Planning & managing deployment

Planning and managing deployment

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19	Requirements management	25	Resource capacity planning
20	Solutions development	26	Budgeting and cost control
21	Quality management	27	Contract management
22	Integrated planning	28	Risk and issue management
23	Schedule management	29	Change control
24	Resource management

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19 Requirements management

The ability to prepare and maintain definitions of the requirements of change initiatives.

Requirements management is the process of capturing, assessing and justifying stakeholders’ wants and needs to satisfy an identified need. Comprehensive and measurable requirements are critical to the success of a change initiative.

	Knowledge	Application
1	Knowledge of ways in which to identify and analyse stakeholder wants and needs.	Conduct an analysis of stakeholder wants and needs to inform a schedule of requirements.
	Consider: Ways to confirm which business areas will gain value or be impacted. Ways in which requirements will be elicited, taking into consideration the chosen life cycle approach.
2	Knowledge of techniques to prioritise stakeholder requirements.	Prioritise stakeholders’ wants and needs based on effective research.
	Consider: Techniques to categorise stakeholder requirements to align with strategic aims. The communication techniques available to gain agreement. The correlation between success criteria and measurable requirements.
3	Knowledge of the correlation of the requirements with the business and other change initiatives.	Through effective research determine dependencies and constraints within a change initiative which may influence the approach to and outcomes of that change initiative.
	Consider: The dependencies with other change initiatives and work streams. The organisation’s priorities for change.
4	Knowledge of ways to verify data.	Confirm the outcomes of all research through internal and/or external experts.
	Consider: Identification of appropriate data mining tools. Ways of ensuring that data is captured. Methods for validating data against stakeholder contributions.
5	Knowledge of ways to confirm the value of the requirements to the organisation’s strategy.	Produce a schedule of requirements based on effective negotiation with stakeholders and document with ongoing management.
	Consider: The organisational influences on requirements prioritisation. The perceived value of the requirements. The routes to gain formal agreement. The integration of change control to ensure that requirements are formally managed.

20 Solutions development

The ability to determine the optimal solution to satisfy agreed requirements.

Solutions development is the process of ensuring that there is clarity on the problem to be solved, and then of exploring multiple options until a preferred solution is identified and subsequently maintained and refined.

	Knowledge:	Application:
1	Knowledge of the tools and techniques to be used to identify options to deliver the requirements for a change initiative.	Use appropriate tools and techniques to identify options to deliver the requirements for a change initiative.
	Consider: Ways to gain understanding of the requirement priorities and the priorities of the recipients of a change initiative. Ways in which options will add value. Ways to encourage creative thinking to identify options. The link between the life cycle approach and the option to deliver.
2	Knowledge of how to evaluate and select options to deliver the requirements for a change initiative.	Use appropriate tools and techniques to evaluate and select options to deliver the requirements for a change initiative.
	Consider: The criteria to be considered and the business case upon which a change initiative is predicated. Ways in which options can be prioritised. The benefits of using data to support the options. Techniques to identify potential stakeholder bias.
3	Knowledge of the governance controls to be adhered to.	Document the requirements and selected option for delivery of a change initiative.
	Consider: Ways to confirm decisions, informed by the rationale of the business case. How the decision can be communicated to relevant stakeholders.
4	Knowledge of applicable monitoring tools.	Implement an effective monitoring process and refine delivery options as required.
	Consider: Ways of delivering the solution and any contingencies that are in place. The use of data to inform progress and any actions that may impact related activities and the business case. The governance to confirm sign-off for the finished solution.
5	Knowledge of ways to control change.	Implement the change control process, updating the configuration management system as and when required.
	Consider: The governance process to be adhered to. Ways of communicating the change to stakeholders.

21 Quality management

The ability to ensure that outputs are delivered in accordance with requirements.

Quality management ensures that the outputs from the defined scope and the processes through which they are delivered are meeting stakeholder requirements and are fit for purpose.

