APM Competence

Framework
3rd edition

1
 Contents
Foreword 2
Introduction 3
Competences 5

Setting up for success

1 Life cycles 5
2 Governance arrangements 7
3 Sustainability 9
4 Financial management 11
5 Business case 13
6 Portfolio shaping  15

Preparing for change

7 Procurement 17
8 Reviews 19
9 Assurance 21
10 Capability development 23
11 Transition management 25
12 Benefits management 27

People and behaviours

13 Stakeholder engagement and communication  29
management
14 Conflict resolution 31
15 Leadership 33
16 Team management 35
17 Diversity and inclusion 37
18 Ethics, compliance and professionalism  39

Planning and managing deployment

19 Requirements management 41
20 Solutions development 43
21 Quality management 45
22 Integrated planning  47
23 Schedule management 49
24 Resource management 51
25 Resource capacity planning 53
26 Budgeting and cost control  55
27 Contract management 57
28 Risk and issue management 59
29 Change control 61

2 © APM 2023. All rights reserved. See apm.org.uk/terms-and-conditions

Foreword

Welcome to the APM Competence Framework 3rd edition.

We are living through a period of significant change, something the project profession is
well equipped to manage. For this edition of the framework, our intention was to reflect the
established good practice within the profession, and the emergent themes professionals will
need to address to manage future challenges.

We knew from our early research from across the profession that the foundation of the
previous edition of this framework remained relevant, and so our intention was to build on this
with key changes that better reflect the changing world of projects today.

In response we’ve introduced two new competences: ‘Sustainability’ and ‘Diversity and
inclusion’. Our research showed that the climate crisis is something no organisation or
professional can ignore, while delivering projects to benefit our diverse society is also a key
concern. We hope their inclusion enables you to embed sustainability into all aspects of
your organisation’s project work, and to empower diverse teams to achieve better project
outcomes.

We’ve also updated the existing competences to make them more relevant to how projects,
programmes and portfolios are managed today. There is more emphasis on life cycle options,
the use of data, behaviours and different ways of working, which are embedded across the
whole framework.

In line with above, we’ve taken the opportunity to align the framework more closely to the
APM Body of Knowledge 7th edition. For example, we use the term ‘change initiative’ to refer
collectively to projects, programmes and/or portfolios. The structure, too, has been reordered
to mirror the APM Body of Knowledge chapters, as you move through the project life cycle.

We’d encourage you to make use of the APM Competence Framework and to tailor it to your
own specific needs, whatever your preferred methodology or life cycle. We’d also encourage
you to make use of extra resources, such as APM’s role profiles, to bring the framework to life
and show how it can apply to different project roles.

Finally, we’d encourage you to use this framework to raise professional standards, to enable
project professionals and team members to identify and develop new skills or build on existing
ones and, more widely, to raise awareness of the project profession and the benefits to society
that it brings.

Jackie Martin

Director of Education and Lifelong Learning

3
 Introduction

This APM Competence Framework 3rd edition will help you to assess and improve performance in your
organisation. This framework is for you if you’re interested in:

• developing your organisation’s capability and community of project professionals

• creating a formal career path for specific project roles, enabling a manager or team leader to measure
and improve the performance of project professionals for whom they’re responsible
• helping individual project professionals to identify and address training and development needs to deliver
their change initiatives more effectively

What is the APM Competence Step 1

Framework?
The APM Competence Framework sets out the Rate performance against each
competences required for effective project, relevant competence
programme and portfolio management. It aims to
Review the 29 competences included in the APM
reflect both current good practice and the future
Competence Framework and list those that are
needs of the profession and provides a benchmark
most relevant to the role in question. The titles and
for all those engaged in change initiatives.
introductions to the competences should act as
The framework consists of 29 competences, each a guide. You can also use your current job role
based around outcomes that project professionals description.
need to achieve. Each competence includes a title,
Next, use APM’s ratings chart, on page 5, to assess
a brief introduction to the competence, and a series
your current level of knowledge and application.
of criteria covering the knowledge and application
Alternatively, use the APM ratings to create your own
required to fulfil each competence. The framework
ratings system.
also includes a simple, five-point rating system for
assessing level of performance against knowledge To help rate your performance, it’s a good idea
and application criteria. to consider the level of complexity of a change
initiative that you manage. As a rule, a non-complex
For best use, focus on the competences that
change initiative means clear objectives, low levels
are most relevant to your organisation and your
of risk and a limited number of interfaces and
business needs.
stakeholders. A complex change initiative, on the
other hand, will typically have uncertain objectives,
How do I use the APM Competence high levels of risk and/or innovation, and a large
Framework? number of interfaces and stakeholders.

The key purpose of the APM Competence

Framework is as a tool to assess and improve
performance. Whether you’d like to use the
framework to review your own performance or to
assess the performance of others, the main steps
involved are broadly the same.

4
Ratings chart

Level Knowledge Application

0 Unaware Has no awareness of the No awareness and no application

knowledge needed for the required at this level.
competence.

1 Aware Has an awareness of the As only awareness is required

knowledge needed for the at this level, no application is
competence. expected.

2 Practised Has a working knowledge Applies the competence under

of, and can describe, the supervision, primarily in non-
competence. complex situations.

3 Competent Has a comprehensive Applies the competence

knowledge of the competence independently, primarily in
in situations of limited situations of limited complexity.
complexity.

4 Proficient Has a detailed knowledge of Applies the competence

the competence in complex independently, primarily in
situations and can critically complex situations.
evaluate and adapt as required.
Supervises others applying the
competence.

5 Expert Has an in-depth knowledge of Applies the competence

the competence in complex independently, primarily in
situations. complex situations.

Can critically evaluate, adapt Recognised as an expert by other

or develop new theories and/ senior professionals, who is called
or methods if required and on by others for advice on the
educate others. competence.

Step 2 Step 3

Compare performance against role Identify gaps and development needs

profiles The assessment process will help identify strengths,
Use the example role profiles created by APM to help weaknesses and potential learning and development
focus on relevant competences. The profiles are needs. Prioritise those aspects of performance that
pitched at different levels and give a general overview need to be developed or improved, and explore
of the role and typical responsibilities. In many cases ways of achieving that (e.g. mentoring, coaching,
the profiles will share common competences. This shadowing, formal training, qualifications).
can be useful in identifying learning and development Agree to a development plan and the support (i.e.
opportunities. There is also scope to develop and time, resources) required to achieve the plan. The
adapt the profiles to the specific needs of your competences can help to specify development
organisation. objectives and provide a benchmark against which
improvements in performance can be measured.

Remember that improving performance is an

ongoing activity. It’s a good idea to repeat these steps
periodically to monitor progress and stay on track.

Visit apm.org.uk/competence-framework for more

information.

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 Setting up for success

Competence 1: Life cycles

The ability to structure and organise change initiatives.

Introduction
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 Analyse potential life cycles for the
available. management of change initiatives.

• The different life cycle approaches and when they are applicable.
Consider: • The factors that influence which life cycle to select, including the maturity of the
organisation, the type of change and the business case drivers.

2
Knowledge of the culture and mindset of Determine internal and external contexts
the organisation. which could affect the use of a life cycle.

• The use of predictive and adaptive approaches.

• The level of certainty, the organisation’s attitude to risk and the management
Consider: structure in place, for example, matrix/decentralised/hierarchical.
• Ways to promote a psychologically safe and collaborative working environment to
support the chosen life cycle.

3
Knowledge of the organisational capability Identify the underlying principles for a life
for delivering different life cycle options. cycle that will suit the management of
change initiatives within the organisation.

• The value and priority of a change initiative.

Consider: • The level of stakeholder support and experience within the organisation.
• Ways in which different leadership styles can impact ways of working.

4
Knowledge of the sources available to Define the processes, standards, and
define the processes, standards and guidelines to implement the life cycle,
guidelines. adopting these from published sources or
internal sources, or developing them as
required.

• The processes, standards and guidelines associated with different life cycles.
• The types of life cycles available and what the change encompasses, for example
Consider: benefits realisation.
• The benefits and costs of applying a life cycle approach to change initiatives.

5
Knowledge of the need for continuous Reflect on the strengths and limitations
improvement. of a life cycle, making refinements as
required based on experience.

• The sources of data to inform development.

• The methods for eliciting feedback.
• The ways in which the advantages and disadvantages of different life cycles can be
Consider: identified.
• Different ways of engagement to promote two-way conversation.
• Methods such as test, learn and adapt.

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Setting up for success

Competence 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.

Introduction
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 Define reporting, decision-making
processes that are in place to manage a hierarchies, and levels of authority for a
change initiative. change initiative.

• The organisational structures.

Consider: • The governance standards/board charter.
• The levels of stakeholder influence that inform decision making.

2
Knowledge of types of organisational Design a change initiative governance
culture and working practices. structure, taking into account context,
complexity and potential impact.

