Life cycles |
||
The ability to structure and organise change initiatives. A life cycle is a framework comprising a series of distinct stages required to transform an idea or concept into reality in an orderly and efficient manner. A life cycle can be viewed as the structure underpinning deployment. Recognised life cycles include: linear (commonly referred to as waterfall), iterative (commonly referred to as agile) and hybrid. The choice of life cycle depends on the desired outputs, outcomes, benefits and the expected uncertainty, novelty and risk appetite for a change initiative. |
Knowledge |
Application |
|
1 |
Knowledge of the life cycle options available. |
Analyse potential life cycles for the management of change initiatives. |
Consider:
|
||
2 |
Knowledge of the culture and mindset of the organisation. |
Determine internal and external contexts which could affect the use of a life cycle. |
Consider:
|
||
3 |
Knowledge of the organisational capability for delivering different life cycle options. |
Identify the underlying principles for a life cycle that will suit the management of change initiatives within the organisation. |
Consider:
|
||
4 |
Knowledge of the sources available to define the processes, standards and guidelines. |
Define the processes, standards, and guidelines to implement the life cycle, adopting these from published sources or internal sources, or developing them as required. |
Consider:
|
||
5 |
Knowledge of the need for continuous improvement. |
Reflect on the strengths and limitations of a life cycle, making refinements as required based on experience. |
Consider: |
2 |
Governance arrangements |
|
The ability to establish and maintain governance structures that define control of deployment for delivery of change initiatives, and that align with organisational practice. Governance arrangements comprise the framework of authority and accountability that defines and controls the outputs, outcomes and benefits from change initiatives. They are the mechanism whereby the investing organisation exerts financial and technical control over the deployment of the work and the realisation of value. |
Knowledge: |
Application: |
|
1 |
Knowledge of the types of governance processes that are in place to manage a change initiative. |
Define reporting, decision-making hierarchies, and levels of authority for a change initiative. |
Consider:
|
||
2 |
Knowledge of types of organisational culture and working practices. |
Design a change initiative governance structure, taking into account context, complexity and potential impact. |
Consider:
|
||
3 |
Knowledge of the relationship between a change initiative’s governance and the organisational governance. |
Establish the relationship between a change initiative’s governance and the organisation’s governance structures. |
Consider:
|
||
4 |
Knowledge of levels of ownership. |
Ensure clarity of ownership and levels of authority by agreeing the responsibilities and accountabilities with relevant individuals. |
Consider:
|
||
5 |
Knowledge of ways to maintain confidence. |
Ensure effective reporting and decision making through maintained governance structures, staffing and maintenance of approved reporting and decision making. |
Consider: |
3 |
Sustainability |
|
The ability to balance the environmental, social, economic and administrative considerations that will impact a change initiative. Sustainability involves taking individual and organisational responsibility to ensure outputs, outcomes and benefits are sustainable over their life cycles, meeting the current needs of stakeholders without compromising or overburdening future generations. In addition, change initiatives need to be delivered through sustainable working practices and methods. Sustainability is so significant and important, that change initiatives need to proactively alter behaviours and apply methods that ensure these considerations become second nature. |
Knowledge: |
Application: |
|
1 |
Knowledge of the sustainability agenda of the organisation that informs business activity. |
Promote and adhere to sustainable working practices that support organisational standards. |
Consider:
|
||
2 |
Knowledge of the sustainability priorities. |
Determine the sustainability vision and objectives for a change initiative. Undertake appropriate assessment to support sustainability methods and outcomes. Explore stakeholder perception and actively manage sustainability expectations and outcomes. |
Consider:
|
||
3 |
Knowledge of which mechanisms can embed sustainability and of ways to communicate sustainability measures. |
Employ relevant techniques to embed a culture of sustainability within a change initiative. Apply a range of communication styles to promote sustainability objectives. |
Consider:
|
||
4 |
Knowledge of what information is needed to confirm that practices are still being followed. |
Ongoing monitoring and reporting of sustainability. Ensure that stakeholders are engaged and responsive to sustainability practices. Promote the sharing of lessons learned and actively encourage sustainability and accountability at all levels. |
Consider:
|
||
5 |
Knowledge of changes in sustainability practices. |
Actively keep abreast of changes to inform new initiatives. Promote efficiencies to facilitate sustainability in other change initiatives across industry sectors. Propose ways to acknowledge and celebrate achievements in sustainability both internally and externally. |
Consider: |
4 |
Financial management |
|
