apm competence framework - Association for Project Management

54 Pages·2009·3.26 MB·English

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TThhisi sis i st hthee f ifrisrts te edditiitoionn o of ft hthee A Asssosocicaitaitoionn f ofor rP Prorojejectc tM Mananagageemmeennt’ts’ sA APPMM C Coommppeetetenncece C
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Framework. It is linked to the APM Body of Knowledge (5th edition) and the ICB-IPMA
Framework. It is linked to the APM Body of Knowledge (5th edition) and the ICB-IPMA M
Competence Baseline Version 3.0. P
Competence Baseline Version 3.0.
E
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TThhee A APPMM C Coommppeetetenncece F Frarmameewwoorkrk p prorovvididees sa ac lceleara ra nandd s ismimpplele g guuididee t oto t hthee r arnanggee o of f E
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ininddivivididuuala cl ocommppeetetennceces sin in p prorojejectc tm mananagageemmeennt.t .I tI tr ereppreresesenntst sa nan e esssesenntitaila pl paratr to of ft hthee C
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totooolklkiti tf ofor ra lal lpl prorofefesssisoionnala pl prorojejectc tm mananagageersr,s ,a lalollowwiningg t htheemm t oto a sassesesss sa nandd d deevveelolopp F
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ththeeiri rc ocommppeetetennceces sa nandd t hthoosese o of ft htheeiri rt eteamams.s. A
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BBasaesedd o onn w wididee c oconnsusultlattaitoionn a mamoonngg le leadadiningg p prarcatcittiitoionneersr,s ,t hthee A APPMM C Coommppeetetenncece E
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Framework is a valuable tool for assessing current knowledge and experience,
Framework is a valuable tool for assessing current knowledge and experience, O
identifying training and development needs, and evaluating an individual’s R
identifying training and development needs, and evaluating an individual’s K
readiness to obtain the appropriate internationally recognised professional
readiness to obtain the appropriate internationally recognised professional
qualifications.
qualifications.
Designed for ease of use and accessibility, the APM Competence Framework
Designed for ease of use and accessibility, the APM Competence Framework
provides a specific measure for assessing an individual’s level of knowledge
provides a specific measure for assessing an individual’s level of knowledge
and experience, which of course will need to be maintained and nurtured
and experience, which of course will need to be maintained and nurtured
through continuing professional development.
through continuing professional development.
This first edition of the APM Competence Framework provides an ideal
This first edition of the APM Competence Framework provides an ideal
means of benchmarking organisation-specific frameworks to other project
means of benchmarking organisation-specific frameworks to other project
management and international standards and the qualifications of a much
management and international standards and the qualifications of a much
broader global community.
broader global community.
TThhee AAPPMM C Coommppeetetenncece F Frarmameewwoorkrk w willi lbl beenneefifti ty yoouu, ,y yoouur ro orgrgananisiastaitoionn a nandd APM COMPETENCE
indeed all sectors of the economy.
indeed all sectors of the economy.
FRAMEWORK
ISBN 978-1-903494-18-9
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Association for Project Management
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150 West Wycombe Road Telephone [phone] Email [email protected]
Self assessment summary sheet overleaf
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High Wycombe International [phone] Web www.apm.org.uk
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Buckinghamshire HP12 3AE Facsimile 01494 528 937
14-17098 Flaps (pantone):APM Flaps 154/-1157/00998 F6l:a3p1s P(Mp a nPtaognee )2:APM Flaps 5/15/09 6:31 PM Page 2 14-17098 Flaps (pantone):APM Flaps 5/15/09 6:31 PM Page 3 14-17098 Flaps (pantone):APM Flaps 5/15/09 6:31 PM Page 4
A Competence indicator scorCinogm mpaettreixnce indicator scoring matrix Structure of competence elements AA SELF ASSESSMENT SUMMARY SHEET
P PP
M MM