	Knowledge	Application
1	Knowledge of quality indicators.	Establish agreed quality indicators for the processes and outputs of a change initiative, referring to the business case.
	Consider: The links to the business case, the agreed acceptance criteria, and any relevant regulatory requirements. Ways to define the outputs and deliverable standards. The stakeholders who need to be involved and engaged and ‘what good looks like’.
2	Knowledge of the contents of a quality management plan.	Prepare the quality management plan for a change initiative through liaison with relevant stakeholders, and in accordance with the processes, culture and values of the organisation.
	Consider: The organisation’s attitude to quality. The life cycle approach, the acceptance criteria, timings of tests and resources required and the way they are built into the integrated plan. The need for two-way communication with stakeholders to confirm understanding.
3	Knowledge of quality assurance processes.	Manage the process of quality assurance for a change initiative, to confirm the consistent application of the procedures and standards defined in the quality management plan.
	Consider: Ways in which a change initiative needs to conform to the governance process. The documents that need to be reviewed and the resources required. Ways to maintain stakeholders’ confidence that a change initiative conforms to the agreed standards both in process and outcomes.
4	Knowledge of quality control techniques.	Manage the process of quality control for a change initiative to determine whether success criteria are met, and implement the change control process where relevant.
	Consider: Ways to verify the conformance and compliance of the product. The need for appropriate documentation of defects. The process to implement any required improvements/changes to achieve the success criteria.
5	Knowledge of ways to continuously improve.	Capture lessons learned during a change initiative to contribute to continuous improvement.
	Consider: The tools and techniques available. Ways the data can be used to inform continuous improvement. How data can be shared in a meaningful way.

22 Integrated planning

The ability to take forward the definition of outputs into detailed planning, incorporating multiple areas into the integrated project management plan.

Integrated planning involves collating a suite of plans and processes to support a change initiative to create an integrated plan (commonly referred to as the project management plan). Its size, format and content may vary according to the complexity of a change initiative. The intention is that it captures the fundamental components of scope, quality, time, cost, resources, risks and issues, communication, success and completion criteria and benefits management.

	Knowledge	Application
1	Knowledge of formats for integrated plans.	Comply with organisational practice when establishing the structure and format of an effective integrated plan.
	Consider: The chosen life cycle approach. The governance in place for a change initiative and any overarching reporting requirements that may influence the structure of the plan. Ways to gain commitment from stakeholders to the approach to planning.
2	Knowledge of the purpose of an integrated plan.	Consider constraints, assumptions, dependencies and governance arrangements when creating an integrated plan, including other relevant plans and documentation.
	Consider: The relationship between the business case, the priority of a change initiative and the integrated plan. The need to associate the integrated plan with those of other change initiatives. The requirements and the methods that can be used to determine the constraints and applicable risks, assumptions, issues and dependencies (RAIDs).
3	Knowledge of the typical components of an integrated plan.	Create an integrated plan which balances the fundamental components of that plan to meet the requirements of a change initiative and ensure formal acceptance of the plan.
	Consider: The governance that exists in terms of tools, techniques and templates, and arrangements for review. Ways in which the integrated plan can be presented to stakeholders to gain acceptance and formal sign-off.
4	Knowledge of monitoring techniques.	Continually monitor the progress of a change initiative against the integrated plan.
	Consider: The governance and controls in place. The data collection and reporting in place to inform progress. The agreed contingencies and process for release/approval of these. Ways to gain and sustain stakeholder engagement and approval.
5	Knowledge of ways to update integrated plans.	Adjust an integrated plan using a change control process.
	Consider: The use of data to inform any actions and potential impact on an integrated plan. The governance process to control change. Ways to communicate the impact of a change to stakeholders.

23 Schedule management

The ability to undertake time-based planning with an emphasis on activities and resource.

Schedule management is the process of developing and maintaining schedules that show when work for a specific change initiative is planned to be performed. It considers any dependencies and can be for internal and/or external resources and activities.

	Knowledge	Application
1	Knowledge of key planning considerations.	Define, in appropriate detail, activities and events to be completed during a change initiative.
	Consider: The chosen life cycle approach and planning tools/techniques to be used. The scope, requirements and priority of a change initiative. The pre-requisites and complexities of a change initiative. The techniques to define critical activities, key resources, and the timeframe of a change initiative. Ways to obtain specialist advice or knowledge to inform a schedule. The need to establish a baseline.
2	Knowledge of the relationships and dependencies of a change initiative.	Determine relationships and dependencies between activities and events, and their implications to the organisation.
	Consider: The links between the activities to be completed during a change initiative. Dependencies on other change initiatives and business-as-usual (BAU). The need to involve stakeholders from a technical and BAU perspective, to inform of any potential impact in terms of time/resource on the schedule. The need to share schedules with stakeholders, to advise of activities and any potential conflicts that will require resolution.
3	Knowledge of planning and estimation techniques.	Develop duration estimates and critical dates for each activity and event.
	Consider: The appropriate resources to provide estimates, and the most relevant technique. The activities, either BAU or change-related, which might impose time constraints or critical dates on the schedule. The planning tools and techniques that are available.
4	Knowledge of the need for an approved, baselined schedule.	Accurately document a schedule of phases, milestones and review points for a change initiative, sufficient to inform the direction of work and the monitoring of progress.
	Consider: The governance process to be adhered to. The key activities and key milestones. The different levels of milestones and their links to reporting. The different techniques to present the schedule, taking into consideration the needs of stakeholders. The ways that planning tools can be used to monitor progress and to inform future direction.
5	Knowledge of ways to update a schedule.	Refine a schedule of activities based on effective monitoring, implementing the change control process when required.
	Consider: The use of data to inform any actions and potential impact on related activities. Ways to monitor the actual activities and adjust the schedule as appropriate. The governance process to control change. Ways to communicate the impact of a change to stakeholders.

