Apm body of knowledge 6th edition
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The document discusses the 6th edition of the APM Body of Knowledge (BoK). It introduces the BoK as providing a framework for integrated change delivery. It notes that the 6th edition aims to address the problem of how to implement change initiatives across an organization in a repeatable way. The document outlines the structure of the 6th edition, including its focus on primary practices, domains, and topics related to change delivery. It argues that the BoK can provide a viable framework for integrated change delivery through selecting relevant practices, assessing maturity levels, designing practice sets, embedding practices in an organization, and tailoring practices to specific initiatives.
Apm body of knowledge 6th edition
- 1. AFAprojects.com 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
- 3. Agenda The First Problem • Projects and Beyond! The Solution? • The 6th Edition The Second Problem • Making it Happen 3 © AFA
- 4. The First Problem - Projects and Beyond! BoK 6th Edition - A Viable Framework? 4 © AFA
- 5. Runthe Business Change the Business Strategic Objectives Managed Benefits Managed Initiatives Run the Business – Change the Business 5 © 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
- 10. The Solution? - The 6th Edition BoK 6th Edition - A Viable Framework? 10 © AFA
- 11. The Portfolio 11 The Business Run the Business - Business as Usual Change the Business - The Portfolio Pg Pj Pj Pj Pj Pj Pj Pg © 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
- 18. A Rich Picture How are you going to explain this lot to the C Suite? 18 © AFA
- 19. The Second Problem - Making it Happen - Integrated Change Delivery BoK 6th Edition - A Viable Framework? 19 © AFA
- 20. Change Delivery BoK 6th Edition - A Viable Framework? 20 © 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
- 23. Repeatable Change BoK 6th Edition - A Viable Framework? 23 © 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
- 28. Integrating Change Delivery BoK 6th Edition - A Viable Framework? 28 © 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: [email protected] or [email protected] 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
- #9: DISCUSSWhat practices do you ‘practice’6th edition BoK Topics
- #10: 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.
- #26: EXPLAINThese terms are from Cosby's Quality Maturity GridThe terms are a bit aspirational, you might have to be a bit cynical
- #32: EXPLAINThis is AFA’s definition. Surprisingly the are no widely used definitions of these terms
- #42: 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