APM Governance Specific Interest Group (2016) Directing Agile Change. Princes Risborough:
Association for Project Management.
APM Governance Specific Interest Group (2017) Governance of Co-owned Projects. Princes Risborough: Association for Project Management.
APM Governance Specific Interest Group (2018) Directing Change, 3rd edition. Princes Risborough:
Association for Project Management.
1.3.2
APM Assurance Specific Interest Group (2014) A Guide to Integrated Assurance. Princes Risborough:
Association for Project Management.
APM Assurance Specific Interest Group (2017) A Guide to Assurance of Agile Delivery. Princes Risborough: Association for Project Management.
APM Assurance Specific Interest Group (2018) A Guide to Project Auditing. Princes Risborough:
Association for Project Management.
1.3.3
Seitanidi, M. and Crane, A. (2014) Social Partnerships and Responsible Business: A Research Handbook. Abingdon: Routledge.
Silvius, G., Schipper, R., Planko, J., van den Brink, J. and Kohler, A. (2012) Sustainability in Project Management. Abingdon: Routledge.
Taylor, T. (2011) Sustainability Interventions – For Managers of Projects and Programmes. London:
Dashdot Publications.
Morris, P.W.G. (2017) Climate change and what the project management profession should be doing about it a UK perspective. Princes Risborough: Association for Project Management.
1.3.4
Kraljic, P. (1983) Purchasing Must Become Supply Management. Harvard Business Review, September
APM Contracts and Procurement Specific Interest Group (2017) APM Guide to Contracts and Procurement. Princes Risborough: Association for Project Management.
Bruel, O. (2016) Strategic Sourcing Management: Structural and Operational Decision-Making.
London: Kogan Page.
HM Government Infrastructure & Projects Authority (2016) Improving Infrastructure Delivery:
Project Initiation Route-Map. London: The Stationery Office.
APM copyright
APM Body of Knowledge 7th edition
1.3.5
APM Governance Specific Interest Group (2018) Sponsoring Change: A Guide to the Governance Aspects of Project Sponsorship, 2nd edition. Princes Risborough: Association for Project Management.
Association for Project Management (2018) Building Sponsors: Future Project Leadership. Available at: www.apm.org.uk/media/15103/aguidetoprojectsponsorship.pdf (accessed 22 January 2019).
Princes Risborough: Association for Project Management.
West, D. (2016) Project Sponsorship: An Essential Guide for Those Sponsoring Projects within Their Organizations. Abingdon: Routledge.
1.3.6
Hammond, J., Keeney, R. and Raiffa, H. (2006) The hidden traps in decision making. Harvard Business Review, January.
Hopkinson, M. (2016) Net Present Value and Risk Modelling for Projects. Abingdon: Routledge.
Lovallo, D. and Kahneman, D. (2003) Delusions of success: How optim ism under mines exec ut ives’
decisions. Harvard Business Review, July.
1.3.7
Association for Project Management Benefits Management Specific Interest Group (2019) Guide to Improving Organisational Capability in Benefits Realisation Using a Benefits Management Framework.
Princes Risborough: Association for Project Management.
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London: The Stationery Office.
1.3.8
Bakker, R., DeFillippi, R., Schwab, A. and Sydow, J. (2016) Temporary organ iz ing: Promises, processes, prob lems. Organisation Science, 37(12), 1703–1719.
Lundin, R. A. and Hallgren, M. (2014) Advancing Research on Projects and Temporary Organizations.
Copenhagen: Copenhagen Business School Press.
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1.3.9
Pilbeam, S. and Corbridge, C. (2010) People Resourcing and Talent Planning, 4th edition. London:
Financial Times Prentice Hall.
Schuler, R. and Jackson, S. (2007) Strategic Human Resource Management. Oxford: Blackwell Publishing.
APM copyright Not for distribution
Taylor, S. (2014) Resourcing and Talent Management. London: Chartered Institute of Personnel and Development.
1.3.10
Garland, R. (2009) Project Governance: A Practical Guide to Effective Project Decision Making. London:
Kogan Page.
Leblanc, R. (2016) The Handbook of Board Governance: A Comprehensive Guide for Public, Private and Not-for-Profit Board Members. Hoboken: Wiley.
Muller, R. (2009) Project Governance. Farnham: Gower.
APM copyright
2 Preparing for change
This chapter is written primar ily for those people charged with leading any project, programme or port fo lio, of any size or complex ity.
The focus of the chapter is prepar ing for change, in partic u lar to consider in advance the prac tices that are import ant in early life cycle shaping, midlife cycle assur ance, learn ing and matur ity, and late life cycle trans ition into use – whether leading a stan dalone project, or a programme or port fo lio.
Translating stra tegic prior it ies into a justi fied busi ness case for an invest ment in planned change leads to decisions about how to shape the partic u lar project, programme or port fo lio.
Focusing on stake holder needs and the organ isa tion’s appet ite for risk, early decisions can be made to inform detailed plan ning. In partic u lar, procure ment strategy and consid er a tions of oper a tional adjust ments that may be needed during deploy ment are import ant topics to consider early as they will influ ence the scope of subsequent work.
There are some aspects of projectbased working that apply in all circum stances and inform the abilty of an organ isa tion to improve their capab il ity to deliver change success fully – project by project. All teams involved in projectbased working need to make informed decisions and to provide assur ance to differ ent stake hold ers. Effective projectbased organ isa tions are profi
cient in creat ing and using know ledge to continu ously improve their prac tices and enhance their matur ity. In organ isa tions where the ability to deliver bene fi cial change reli ably and at scale is import ant, build ing effect ive withinproject and crossproject support through a project, programme or port fo lio manage ment office (PMO) is crit ical to success.
Ultimately, the organ isa tional return on invest ment from projectbased working is accom
plished when the partic u lar outputs of projects are trans formed into organ isa tional outcomes of benefit to stake hold ers. The approach adopted for trans ition of projectbased outcomes into use in businessasusual is closely linked to the chosen life cycle, so many vari ants are possible.
In all cases, the ability of a tempor ary change team to influ ence the recip i ents of change in the perman ent organ isa tion so that new processes, products, systems or ways of working are adopted, is para mount. And because projects and programmes are tran si ent endeav ours, the managed closure of the work – whether as planned or earlier – is an expli cit and crucial part of the work to be done.
The chapter is composed of three parts:
2.1 Shaping the early life cycle 2.2 Assurance, learn ing and matur ity 2.3 Transition into use
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APM Body of Knowledge 7th edition
2.1 Shaping the early life cycle
Shaping projects, programmes or port fo lios during the early life cycle depends on expressed and implied needs of stake hold ers and the extent of the will ing ness of the invest ing organ isa
tion(s) to take risk with innov at ive product devel op ment, ambi tious times cales or novel ways of working. There is no ‘correct’ way but the rigour put into the first steps in setting up the work has value as plans develop and are deployed. Emerging insights into how to manage differ ent complex it ies effect ively in projectbased working point to the need for the sponsor and manager/leader to come to a common view on how to approach the work in order to minim ise down side risk and be in a posi tion to seize the upside bene fits of any emer gent change.
In most organ isa tions, a depend ence on suppli ers of goods or services in the supply chain to support projectbased working is a reality. Many corpor ate members of APM and readers of this body of know ledge will work for organ isa tions whose main product is the provi sion of projectbased services to their clients. Following a stra tegic review of the market, procure ment strategies need to be devised so that the invest ing organ isa tion can deliver their object ives within the constraints of the supply chain and their inhouse organ isa tional capab il ity. Supplier organ isa tions will be more success ful when they under stand the stra tegic or tactical benefit to the client.
Businessasusual work, of course, does not stop while projectbased work is being planned and deployed. In circum stances where the project is designed to make changes to an exist ing oper a tion, spon sors and their colleagues in the busi ness need to make decisions about the best place to manage ongoing work, and how to admin is ter the inter faces between ‘change’ and
‘run’ work. Operational adjust ments are often needed.
Shaping the early life cycle requires riskbased decisions to be made that repres ent a trade
off between object ives and risk. This works best when spon sors operate in part ner ship with the managers tasked with deliv er ing the project, programme or port fo lio.
This section will be of partic u lar interest to project, programme and port fo lio leaders think ing about early life cycle phases as it addresses:
2.1.1 Project shaping: Setting up projects of all sizes for success
2.1.2 Programme shaping: Setting up programmes to deliver the desired bene fi cial change 2.1.3 Portfolio shaping: Setting up port fo lios to ensure effi cient deliv ery of object ives 2.1.4 Procurement strategy: Matching supplychain engage ment to needs
2.1.5 Operational adjust ments: Ensuring oper a tional and projectbased work is coordin ated
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