changes to work allocations in an appropriate way, defining and communicating team responsibilities clearly develop objectives and work plans that are consistent with team and project objectives with agreement from the team ensure objectives, work plans and schedules are realistic and achievable within project and organisational constraints ensure team objectives and work plans take account of team members abilities and contribute to their development needs where possible confirm team and individual understanding of, and commitment to, objectives and work plans
28
provide advice and guidance on how to achieve team objectives in sufficient detail and at times which are appropriate to the needs of the team update objectives and work plans regularly, taking account of any individual, team and organisational changes monitor the performance of the team against agreed objectives and work plans conduct assessments objectively against clear, agreed criteria, giving the team opportunities to monitor and assess their own performance against objectives and work plans where appropriate plan and provide feedback to teams at appropriate times and locations and in a form and manner most likely to maintain and improve performance provide clear feedback that is based on objective assessment of their performance against agreed objectives, ensuring feedback acknowledges achievements give feedback that provides team members with constructive suggestions 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 respond and contribute to how they could improve performance in the future.
29
11. Acting as a change agent

In most organisations the management of change and transition is considered a core activity in the achievement of survival and growth. Shifts in economic, political, social and technological environments mean that organisations need to increase capability and respond creatively to the new challenges and ways of working. There is a difference between change control within a project and the management of change when implementing organisational changes as a result of a project. At a senior level, professionals need to demonstrate the contribution they make in helping people and the organisation recognise the relationship between vision, capability and the business environment, as well as mobilising processes that enable change at the appropriate levels of the organisation. As an expert you will have underpinning knowledge and understanding of:

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 the different 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 and organisational 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 for new capabilities develop strategies, techniques and strategic alliances with key stakeholders for the successful implementation of change understand human aspects and factors influencing change.
30
12. Performance management

Performance management helps improve project and organisational effectiveness and adds value by enhancing existing capabilities and building new ones. It is largely concerned with the continuous development of broad strategic capabilities and the specific capabilities of individuals and teams. Project managers have an important role to play in helping functional managers and individuals to develop the performance management processes and skills to meet business needs and in advising on how to align project, corporate, individual and team objectives. As an expert you will have underpinning knowledge and understanding of:

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 to align project and corporate objectives and values prepare and present a business case for the development of strategic performance management processes evaluate performance management processes against project objectives partner with managers and design performance management principles that fit the organisations culture and help develop key processes advise on and help develop the performance management skills of others in objective setting, performance measures, evaluation, providing feedback, identifying development needs, coaching, counselling and mentoring integrate with organisational performance management initiatives and techniques e.g. Investors in People (IiP).
31
13. Health, safety and environment

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 and methods required to minimise to a level considered acceptable by the public, the legal system, users, operators and others the likelihood of accident or damage to people, equipment, property or the environment. This involves ensuring standards are respected and achieved in operation and reviewing them to ensure their continued validity. It also entails proper appreciation of the legal and corporate environment control and reporting procedures 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 the main 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 Safety Executive distinguish specific hazards both generally and from an organisations perspective.
As a practitioner you will be able to:
explain the component parts of a recognised safety management system 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 accident investigation, recognising the human factors involved describe statutory requirements for reporting and procedures for checking for non-reporting define hazards and risks and describe the legal requirements for risk assessment 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.
32
14. Complying with regulatory requirements

Project management professionals require an awareness of legal duties, requirements and processes in differing project situations. This includes awareness of potential causes of disputes, liabilities, breaches of contract, means of resolving disputes and regulatory requirements. As an expert you will have underpinning knowledge and understanding of:

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, get amendments agreed with the appropriate authorities verify with the regulatory authority the proposed methods of compliance provide the required project access and information to comply with regulatory requirements communicate with regulatory authorities in a professional and courteous manner inform, promptly and accurately, those responsible for the project implementation of the conditions of approval(s) by regulatory authorities monitor and ensure compliance is maintained throughout a projects life cycle provide stakeholders with explanations of variances, causes, implications and clear recommendations for action.
33
Cross references for SDS framework with 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, PRINCE2 processes and components and NOS units follow this table. This illustrates where source data has been obtained and how SDS framework skills are in line with existing professional bodies and methodologies. You can access full APM, PRINCE2 and NOS detailed listings from the appropriate bodies. For example: SDS Project Management Skill 7 (Quality management) is cross-referenced and validated against APM 24 (Quality management), PRINCE2 (Quality in a project environment) and NOS 41 (Ensure quality in the implementation of a project).
SDS Skill 1. Business case management 2. Requirements management 3. Planning and control 4. Project closure and handover 5. Project review/evaluation 6. Risk management 7. Quality management 8. Procurement management 9. Contract management 10. Creating and leading a project team 11. Acting as a change agent 12. Performance management 13. Health, safety and environment 14. Comply with regulatory requirements SDS Skill 1. Business case management 2. Requirements management 3. Planning and control APM Body of Knowledge 50, 12, 22 32, 41-46 21, 30-36 64 65 23 24 53 70-75, 66, 67 34, 36 54, 25 54 National Occupational Standards 1-4, 10 8, 11, 12, 36 9, 13, 14, 15, 17, 31, 34 42 32, 43, 46 5, 6, 7, 18-20, 47 41 16, 22 23, 24, 25, 26 27-31, 35, 38, 44, 48-51 43 33 PRINCE2 (Components) Business case Business case plans Plans, controls, configuration management change control Controls Controls quality in a project environment Management of risk Quality in a project environment
PRINCE2 (Processes) IP3, DP2, SB3 SU4, IP2, DP1-5, CS1-9 MP1-3, PL1-7 IP 1-6, DP1-4, CS1-9, SB1-3, SB5-6, PL1-7 DP5, CP1-3 CS2, CS5, CP3, SB5 SB4, IP3, DP1-4, CS3 CS4, CS8, PL6 IP1, MP1-3, CS9 MP1 MP2 SU 1-6, DP1-5 MP1-3 CS3,4,8
4. Project closure and handover 5. Project review/evaluation 6. Risk management 7. Quality management 8. Procurement management 9. Contract management 10. Creating and leading a project team 11. Acting as a change agent 12. Performance management 13. Health, safety and environment 14. Comply with regulatory requirements
Organisation, controls Change control
34
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 control 35 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 management 5 Commercial 50 Business case 51 Marketing and sales 52 Financial management 53 Procurement 54 Legal awareness 6 Organisational 60 Life cycle design and management 61 Opportunity 62 Design and development 63 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
35
National Occupational Standards for Project Management

Unit PM 1 Unit PM 2 Unit PM 3 Unit PM 4 Unit PM 5 Unit PM 6 Unit PM 7 Unit PM 8 Unit PM 9 Unit PM 10 Unit PM 11 Unit PM 12 Unit PM 13 Unit PM 14 Unit PM 15 Unit PM 16 Unit PM 17 Unit PM 18 Unit PM 19 Unit PM 20 Unit PM 21 Unit PM 22 Unit PM 23 Unit PM 24 Unit PM 25 Unit PM 26 Unit PM 27 Unit PM 28 Unit PM 29 Unit PM 30 Unit PM 31 Unit PM 32 Unit PM 33 Unit PM 34 Unit PM 35 Unit PM 36 Unit PM 37 Unit PM 38 Unit PM 39 Unit PM 40 Unit PM 41 Unit PM 42 Unit PM 43 Unit PM 44 Unit PM 45 Unit PM 46 Unit PM 47 Unit PM 48 Unit PM 49 Unit PM 50 Unit PM 51 Develop strategic objectives for the project Identify and evaluate options for the project Prepare the business case for undertaking a project Prepare a project brief Establish and maintain a culture of risk awareness Identify strategic risk and evaluate options for minimising project risk Review the effectiveness of measures for controlling risk Establish the requirements of the project management team Establish the project teams working methods and monitor performance Develop operational objectives for the project Prepare the specification of requirements Estimate and specify resources required for the project Develop outline programmes or schedules for projects Develop a work breakdown structure for the project Specify activities for project schedules Recommend the means of procuring resources for projects Develop a detailed schedule for the project Monitor risks and review the effectiveness of measures for controlling them Identify perceived risks and evaluate options for their control Monitor risks and review contingency plans and actions Ensure the means of securing the required project resources are in place Select and agree a procurement strategy and procedure(s) Recommend and agree the type and conditions of contract Develop contractual arrangements Review and select tenders Verify contract arrangements are in place Manage the performance of the team allocating work Manage the performance of the team agreeing objectives and work plans Manage the performance of the team assessing performance Manage the performance of the team providing feedback on the team's performance Identify and establish procedures and responsibilities for the project Review the progress of projects Comply with regulatory requirements Review and monitor the financial control of projects Lead the project team Monitor and adjust activities, resources and plans Develop solutions to project problems Maintain communication with project stakeholders Co-ordinate, monitor and control project schedules Monitor income and expenditure Ensure quality in the implementation of the project Control hand-over of responsibility for the project Obtain and evaluate feedback on project performance Promote and protect planned work Ensure the completion of project activities Evaluate projects Identify and analyse hazards and specify actions to control risks to people, property and the environment Manage the performance of teams and individuals allocate work to teams and individuals Manage the performance of teams and individuals agree objectives and work plans with teams and individuals Manage the performance of teams and individuals assess the performance of teams and individuals Manage the performance of teams and individuals provide feedback to teams and individuals on their performance
36
PRINCE2 Processes
references SU1 SU2 SU3 SU4 SU5 SU6 IP1 IP2 IP3 IP4 IP5 IP6 DP1 DP2 DP3 DP4 DP5 CS1 CS2 CS3 CS4 CS5 CS6 CS7 CS8 CS9 MP1 MP2 MP3 SB1 SB2 SB3 SB4 SB5 SB6 CP1 CP2 CP3 PL1 PL2 PL3 PL4 PL5 PL6 PL7 Appointing a project board executive and a project manager Designing a project management team Appointing a project management team Preparing a project brief Defining project approach Planning an initiation stage Planning quality Planning a project Refining the business case and risks Setting up project controls Setting up project files Assembling a project initiation document Authorising initiation Authorising a project Authorising a stage or exception plan Giving ad hoc direction Confirming project closure Authorising work packages Assessing progress Capturing project issues Examining project issues Reviewing stage status Reporting highlights Taking corrective action Escalating project issues Receiving completed work packages Accepting a work package Executing a work package Delivering a work package Planning a stage Updating a project plan Updating a project business case Updating the risk log Reporting stage end Producing an exception plan Decommissioning a project Identifying follow-on actions Project evaluation review Designing a plan Defining and analysing products Identifying activities and dependencies Estimating Scheduling Analysing risks Completing a plan
37
Procurement
Procurement involves the complete cycle of processes from cradle to grave in the acquisition of goods, services, turnkey projects and legal issues. This encompasses both traditional funding and more innovative arrangements such as PFI, PPP.
Key skill areas