• The level of rigour to be applied and the needs of different life cycles.
Consider: • The complexity of a change initiative.

3
Knowledge of the relationship between a Establish the relationship between a
change initiative’s governance and the change initiative’s governance and the
organisational governance. organisation’s governance structures.

• The levels of stakeholder influence.

• The way in which a change initiative interacts with the organisation’s
Consider: governance structure.
• The areas of the organisation impacted by the change.

4 Knowledge of levels of ownership. Ensure clarity of ownership and levels of

authority by agreeing the responsibilities
and accountabilities with relevant
individuals.

• The roles and responsibilities for ownership.

• The principles of delegation and levels and limits of authority.
Consider: • The agreed escalation routes.
• The frequency and methods of reporting.

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.

• The importance of adherence to standards.

Consider: • The integrity of the sources of data available to inform decision making.
• Ways to secure the capacity and capability to deliver.

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 Setting up for success

Competence 3: Sustainability
The ability to balance the environmental, social, economic and administrative considerations that will impact
a change initiative.

Introduction
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 over burdening 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 Promote and adhere to sustainable working
of the organisation that informs business practices that support organisational
activity. standards.

• The management strategies in place, and the need to understand the external factors
that may identify risks and opportunities and influence direction.
• Any sector-specific responsibilities, principles and priorities that may need to
be considered.
Consider: • What needs to be considered for continuity, and generating efficiencies for
the future.
• The alignment of any external party to the internal policies.
• Working practices that support sustainability.

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.

• The way in which the business case aligns to and supports the sustainability agenda.
• Tools and techniques available to proactively embrace sustainability.
• Measures and metrics used to evaluate and inform the sustainability assessment.
Consider:
• The internal and external communities impacted and how they will be impacted.
• The way in which the adoption of sustainability principles may have a positive or
adverse impact on a change initiative.

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Setting up for success

3
Knowledge of which mechanisms can Employ relevant techniques to embed a
embed sustainability and of ways to culture of sustainability within a change
communicate sustainability measures. initiative. Apply a range of communication
styles to promote sustainability objectives.

• Ways to understand the individual drivers that can be used to change behaviours.
• Different ways of telling a story to gain ownership at all levels.
Consider: • Different working practices that support the sustainability agenda.
• Techniques to facilitate creative thinking that supports both the business case and
the sustainability objectives.

4
Knowledge of what information is needed Ongoing monitoring and reporting of
to confirm that practices are still being sustainability. Ensure that stakeholders are
followed. engaged and responsive to sustainability
practices. Promote the sharing of
lessons learned and actively encourage
sustainability and accountability at all
levels.

• Ways to assess and show that stakeholders are still engaged with sustainability
practices.
• The ability to support ongoing operations within business-as-usual.
Consider: • Ways to embed into the organisation’s culture a continued focus on sustainability in
day-to-day activities.
• The sources of data and methods to promote continuous improvement.

5
Knowledge of changes in sustainability Actively keep abreast of changes to inform
practices. 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.

• Ways to keep up to date with external guidance and regulation that will impact the
sustainability agenda.
Consider: • How to stay up to date with innovative practices, to inform forward thinking and new
ways of working.
• Different ways to promote and communicate achievements and improvements.

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 Setting up for success

Competence 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.

Introduction
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 Adopt a consistent approach to the
investment. investment appraisal of a change
initiative in line with organisational practice.

• The financial governance that exists within the organisation, including the financial
Consider: reporting system to be adhered to.
• The reporting procedures that are in place for a change initiative.

2
Knowledge of the characteristics of a Ensure a consistent approach to estimating
consistent approach to estimating. is used across a change initiative.

• The elements that require estimation.

• The different types of costs (labour, non-labour, and ongoing costs to the organisation)
and their timings.
Consider: • Ways to identify optimism bias in estimating costs.
• The available sources that can be used to validate estimates and the need for ongoing
refinement.

3
Knowledge of the value a change initiative Determine capital and revenue expenditure
will give to the organisation. for a change initiative, ensuring alignment
with the organisation’s financial plan.

• The difference between capital and revenue expenditure.

Consider: • The link between the financial value of a change initiative and the strategic objectives.

4
Knowledge of the reporting procedures for Establish financial reporting milestones and
reviews. reviews for a change initiative.

• The types of financial reports.

Consider: • The timing of funding release.
• The commercial milestones that are in place for all parties.

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Setting up for success

5
Knowledge of the organisational Establish control limits for the reporting
procedures for the release of funds. and approval of budget variances, and
arrangements for the release of funds at
appropriate stages in a change initiative.

• The levels of financial accountability.

• The validity of the revised forecast.
Consider: • Agreed tolerance levels.
• Contingency options available.
• The importance of rigour in communicating fiscal responsibilities.

6
Knowledge of the financial reporting Produce financial progress reports based
system in place. 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.

• The tools/techniques available to monitor and report.

• The actual cost versus forecasted cost.
Consider: • The categorisation of costs, including internal versus external resources.
• The implications for forward planning and potential impact on a change initiative.

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 Setting up for success

Competence 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.

Introduction
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 Determine the relevant factors which could
business cases. influence the development of a convincing
business case.

• The perceived value/benefits that will be delivered to the organisation and the links to
the strategic objectives.
Consider: • The different commercial approaches, based on organisational strategy, and perceived
cost, time, quality, risk and resource required.

2
Knowledge of ways to analyse relevant Support a persuasive argument through
factors affecting business cases. effective analysis of relevant factors which
could influence the development of a
convincing business case.

• The range of sources that could be used to gather relevant data.

Consider: • The ways of sharing the data to promote understanding and meet stakeholder needs.

3
Knowledge of ways to create a benefits Establish a benefits framework for a
framework. business case.

• The driving factors of the benefits.

Consider: • The stakeholders, timing, and impact of the benefits from a change initiative.

4
Knowledge of the influencing factors in a Document a business case in a relevant
business case. format, and gain an initial and ongoing
formal acceptance of a business case.

• The governance structures that are in place for initial and ongoing viability and
acceptance.
Consider: • Ways to justify and quantify value, including the options that have been considered.
• Stakeholders’ expectations and commitment to a change initiative.

5
Knowledge of the factors that may impact Monitor and refine a business case as
or influence the value of a change initiative. circumstances and factors change,
including implementing a change control
and configuration management system
when updating a business case.

• The controls in place to manage any changes to the business case.

• The potential impact of risk on the business case.
Consider: • The effects on stakeholders and the wider organisation.
• Ways to actively manage stakeholder engagement to ensure continued support.

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Setting up for success

Competence 6: Portfolio shaping

The ability to set up portfolios to ensure efficient delivery of strategic objectives.

Introduction
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 Determine changes required by the
are determined. organisation’s strategic objectives.

• The strategic objectives and the relationship between individual change initiative
Consider: outcomes.
• Visibility of any changes to the strategic direction or pace of strategic implementation.

2
Knowledge of the ways that change Categorise related change initiatives in
initiatives can be categorised. relation to an organisation’s strategic
objectives; map the intended outputs,
outcomes and benefits of related change
initiatives to an organisation’s strategic
objectives.

• The way the portfolios contribute to the strategic direction.

• The different categories that could be used.
Consider: • Ways to map outputs to achieve the outcomes.
• Ways to achieve optimal balance within a portfolio.

3
Knowledge of ways to determine gaps Determine gaps which may exist in the
which may exist in the alignment of related alignment of related change initiatives,
change initiatives. either current or proposed to strategic
objectives.

• The ways in which to review and report on progress across portfolios to confirm
Consider: alignment to strategic objectives.
• Any changes in internal and/or external factors that may impact strategic objectives.

4
Knowledge of measures that could be used Establish appropriate measures to
to compare the likely value of, both current compare the likely value of, both current
and proposed, related change initiatives to and proposed, related change initiatives to
an organisation’s strategic objectives. an organisation’s strategic objectives.

• Ways in which measures can be established.

• Ways to gain agreement on the measures to be tracked against.
• Any governance controls that inform key processes to ensure standardisation at
Consider: portfolio management level.
• How each change initiative contributes in terms of value, and ways to communicate that
contribution at strategic level.

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 Setting up for success

5
Knowledge of ways to prioritise related Use appropriate measures to prioritise
current and proposed change initiatives. related current and proposed change
initiatives and consider the availability of
finance and other resources when applying
prioritisation measures.

• The balance of short-term gains and long-term gains in relation to prioritisation activity.
• The level of risk that the portfolio is carrying.
Consider: • An understanding of the capability, capacity and funding available.
• Ways in which to allocate resource based on priorities.

6
Knowledge of ways to assess ongoing Recommend whether change initiatives
progress and viability. should be initiated, maintained, or closed to
maintain a balanced portfolio.

