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Registered Project Professional: What You Need to Know, 6th June 2016

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South Wales and West of England branch presentation

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Registered Project Professional: What You Need to Know, 6th June 2016

  1. 1. © 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?
  2. 2. © Association for Project Management 2011 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  Opportunity for discussions with a RPP to get further advice regarding your RPP applications
  3. 3. © Association for Project Management 2011 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
  4. 4. © Association for Project Management 2011 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  RPP is the APM chartered standard in all but name  RPP moves project professionalism to a whole new level
  5. 5. © Association for Project Management 2011 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
  6. 6. © Association for Project Management 2011 Organisations that have contributed to the development of RPP PM Professional Learning
  7. 7. © Association for Project Management 2011 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.
  8. 8. © Association for Project Management 2011 Positioning RPP Professionalism = knowledge + experience + ethics + leadership Senior practitioner / expert Practitioner Foundation Capabilitylevel Many Some Few IC APMP PQ PPQ Competence = knowledge + experience Knowledge Assessment CPM
  9. 9. © Association for Project Management 2011 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
  10. 10. © Association for Project Management 2011 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
  11. 11. © Association for Project Management 2011 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
  12. 12. © Association for Project Management 2011 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
  13. 13. © Association for Project Management 2011
  14. 14. © Association for Project Management 2011 Update to RPP  RPP launched in 2011 – over 800 successful candidates  Review of RPP Standard announced – Benchmark RPP against similar standards in other professions – Align with new Competence Framework 2nd Edition – Recognise contribution of new PPQ qualification on path to RPP  Updated Standard and Application Process – To launch in early 2017 – New guidance, assessment criteria, assessor training – Short overlap period (candidates can select assessment criteria)  The existing process will likely be in use for next 12 months
  15. 15. © Association for Project Management 2011 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
  16. 16. © Association for Project Management 2011
  17. 17. © Association for Project Management 2011 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)
  18. 18. © Association for Project Management 2011 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
  19. 19. © Association for Project Management 2011 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
  20. 20. © Association for Project Management 2011 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
  21. 21. © Association for Project Management 2011 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
  22. 22. © Association for Project Management 2011 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
  23. 23. © Association for Project Management 2011  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
  24. 24. © Association for Project Management 2011  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
  25. 25. © Association for Project Management 2011 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!
  26. 26. © Association for Project Management 2011 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  Following this presentation we have some of my RPP colleagues available tonight to discuss with you any concerns or topics you wish to explore further
  27. 27. © Association for Project Management 2011 Some possible topics for further advice 1. Demonstrating complexity 2. Demonstrating success (personal vs project) 3. Demonstrating managing others (in executing PM competences) 4. Demonstrating responsible Leadership 5. Demonstrating Professionalism and Ethics 6. Using the STAR technique to demonstrate competences 7. Satisfying the complementary competences (if not already MAPM or APMP) 8. How to construct and deliver your Presentation at Professional Review 9. How to impress the Assessors
  28. 28. © Association for Project Management 2011 Questions?

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