1. Managing the procurement process 2. Strategic procurement 3. Purchasing techniques and methods 4. Managing PFI initiatives 5. Supplier selection and evaluation 6. Ethical procurement and legal aspects 7. Risk and value management 8. Contract management 9. Service level agreements 10. Relationship management 11. Commercial awareness 12. Quality management 13. Purchasing negotiations 14. Change management
38
1. Managing the procurement process

Procurement management is the competence required to identify sources and recommend the means of procuring resources for a project schedule, as well as determining the strategy and associated procedures to be used in a procurement plan. A schedule defines the scope and timetable of the work to be undertaken. For large and complex procurement, the role involves directing and verifying the activities of others involved in the detail of procuring resources to meet the requirements of the schedule. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the 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 procurement strategy follow and understand common processes for procurement specifications, invitations to tender, terms and conditions, bid evaluation and awarding of and management of contracts conduct research to determine the means/options for procuring resources evaluate identified options against constraints and criteria and select the preferred options for further analysis recognise the benefits or disadvantages of grouping resources together and reflect these in the business case act as an intelligent customer and provide advice to stakeholders and team on acting with commercial acumen understand public procurement policy and benefits compliance, review compliance options and advise on preferred approach provide advice on quality measures and metrics that facilitate ongoing information on how well services are performing and providing value, and allow regular benchmarking between providers.
39
2. Strategic procurement
Strategic awareness is the competence and ability to identify circumstances where value and risk require a strategic approach to be taken, to draw up business and/or project plans and manage all aspects through to delivery. Business planning includes risk management; benefits analysis, crossfunctional teams and supply chain management. For large and complex procurement the role involves being able to identify and implement contracting strategies, managing suppliers and stakeholders. The business case is a strategic justification for undertaking procurement. It needs to take full account of the identified aims and objectives of the sponsor and stakeholders, as well as the criteria and issues that are likely to impact on its implementation and operation. It needs to identify the benefits of the procurement/project and present support documentation on issues such as commercial viability, costs and payback, risks, options and choices, as well as the operational benefits. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle economic, demographic, political and technological changes and their 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, resourced and authorised with focus on sustainable strategies and techniques provide guidance and expertise to support the successful delivery of procurement-based projects and other forms of commercial activity develop the government market so it is more efficient and attractive for both suppliers and customers develop a clear and supportive framework for best-in-class procurement 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 quality measurement and assessment of value.
40
3. Purchasing techniques and methods