• The sources of data/evidence to inform decisions.

• Any changes in the strategic direction that will impact a change initiative within
Consider: the portfolio.
• Ways to refine the portfolio for optimal performance.

7
Knowledge of the importance of Communicate appropriately and
communication in relation to portfolio effectively to stakeholders any
management. recommendations to inform decisions
about the maintenance of a balanced
portfolio.

• The wider context and evidence for any recommendations.

• The communication/information needs of stakeholders and ways to keep
Consider: them engaged.
• The governance/corporate structure in place to control portfolio change.

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Preparing for change

Competence 7: Procurement
The ability to secure the provision of resources, choosing strategies for obtaining best value from supply chains.

Introduction
Procurement is the process for securing the goods and services that are required from external suppliers to
satisfy change initiative needs as appropriate.

Knowledge Application

1
Knowledge of the organisation’s approach Establish the type, quality and quantity of
to procurement. the resource requirement.

• The type of relationship with a supplier.

• The chosen life cycle approach, which may impact the resource requirement.
• The level of risk that the organisation is willing to take and the amount of control
Consider: required.
• The resources available in-house to manage the process.
• The availability, capacity and capability of suppliers.

2
Knowledge of what needs to be captured in Develop detailed specifications for the
a procurement specification. procurement of resources for a change
initiative.

• The detailed functional and technical specification to deliver the defined requirements.
• Recognition of which stakeholders need to be engaged.
Consider: • The benefits of engaging specialist support.
• The way in which contract types will be evaluated.

3
Knowledge of the range of technical and Evaluate technical and commercial
commercial options. options for fulfilling the requirements, and
agree a procurement plan with relevant
stakeholders.

• The governance rules for due diligence, including the preferred supplier list and the
organisational financial strategy.
• The way in which an appropriate procurement plan, which takes into consideration the
complexity of the organisational approach, can be developed.
Consider: • Ways to determine value propositions from the available options, both short and long
term.
• What constitutes best value in terms of the options available.
• Ways to secure stakeholder engagement.

4
Knowledge of the internal skills and Negotiate and secure internal resources to
resources required to support the process, effectively deliver a change initiative.
and ways in which negotiation can be
conducted.

• The governance process to follow.

Consider: • The objectives of a change initiative to be met.
• The benefit of using appropriate negotiation techniques.

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 Preparing for change

5
Knowledge of the organisation’s Comply with organisational procedures
procurement framework. when selecting and negotiating with
suppliers, based on a rigorous tendering
process.

• What steps need to be followed.

• The approaches to selecting suppliers.
• The need for qualified resources to select suppliers.
• The benefits of knowing ‘what good looks like’.
Consider: • Ways in which priorities and trade-offs can be determined to support the negotiation
process.
• The limits and levels of authority for negotiation.
• Ways to motivate performance.
• The benefits of good listening skills.

6
Knowledge of the appropriate controls for Agree viable contracts and statements
the contract. of work, in line with organisational
requirement.

• Ways to gain a common understanding of the agreed terms and conditions.

• The need for agreed ownership of activities.
Consider: • The dependencies between activities.
• The agreed payment mechanism.
• The requirement to have controls over performance.

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Preparing for change

Competence 8: Reviews
The ability to manage progression through the life cycle of a change initiative.

Introduction
Reviews are a way of gathering information to provide an assessment on the status of a change initiative and the
ongoing viability of the work, and to supply advice and guidance.

Knowledge Application

1
Knowledge of the factors that need to Consider factors which need to be
be evaluated when establishing a review evaluated during a review and establish
schedule. and implement a schedule of reviews
incorporating key milestones during and
after a change initiative.

• The types of review that best align with the different governance structures and life cycle
approaches.
• The options for review formats and when they are appropriate to use, considering the
Consider: stakeholder landscape.
• Ways to analyse the complexity, risk profile and value of a change initiative.
• Any legal and regulatory requirements that need to be considered.

2
Knowledge of ways of obtaining the Obtain appropriate information from valid
relevant sources of data to inform the sources to inform the review.
review.

• The information that is needed, the way it will be obtained, the purpose of the review and
how it will be used.
Consider: • The stakeholders who are best placed to provide the information.
• Ways to validate the data.
• Different ways in which the reviews will be conducted.

3
Knowledge of the governance process and Maintain records of any deviations from
response strategies. plans, to include reasons for and responses
to the deviations.

• The tolerance levels in place for all parties engaged in a change initiative, and the
impact on the business case and the wider organisation.
• Ways to identify and document deviations.
Consider: • The range of potential actions or solutions to address deviations and how to determine
their suitability.
• The appropriate governance structure to follow for escalation routes and audit,
depending on the severity of the deviation.

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 Preparing for change

4
Knowledge of ways to involve relevant Communicate the outcomes of reviews
stakeholders. to relevant stakeholders, and confirm
stakeholder understanding and
acceptance of proposed actions.

• Ways of determining stakeholder needs and preferred method of presentation to gain

formal acceptance.
Consider: • The use of data to inform decision making.
• Ways of confirming understanding and acceptance.
• The implications of the proposed actions.

5
Knowledge of re-planning activities. Implement agreed actions and update
lessons learned.

• Tools and techniques for planning.

• The resources that are required.
Consider: • The governance process to support a change.
• Ways in which the knowledge can be used, acted upon and shared.

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Preparing for change

Competence 9: Assurance
The ability to provide confidence to the governance board that a change initiative is on track to deliver the
objectives and intended value.

Introduction
Assurance is objective and independent, working in partnership with governance and risk management.

Knowledge Application

1
Knowledge of the assurance approach and Effectively resource assurance activities.
strategy.

• The organisation and governance structure that is in place.

Consider: • The appropriate resources and capability that are required.
• The engagement approach to secure resource.

2
Knowledge of the scope, priorities and Agree the scope of, and responsibilities for,
strategic aims of assurance activities. manageable assurance activities.

• Ways to identify stakeholders and determine their roles in providing and receiving
assurance.
Consider: • The different options for governance arrangements of a change initiative.
• The appropriate governance for the chosen life cycle.
• The ways in which appropriate levels of independence are ensured.

3
Knowledge of the range of risks associated Prioritise assurance activities based on a
with a change initiative. risk assessment of a change initiative.

• The priority and complexity of a change.

• The risk appetite of the organisation and the appropriate risk-based approach to take.
Consider: • The wider context in terms of level of value and practicality.
• Ways that stakeholders can be engaged.

4
Knowledge of ways to develop Conduct assurance activities, making
recommendations for corrective action. recommendations for corrective action
where required.

• Different ways of conducting review activities.

• The organisational attitude, ways of working and culture.
Consider: • The sources of data and evidence.
• The ways of presenting the data to enable ownership of actions.

5
Knowledge of ways to engage to ensure Maintain effective, two-way
ownership of corrective action. communication with all stakeholders, such
that corrective action is reported, and
concerns are addressed.

• Appropriate communication skills, and the methods and techniques available.

Consider: • Ways to facilitate two-way communication.
• Ways to gain an agreed way forward.

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 Preparing for change

6
Knowledge of the advice, guidance and Provide advice, guidance and support in
support that is required to support in the the implementation of recommendations.
implementation of recommendations.

• Ways in which stakeholders’ attitudes can be gauged.

Consider: • Ways to provide tangible actions to support the implementation of recommendations.
• How to secure ownership of the recommendations.

7
Knowledge of techniques to analyse trends Analyse patterns of change to identify
to improve the future performance trends to improve the future performance
of change initiatives. of change initiatives.

• Sources of data to inform development.

Consider: • Continuous improvement methods such as test, learn and adapt.
• Ways to share the knowledge through communities of practice.

20
Preparing for change

Competence 10: Capability development

The ability to assess organisational maturity in relation to a change initiative and the wider organisation.

Introduction
Capability development addresses the continuous improvement of competences within an organisation,
investing in people and knowledge, and improving the predictability of delivering results and creating the correct
context for teams to perform.

Knowledge Application

1
Knowledge of the current level of Use tools and techniques to determine
organisational maturity. the organisation’s capability to support a
change initiative.

• The range of tools and techniques that can be used to assess organisational capability
and individuals’ skills and competence, to establish their development needs.
Consider: • Ways to assess the current level of organisational maturity.
• Methods for adapting behaviour to the needs of a change initiative and good practice.

2
Knowledge of what constitutes a training Develop and implement a training and
and development strategy. development strategy in relation to change
initiative management.

• The skills required to develop and implement a training and development strategy.
• Ways to develop an appropriate communication and engagement plan.
• Ways to identify organisational, team and individual needs and develop appropriate
Consider: targets.
• How to support development on an ongoing basis; the approach and methods to be
used, including formal and informal.
• The use of data to benchmark and assess improvement to demonstrate achievements.