24 Resource management

The ability to acquire and deploy internal and external resources.

Resource management is the process of identifying and scheduling the resources required to implement a change initiative, while acknowledging the need to use scarce resources in an optimal way.

	Knowledge	Application
1	Knowledge of resource requirements.	Establish resource requirements for all activities and events within a change initiative.
	Consider: How the chosen life cycle approach determines resource usage. The activities that need to be undertaken. The nature and types of resources required, both labour and non-labour. The need to consider the sustainability of resources. The need to secure engagement of stakeholders to understand resource requirements.
2	Knowledge of the availability of resource.	Determine internal and external resources which are available to support the delivery of a change initiative and any dependencies between those availabilities.
	Consider: An appreciation of the type of skills and resources required. The role of assumptions within resource planning. The requirements of other change initiatives and business-as-usual that may impact resource availability. The internal resource skill, capability and capacity to support a change. The resource demand profile for a change initiative. The ways in which to secure external resource.
3	Knowledge of the tools and techniques to schedule resource.	Prepare a schedule for resource use, reconciling resource limits and time constraints by applying resource smoothing and/or levelling.
	Consider: The ways in which to build a schedule. The techniques to identify critical activities to determine the resource requirements of a change initiative. The timeframe in which the resources are needed, and any constraints, dependencies and limits on resource availability. The resource options that can be used to optimise a schedule.
4	Knowledge of techniques to manage resource.	Monitor resource use against the schedule during a change initiative and identify variances that require action.
	Consider: Ways to monitor resource usage. Governance process for reporting, and ways to reconcile, resource contention. The sources of data to inform additional resource requirements and to facilitate the offboarding of resources. The implications on the schedule and on the business case. The contingency options that could be invoked. The need for ongoing engagement of resource managers.
5	Knowledge of ways to update a resource schedule.	Refine a resource schedule using a change control process.
	Consider: Ways to adjust a resource schedule as appropriate. The governance process to control change. Ways to communicate the impact of a change to stakeholders.

25 Resource capacity planning

The ability to plan resource needs in line with the strategic direction of the organisation to ensure that resource utilisation is maintained at an appropriate level for optimal efficiency.

Resource capacity planning looks at the strategic direction of the organisation, to create a forecast of the skills, capabilities and resources required to deliver future needs. This activity is typically delivered by a programme and/or portfolio manager.

	Knowledge	Application
1	Knowledge of established resource requirements.	Establish resource requirements for each change initiative.
	Consider: The skills and resources required. The constraints of time, cost and quality. The chosen life cycle approach.
2	Knowledge of organisational priorities.	Determine where related change initiatives have dependencies and similar deadlines, taking account of a schedule for realisation of benefits.
	Consider: Ways to establish the value to the business of each change initiative. How dependencies for resource and time constraints can be established. Different ways to identify, balance and manage competing priorities/tensions.
3	Knowledge of the activities that need to be carried out.	Assess the total resource capacity for the duration of all related change initiatives.
	Consider: The tools and techniques available for resource capacity planning. Ways to determine skills, competence levels and likely time commitments. How to validate dependencies and assure skill requirements and physical location needs.
4	Knowledge of the need for resource optimisation.	Phase the related change initiatives to fully optimise resource usage, taking account of opportunities for shared infrastructures and/or procurement and build contingencies into relevant resource plans.
	Consider: The appropriate approach to use, dependent on the drivers of a change initiative. Ways to establish resource management/supervisory requirements. The importance of establishing relationships with internal stakeholders and/or external partners to identify shared opportunities. The contingency and risk tolerance thresholds available.
5	Knowledge of the governance guidelines and constraints in a change initiative.	Inform the direction of change management activities through effective scheduling of phases, milestones and review points, refining them on an ongoing basis, and deliver overall progress reports.
	Consider: Ways to identify and assess both the sources and types of data to capture. The need to establish consistent reporting requirements. How to assess the impact of trade-offs upon other change initiatives and the wider business. The need for wide-ranging interpersonal skills to accommodate different stakeholder communication needs. Ways to determine reporting and negotiation processes for resolving resource constraint conflicts.

