apm registered project professional: what you need to know by peter wakeling, 14 nov 2016,...

© Association for Project Management 2011

What does it

mean for

me?

What do I

need to

know?

What do I

need to

do?

How can I

achieve

success?


Agenda

My background

What the RPP all about and the benefits to you

Further information about

– Project Complexity

– Competence Framework

Guidance on compiling your Portfolio of Evidence

Guidance on attending the Professional Review

Questions


My Background

Chartered Engineer - Telecommunications Industry

Joined MoD as one of very first ‘project managers’

Project Manager becoming Programme Director

– communications, command & control, naval surface weapons,

intelligence, simulation programmes

1* Head of Profession for Project Management

– Introduced APM Competence Framework and APMP as necessary

qualification to be appointed to PM posts in MoD

– Acquisition Reform based upon corporate through life project

management process instructions and guidance

Own management consultancy company for 10 years

RPP pilot candidate and became RPP

RPP Assessor and also an IET Assessor for C Eng and I Eng


Why launch APM Registered Project Professional?

Lower tolerance of failure, greater demand for

transparency and accountability, improved governance

& assurance needed

Becoming a chartered body remains top of APM’s

agenda – and Order of Grant issued 12 October 2016

RPP holders will be deemed to satisfy Chartered

registration requirements

RPP moves project professionalism to a whole new level


Key benefits For society

– Confidence that project professionals are independently assessed as competent and accountable

For organisations

– Competitive advantage through enhanced delivery to clients and greater likelihood of project success

For individuals

– Enhanced professional status, valued by employers and by clients

– An opportunity to benchmark professional capability against the APM 5 Dimensions


Organisations that have contributed to the development of RPP

PM Professional Learning

http://www.romonet.com/files/ArupLogo.jpg

http://www.theconstructionindex.co.uk/public/assets/news/2010/12/1291276599_costain.jpg

http://www.echarris.com/default.aspx

http://www.cabinetoffice.gov.uk/

http://www.moorhouseconsulting.com/


The standard

Breadth of understanding as defined by the APM Body of

Knowledge

Depth of understanding in line with the APM Competence

Framework

Achievement through professional qualifications and a

portfolio of evidence

Commitment through continuing professional development

Accountability through APM membership and Code of Professional

Conduct

APM Registered Project Professional recognises those who are able to demonstrate the capabilities of a responsible leader, who have the ability to manage a complex project

and use appropriate tools, processes and techniques.


Positioning RPP

Professionalism = knowledge +

experience + ethics + leadership

Senior practitioner /

expert

Practitioner

Foundation

Ca

pa

bil

ity

le

ve

l

Many

Some

Few

IC

APMP

PQ PPQ

Competence =

knowledge + experience

Knowledge

Assessment

CPM


The requirements No minimum education or membership requirements

Leadership and Professionalism & Ethics

Commitment to code of professional conduct and CPD

29 core competences Knowledge and experience

18 complementary competences Knowledge only


The portfolio of evidence

Personal information,

education and qualifications

Project track record (1200 words max)

29 core competence statements (approx.

150 words each)

Complementary competence statement

Evidence of 35 hours CPD in last 12

months

Names of two supporting referees


The process

1

• Submit completed portfolio of evidence

• Pay first stage payment (£277, £489 for non members plus VAT)

2

• Supporting referees contacted

• Portfolio of evidence reviewed by APM assessor

3

• Invited to professional review

• Pay second stage payment (£455 plus VAT)

4 • If successful, join APM Register of Project Professionals

5

• Maintain status by remaining APM member (additional £50 fee applies) and ongoing CPD, which may be audited


Recognition

Use of post-nominals – RPP MAPM or RPP FAPM

Certificate of achievement

Logo for exclusive RPP use

Public register at APM.org.uk

RPP online community

Presentations and promotion


Update to RPP

RPP launched in 2011 – over 900 successful candidates

Review of RPP Standard announced

– Benchmark RPP against similar standards in other professions

– Align with new Competence Framework 2nd Edition

launched in 2015 to include programme, portfolio and PMO roles

– Recognise contribution of new PPQ qualification on path to RPP

Updated Standard and Application Process

– To launch February 2017 following new guidance, assessment

criteria, assessor training and market testing

Portfolios completed against the current RPP standard must

be submitted by 31 March 2017 and Professional Review

completed by 28 July 2017


Publication Launch Switch-

over

Timetable

Nov 16 Dec 16 Jan 17 Feb 17 Mar 17 Apr 17 May 17 Jun 17 Jul 17

Assessments for refreshed RPP

Portfolio assessments for current RPP

Professional reviews for current RPP


What is a Complex Project?

Need to score highly against these indicators – at least 7

across the Projects in your Track Record

Objectives, assessment of results

Interested parties, integration

Cultural and social context

Degree of innovation

Project structure, demand for coordination

Project organisation

Leadership, teamwork, decisions

Resources including finance

Risks (threats and opportunities)

Project management methods, tools and techniques


Compiling your Track Record

Assessors are looking for evidence of the following for each project

A brief description of the project

Why you consider the project to be complex

Summary of your role in managing the project and

managing the input of others

Demonstrating responsible leadership

Areas of success and/or achievement in your management

of the complex projects


Assessing a Portfolio

Item What has been asked for

Enter

S or U

for each item

Project complexity Evidence of working in a complex project(s)

Achievement of success Evidence of achievement or success in at least one of the projects

(not necessarily project success)

Managing

Others

Evidence of managing others, either in the Project Track Record

or the competence statements

BC03

Leadership

Evidence satisfying Responsible Leadership at RPP level of

competence

BC09 Evidence satisfying Professionalism and Ethics at RPP level of

competence Professionalism and

Ethics

27 remaining core

competences

Evidence satisfying 27 additional core competences at RPP level

of competence (see later page)

