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APM Body of Knowledge 6th Edition
A Framework for Integrated Change
Delivery?
• Alan Ferguson
• APM East of England Branch
• 21 May 2013
© AFA
2. AFAprojects.com
Alan Ferguson
Royal Air Force Engineering Officer
Managing Director AFA
A Founder of the Best Management Practice Enterprise
Reviewer of All Methods
Member of Reference Groups.
2 © AFA
6. What do you do?
The Boss You
You meet the new “Big Boss” on the way to a meeting
What’s your elevator pitch?
“Hi”
“I’m Big Boss”
“Nice to meet you. So what do you
do for us here at Acme
Intergalactic?”
“zzzzzzzzz Really! Sounds interesting.
Sorry I must dash.”
“Hello”
“I’m me”
“I’m a portfolio, programme and
project manager specializing in cross-
functional enterprise solution
architecture platform integration….”
6 © AFA
7. Practice
The way of doing something:
A set of things working together
as parts of an interconnected
whole
Often includes Principles, Themes
Processes & Techniques
Also known as a
Method, Methodology, Guidance
or possibly a Body of Knowledge
You have local Practices.
7 © AFA
8. What Practices do we need?
In order to Change the
Business:
What Practices
will we need to
use?
What is the
value of
Repeatability?
8 © AFA
9. Practices for Delivering Change
9
MSP
MoP
PRINCE2 APM
PMI IPMA Agile
MoV
MoP Portfolio Management
Know the Scale of the Challenge
Change Management
Feel the Scale of the
Challenge
P3O Portfolio, Programme &
Project Offices
Enable and Restrain the Change
PRINCE2 etc.
Project Management
Make Outputs
MoV Management of Value
Make Outputs of Value
MSP Programme Management
Achieve Outcomes
Benefits Management
Achieve Outcomes with
Benefits
Change
Management
P3O
M_o_R Management of Risk
Enterprise Risk Management
Managing Uncertainty
ITIL
IT Service Management
Managing Information flows
P3M3 Portfolio, Programme
& Project Management
Maturity
Repeatable Change Initiatives
Benefits
Management
P3M3
© AFA
12. Practices & Power
Change Delivery
Portfolio
Mgt
Programme
Mgt
Project
Mgt
Are there Secondary
Practices?
Resource Management
Benefits Management
Stakeholder Engagement
Risk Management
Financial Management
Organization Governance
Management Control
• Primary Practices
• Domains
• Approaches
• Specialist Practice
• Practice Themes
• Practice Set
• Process Perspective
• Topics
© AFA12
13. Practice Set Power – The Bubble
Diagram
13
Portfolio
Programme
Project
Management
Control
Benefits
Management
Financial
Management
Risk
Management
Stakeholder
Engagement
Organizational
Governance
Resource
Management
© AFA
14. APM BoK 6th Edition Structure
BoK
Context People Delivery Interfaces
14
15. Delivery Section Structure
Delivery
Integrative
Business Case
Control
Information
Organisation
Planning
Stakeholder.
Scope
Benefits
Change
Control
Configuration
Change
Requirements
Solutions.
Schedule
Resources
Scheduling
Time
Scheduling.
Financial &
Cost
Budgeting &
Cost Control
Funding
Investment
Appraisal.
Risk
Risk Context
Risk
Techniques.
Quality
P3 Assurance
Reviews.
Resource
Contract
Mobilisation
Procurement
Provider
Selection.
"Management" omitted from many topic titles
15
16. Peripheral Sections Structure
Context
Governance (1)
Project
Programme
Portfolio
Infrastructure.
Governance (2)
Knowledge
Life Cycle
Success
Factors &
Maturity
Sponsorship.
Setting
Environment
Operations
Strategic.
People
Interpersonal
Skills (1)
Communication
Conflict
Delegation.
Interpersonal
Skills (2)
Influencing
Leadership
Negotiation
Teamwork.
Professionalism
Communities
of Practice
Competence
Ethics
Frameworks
Learning &
Development.