Purchasing methods and techniques require the knowledge and skills to ensure public funds are spent effectively through better preparation and management of contracts for the provision of products/services. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle 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 in procurement use knowledge and experience of specific markets to exploit them through application of developed procurement skills demonstrate commercial awareness and credibility outside of own organisation 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.
41
4. Managing PFI initiatives

The Private Finance Initiative is one of the governments key project delivery tools. Managing PFI initiatives requires an in-depth knowledge of its history and development, its close links with departments and major private sector players and a full understanding of commercial relationships. As an expert you will have underpinning knowledge and understanding of:

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.
42
5. Ethical procurement and legal aspects

For procurement, individuals need to be able to explore the legal aspects and examine the principal areas of law relevant to purchasing and supply with particular emphasis on Contract and Sale of Goods. This knowledge will provide the competence to deliver compliant ethical advice for the organisation. Ethics are a system of values, a set of rules or standards governing the conduct of the members of an organisation or profession. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle 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 general legislation requirements recognise compliance issues for market sounding and requirements definition 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 and organisation ensure that prospective contractors and suppliers are given equal opportunity to tender/quote for all goods and services adhere to departmental procurement policy, procedures and best practice 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.
43
6. Supplier evaluation and selection

Selection and evaluation covers the process of assessing suppliers during the initial procurement stage. This typically begins with inviting expressions of interest from suppliers, followed by assessment of suppliers responses and the selection of suppliers to be invited to tender or to negotiate, dependent upon the procurement procedure selected. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle supplier analysis and evaluation techniques types and conditions of contract and their different applications negotiation skills performance measurement techniques quality management metrics for service delivery project management methods and techniques.

prepare evaluation reports on the outcome of the supplier assessment clarify the minimum criteria that satisfy the original or core requirement assess responses in accordance with the agreed evaluation strategy. Notify suppliers of the outcome of the selection stage with constructive feedback and debriefing that encourages suppliers to improve their competitive performance for future contracts conduct financial appraisal of suppliers bidding for significant public sector contracts evaluate tenders using an agreed evaluation model ensure that the financial aspects cover costs over the life of the contract and that stakeholders expectations are met categorise potential providers for each group of resources to meet the needs of the schedule. Record them in an appropriate format to facilitate decision making and procurement monitor and measure service quality during the lifetime of the service.
44
7. Risk and value management

Risk management is the competence required to identify strategic risk factors, evaluate options for minimising them, ensure those with operational responsibilities implement appropriate measures, identify and assess the impact of perceived risks and their influence on the outcomes of any schedule and have appropriate contingency action plans in place to remove or limit risk. Value, in its broadest sense, is the benefit to the client and can be quantified in business terms. Value means ensuring the right choices are made in relation to cost and risk. Value management provides a structured approach to the assessment and development of the business need to achieve optimum whole-life value for money. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle general principles and processes involved in risk management analysis and evaluation techniques implications of relevant legislation communication and presentation techniques guidelines on risk management specifically Treasury and NAO performance and quality management metrics for service delivery.
identify all perceived and relevant areas of risk, confirm there is a shared understanding of risk, how it is to be allocated and gain agreement on how it is to be managed identify roles and responsibilities for risk management and 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. identify secondary and/or additional risk influence monitor and control the risk environment and ensure risk is controlled in line with procedure and accepted best practice establish what value means to the client in terms of business benefits and priorities, using the value management approach to aid decision making at all levels identify and evaluate options for meeting business needs and select and agree the best option to meet these needs.
45
8. Contract management
Contract management is the process which ensures that both parties to a contract fully meet their respective obligations as efficiently and effectively as possible, delivering the business and operational objectives required from the contract and providing value for money. Typically, resources are required for contract management that are appropriate to the value and risk of the total contract value. It is an integral part of the 'informed customer' capability and managed service delivery. As an expert you will have underpinning knowledge and understanding of:

types and conditions of contract and their different applications analysis and evaluation techniques general principles and processes of procurement with full knowledge of the procurement lifecycle legal framework and statutory requirements applicable to contracting.