3
Knowledge of ways to conduct a skills Conduct a skills analysis on individuals
analysis. within an organisation to identify gaps
in competences required to deliver a
successful change initiative.

• The methods of assessment and appropriate options to address gaps.

• The importance of developing goals and objectives consistent with needs and
requirements.
Consider: • Ways to create an open and honest environment that is supportive of individual and
team learning, in order to build trust.
• Behaviours that show areas of potential concern or conflict, and effective resolution
methods.

21
 Preparing for change

4
Knowledge of the uplifting capability within Apply relevant competency models to
the organisation. the organisation’s workforce in relation to
change initiative management.

• Ways to maximise formal and informal learning opportunities.

• The alignment of learning outcomes with changing organisational needs.
Consider: • Ways to share experience, for example, communities of practice.
• The alignment of roles and responsibilities to the competence model.

5
Knowledge of the options for developing an Monitor and evaluate organisational
ongoing people development plan. learning against objectives.

• Methods to monitor change through comparison of skills, maturity objectives and

subsequent outcomes.
• How to communicate timely feedback in a meaningful way to demonstrate progress to
Consider: the wider organisation.
• Ways to create an environment of trust, which enables open and honest conversations
to aid individual performance.
• How to embed an ongoing learning culture.

22
Preparing for change

Competence 11: Transition management

The ability to manage the integration of the outputs of a change initiative into business-as-usual (BAU), ensuring
that outputs enable delivery of the intended value.

Introduction
Transition management is multi-faceted, its purpose being to facilitate changed capability, bedding in new
processes, practices, and tools and techniques. It includes organisational change management and directing
benefits realisation management.

Knowledge Application

1
Knowledge of what is needed to support Establish the logistic requirements and key
the transition. staff required to support a transition.

• Different transition strategies that support the chosen life cycle.

• Techniques to identify stakeholders and ways to get their buy-in, including how to
Consider: build and communicate the transition plan.
• Ways to identify and mitigate any potential areas of concern.

2
Knowledge of the knowledge transfer Determine the knowledge transfer
requirements. requirements for a transition process.

• Ways of assessing the differences in processes and ways of working brought about by a
change initiative.
• The change management tools and models that are available.
Consider: • The ways to capture knowledge requirements and ensure that they have been planned
appropriately.
• The need for strong interpersonal skills, including leadership, emotional intelligence,
communication and choice of language.

3
Knowledge of the different approaches to Create a transition plan where priorities,
transition. potential disruption and output ownership
are key considerations.

• Ways to identify which transition activities have the potential to disrupt BAU.
• The dependencies and constraints in place that may impact transition.
Consider: • How to capture organisational and business priorities.
• Ways to identify the resources required for transition, including budget, support,
coaching and champions.

23
 Preparing for change

4
Knowledge of the ways in which to agree a Negotiate with stakeholders to gain
way forward on the transition process plan. agreement on the transition process plan,
including staffing solutions, logistics and
knowledge transfer requirements.

• The engagement of stakeholders and ways to create understanding, including the

constraints and complexities that have informed the transition plan.
Consider: • How to identify the available transition options that address stakeholder needs.
• Ways to ensure understanding of a change initiative requirements from the business.
• How to actively address conflicts between a change initiative and BAU.

5
Knowledge of the ownership of benefits. Establish a benefit review process to
monitor benefits realisation which meets
the requirements of relevant stakeholders.

• The benefits life cycle, including: roles and responsibilities, the indicators of success, the
Consider: sources of data and ways to measure and monitor achievement.

24
Preparing for change

Competence 12: Benefits management

The ability to identify and agree the benefits and determine how they will be measured, monitored and managed
throughout a change initiative until they are realised.

Introduction
Benefits management actively documents, measures and monitors a change initiative to assure realisation. It
aligns with the business case and intended outcomes for delivery.

Knowledge Application

1
Knowledge of the wider organisational Demonstrate how the intended benefits
strategy. relate to strategic objectives and are
measurable in a way meaningful to
stakeholders.

• Ways in which the benefits align to the strategic objectives.

Consider: • The different techniques available to measure benefits.
• Ways to quantify and communicate benefits to stakeholders.

2
Knowledge of ways to create a benefits Create a benefits management strategy
management strategy. which considers priorities, timescales and
responsibilities, and monitoring methods.

• The appropriate approach to determine a benefits management strategy for a change

initiative, taking into consideration priorities, timescales, responsibilities and monitoring
Consider: methods.
• Ways of setting appropriate and realistic benefits targets.

3
Knowledge of ways to assess the intended Confirm dependencies between the
benefits of a change initiative. intended benefits and the outputs,
outcomes and related business changes.
Prioritise achievement of benefits based
on their level of contribution to strategic
objectives.

• Ways to develop a benefits mapping process that considers the needs and wants of
stakeholders.
Consider: • Ways to analyse the organisational drivers and how a change initiative will facilitate the
achievement of benefits.

4
Knowledge of the use and importance of a Create a benefits realisation plan which
benefits realisation plan. considers funding options, key indicators,
milestones and reporting schedules.

• The baseline measures that need to be in place, the level of improvement required and
the expected timeframe for realisation.
Consider: • Ways to monitor end user behaviours and attitudes.
• How progress will be communicated.

5
Knowledge of ways to evidence the value Carry out effective monitoring against
delivered. the benefits realisation plan. Based on
monitoring outcomes, take action to
highlight recommended adjustments to
maximise benefits realisation.

• Ways of determining the sources of data required for effective monitoring.

• Appropriate responses to implement any necessary changes to the benefits realisation
Consider: plan.
• Ways of managing expectations in terms of the timeframe of promised benefits
considering any adjustments made.

25
 People and behaviours

Competence 13: Stakeholder engagement and communication

management
The ability to work with people, both internally and externally, to build support to achieve intended outcomes.

Introduction
Stakeholder engagement is understanding who needs to be engaged and influenced, and ensuring ongoing
commitment. Communication management ensures the exchange of relevant and timely information to support
the successful delivery of a change initiative and inform decision making.

Knowledge Application

1
Knowledge of ways to identify and analyse Determine stakeholder interests,
stakeholder interests, requirements and requirements and levels of influence for a
levels of influence. change initiative.

• Ways to identify stakeholder positions and rationale.

• How to recognise the signs of negative behaviours, either conscious or unconscious
Consider: (body language, tone of voice), which can have unintended consequences.
• Ways to actively manage resistance.
• The techniques available to maximise the support of champions.

2
Knowledge of the importance of Produce stakeholder engagement and
a stakeholder engagement and communication plans.
communication plan.

• The importance of effective stakeholder engagement for the successful transition to the
Consider: business.
• Ways that the message can be tailored to achieve the desired impact.

3
Knowledge of the range of communication Employ relevant communication
methods and media available. methods and media to meet stakeholder
requirements and expectations.
Disseminate clear, timely and relevant
information to stakeholders.

• The different channels available and their appropriate application based on messaging,
recognising the positive impact that inclusive language can have.
Consider: • The need to tailor messaging, considering stakeholders’ preferences (use of data, stories,
visual).
• Ways of gaining appropriate contributions from engagement, using appropriate media.

26
People and behaviours

4
Knowledge of the need for feedback routes Obtain and respond to feedback from
for stakeholders. stakeholders which may have an impact
on a change initiative.

• The importance of recognition for the success of a change.

• Different ways to obtain feedback.
Consider:
• Ways of determining appropriate responses to the changing needs of stakeholders, the
business and a change initiative.

5
Knowledge of methods to monitor the Monitor the effectiveness of stakeholder
impact of engagement of communication engagement and communication plans,
and stakeholder plans. adjusting when necessary to respond to
changing needs.

• The level of contribution/interaction.

• The factors that indicate success.
Consider: • The positive and negative signs that reflect stakeholders’ attitudes, behaviours and
visibility.
• The need for ongoing adjustment of the plans considering any changes.

27
 People and behaviours

Competence 14: Conflict resolution

The ability to identify, address and resolve differences between individuals and/or interest groups.

Introduction
Conflict resolution is the process of identifying and addressing differences that, if unmanaged, would affect
the delivery of change initiatives and the culture of the workplace. Effective conflict resolution exploits healthy
conflict to support group development and learning and addresses negative conflict to prevent differences from
becoming harmful elements in a change initiative.

Knowledge Application

1
Knowledge of ways to identify conflict. Take a proactive approach to identify and
address potential conflict situations which
may impact a change initiative.

• The potential positive and negative impacts of conflict.

Consider: • Sources of conflict, including seniority, context, situation, proximity and communication
styles.

2
Knowledge of different indicators of conflict. Take an impartial approach to investigating
the cause of conflict and supporting others
to resolve conflict.

• The external and/or internal pressures that can create or fuel conflict.
Consider: • The benefits of encouraging parties to take responsibility for resolving their own conflict.

