Full refer ences for Section 3.3 3.3.1

Crabbe, S. (2017) Current Practices and Trends in Technical and Professional Communication. London:

Institute of Scientific and Technical Communication.

Goman, C. K. (2011) The Silent Language of Leaders: How Body Language Can Help – or Hurt – How You Lead. New York: Jossey­Bass.

Pilkington, A. (2013) Communicating Projects: An End-to-End Guide to Planning, Implementing and Evaluating Effective Communication. Abingdon: Routledge.

3.3.2

Boyce, T. (1993) Successful Contract Negotiation. London: Thoroughgood.

Fisher, R., Ury, W. and Patton, B. (2011) Getting to Yes: Negotiating an Agreement without Giving in, 3rd edition. London: Penguin Books.

Lax, D. and Sebenius, J. (2006) 3D Negotiation: Powerful Tools to Change the Game in Your Most Important Deals. Boston, MA: Harvard Business School Press.

3.3.3

Knapp, J. and Zeratsky, J. (2018) Make Time: How to Focus on What Matters Every Day. London: Bantam Press.

McLaughlin, J. and Meager, K. (2017) Time Mastery: Banish Time Management Forever. St Albans:

Panoma Press.

Tracy, B. (2014) Time Management. New York: American Management Association.

3.3.4

Baldwin, R., Cave, M. and Lodge, M. (2013) Understanding Regulation: Theory, Strategy and Practice, 2nd edition. Oxford: Oxford University Press.

Haines, F. (2012) The Paradox of Regulation: What Regulation Can Achieve and What it Cannot.

Cheltenham: Edward Elgar.

Macintyre, E. (2018) Essentials of Business Law, 6th edition. Harlow: Pearson.

3.3.5

Association for Project Management (2018) APM Code of Professional Conduct. Princes Risborough:

Association for Project Management. Available at: www.apm.org.uk/media/19286/code­of­professional­

conduct.pdf (accessed January 2019).

HM Government (1998) Public Interest Disclosure Act 1998, Chapter 23. London: The Stationery Office.

Trevino, L. and Nelson, K. (2017) Managing Business Ethics: Straight Talk about How to Do it Right.

Wiley: Chichester.

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APM Body of Knowledge 7th edition

3.3.6

Bolton, G. and Delderfield, R. (2018) Reflective Practice: Writing and Professional Development, 5th edition. London: Sage.

Chartered Institute of Personnel and Development (2018) Competence and Competency Frameworks.

Available at: www.cipd.co.uk/know ledge/funda ment als/people/perform ance/competency­factsheet (accessed 13 November 2018).

Friedman, A. (2017) The Growing Significance of CPD: Ensuring Professionalism in a Dynamic and Changing Workplace. Princes Risborough: Association for Project Management. Available at: www.apm.

org.uk/media/6144/charteredreport4_2017_final.pdf (accessed January 2019).

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4 Planning and managing deploy ment

This chapter is written primar ily for those involved in the end­to­end process of deliv er ing a project, whether a stan dalone project or one that is part of a programme and/or port fo lio, and regard less of the life cycle approach taken.

Although the profes sional domain has expan ded, as described in many parts of the earlier chapters, the detailed matters asso ci ated with defin ing outputs, integ rated plan ning and controlling deploy ment remain. However, the context for this work is chan ging, with pres sure to respond to an increas ing need for agility and flex ib il ity. As a result, many projects adopt iterat ive rather than linear approaches for at least some part of the life cycle.

Moving from high­level expres sions of stake holder vision or need through to a detailed state ment of work for the chosen solu tion involves a number of steps of refine ment:

explor ing object ives; detailed require ments; success criteria; meas ur able bene fits; best value options; scope defin i tion and accept ance criteria for each element of that scope. This work builds a firm found a tion for detailed plan ning.

Taking forward the defin i tion of outputs into detailed plan ning requires a focus on multiple areas, and the integ ra tion of those areas into the baseline project manage ment plan. Depending on partic u lar project object ives and the life cycle chosen, differ ent approaches to plan ning time, resources and cost, in the context of risk can be adopted.

Controlling deploy ment requires a detailed focus on monit or ing and report ing as well as a commit ment to manage risk, issues and change/vari ations in a discip lined way. The imper at ive to provide audit trails for assur ance, and the oppor tun ity for indi vidual team members and the wider organ isa tions involved to reflect, learn and improve, is an organ isa tional reality for all who work in a compet it ive envir on ment.

The chapter is composed of three parts:

4.1 Defining outputs 4.2 Integrated plan ning 4.3 Controlling deploy ment

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4.1 Defining outputs

Moving from high­level expres sions of stake holder vision or need through to a detailed state­

ment of work for the chosen solu tion involves a number of steps of refine ment explor ing success criteria, meas ur able bene fits, detailed object ives and require ments, best value options, scope defin i tion and accept ance criteria for each element of that scope. This work builds a firm found a tion for detailed plan ning.

The linear progres sion from high­level expres sions of need and benefit in an early busi ness case through to the specific a tion of detailed require ments, scope and accept ance criteria is well under stood. For many projects, this remains a value­creating process, espe cially for large­

scale, highly tech nical projects, where rework is expens ive and does not justify an iter at ive approach.

The emer gence and growing popular ity of iter at ive approaches requires us to think about defin ing outputs in a differ ent, more adapt ive way. The danger, however, is to assume that the approaches designed to build in agility and flex ib il ity do not require the discip line to define some things clearly, for example bene fits that justify the invest ment or the accept ance criteria for deliv er ables. Understanding the differ ent options and main tain ing a balance are always import ant.

This section, written for all people working to plan and deliver either stan dalone projects or projects within programmes and port fo lios, addresses the follow ing topics:

4.1.1 Success and bene fits: Understanding what success means for differ ent stake hold ers 4.1.2 Objectives and require ments: Comprehensive and meas ur able require ments are

crit ical to project success

4.1.3 Options and solu tions: Exploring multiple options until a preferred solu tion is iden ti fied 4.1.4 Scope defin i tion: The trans la tion of require ments into outputs for the chosen solu tion 4.1.5 Quality plan ning: Ensuring outputs are delivered in accord ance with require ments

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4.1.1 Success and bene fits