evaluate and apportion contract risk give the stakeholders clear and accurate information and advice, and provide an opportunity for comment and clarification identify, negotiate and monitor contractor performance milestones identify when contractor performance requires corrective action and the appropriate actions to take resolve difficulties through negotiation terminate contracts appropriately and legally establish a baseline against which to track any performance measures related to delivery or capability improvement. Much of this baseline will be established in the business case for the contract and can be used to generate data for management reports create quality metrics that allow the quality of service to be assessed, even in areas where it is hard to quantify utilise business continuity and contingency plans to prepare the customer organisation for the situation where the provider cannot deliver.
46
9. Service level agreements

Service level agreements are required to establish clear and agreed definitions of the service provider/client relationship. SLAs need to be defined and agreed, used to monitor service performance and act as a tool for nurturing and maintaining long-term, high value supplier relationships. As an expert you will have underpinning knowledge and understanding of:

supplier analysis and evaluation techniques types and conditions of contract and their different applications negotiation skills.
draft, negotiate, implement and maintain SLAs for your organisation that establish a clear and agreed definition of the service provider/client relationship and key performance indicators examine, explore and debate fully issues and potential risk arising prior to establishing an SLA evaluate and review existing SLAs against key performance indicators ensure plans for transition to new ways of working are completed in detail and agreed with the proposed provider, with defined change management procedures ensure the risk management strategy is agreed with providers, with an agreed understanding of responsibilities.
47
10. Relationship management

Relationship management is the competence required to develop long-term relationships with suppliers and contractors. A successful relationship must involve the delivery of services that meet requirements. The approach to managing the relationship will vary depending on the type of contract. There is no one style that is appropriate for all contracts, or every provider. Three key factors for success are trust, communication and recognition of mutual aims. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle legal framework and statutory requirements applicable to contracting types and conditions of contract and their different applications negotiation skills communication and interpersonal skills.

develop good working relationships with colleagues, customers and business partners with open and high quality communications consult and involve the appropriate people at the right times demonstrate strong and visible leadership in cross-functional environments conduct analysis of customer relations problems, identifying recurring problems and develop recommendations for resolution eliminate the risks associated with poor relationships adopt suitable communication and interpersonal styles that develop relationships with key business contacts manage and resolve conflicts effectively act as an intelligent customer gaining common understanding with the service provider(s), using service quality monitors to demonstrate ongoing value and improvements, manage ongoing change and influencing to further enhance relationships and maximise business benefits.
48
11. Commercial awareness

Commercial awareness is essential for purchasing and procurement professionals to understand the financial and commercial risks to which your actions expose your organisation and the opportunities for providing better value for money. You need a clear understanding of your organisation's performance, objectives and financial position and must be able to plan and control effectively. Your business is influenced by the increasingly complex relationships you forge with suppliers, customers and internal departments and your commercial ability and understanding of the wider market place and corporate environment has a real impact on the value provided by your organisation. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle the corporate environment and its implications performance measures and KPIs basic financial concepts such as profit, ROI, debt, equity, depreciation, cost structure, value management and how the procurement function contributes to these negotiation skills the elements, skills, attributes and behaviours of commercial delivery change/quality/risk management techniques technological changes and improvements within procurement e.g. e-auctions, e-buying etc.

make commercially sound decisions with justification of business benefits and analysis of their commercial impact differentiate between operating budgets and full cost of services recognise and understand key business dynamics affecting the public and private sectors determine the correct approach to developing contracts and successfully manage the interface between suppliers and customers enhance the performance of your purchasing staff/team and add value to your business provide guidance and expertise to support the successful delivery of procurement-based projects and other commercial activities develop the government market so it is more efficient/attractive for suppliers and customers develop clear supportive frameworks for best practice procurement activity that delivers enhanced value for money and continuing business benefits deliver efficient and effective procurement services to internal and external customers, gaining widespread recognition for excellence and as a leading contributor to government modernisation.
49
12. Quality management

Quality management is concerned with the commitment to delivery and control of quality at all stages of procurement. It requires responsibilities to be defined and delegated, and monitoring and reporting systems to be in place. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle principles of and processes for quality assurance and control quality assurance approval authorities communication and presentation techniques

verify quality assurance procedures are appropriate and sufficient to meet requirements understand different approaches to producing a specification and the role of value analysis ensure a commitment to quality assurance procedures is obtained from those responsible for applying them ensure data is gathered and recorded in accordance with quality assurance procedures accurately assess outcomes/performance against specified or expected targets/milestones identify areas of non-conformance promptly and report them clearly initiate 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 apply conformance quality standards with suppliers and specifications.
50
13. Purchasing negotiations