Interfaces
Accounting
Health & Safety
Human Resource
Law
Security
Sustainability.
"Management" omitted from many topic titles
16
17. Are you Ready?
How comfortable are you with a
range of Change Delivery Practices?
Have a go with the Change Delivery
Assessment Tool
17 © AFA
19. The Second Problem
- Making it Happen
- Integrated Change Delivery
BoK 6th Edition - A Viable Framework?
19 © AFA
21. Outputs, Outcomes & Strategic
Objectives
21
Project
Output
Benefit
Outcome
Programme
Strategic
Objectives
Portfolio
Project
© AFA
22. Integrated Change Delivery
Making Beneficial Outcomes real by
Leading Teams of Individuals through a
Portfolio of Programmes and Projects
Outcomes and Outputs that meet
Objectives.
22 © AFA
24. Principles
Alignment:
The different elements of Change Delivery:
Fit together
Fit with related activities
in other parts of the
organization
Proportionality:
An organization needs
sufficient Change
Delivery Practices to
allow it to meet its
current objectives, no
more
Relevance:
The repeatability an
organization needs, can
be explained in language
that is relevant to the
organization at the time.
24 © AFA
25. Repeatable Change Delivery
Repeatability is
a journey:
Uncertainty
Awakening
Enlightenment
Wisdom
Certainty
Each State
offers benefits
to the
organization:
But at a cost of
implementation
and
maintenance
What State has
your organization
achieved?
What State does
it need?
25 © AFA
26. Repeatable Change Delivery States
Change
Delivery
Awareness:
Do One Thing
Right
Consolidating
Change
Delivery:
Straightforward
Change
Delivery
Improving
Change
Delivery:
Consistent
Change
Delivery
Optimised
Change
Delivery:
Increasingly
Repeatable
Change
Delivery.
26 © AFA
27. Repeatable Change Delivery –
The Ski Jump
27
Do
One Thing Right
to help Deliver
Significant Projects
External and Internal Control
of our Change Initiatives
Integration of
Change Delivery
across
Practices
and Themes
3I3M
Iterative and Incremental
Integration of Methods using
a Maturity Model
Awareness
Consolidation
Improvement
Optimisation
© AFA
29. Iterative & Incremental Integration
29
Deliver
Start Small
Understand the Lie of
the Land
Build Trust
Re Plan
•Outputs
•Outcomes
•Benefit
© AFA
30. The Practice Themes –
Or “Process Perspectives”
30
Organizational
Governance
Stakeholder
Engagement
Benefits
Management
Resource
Risk
Finance
Management
Control
© AFA
31. Maturity Models and Assessment
Maturity:
Confidence with
which a process
can be repeated
or replicated:
Examples of processes are
Portfolio, Programme, Project or
Risk Management
Maturity Model:
Description of a set of:
Maturity Levels across
A full range of process
perspectives
Maturity
Assessment
Appraisal of an
organization’s
overall maturity
in executing a
process.
31 © AFA
32. Change Delivery Practice Set
All or part of
one or more
Practices
At similar or
related
maturity levels
Examples:
Practices:
PRINCE2, MSP, MoP, etc.
Practice Set:
Benefits Management:
Portfolio & Programme
Maturity Level 1 and
Project Maturity Level 2.
32 © AFA
33. Practice Sets – A Different Perspective
33
5
4
3
2
1
MaturityLevel
© AFA
34. 1
2
3
4
5
Practice Sets – A Different Perspective
34
Portfolio
Programme
Project
Management
Control
Benefits
Management
Financial
Management
Risk
Management
Stakeholder
Engagement
Organizational
Governance
Resource
Management
© AFA
35. Integration
Selecting a Change Delivery Practice Set relevant
to the current situation in your organization
Embedding by adopting a Practice Set in your
organization
Tailoring by adapting or applying a Practice Set to
your change initiative.
35 © AFA
36. Internal and External Alignment
Practice Theme
Alignment:
Boost Synergies
between Themes
across Practices
Resolve Clashes
between Themes
across Practices
Business Functional
Specialisation Alignment:
Build Alliances with
Functional
Specialists
Avoid Alienating
Functional
Specialists.