3
Knowledge of the techniques that are Respond appropriately and promptly to
available to facilitate conflict resolution. conflict situations where intervention is
required, giving due respect to the views,
opinions and concerns of all parties.

• Ways to gain appropriate resolution, including active listening, appropriate discussion

and exploration of alternative options, to reach an understanding that leads to an
Consider: agreed way forward.
• The benefits of active communication, objectivity and impartiality in the management of
conflict resolution.

4
Knowledge of the ways to evaluate and Evaluate and implement conflict resolution
implement measures and the resources measures, seeking assistance from others
available to provide advice. when necessary.

• The appropriate negotiation techniques to aid resolution.

Consider: • The mix of internal, external and virtual sources to provide specialist advice.

5
Knowledge of ways to confirm success of Monitor the extent to which conflict
conflict resolution measures. resolution measures are successful.

• The ways in which to assess collaboration in the workplace.

Consider: • The use of active communication to support resolution.
• The indicators of satisfaction or dissatisfaction with the resolution.

28
People and behaviours

Competence 15: Leadership

The ability to empower and inspire others to deliver successful change initiatives by providing vision, direction,
feedback and support, so that people can do their best work.

Introduction
Leadership is essential to the successful management of change initiatives. It requires clear communication of
vision, values and objectives. Leadership styles need to be adapted to create a supportive working environment
that builds trust, through coaching and mentoring that is engaging and empowering for the individual.

Knowledge Application

1
Knowledge of the vision of a change Maintain a team’s understanding of, and
initiative. commitment to the vision, values and
objectives of a change initiative, through
effective and open communication.

• The way a change initiative links to strategic objectives.

• The different communication styles required to support the organisation’s values and
Consider: culture.
• Ways to adapt communication to engage at all levels, both internally and externally.

2
Knowledge of the environment in which a Establish environments which present
change initiative is being delivered. opportunities for empowered and
autonomous working, including an
approach that takes into consideration
how best to work with remote team
colleagues and stakeholders.

• The positive factors that create a safe and engaging working environment.
• The pre-requisites for high performance.
Consider: • The complexities of current working practices, including remote working.
• The techniques required to build resilience at an individual and team level.
• The impact of individual personal circumstances.

3
Knowledge of different leadership styles. Select an appropriate leadership style
based on the situation and/or context;
collaborate with others to maintain the
momentum of a change initiative.

• What is required to facilitate an inclusive and fair environment.

• The chosen life cycle and delivery approach in place.
• The leadership styles available to respond to the changing needs of the team and to the
Consider: situation or context.
• Ways in which to appreciate and value diverse cultural norms, including
communications, learning and personal values.

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 People and behaviours

4
Knowledge of methods for addressing Facilitate open discussions to support the
difficulties. identification of potential or real difficulties
and challenges to delivering a successful
change initiative; address difficulties and
challenges effectively and in a timely
manner.

• Access to knowledge or data to support discussion.

• Ways in which emotional intelligence helps create an environment that facilitates
Consider: discussion.
• What is required to manage expectations and create an agreed way forward.
• The skills required to facilitate complex situations.

5
Knowledge of the behaviours and Encourage others to adopt behaviours
interpersonal skills that underpin effective which builds trust, confidence, and
leadership. collaboration with and between teams.

• Ways to build trust and encourage collaboration.

• The benefits of adopting a coaching and mentoring development style.
Consider:
• The range of techniques available to develop and encourage emotional intelligence in a
team.

30
People and behaviours

Competence 16: Team management

The ability to select, develop and manage individuals to create and sustain teams.

Introduction
Team management entails bringing people together and motivating, co-ordinating and developing them to
achieve specified objectives that cannot be realised individually. It involves encouraging team members, internal
and external, to work in collaboration towards achieving a common goal. The success of any change initiative is
dependent on effective team management.

Knowledge Application

1
Knowledge of the vision and goals of a Agree team objectives and ways of
change initiative and the maturity of the working to achieve the vision and goals of
team. a change initiative. Determine the level of
maturity of the team.

• Ways to develop team objectives.

• The different stages of team development and ways to determine the maturity of the
Consider: team.
• The chosen life cycle and delivery approach in place.

2
Knowledge of the way in which individual Meet the demands of a change initiative
and team needs correlate. through balancing individual and team
needs. Celebrate the success of team
achievements.

• Characteristics of a successful team.

Consider: • Ways to motivate and sustain individuals within the team.

3
Knowledge of the range of development Provide opportunities for coaching and
and support opportunities available. mentoring to members of a team. Create
an environment of learning and trust to
promote continual development, with the
ability to be alert to any signs of stress
within the team.

• The tools and techniques available to assess development needs.

• The benefits of coaching and mentoring to support continual development.
Consider: • Different situations that can lead to excessive pressure and how they can be addressed.
• How behaviours change when individuals are experiencing stress.

4
Knowledge of the ways in which team Address performance issues likely to
dynamics change. negatively impact the success of a change
initiative.

• Ways to maintain a healthy team ethos and avoid ‘groupthink’.

Consider: • Typical indicators of performance issues.
• The different ways of addressing performance issues.

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 People and behaviours

5
Knowledge of performance monitoring Acknowledge levels of performance
techniques. through constructive feedback to
individuals and teams.

• The tools and techniques available to deliver constructive and effective feedback.
Consider: • The factors that create a safe and receptive environment.

6
Knowledge of the importance of effective Adopt a proactive approach to
communication to facilitate ownership. communication to establish networks of
support and facilitate effective ownership.

Consider: • The different communication styles that can be used to engage and create trust.

7
Knowledge of the challenges that may Build a relationship of trust and support,
be faced when working with virtual and taking into consideration the complexities
dispersed teams. of collaboration, international working, time
zones and diversity of culture.

• Ways to collaborate, gain trust and share knowledge across multiple teams.
Consider: • The rationale, challenges and benefits of remote or virtual working.

32
People and behaviours

Competence 17: Diversity and inclusion

The ability to build and maintain an inclusive environment that embraces a diverse culture.

Introduction
Diversity and inclusion need to be considered as workplace environments are increasingly made up of individuals
with different backgrounds, needs, abilities and ways of working. There is an opportunity within change initiatives
to proactively address the institutionalised inequalities that may exist, by being aware and treating people fairly.

Knowledge Application

1
Knowledge of the value of difference. Proactively research the different kinds of
diversity and how they can impact the way
people work. Recognise personal bias and
cultural norms that influence perspective
and judgement.

• The wide variety of diversity, including the protected characteristics.

• An awareness of the conscious and unconscious bias that affects actions.
Consider:
• The diverse learning and communication preferences and ways to actively manage
them.

2
Knowledge of factors that create a positive Actively identify and engage with the
working environment. diverse skill sets and perspectives that
constitute a team, to create and sustain a
positive, inclusive working environment and
address any potential barriers.

• Acknowledgement of the different cultural norms and beliefs and the value they could
add, and the need for inclusive language.
• The factors that contribute to a psychologically safe environment, leading to an open
and honest culture.
Consider: • The range of skills available to create flexibility within the team.
• Consideration of the location of team members and ways that togetherness can be
achieved, being aware of any workplace accessibility needs.
• The need to make reasonable adjustments to ensure that all individuals have a fair
chance.

3
Knowledge of enabling factors. Maximise the opportunities presented by a
diverse team and lead them to a common
purpose.

• Ways in which to include diversity and recognition of the value of difference.

• The complexity of temporary teams, and how differences can be managed to achieve
a common purpose.
Consider: • Ways to encourage ideas and respectful challenge.
• The impact of different leadership styles to maximise opportunities.
• The contributions that can be made by individual team members.

33
 People and behaviours

4
Knowledge of the organisational culture. Be able to communicate effectively in a
diverse community to create and sustain
an inclusive workplace. Understand how to
establish a cohesive culture that supports
both organisational governance and
appropriate values and behaviours.

• Ways to communicate the values and beliefs that drive behaviours at an organisational
and individual level in a meaningful way.
• How individual experiences can contribute to improvements and changes to culture.
Consider: • Recognition that multiple dimensions of culture exist, and acknowledgement of the need
to create an inclusive and diverse cultural competence at all levels.
• The balance of priorities within the organisation and active acceptance of the need to
treat people fairly.

5
Knowledge of ways in which to treat people Actively explore and respond to signs of
fairly. bias that could impact individual and/or
team cohesion and performance.

• The appreciation of individual needs and the fair adjustments that may need to be
made.
• Ways to lead by example, to demonstrate appropriate behaviours and communication.
• Ways to adapt in order to facilitate contributions from all team members and
Consider: acknowledgement of when communication is required.
• Recognition that if individuals feel engaged and valued there will be an improvement in
team performance and solutions.
• How to recognise signs of resistance.

34
People and behaviours

Competence 18: Ethics, compliance and professionalism

The ability to embody, promote and maintain a trusted profession and to navigate the cultural, legal and
regulatory environment.

Introduction
Ethics, compliance and professionalism encompass working consistently in a moral, legal and socially
responsible manner.

Knowledge Application

1
Knowledge of the wider context and Identify the wider context and environment
environment in which a change initiative in which a change initiative is operating.
operates.

• The relevant organisational and regulatory influences.

• The scope of ethics and their impact on a change initiative.
Consider: • The governance framework and policies that are in place.
• The APM professional code of conduct.

2
Knowledge of appropriate behaviours. Act in accordance with organisational and
professional codes of conduct.

• The organisational culture and standards to be adhered to.

Consider: • Any relevant codes of practice.

3
Knowledge of the key elements that Take responsibility for continuing
constitute continuing professional professional development.
development.

• Recognition that competence consists of a mix of knowledge, skills and behaviours.

• The methods of learning and the learning cycle, including ongoing compliance, the
awareness of standards and the currency of knowledge.
Consider: • The skills required to identify competence gaps.
• The ways in which to engage with learning opportunities.
• The characteristics and importance of meaningful learning objectives.

4
Knowledge of own competence. Act within the limits of your own
competence and authority at all times.

• Personal levels of autonomy and self-awareness.

Consider: • The levels of support that are available and how they can be accessed.
• How to access and acknowledge constructive feedback.

35
 People and behaviours

5
Knowledge of ways to identify and respond Identify any deviations and respond in a
to deviations. professional way.

• The six facets that form the scope of ethics.

• The ways to speak up for self and others.
Consider: • The culture, values and policies to be adhered to.
• The effectiveness of response strategies.

6
Knowledge of ways to create a trusting Encourage a safe and effective working
environment. environment.

• Recognition of behavioural styles that support an honest and open environment.

• The benefits of an adaptive or flexible management style.
Consider: • Ways to engage and communicate with stakeholders.
• The characteristics of a collaborative culture.

7
Knowledge of the sources of specialist Seek specialist advice.
advice and the standards that need to be
adhered to.

• The corporate objectives and governance structure in place.

• The legal and contextual obligations to be adhered to.
Consider: • The professional guidance that is available.
• The other sources of data and assistance available.
• The biases in place, be they conscious or unconscious.

36
Planning and managing deployment

Competence 19: Requirements management

The ability to prepare and maintain definitions of the requirements of change initiatives.

Introduction
Requirements management is the process of capturing, assessing and justifying stakeholders’ wants and needs
to satisfy an identified need. Comprehensive and measurable requirements are critical to the success of a
change initiative.

Knowledge Application

1
Knowledge of ways in which to identify and Conduct an analysis of stakeholder
analyse stakeholder wants and needs. wants and needs to inform a schedule of
requirements.

• Ways to confirm which business areas will gain value or be impacted.

Consider: • Ways in which requirements will be elicited, taking into consideration the chosen life
cycle approach.

2
Knowledge of techniques to prioritise Prioritise stakeholders’ wants and needs
stakeholder requirements. based on effective research.

• Techniques to categorise stakeholder requirements to align with strategic aims.

Consider: • The communication techniques available to gain agreement.
• The correlation between success criteria and measurable requirements.

3
Knowledge of the correlation of the Through effective research determine
requirements with the business and other dependencies and constraints within a
change initiatives. change initiative which may influence the
approach to and outcomes of that change
initiative.

• The dependencies with other change initiatives and work streams.

Consider: • The organisation’s priorities for change.

4
Knowledge of ways to verify data. Confirm the outcomes of all research
through internal and/or external experts.

• Identification of appropriate data mining tools.

Consider: • Ways of ensuring that data is captured.
• Methods for validating data against stakeholder contributions.

5
Knowledge of ways to confirm the value Produce a schedule of requirements based
of the requirements to the organisation’s on effective negotiation with stakeholders
strategy. and document with ongoing management.

• The organisational influences on requirements prioritisation.

• The perceived value of the requirements.
Consider: • The routes to gain formal agreement.
• The integration of change control to ensure that requirements are formally managed.

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 Planning and managing deployment

Competence 20: Solutions development

The ability to determine the optimal solution to satisfy agreed requirements.

Introduction
Solutions development is the process of ensuring that there is clarity on the problem to be solved, and then of
exploring multiple options until a preferred solution is identified and subsequently maintained and refined.

Knowledge Application

1
Knowledge of the tools and techniques to Use appropriate tools and techniques to
be used to identify options to deliver the identify options to deliver the requirements
requirements for a change initiative. for a change initiative.

• Ways to gain understanding of the requirement priorities and the priorities of the
recipients of a change initiative.
Consider: • Ways in which options will add value.
• Ways to encourage creative thinking to identify options.
• The link between the life cycle approach and the option to deliver.

2
Knowledge of how to evaluate and select Use appropriate tools and techniques to
options to deliver the requirements for a evaluate and select options to deliver the
change initiative. requirements for a change initiative.

• The criteria to be considered and the business case upon which a change initiative is
predicated.
Consider: • Ways in which options can be prioritised.
• The benefits of using data to support the options.
• Techniques to identify potential stakeholder bias.

3
Knowledge of the governance controls to Document the requirements and selected
be adhered to. option for delivery of a change initiative.

• Ways to confirm decisions, informed by the rationale of the business case.

Consider: • How the decision can be communicated to relevant stakeholders.

4
Knowledge of applicable monitoring tools. Implement an effective monitoring process
and refine delivery options as required.

• Ways of delivering the solution and any contingencies that are in place.
• The use of data to inform progress and any actions that may impact related activities
Consider: and the business case.
• The governance to confirm sign-off for the finished solution.

5
Knowledge of ways to control change. Implement the change control process,
updating the configuration management
system as and when required.

• The governance process to be adhered to.

Consider: • Ways of communicating the change to stakeholders.

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Planning and managing deployment

Competence 21: Quality management

The ability to ensure that outputs are delivered in accordance with requirements.

Introduction
Quality management ensures that the outputs from the defined scope and the processes through which they are
delivered are meeting stakeholder requirements and are fit for purpose.

Knowledge Application

1
Knowledge of quality indicators. Establish agreed quality indicators for
the processes and outputs of a change
initiative, referring to the business case.

• The links to the business case, the agreed acceptance criteria, and any relevant
regulatory requirements.
Consider: • Ways to define the outputs and deliverable standards.
• The stakeholders who need to be involved and engaged and ‘what good looks like’.

2
Knowledge of the contents of a quality Prepare the quality management plan for
management plan. a change initiative through liaison with
relevant stakeholders, and in accordance
with the processes, culture and values of
the organisation.

• The organisation’s attitude to quality.

• The life cycle approach, the acceptance criteria, timings of tests and resources required
Consider: and the way they are built into the integrated plan.
• The need for two-way communication with stakeholders to confirm understanding.

3
Knowledge of quality assurance processes. Manage the process of quality assurance
for a change initiative, to confirm the
consistent application of the procedures
and standards defined in the quality
management plan.

• Ways in which a change initiative needs to conform to the governance process.

• The documents that need to be reviewed and the resources required.
Consider:
• Ways to maintain stakeholders’ confidence that a change initiative conforms to the
agreed standards both in process and outcomes.

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 Planning and managing deployment

4
Knowledge of quality control techniques. Manage the process of quality control for
a change initiative to determine whether
success criteria are met, and implement
the change control process where relevant.

• Ways to verify the conformance and compliance of the product.

• The need for appropriate documentation of defects.
Consider:
• The process to implement any required improvements/changes to achieve the success
criteria.

5
Knowledge of ways to continuously Capture lessons learned during a change
improve. initiative to contribute to continuous
improvement.

• The tools and techniques available.

Consider: • Ways the data can be used to inform continuous improvement.
• How data can be shared in a meaningful way.

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Planning and managing deployment

Competence 22: Integrated planning

The ability to take forward the definition of outputs into detailed planning, incorporating multiple areas into the
integrated project management plan.

Introduction
Integrated planning involves collating a suite of plans and processes to support a change initiative to create an
integrated plan (commonly referred to as the project management plan). Its size, format and content may vary
according to the complexity of a change initiative. The intention is that it captures the fundamental components
of scope, quality, time, cost, resources, risks and issues, communication, success and completion criteria and
benefits management.

Knowledge Application

1
Knowledge of formats for integrated plans. Comply with organisational practice when
establishing the structure and format of an
effective integrated plan.

• The chosen life cycle approach.

• The governance in place for a change initiative and any overarching reporting
Consider: requirements that may influence the structure of the plan.
• Ways to gain commitment from stakeholders to the approach to planning.

2
Knowledge of the purpose of an integrated Consider constraints, assumptions,
plan. dependencies and governance
arrangements when creating an integrated
plan, including other relevant plans and
documentation.

• The relationship between the business case, the priority of a change initiative and the
integrated plan.
Consider: • The need to associate the integrated plan with those of other change initiatives.
• The requirements and the methods that can be used to determine the constraints and
applicable risks, assumptions, issues and dependencies (RAIDs).

3
Knowledge of the typical components of an Create an integrated plan which balances
integrated plan. the fundamental components of that plan
to meet the requirements of a change
initiative and ensure formal acceptance of
the plan.

• The governance that exists in terms of tools, techniques and templates, and
arrangements for review.
Consider: • Ways in which the integrated plan can be presented to stakeholders to gain acceptance
and formal sign-off.

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 Planning and managing deployment

4
Knowledge of monitoring techniques. Continually monitor the progress of a
change initiative against the integrated
plan.

• The governance and controls in place.

• The data collection and reporting in place to inform progress.
Consider: • The agreed contingencies and process for release/approval of these.
• Ways to gain and sustain stakeholder engagement and approval.

5
Knowledge of ways to update integrated Adjust an integrated plan using a change
plans. control process.

• The use of data to inform any actions and potential impact on an integrated plan.
Consider: • The governance process to control change.
• Ways to communicate the impact of a change to stakeholders.

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Planning and managing deployment

Competence 23: Schedule management

The ability to undertake time-based planning with an emphasis on activities and resource.

Introduction
Schedule management is the process of developing and maintaining schedules that show when work for a
specific change initiative is planned to be performed. It considers any dependencies and can be for internal and/
or external resources and activities.

Knowledge Application

1
Knowledge of key planning considerations. Define, in appropriate detail, activities and
events to be completed during a change
initiative.

• The chosen life cycle approach and planning tools/techniques to be used.

• The scope, requirements and priority of a change initiative.
• The pre-requisites and complexities of a change initiative.
Consider: • The techniques to define critical activities, key resources, and the timeframe of a change
initiative.
• Ways to obtain specialist advice or knowledge to inform a schedule.
• The need to establish a baseline.

2
Knowledge of the relationships and Determine relationships and dependencies
dependencies of a change initiative. between activities and events, and their
implications to the organisation.

• The links between the activities to be completed during a change initiative.

• Dependencies on other change initiatives and business-as-usual (BAU).
• The need to involve stakeholders from a technical and BAU perspective, to inform of any
Consider: potential impact in terms of time/resource on the schedule.
• The need to share schedules with stakeholders, to advise of activities and any potential
conflicts that will require resolution.

3
Knowledge of planning and estimation Develop duration estimates and critical
techniques. dates for each activity and event.

• The appropriate resources to provide estimates, and the most relevant technique.
• The activities, either BAU or change-related, which might impose time constraints or
Consider: critical dates on the schedule.
• The planning tools and techniques that are available.

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 Planning and managing deployment

4
Knowledge of the need for an approved, Accurately document a schedule of
baselined schedule. phases, milestones and review points for
a change initiative, sufficient to inform the
direction of work and the monitoring of
progress.

• The governance process to be adhered to.

• The key activities and key milestones.
• The different levels of milestones and their links to reporting.
Consider: • The different techniques to present the schedule, taking into consideration the needs of
stakeholders.
• The ways that planning tools can be used to monitor progress and to inform future
direction.

5
Knowledge of ways to update a schedule. Refine a schedule of activities based on
effective monitoring, implementing the
change control process when required.

• The use of data to inform any actions and potential impact on related activities.
• Ways to monitor the actual activities and adjust the schedule as appropriate.
Consider: • The governance process to control change.
• Ways to communicate the impact of a change to stakeholders.

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Planning and managing deployment

Competence 24: Resource management

The ability to acquire and deploy internal and external resources.

Introduction
Resource management is the process of identifying and scheduling the resources required to implement a
change initiative, while acknowledging the need to use scarce resources in an optimal way.

Knowledge Application

1
Knowledge of resource requirements. Establish resource requirements for all
activities and events within a change
initiative.

• How the chosen life cycle approach determines resource usage.

• The activities that need to be undertaken.
Consider: • The nature and types of resources required, both labour and non-labour.
• The need to consider the sustainability of resources.
• The need to secure engagement of stakeholders to understand resource requirements.

2
Knowledge of the availability of resource. Determine internal and external resources
which are available to support the
delivery of a change initiative and any
dependencies between those availabilities.

• An appreciation of the type of skills and resources required.

• The role of assumptions within resource planning.
• The requirements of other change initiatives and business-as-usual that may impact
Consider: resource availability.
• The internal resource skill, capability and capacity to support a change.
• The resource demand profile for a change initiative.
• The ways in which to secure external resource.

3
Knowledge of the tools and techniques to Prepare a schedule for resource use,
schedule resource. reconciling resource limits and time
constraints by applying resource
smoothing and/or levelling.

• The ways in which to build a schedule.

• The techniques to identify critical activities to determine the resource requirements of a
change initiative.
Consider: • The timeframe in which the resources are needed, and any constraints, dependencies
and limits on resource availability.
• The resource options that can be used to optimise a schedule.

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 Planning and managing deployment

4
Knowledge of techniques to manage Monitor resource use against the schedule
resource. during a change initiative and identify
variances that require action.

• Ways to monitor resource usage.

• Governance process for reporting, and ways to reconcile, resource contention.
• The sources of data to inform additional resource requirements and to facilitate the
Consider: offboarding of resources.
• The implications on the schedule and on the business case.
• The contingency options that could be invoked.
• The need for ongoing engagement of resource managers.

5
Knowledge of ways to update a resource Refine a resource schedule using a change
schedule. control process.

• Ways to adjust a resource schedule as appropriate.

Consider: • The governance process to control change.
• Ways to communicate the impact of a change to stakeholders.

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Planning and managing deployment

Competence 25: Resource capacity planning

The ability to plan resource needs in line with the strategic direction of the organisation to ensure that resource
utilisation is maintained at an appropriate level for optimal efficiency.

Introduction
Resource capacity planning looks at the strategic direction of the organisation, to create a forecast of the skills,
capabilities and resources required to deliver future needs. This activity is typically delivered by a programme
and/or portfolio manager.

Knowledge Application

1
Knowledge of established resource Establish resource requirements for each
requirements. change initiative.

• The skills and resources required.

Consider: • The constraints of time, cost and quality.
• The chosen life cycle approach.

2
Knowledge of organisational priorities. Determine where related change initiatives
have dependencies and similar deadlines,
taking account of a schedule for realisation
of benefits.

• Ways to establish the value to the business of each change initiative.

Consider: • How dependencies for resource and time constraints can be established.
• Different ways to identify, balance and manage competing priorities/tensions.

3
Knowledge of the activities that need to be Assess the total resource capacity for the
carried out. duration of all related change initiatives.

• The tools and techniques available for resource capacity planning.

• Ways to determine skills, competence levels and likely time commitments.
Consider:
• How to validate dependencies and assure skill requirements and physical location
needs.

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 Planning and managing deployment

4
Knowledge of the need for resource Phase the related change initiatives to
optimisation. fully optimise resource usage, taking
account of opportunities for shared
infrastructures and/or procurement and
build contingencies into relevant resource
plans.

• The appropriate approach to use, dependent on the drivers of a change initiative.

• Ways to establish resource management/supervisory requirements.
Consider: • The importance of establishing relationships with internal stakeholders and/or external
partners to identify shared opportunities.
• The contingency and risk tolerance thresholds available.

5
Knowledge of the governance guidelines Inform the direction of change
and constraints in a change initiative. management activities through effective
scheduling of phases, milestones and
review points, refining them on an ongoing
basis, and deliver overall progress reports.

• Ways to identify and assess both the sources and types of data to capture.
• The need to establish consistent reporting requirements.
• How to assess the impact of trade-offs upon other change initiatives and the wider
business.
Consider:
• The need for wide-ranging interpersonal skills to accommodate different stakeholder
communication needs.
• Ways to determine reporting and negotiation processes for resolving resource constraint
conflicts.

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Planning and managing deployment

Competence 26: Budgeting and cost control

The ability to develop and agree budgets for change initiatives and understanding where costs fall over time.

Introduction
Budgeting and cost control comprises the estimation of costs, the setting of an agreed budget and management
of actual and forecast cost against the budget.

Knowledge Application

1
Knowledge of the different types of Establish estimates for different costs
estimates and costs required for a change associated with a change initiative.
initiative.

• The different types of costs and how they are categorised.

• The resources required to undertake all activities, both labour and non-labour.
Consider: • Ways to identify optimism bias in estimating costs.
• The types of estimates required, and the specialists required to produce them.

2
Knowledge of what needs to be considered Establish and agree an overall budget for a
when establishing a budget. change initiative.