The ability to enable financial resource for delivery and to plan and control the finances of change initiatives, as part of the organisation’s overall financial management, to ensure optimisation of the business case. Financial management considers the affordability of the proposal within the timeframe, and ensures that the money required is secured and made available when needed, and is subsequently managed. It provides an interface between the financial management arrangements for a change initiative and the financial systems of the organisation. |
Knowledge: |
Application: |
|
1 |
Knowledge of the governance rules for investment. |
Adopt a consistent approach to the investment appraisal of a change initiative in line with organisational practice. |
Consider:
|
||
2 |
Knowledge of the characteristics of a consistent approach to estimating. |
Ensure a consistent approach to estimating is used across a change initiative. |
Consider:
|
||
3 |
Knowledge of the value a change initiative will give to the organisation. |
Determine capital and revenue expenditure for a change initiative, ensuring alignment with the organisation’s financial plan. |
Consider:
|
||
4 |
Knowledge of the reporting procedures for reviews. |
Establish financial reporting milestones and reviews for a change initiative. |
Consider:
|
||
5 |
Knowledge of the organisational procedures for the release of funds. |
Establish control limits for the reporting and approval of budget variances, and arrangements for the release of funds at appropriate stages in a change initiative. |
Consider:
|
||
6 |
Knowledge of the financial reporting system in place. |
Produce financial progress reports based on the financial information related to a change initiative. Adjust a financial plan based on the progress of a change initiative and associated financial reviews. |
Consider: |
5 |
Business case |
|
The ability to prepare, gain approval of, refine and update business cases that justify the initiation, investment and/or continuation of change initiatives in terms of benefits, costs and risks. Business cases provide the justification for undertaking and continuing with a change initiative. The business case needs to be reconsidered at regular review points during a change initiative, in case the original justifications are affected by later developments. |
Knowledge: |
Application: |
|
1 |
Knowledge of the relevant factors affecting business cases. |
Determine the relevant factors which could influence the development of a convincing business case. |
Consider:
|
||
2 |
Knowledge of ways to analyse relevant factors affecting business cases. |
Support a persuasive argument through effective analysis of relevant factors which could influence the development of a convincing business case. |
Consider:
|
||
3 |
Knowledge of ways to create a benefits framework. |
Establish a benefits framework for a business case. |
Consider:
|
||
4 |
Knowledge of the influencing factors in a business case. |
Document a business case in a relevant format, and gain an initial and ongoing formal acceptance of a business case. |
Consider:
|
||
5 |
Knowledge of the factors that may impact or influence the value of a change initiative. |
Monitor and refine a business case as circumstances and factors change, including implementing a change control and configuration management system when updating a business case. |
Consider: |
6 |
Portfolio shaping |
|
The ability to set up portfolios to ensure efficient delivery of strategic objectives. Portfolio shaping is the grouping of change initiatives at an organisational or functional level to select, prioritise and control deployment in line with strategic objectives and the capacity to deliver, balancing change initiatives and business-as-usual, while optimising return on investment. |
Knowledge: |
Application: |
|
1 |
Knowledge of the ways required changes are determined. |
Determine changes required by the organisation’s strategic objectives. |
Consider:
|
||
2 |
Knowledge of the ways that change initiatives can be categorised. |
Categorise related change initiatives in relation to an organisation’s strategic objectives; map the intended outputs, outcomes and benefits of related change initiatives to an organisation’s strategic objectives. |
Consider:
|
||
3 |
Knowledge of ways to determine gaps which may exist in the alignment of related change initiatives. |
Determine gaps which may exist in the alignment of related change initiatives, either current or proposed, to strategic objectives. |
Consider:
|
||
4 |
Knowledge of measures that could be used to compare the likely value of, both current and proposed, related change initiatives to an organisation’s strategic objectives. |
Establish appropriate measures to compare the likely value of, both current and proposed, related change initiatives to an organisation’s strategic objectives. |
Consider:
|
||
5 |
Knowledge of ways to prioritise related current and proposed change initiatives. |
Use appropriate measures to prioritise related current and proposed change initiatives and consider the availability of finance and other resources when applying prioritisation measures. |
Consider:
|
||
6 |
Knowledge of ways to assess ongoing progress and viability. |
Recommend whether change initiatives should be initiated, maintained, or closed to maintain a balanced portfolio. |
Consider:
|
||
7 |
Knowledge of the importance of communication in relation to portfolio management. |
Communicate appropriately and effectively to stakeholders any recommendations to inform decisions about the maintenance of a balanced portfolio. |
Consider:
|