MAPM level Knowledge

Evidence satisfying MAPM knowledge for complementary

competences

(and MAPM recommendation if not already)


Mandatory Competences

BC03 Leadership

BC09 Professionalism and Ethics

People Management

TC03 Stakeholder Management

BC01 Communication

BC02 Teamwork

BC04 Conflict Management

BC05 Negotiation

BC07 Behavioural Characteristics

Assessment of Core Competences

Assessor is looking for evidence of a majority of between 3 and 10 indicators of

each competence and also evidence of managing others in execution

All core competences will be individually assessed and result recorded


Assessment of Core Competences

Assessor is looking for evidence of a majority of between 3 and 10 indicators of each competence and also evidence of managing others in execution

All core competences will be individually assessed and result recorded

Planning

TC05 Project Risk Management

TC14 Project Quality Management

TC15 Scheduling

TC16 Resource Management

TC18 Project Management Plan (PMP)

Organisation and Governance

TC17 Information Management & Reporting

TC20 Change Control

TC23 Budgeting and Cost Management

CC03 Project Life Cycle

CC06 Organisational Roles

CC08 Governance of Project Management

Executing

TC09 Project Reviews

TC11 Scope Management

TC25 Issue Management

Tools and Techniques

TC02 Project Success & Benefits Mngt

TC04 Requirements Management

TC06 Estimating

Business and Commercial Context

TC07 Business Case

CC01 Project Sponsorship

CC02 Health, Safety and Environmental Mngt

CC07 Organisation Structure


Example of Competence Indicators

Project Risk Management

1. Identifies and assesses risks (threats and opportunities)(using qualitative and

quantitative techniques), including any assumptions and prepares a risk log

2. Develops a risk (threat and opportunity) response plan, assigns ownership, and

has it approved by the relevant body and communicated

3. Identifies and undertakes response actions and formulates contingency plans as

appropriate

4. Assesses the probability of achieving time, cost and quality objectives

throughout the project

5. Continuously identifies new risks, reassesses risks, plans responses, modifies

the project plan and updates the risk log

6. Facilitates risk workshops


Complementary Competences

Technical Competences

TC01 Concept

TC08 Marketing and sales

TC10 Definition

TC12 Modelling and testing

TC13 Methods and procedures

TC19 Configuration management

TC21 Implementation

TC22 Technology management

TC24 Procurement

TC26 Development

TC27 Value management

TC28 Earned value management

TC29 Value engineering

TC30 Handover and closure

• Behavioural Competences

• BC06 Human resource management

• BC08 Learning and development

• Contextual Competences

• CC04 Project finance and funding

• CC08 Legal awareness

Satisfied by being MAPM or alternative

evidence e.g. APMP, PQ or experience


Professional Review

If portfolio assessed unsatisfactory the assessor provides feedback to the

candidate on the shortcomings

Candidate can amend portfolio and re-submit

If portfolio assessed satisfactory then the candidate will be given opportunity

(added fee) to attend a Professional Review

An Interview with 2 assessors lasting 45 to 60 minutes

Start with up to10 minute presentation (no longer!)

Questions on Leadership, Professionalism & Ethics plus several other

competences chosen by the assessors (who have feedback from the

portfolio assessor on any doubtful competences)

Assessors will complete a PR Report with their findings including feedback

for unsuccessful candidates

APM will advise candidate of result and PR feedback if unsuccessful

If successful and MAPM then candidate will be registered as RPP


Participation in the RPP Pilot

– confidence that the Standard is credible and robust

– keen to become an RPP Assessor but first had to become RPP!

Submitted Portfolio of Evidence

– took 35 hours effort to compile using published guidance

Passed Professional Review and achieved RPP

– I enjoyed talking about my projects in the Review!

Undertook training and accredited as an RPP Assessor

– since undertaken a substantial number of Portfolio

assessments and Professional Reviews

My RPP Experience


RPP will not be appropriate for everyone but you can judge whether you

meet the Standard through self-assessment against the criteria

Complex projects? Leadership? Professionalism & Ethics?

Success? Competences? Managing Others?

Give evidence the Assessor is looking to find!

– Choose appropriate projects for Track Record (majority in past 8 years)

– Use the Guidance to Candidates and APM Competence Framework

– Draw evidence of competences from your Track Record

– Use examples based on STAR technique (Situation – Task – Activity – Result)

– Show Personal Success (not necessarily project success)

– Managing Others in execution of ALL competences

Seek advice if you are not sure about anything - we can help

Guidance on compiling your RPP Portfolio


Guidance on attending a Professional Review

The Assessors are looking for evidence to pass you not trying to fail you

so no trick questions! A discussion with your professional peers

Prepare your presentation carefully (and timing) to demonstrate your PM

professionalism and achievements using Track Record (no laptop)

Be prepared to give example of your effective leadership and how you

have built high-performing teams I NOT WE

Demonstrate professional conduct e.g. dealing with unethical situation

Attitude, confidence and authority should reflect expectation of an RPP

Listen carefully to questions and present your responses clearly

Opportunity will be given to add anything not covered – use if necessary

If you are of RPP standard you should enjoy talking about your projects!


Summary

What the RPP all about and the benefits to you

Assessing Project Complexity

Assessing PM Competences

How to assess your own readiness for RPP

Guidance on compiling your Portfolio of Evidence

Guidance on attending the Professional Review


Questions?

This presentation was delivered at an APM event

To find out more about upcoming events please visit our website www.apm.org.uk/events

http://www.apm.org.uk/events