26 Budgeting and cost control

The ability to develop and agree budgets for change initiatives and understanding where costs fall over time.

Budgeting and cost control comprises the estimation of costs, the setting of an agreed budget and management of actual and forecast cost against the budget.

	Knowledge:	Application:
1	Knowledge of the different types of estimates and costs required for a change initiative.	Establish estimates for different costs associated with a change initiative.
	Consider: The different types of costs and how they are categorised. The resources required to undertake all activities, both labour and non-labour. Ways to identify optimism bias in estimating costs. The types of estimates required, and the specialists required to produce them.
2	Knowledge of what needs to be considered when establishing a budget.	Establish and agree an overall budget for a change initiative.
	Consider: All the costs that make up the budget, including whole-life costs if appropriate. The difference between capital and revenue, and where costs are incurred or expended over time. Governance factors that may affect the budget, including tolerance levels and contingencies.
3	Knowledge of how funding will be allocated.	Set up funding drawdown arrangements, based on an appropriately and accurately informed cash flow forecast.
	Consider: The governance framework that needs to be followed for funding release, and its relationship to the chosen life cycle. Cash flow forecasting techniques. The forecasted expenditure, and ways to manage cash flow against stakeholder expectations. The appropriate authority or approval that needs to be adhered to, including contractual milestones that need to be honoured.
4	Knowledge of monitoring and reporting techniques in relation to financial performance.	Apply metrics to establish cost trends and produce financial reports for stakeholders, based on effective financial performance monitoring.
	Consider: Ways to establish a baseline for reporting. The governance in place that specifies the reporting requirements. Techniques to monitor financial performance. The sources of data and the complexities of acquiring timely and accurate data. The types of financial information that are appropriate for different stakeholders. Tolerance levels that are in place. The tracking systems in place to monitor actual costs, accruals and committed costs, and ways to contextualise them.
5	Knowledge of ways to refine a budget.	Update and refine budget allocations based on a cost analysis, through the change control process.
	Consider: How to monitor and update financial information. Ways to conduct a cost analysis, and who would be involved. The underlying reasons for the variances, both positive and negative. The need for ongoing refinement of estimates and tolerance levels as the life cycle progresses.
6	Knowledge of how to close down the finances for a change initiative.	Ensure the completion of all financial transactions before the closure of a change initiative and produce final reports on the financial performance of a change initiative for distribution to relevant stakeholders.
	Consider: The recognised process to close. Ways to determine outstanding payments. The funding that needs to be transferred to the organisation for adoption of a change. The process to ensure that all third-party financial commitments have been fulfilled. Ways to inform stakeholders of closure.

27 Contract management

The ability to monitor and manage supplier performance.

Contract management is a proactive activity tailored to the size, complexity and significance of a change initiative. Appropriate contract management will facilitate a proactive working environment and include a process to review progress, incorporating formalised reporting from contract initiation through to contract closure.

	Knowledge	Application
1	Knowledge of the governance framework associated with a contract.	Comply with relevant organisational procedures associated with contract management.
	Consider: The relevant policies and procedures to be adhered to. The regulatory landscape. The contract terms and conditions. The controls in place.
2	Knowledge of the need for shared understanding of delivery obligations.	Respond appropriately to ensure all parties comply with the terms of a contract.
	Consider: The benefits of defining clear roles and responsibilities. The rules of conduct to be adhered to. Ways in which to clarify and understand expectations. Ways to motivate stakeholders to comply with the contract.
3	Knowledge of the process for monitoring and evaluating performance.	Effectively monitor the supplier and organisation performance against agreed contractual obligations.
	Consider: The behaviours required for a coherent culture and ways to build relationships. Ways to establish sources of data, and methods to validate/assure timeliness and quality of data. Ways to report, communicate and the escalation routes in place. Ways to report risks and issues and their potential impact on contractual terms. The dependencies and assumptions that may impact performance.
4	Knowledge of respective obligations of all parties.	Effectively manage supplier relationships, and manage contract variances promptly to resolve any contractual problems.
	Consider: The governance process to be followed, including formal reporting, escalation routes and frequency of reviews. Ways to understand the customer’s responsibilities and the supplier’s perspective of a change, and their motivating factors. The risk involved in a change, and ownership of the risk. The type of relationship required, and the skills needed to build and manage a coherent team. The approaches to be used to resolve contract problems. The process to follow to change contracts, including due attention to the legal process for contract variation.
5	Knowledge of the process to close a contract.	Effectively close a contract once all contractual obligations have been met.
	Consider: The finance process to be used. The use of data to prove confirmation of obligations. Any specialised resource needed to close a contract.

28 Risk and issue management

The ability to identify and monitor risks (threats and opportunities); to plan and implement responses to those risks, and respond to issues that affect a change initiative.

Risk management is the proactive process to identify, assess and respond appropriately to risks. Examples of risk management includes discerning which threats to actively minimise, and opportunities to maximise or pursue. Issue management is about having the flexibility to react to issues in ethical and appropriate ways, including escalation to the appropriate authority.

	Knowledge	Application
1	Knowledge of risk and issue identification techniques.	Continually identify risks and issues within a change initiative.
	Consider: Ways to identify risks and issues in the wider context of the organisation. How organisational data can be utilised. The risk appetites of key stakeholders and an awareness of stakeholders’ perception of risk. Ways to ensure that risk and issue management remain visible and invested in.
2	Knowledge of ways to assess risk.	Assess the probabilities and impacts of the risks within a change initiative and create a risk register, including potential impact and suitable response.
	Consider: The governance arrangements in place for assessing risk, incorporating risk appetite and tolerance levels. The complexity of a change initiative and the relationship with wider organisational activity. The difference between qualitative and quantitative techniques. The difference between proactive and reactive response strategies.
3	Knowledge of the impact of risks and issues.	Implement responses to risks and issues including escalation, addressing any implications for the future.
	Consider: The impact of risk response strategies to the business case and wider organisation. The tolerance levels that are in place. The roles and responsibilities involved in managing risks and issues, including the routes for escalation of issues. The accessibility of contingency plans and management reserve. Ways to communicate and gain ownership for risks and issues.
4	Knowledge of continuous improvement.	Record issues, how they were resolved, and their implications, to inform planning for future change initiatives.
	Consider: The sources of data to improve issue management. The methods that can be used, such as test, learn and adapt.
5	Knowledge of ongoing ownership of risks.	Transfer, accept or avoid unresolved risks at the end of a change initiative.
	Consider: Ways in which to assign ownership of risks at the end of a change initiative.

29 Change control

The ability to manage variations and change requests in a controlled way.

Change control is the process through which all requests to alter the baseline scope of change initiatives are identified, evaluated and then approved, rejected or deferred.

	Knowledge	Application
1	Knowledge of the governance structure of a change initiative.	Establish, implement and maintain an appropriate change control process.
	Consider: The recommended change control process in relation to the chosen life cycle. The means of communicating the process to stakeholders. The need to champion and support the process throughout the life cycle.
2	Knowledge of ways of capturing and recording change requests.	Capture and record proposed changes to the agreed scope and objectives of a change initiative.
	Consider: The appropriate channels for stakeholders to use. Ways to ensure that the governance process is adhered to.
3	Knowledge of techniques to determine high-level impact of proposed changes.	Determine the high-level impact of proposed changes to the scope and objectives of a change initiative, including reference to relevant sources.
	Consider: What elements need to be considered when carrying out a high-level impact assessment. The impact to the integrated plan and subsequent impacts to dependent change initiatives, the business case, and wider strategic aims. The use of data and suitably qualified experts to inform the decision. Ways to communicate the outcome of the high-level impact assessment.
4	Knowledge of ways to assess all options relating to a proposed change.	Assess all options relating to proposed changes, and estimate their impacts. Determine the detailed impact and estimates of all options relating to a proposed change.
	Consider: Ways to assess the impact on this change initiative, interdependent change initiatives and the organisational context. The use of specialist resources and data to assess the impact. The priority of the change to the business. The adjustments that may need to be made to accommodate the change.
5	Knowledge of how to develop, communicate and justify recommendations about whether to approve, reject or defer changes.	Reach justified recommendations on the approval, rejection or deferral of proposed changes to a change initiative.
	Consider: The impact on the perceived benefits established in the business case. The level of risk associated with the outcome of a change, including its approval, rejection or deferral. The process to finalise the decision for a proposed change.
6	Knowledge of ways to implement and communicate a change.	Update plans and schedules to reflect approved changes to a change initiative, ensuring configuration management is used. Communicate implemented changes to relevant stakeholders.
	Consider: The parts of the plan that need updating. Responsibilities for updating the plan and the processes that need to be adhered to. Which stakeholders need to be informed of the new baseline integrated plan.
7	Knowledge of methods of analysing patterns of change.	Use trend analysis to improve the future performance of change initiatives.
	Consider: The use of data and an understanding of cause and effect. Ways to share data to improve maturity of practice, and confirm its relevance to other change initiatives.