• All the costs that make up the budget, including whole-life costs if appropriate.
• The difference between capital and revenue, and where costs are incurred or expended
Consider: over time.
• Governance factors that may affect the budget, including tolerance levels and
contingencies.

3
Knowledge of how funding will be allocated. Set up funding drawdown arrangements,
based on an appropriately and accurately
informed cash flow forecast.

• The governance framework that needs to be followed for funding release, and its
relationship to the chosen life cycle.
• Cash flow forecasting techniques.
Consider: • The forecasted expenditure, and ways to manage cash flow against stakeholder
expectations.
• The appropriate authority or approval that needs to be adhered to, including contractual
milestones that need to be honoured.

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 Planning and managing deployment

4
Knowledge of monitoring and reporting Apply metrics to establish cost trends and
techniques in relation to financial produce financial reports for stakeholders,
performance. based on effective financial performance
monitoring.

• Ways to establish a baseline for reporting.

• The governance in place that specifies the reporting requirements.
• Techniques to monitor financial performance.
• The sources of data and the complexities of acquiring timely and accurate data.
Consider:
• The types of financial information that are appropriate for different stakeholders.
• Tolerance levels that are in place.
• The tracking systems in place to monitor actual costs, accruals and committed costs,
and ways to contextualise them.

5
Knowledge of ways to refine a budget. Update and refine budget allocations
based on a cost analysis, through the
change control process.

• How to monitor and update financial information.

• Ways to conduct a cost analysis, and who would be involved.
Consider: • The underlying reasons for the variances, both positive and negative.
• The need for ongoing refinement of estimates and tolerance levels as the life cycle
progresses.

6
Knowledge of how to close down the Ensure the completion of all financial
finances for a change initiative. transactions before the closure of a
change initiative and produce final
reports on the financial performance of a
change initiative for distribution to relevant
stakeholders.

• The recognised process to close.

• Ways to determine outstanding payments.
Consider: • The funding that needs to be transferred to the organisation for adoption of a change.
• The process to ensure that all third-party financial commitments have been fulfilled.
• Ways to inform stakeholders of closure.

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Planning and managing deployment

Competence 27: Contract management

The ability to monitor and manage supplier performance.

Introduction
Contract management is a proactive activity tailored to the size, complexity and significance of a change
initiative. Appropriate contract management will facilitate a proactive working environment and include a
process to review progress, incorporating formalised reporting from contract initiation through to contract
closure.

Knowledge Application

1
Knowledge of the governance framework Comply with relevant organisational
associated with a contract. procedures associated with contract
management.

• The relevant policies and procedures to be adhered to.

• The regulatory landscape.
Consider: • The contract terms and conditions.
• The controls in place.

2
Knowledge of the need for shared Respond appropriately to ensure all parties
understanding of delivery obligations. comply with the terms of a contract.

• The benefits of defining clear roles and responsibilities.

• The rules of conduct to be adhered to.
Consider: • Ways in which to clarify and understand expectations.
• Ways to motivate stakeholders to comply with the contract.

3
Knowledge of the process for monitoring Effectively monitor the supplier and
and evaluating performance. organisation performance against agreed
contractual obligations.

• The behaviours required for a coherent culture and ways to build relationships.
• Ways to establish sources of data, and methods to validate/assure timeliness and
quality of data.
Consider: • Ways to report, communicate and the escalation routes in place.
• Ways to report risks and issues and their potential impact on contractual terms.
• The dependencies and assumptions that may impact performance.

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 Planning and managing deployment

4
Knowledge of respective obligations of all Effectively manage supplier relationships,
parties. and manage contract variances promptly
to resolve any contractual problems.

• The governance process to be followed, including formal reporting, escalation routes

and frequency of reviews.
• Ways to understand the customer’s responsibilities and the supplier’s perspective of a
change, and their motivating factors.
• The risk involved in a change, and ownership of the risk.
Consider: • The type of relationship required, and the skills needed to build and manage a coherent
team.
• The approaches to be used to resolve contract problems.
• The process to follow to change contracts, including due attention to the legal process
for contract variation.

5
Knowledge of the process to close a Effectively close a contract once all
contract. contractual obligations have been met.

• The finance process to be used.

Consider: • The use of data to prove confirmation of obligations.
• Any specialised resource needed to close a contract.

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Planning and managing deployment

Competence 28: Risk and issue management

The ability to identify and monitor risks (threats and opportunities); to plan and implement responses to those
risks, and respond to issues that affect a change initiative.

Introduction
Risk management is the proactive process to identify, assess and respond appropriately to risks. Examples of risk
management includes discerning which threats to actively minimise, and opportunities to maximise or pursue.
Issue management is about having the flexibility to react to issues in ethical and appropriate ways, including
escalation to the appropriate authority.

Knowledge Application

1
Knowledge of risk and issue identification Continually identify risks and issues within a
techniques. change initiative.

• Ways to identify risks and issues in the wider context of the organisation.
• How organisational data can be utilised.
Consider: • The risk appetites of key stakeholders and an awareness of stakeholders’ perception of
risk.
• Ways to ensure that risk and issue management remain visible and invested in.

2
Knowledge of ways to assess risk. Assess the probabilities and impacts of the
risks within a change initiative and create a
risk register, including potential impact and
suitable response.

• The governance arrangements in place for assessing risk, incorporating risk appetite
and tolerance levels.
• The complexity of a change initiative and the relationship with wider organisational
Consider: activity.
• The difference between qualitative and quantitative techniques.
• The difference between proactive and reactive response strategies.

3
Knowledge of the impact of risks and Implement responses to risks and issues
issues. including escalation, addressing any
implications for the future.

• The impact of risk response strategies to the business case and wider organisation.
• The tolerance levels that are in place.
• The roles and responsibilities involved in managing risks and issues, including the routes
Consider: for escalation of issues.
• The accessibility of contingency plans and management reserve.
• Ways to communicate and gain ownership for risks and issues.

4
Knowledge of continuous improvement. Record issues, how they were resolved, and
their implications, to inform planning for
future change initiatives.

• The sources of data to improve issue management.

Consider: • The methods that can be used, such as test, learn and adapt.

5
Knowledge of ongoing ownership of risks. Transfer, accept or avoid unresolved risks
at the end of a change initiative.

Consider: • Ways in which to assign ownership of risks at the end of a change initiative.

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 Competence 29: Change control
The ability to manage variations and change requests in a controlled way.

Introduction
Change control is the process through which all requests to alter the baseline scope of change initiatives are
identified, evaluated and then approved, rejected or deferred.

Knowledge Application

1
Knowledge of the governance structure of Establish, implement and maintain an
a change initiative. appropriate change control process.

• The recommended change control process in relation to the chosen life cycle.
Consider: • The means of communicating the process to stakeholders.
• The need to champion and support the process throughout the life cycle.

2
Knowledge of ways of capturing and Capture and record proposed changes
recording change requests. to the agreed scope and objectives of a
change initiative.

• The appropriate channels for stakeholders to use.

Consider: • Ways to ensure that the governance process is adhered to.

3
Knowledge of techniques to determine Determine the high-level impact of
high-level impact of proposed changes. proposed changes to the scope and
objectives of a change initiative, including
reference to relevant sources.

• What elements need to be considered when carrying out a high-level impact

assessment.
• The impact to the integrated plan and subsequent impacts to dependent change
Consider: initiatives, the business case, and wider strategic aims.
• The use of data and suitably qualified experts to inform the decision.
• Ways to communicate the outcome of the high-level impact assessment.

4
Knowledge of ways to assess all options Assess all options relating to proposed
relating to a proposed change. changes, and estimate their impacts.
Determine the detailed impact and
estimates of all options relating to a
proposed change.

• Ways to assess the impact on this change initiative, interdependent change initiatives
and the organisational context.
Consider: • The use of specialist resources and data to assess the impact.
• The priority of the change to the business.
• The adjustments that may need to be made to accommodate the change.

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5
Knowledge of how to develop, Reach justified recommendations on the
communicate and justify approval, rejection or deferral of proposed
recommendations about whether to changes to a change initiative.
approve, reject or defer changes.

• The impact on the perceived benefits established in the business case.

• The level of risk associated with the outcome of a change, including its approval,
Consider: rejection or deferral.
• The process to finalise the decision for a proposed change.

6
Knowledge of ways to implement and Update plans and schedules to reflect
communicate a change. approved changes to a change initiative,
ensuring configuration management
is used. Communicate implemented
changes to relevant stakeholders.

• The parts of the plan that need updating.

Consider: • Responsibilities for updating the plan and the processes that need to be adhered to.
• Which stakeholders need to be informed of the new baseline integrated plan.

7
Knowledge of methods of analysing Use trend analysis to improve the future
patterns of change. performance of change initiatives.

• The use of data and an understanding of cause and effect.

Consider: • Ways to share data to improve maturity of practice, and confirm its relevance to other
change initiatives.

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