V Skill HF-D4.4-006 cross-sector 8 kompetencer

Portfolio and priority management

Choosing between competing initiatives by weighing value, cost, risk and capacity, and maintaining the overview of ongoing and stopped work.

Sådan måler hrmforce dette

Scenario with response options, scored on knowledge or behavioural tendency.

Niveau	Adfærd på dette niveau
N1 Guided	Orders own tasks by urgency and importance and refers unclear priorities to the responsible manager. works under supervision and follows instruction · routine, one variable at a time · own task
N3 Proficient	Weighs team initiatives on value and capacity, stops low yield work and explains the choice to those involved. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process
N5 Leading	Manages the portfolio of the organisation, applies fixed selection criteria and decides with the executive team on reallocation of resources. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession

N2 og N4 er bevidst ikke forankret. Bedømmerne placerer dem mellem forankringerne i overensstemmelse med konventionen i O*NET.

Disse kompetencer arver vurderingsforløbet og adfærdsankrene fra dette konstrukt.

T	Kompetence	Definition	Udsigter for efterspørgslen 2026 til 2030
V	Scoring initiatives on value and risk Initiative scoring	Assesses proposals with fixed criteria on return, cost, risk and required capacity.	rising
V	Maintaining a portfolio overview Portfolio overview	Keeps a current overview of running, parked and finished initiatives with status and owner.	stable
V	Stopping or pausing projects Project termination	Decides to end or park an initiative when its value, capacity or urgency has fallen away.	rising
V	Allocating capacity across initiatives Capacity allocation	Divides scarce people and resources across competing initiatives and makes the consequences of choices visible.	rising
V	Applying MoSCoW prioritisation MoSCoW method	Divides requirements into must, should, could and will not have and discusses that split with the sponsor.	stable
V	Building a roadmap Roadmapping	Places initiatives on a timeline across quarters or years with their coherence and dependencies.	rising
V	Organising intake of new requests Intake process	Sets up a fixed entry point and assessment route for new requests for work or change.	rising
V	Tracking benefits of initiatives Benefits realisation	Checks after delivery whether the promised return was achieved and reports the gap to the sponsor.	rising