Negotiation is widely recognised as a key competence within procurement. Negotiation may involve a single issue or many complex items being conducted on a one-to-one basis or between teams representing different interests. It may be conducted over the telephone in a matter of minutes, or take many months to complete. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle collaborative negotiation techniques for purchasing contract negotiation principles for purchasing communication and interpersonal skills including the concept of body language and how it can be interpreted negotiation techniques and terminology e.g. bargaining range.

identify and complete the activities carried out during different stages of negotiation improve collaboration and co-operation and add value within your organisation by understanding how other areas operate set the expectations and maintain control of internal and external negotiations recognise and understand key business dynamics affecting the public and private sectors, including corporate and human issues understand and adopt relevant negotiation techniques and style for individual negotiations, adopting the most effective strategies, skills and tactics for each situation resolve conflict effectively and with focus on future business benefits and value.
51
14. Change management

In most organisations, the management of change and transition is considered a core activity in the achievement of survival and growth. Shifts in economic, political, social and technological environments mean that organisations need to increase capability and respond creatively to the new challenges and ways of working. At a senior level, professionals need to demonstrate the contribution they make in helping people and the organisation recognise the relationship between vision, capability and the business environment, as well as mobilising processes that enable change at the appropriate levels of the organisation. As an expert you will have underpinning knowledge and understanding of:

general principles and processes of procurement with full knowledge of the procurement lifecycle 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.

identify the relevance of major models of planned change and the different levels of risk they carry, and relate them to the organisation 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 expertise, process and organisational 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 for new capabilities develop strategies, techniques and strategic alliances with key stakeholders for the successful implementation of change.
52
About OGC OGC the UK Office of Government Commerce is an Office of HM Treasury. OCG Service Desk OGC customers can contact the central OGC Service Desk about all aspect of OGC business. The Service Desk will also channel queries to the appropriate secondline support. We look forward to hearing from you. You can contact the Service Desk 8am6pm MondayFriday T: 0845 000 4999 E: ServiceDesk@ogc.gsi.gov.uk W: www.ogc.gov.uk Crown Copyright 2004. The OGC logo is a registered trademark of Her Majestys Treasury. Version 3.0
Office of Government Commerce, Trevelyan House, 26 30 Great Peter Street, London, SW1P 2BY T: 0207 271 1318 F: 0207 271 1345 Service Desk: 0845 000 4999 E: servicedesk@ogc.gsi.gov.uk W:ogc.gov.uk
53

Skills Framework Document v1

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Skills Framework Document v1

Hochgeladen von

Copyright:

Verfügbare Formate

Successful Delivery Skills

Jane Grant (SRO)

Key delivery skills

Architecture for Skills Framework

Functional areas of work and competence

Knowledge, skills, experience, products

Things that people do in the real world

Example of how to use the framework

Generic skills to support delivery

Signposts for the individual

Sources for the organisation

Links to other initiatives

Proficiency levels for assessment

Key delivery skills

Key skill areas

1. Programme management techniques/methodologies

programme planning and control business case management quality management.

As an expert you will be able to:

As an expert you will be able to:

As an expert you will be able to:

4. Managing the change process

As an expert you will be able to:

Key Skill Areas2

1. Business case management

As an expert you will be able to:

3. Planning and control

As an expert you will be able to:

4. Project closure and handover

As an expert you will be able to:

As an expert you will be able to:

As an expert you will be able to:

As an expert you will be able to:

As an expert you will be able to:

As an expert you will be able to:

10. Creating and leading a project team

As an expert you will be able to:

11. Acting as a change agent

As an expert you will be able to:

12. Performance management

As an expert you will be able to:

13. Health, safety and environment

As a practitioner you will be able to:

14. Complying with regulatory requirements

As an expert you will be able to:

Organisation, controls Change control

National Occupational Standards for Project Management

Key skill areas

1. Managing the procurement process

As an expert you will be able to:

As an expert you will be able to:

3. Purchasing techniques and methods

As an expert you will be able to:

4. Managing PFI initiatives

As an expert you will be able to:

5. Ethical procurement and legal aspects

As an expert you will be able to:

6. Supplier evaluation and selection

As an expert you will be able to:

7. Risk and value management

As an expert you will be able to:

As an expert you will be able to:

9. Service level agreements

As an expert you will be able to: