Requirements management |
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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 |
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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. |
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2 |
Knowledge of techniques to prioritise stakeholder requirements. |
Prioritise stakeholders’ wants and needs based on effective research. |
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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. |
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Knowledge of ways to verify data. |
Confirm the outcomes of all research through internal and/or external experts. |
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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. |
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20 |
Solutions development |
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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: |
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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. |
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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. |
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3 |
Knowledge of the governance controls to be adhered to. |
Document the requirements and selected option for delivery of a change initiative. |
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4 |
Knowledge of applicable monitoring tools. |
Implement an effective monitoring process and refine delivery options as required. |
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5 |
Knowledge of ways to control change. |
Implement the change control process, updating the configuration management system as and when required. |
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21 |
Quality management |
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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 |
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1 |
Knowledge of quality indicators. |
Establish agreed quality indicators for the processes and outputs of a change initiative, referring to the business case. |
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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. |
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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. |
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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. |
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5 |
Knowledge of ways to continuously improve. |
Capture lessons learned during a change initiative to contribute to continuous improvement.
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22 |
Integrated planning |
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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 |
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1 |
Knowledge of formats for integrated plans. |
Comply with organisational practice when establishing the structure and format of an effective integrated plan. |
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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. |
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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. |
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Knowledge of monitoring techniques. |
Continually monitor the progress of a change initiative against the integrated plan. |
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Knowledge of ways to update integrated plans. |
Adjust an integrated plan using a change control process. |
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23 |
Schedule management |
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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 |
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1 |
Knowledge of key planning considerations. |
Define, in appropriate detail, activities and events to be completed during a change initiative. |
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Knowledge of the relationships and dependencies of a change initiative. |
Determine relationships and dependencies between activities and events, and their implications to the organisation. |
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Knowledge of planning and estimation techniques. |
Develop duration estimates and critical dates for each activity and event. |
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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. |
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5 |
Knowledge of ways to update a schedule. |
Refine a schedule of activities based on effective monitoring, implementing the change control process when required. |
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24 |
Resource management |
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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 |
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1 |
Knowledge of resource requirements. |
Establish resource requirements for all activities and events within a change initiative. |
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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. |
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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. |
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Knowledge of techniques to manage resource. |
Monitor resource use against the schedule during a change initiative and identify variances that require action. |
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5 |
Knowledge of ways to update a resource schedule. |
Refine a resource schedule using a change control process. |
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25 |
Resource capacity planning |
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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. |
26 |
Budgeting and cost control |
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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: |
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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. |
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Knowledge of what needs to be considered when establishing a budget. |
Establish and agree an overall budget for a change initiative. |
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Knowledge of how funding will be allocated. |
Set up funding drawdown arrangements, based on an appropriately and accurately informed cash flow forecast. |
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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. |
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Knowledge of ways to refine a budget. |
Update and refine budget allocations based on a cost analysis, through the change control process. |
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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. |
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27 |
Contract management |
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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 |
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1 |
Knowledge of the governance framework associated with a contract. |
Comply with relevant organisational procedures associated with contract management. |
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Knowledge of the need for shared understanding of delivery obligations. |
Respond appropriately to ensure all parties comply with the terms of a contract. |
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Knowledge of the process for monitoring and evaluating performance. |
Effectively monitor the supplier and organisation performance against agreed contractual obligations. |
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Knowledge of respective obligations of all parties. |
Effectively manage supplier relationships, and manage contract variances promptly to resolve any contractual problems. |
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Knowledge of the process to close a contract. |
Effectively close a contract once all contractual obligations have been met.
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28 |
Risk and issue management |
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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 |
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1 |
Knowledge of risk and issue identification techniques. |
Continually identify risks and issues within a change initiative. |
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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. |
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Knowledge of the impact of risks and issues. |
Implement responses to risks and issues including escalation, addressing any implications for the future. |
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Knowledge of continuous improvement. |
Record issues, how they were resolved, and their implications, to inform planning for future change initiatives. |
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Knowledge of ongoing ownership of risks. |
Transfer, accept or avoid unresolved risks at the end of a change initiative. |
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29 |
Change control |
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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 |
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1 |
Knowledge of the governance structure of a change initiative. |
Establish, implement and maintain an appropriate change control process. |
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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. |
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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. |
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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. |
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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. |
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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. |
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7 |
Knowledge of methods of analysing patterns of change. |
Use trend analysis to improve the future performance of change initiatives. |
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