Plan, develop strategy and manage projects

Developing strategy, planning and project management form a significant competence in the practice of CR&S, not least as they are essential to the successful implementation of change within any organisation.

The competence is distinguished in the CR&S sector by the need to integrate the Guiding Principles at all times, which, among other things, necessitates a long-term and holistic approach to the design and delivery of projects and programmes.

Depending as it does upon a sophisticated understanding of those affected by any proposal, this competence builds naturally upon knowledge acquired from the findings of research and analysis and as a result of engaging with stakeholders. A high degree of commercial awareness or comprehension of the relevant organisational drivers, underpinned by practical experience, is required to complement such knowledge.

The CR&S practitioner may often need to balance the competing interests of different stakeholders in the process of developing and executing viable projects. In doing so, he or she will need to draw heavily upon the skills of problem-solving, decision-making and negotiation. In addition, the ability to design propositions that are creative, efficient and cost-effective should be supported by proficiency with the best tools available to support project management.

While a visionary attitude can be highly beneficial, the practitioner will also need to be pragmatic and practical if he or she is to develop a robust course of action. Attention to detail and a willingness to be flexible and adaptable to accommodate changing circumstances are also important attributes.

How this competence might be demonstrated:

Building in-depth knowledge about the market and sector in which an organisation is placed and an organisation’s broader aims and objectives, and developing strategies and plans that are aligned with this context to the extent possible. Likewise, strategies and plans should reflect insights arising from a thorough understanding of the cultures and sub-cultures that may affect or be affected by the strategy or plan.
Ensuring that, to the fullest extent possible, strategies and plans are compatible with an organisation’s purpose, values and vision, as well as the Guiding Principles. Where not already achieved, the practitioner should seek to ensure that sustainability is integrated into an organisation’s core strategic decision-making.
When implementing strategy, the practitioner must seek at all times to develop plans that are viable with respect to purpose, scope, timescale, costs, aims and objectives, and that make best use of the available resources. The execution of such plans, during the project management stage, should remain consistent with these criteria and goals.
Identifying the likely social and environmental impacts of any project or programme undertaken by an organisation, both intended and unintended, and accommodating or reflecting such impacts in the planning or management, where appropriate. The practitioner should be alert to the complex interplay of factors within systems that may result in unpredictable outcomes from any project or programme.
Developing clear, well-organised project and programme plans that facilitate accountability and help to ensure successful execution, to time and to budget. The plan must balance the need for sufficient detail to offer useful guidance with enough flexibility to allow for adaptability in the light of changed circumstances. Where appropriate, contingency plans should be used to allow for the mitigation of material risks.

Application for ICRS Fellowship:

Leads CRS planning and strategy within an organisation, a sector and/or the CRS profession
Recognised practitioner in executing projects and capable of leading and directing multiple project strands
Directs and/or manages CRS planning within an organisation, and develops and shapes an organisation’s CRS strategy.
Accomplished in project management and able to lead others in delivering project goals