36 © AFA
37. Integration Cycle
•Relevant global and context-specific practices
Researching
•Capability maturity either using formal maturity models or less formal methods
Assessing
•A coherent and beneficial Practice Set
Designing
•In your organization to adopt the chosen Practice Set
Embedding
•For your specific change initiative to adapt the Practice Set.
Tailoring
37 © AFA
38. Repeatability that is Relevant
Change
Delivery
Awareness:
Do One Thing Right
Consolidating
Change
Delivery:
Straightforward
Change Delivery
Improving
Change
Delivery:
Consistent Change
Delivery
Optimised
Change
Delivery:
The P3M3 Model
For those who want
to journey to Levels 4
or 5
If their Change
Delivery has already
achieved Level 3
If the business has
decided it needs to
go further.
38 © AFA
39. Discussion Session
How will you Integrate Change Delivery in your organization?
How far do you need to go?
AFA
SERAF House, 65 Stone
Road, Dereham, Norfolk, NR19 1LH
Telephone: 01362 692973
Fax: 01362 655429
Email:
Alan.Ferguson@AFAprojects.com
or General@AFAprojects.com
Read more on: AFAprojects/Blog
Website: AFAprojects.com
LinkedIn: bit.ly/AFAonLinkedIn
Twitter: twitter.com/AFA_Alan
Facebook: facebook.com/AFA
© AFA39
40. What Next?
Download this presentation from AFAprojects.com
Feel free to apply these ideas
We would ask you to acknowledge AFA copyright implicitly and
explicitly
Please get in touch if you would like PowerPoint copies of these slides
Read more about Integrated Change Delivery in Integrating PRINCE2.
40 © AFA
41. Trade Mark Acknowledgement
• OGC Successful Delivery Toolkit ™ is a Trade Mark of the Cabinet Office
• PRINCE2® is a Registered Trade Mark of the Cabinet Office
• MSP ® is a Registered Trade Mark of the Cabinet Office
• P3O® is a Registered Trade Mark of the Cabinet Office
• M_o_R® is a Registered Trade Mark of the Cabinet Office
• MoV™ is a Trade Mark of the Cabinet Office
• MoP® is a Registered Trade Mark of the Cabinet Office
• ITIL® is a Registered Trade Mark of the Cabinet Office
• IT Infrastructure Library® is a Registered Trade Mark of the Cabinet Office
• P3M3® is a Registered Trade Mark of the Cabinet Office
• Managing Benefits ™ is a Trade Mark of the APM Group Ltd
• The APMG-International Swirl Managing Benefits Device is a Registered Trade Mark of the APM Group Ltd.
• The Swirl logo™ is a Trade Mark of the Cabinet Office
• The Best Practice logo™ is a Trade Mark of the Cabinet Office
• Tables or paragraphs of text taken directly from the OGC publications are in italics and are reproduced with
permission from Cabinet Office, as training material
41 © AFA
Editor's Notes DISCUSSWhat practices do you ‘practice’6th edition BoK Topics DISCUSSAn alternative name for this slide could be Change and Business as Usual PracticesPose the question: “What practices do we need in order to deliver change (note that “deliver” is slightly lets hierarchical than “manage”, more active than “participate in” and less aggressive than “drive through”. Resonates with the tone of say MSP.M_o_R and ITIL are either not practices for delivering change or sit on the border with business as usual.If delegates need a definition of change management (which is actually organisational sociology) offer “Leading teams of people in organisations undergoing change”.Can be used as a menu slide to link to a wide range of optional concepts modules. EXPLAINThese terms are from Cosby's Quality Maturity GridThe terms are a bit aspirational, you might have to be a bit cynical EXPLAINThis is AFA’s definition. Surprisingly the are no widely used definitions of these terms TELLVery briefEstablish credibility for AFA by noting that we are accredited to deliver training in many of these methodsCould broaden the discussion to look at the advantages of adopting a common approach such as these methods