This is the first edition of the Association for Project Management’s APM Competence CO Score KNOWLEDGE Score Score KNOWLEEDXGPEERIENCE Score EXPERIETTNhhCiiEss iissC ttohhmeep effiitrressnttc eee ddiittiiooTnne coohffn ttihhceea lAA cssossmoopcciieaattteiioonnnce ff oodrro PPmrraooijjneecctt MMaannaaggeemmeenntt’’ss AAPPMM CCoommppeetteennCccomee petence COCO NAME: DATE:
element code domain
Framework. It is linked to the APM Body of Knowledge (5th edition) and the ICB-IPMA M 0 None 0 0 None None 0 NoneFFrraammeewwoorrkk.. IItt iiss lliinnkkeedd ttoo tthhee AAPPMM BBooddyy ooff KKnnoowwlleeddggee ((55tthh eeddiittiioonn)) aanndd tthhee IICCBB--IIPPMMAA MM Technical competence elements Behavioural competence elements Contextual competence elements
TC 11 SCOPE MANAGEMENT
P Competence PP
Competence Baseline Version 3.0. ET LIno kwn o–w Lleimdgitee tde rkmnso:w thlee dcganed/eidxaptee rkineonwces the elemLIenon kwtn a o–nwd L lieismd agibteele td et orkm npsor:ew tsheleen dtc gaannedd/ei dexxappteela rkiinne onkwncoes wthne c erlietemriean fto ar nthdi sis able to present and explain known crCCiteoorimma fppoDree ettthfieenisnniticconee frBBoaamss eelliinnDeee VVfineeirrtssioiioonnn 33..00.. element name ETET Code Name Rating Code Name Rating Code Name Rating
The APM Competence Framework provides a clear and simple guide to the range of EN element. element. TThhee AAt(h5PPethMM AedP CCiMtiooo Bnmmo)Kpp eetteennSccceeop FFerr maammaneeawwgeoomrrekkn ppt irrsoo tvvhiiedd peersso caae sccsll eebaayrr w aahnnicddh ssthiimme dppelleeliv ggeruuaiibddleees ttaoon dtthh weeo rrrkaa nntogg ee ooff ENEN TC01 Concept BC01 Communication CC01 Project sponsorship
individual competences in project management. It represents an essential part of the CE Iinn oenxpee sreiecntocre o tfe trhmes e: cthoen ocamnyd oidra uten iht aosf saonm oerg eaxnpisearIitinnieo noencnx depe ue osrrbeiinetcagntio ncoreen o detfe fotrrhmro emss ee: vacthe opernar oocl amjpenhcydat o ismdera asut nenoa ifhtg taoehsfme saseonenm opt errrgo oeajlexencp iistnesa r.atiie ofnencw de uporrbiontjagei cnotensde forro mse vae prarol jpehcat smeas noafg tehmeseen pt rroojleeiic nnitnsdd .aii vvfeiiwdd uupaaroll jecccootsmmppeetteennpccreeossd uiinnce pp thrrooemjjee ccartte mm idaaennnaatifggieeedmm aeendnn ttd..e IIftti nrreeedpp. rrIneedsseeennntttifssic aaanntio eenss assneednn dtteiiaafilln ppitaaiorrntt ooofff tthhee CECE TC02 Pbreonjeefic tt ss umcacneasgs eamndent BC02 Teamwork CC02 Hroenamlthen, staalf emtya naangde emnevni-t
toolkit for all professional project managers, allowing them to assess and develop F ttoooollkkiitt ffoorr aallll pprrooffeesssstiihooenn saacllo ppprreoo mjjeeuccsttt dmmesaacnnriaabggeee wrrhssa,, taa tllhllooe wwpriionnjeggc ttt hhweeilmml in ttcoolu daaess ssaeenssdss w aahnnaddt i tdd weeivvll eenllooot pp F F TC03 Stakeholder management BC03 Leadership CC03 Project life cycles
their competences and those of their teams. RA 1 Has an awareness of the competence elemen1t. Has an a1warenHineavssos lpovafe rtdthi ctehi pceao ctmeodmp eipntee atn escnienc geell eee mlpermeonjeetn.ctt. which 1 Hinavso lpvaerdti cthipea cteodm ipne at esnincgeltt eehh lpeeermiiorrje eccncoott. mmwhppiceehtt eenncceess aainnncddlu ttdhheoo, ssi.eee. oo wffh ttahht eeisii rrin tt eeanaadmm ossu..t of scope. RARA TC04 Requirements management BC04 Confl ict management CC04 Project fi nance and funding
M Indicators – used MM
Indicators K E
Based on wide consultation among leading practitioners, the APM Competence E Has participated in a number of projects Has participated in a numBBbeaarss oeetfodd p h rooeolnnjpe ciwwnts iiddee ccoonnssuullttaattiioonn aammoonngg lleeaaddiinngg pprraaccttiittiioonneerrss,, tthhee AAPPMM CCoommppeetteennccee Self-assessment EE TC05 Project risk management BC05 Negotiation CC05 Legal awareness
W 2 Knows about the competence element. 2 Knows a2bout wthhei ccho mhapveet einnvcoel veeledm tehnet c.ompetence ele- 2 which have involved the compuentednecrset aenled-ing an 1 Identifies and defines interested parties’ requirements scoring for WW Human resource
Framework is a valuable tool for assessing current knowledge and experience, O ment. ment. FFrraammaseeswwessoomrrekkn iitss o faa vvaalluuaabbllaeen dttoo ooobllj effcootrriv aaesss.ss eessssiinngg ccuurrrreenntt kknnoowwlleeddggee aanndd eexxppeerriiee7nn ccee,, 2 knowledge and OO TC06 Estimating BC06 management CC06 Organisational roles
R how the experience against RR
identifying training and development needs, and evaluating an individual’s K 3 Can describe the competence element. 3 Can des3cribe tHhaes c pormacpteisteedn cthee e cleommepnett.ence element with 3 Has practised the competiieddneecnnec tteoiilffmeyympiinneetnggetn ttwcrreiaat hiinn iinngg aa2nn dd A ddgeerevveees llaooppppmmroeeprnniattt nne eedeeelddivsse,,r aaabnnledds eewvvitaahll uureaalettiivnnaggnt aasnnta kiinnehddoiivvldiidderuusaall’’ss each indicator KK TC07 Business case BC07 Behavioural CC07 Organisation structure
readiness to obtain the appropriate internationally recognised professional others in a number of projects. others in a number of prorrjeeecaatsdd.eiilnnemeessensst ttcooan oo bbbe ttaaiinn tthheeu aasppinppgrr poorppodrriiuaactttee b iirnneatteekdrrnnowaattniioo snntraauclllltyyu rrreee accnoodgg wnnoiissreek ddbr ppearrkoodffoeewssssniioonnaall characteristics
Medium – Signifi cant knowledge/experienceMedium – Signifi cant knowledge/experience applied in a Learning and Governance of project
qualifications. In knowledge terms: the candidate has a solid levelI no fk knnoowwleleddggee t earnmd si:s tahbel ec aton dreidcaotgen hisaes aan sdo ltiod alepvpelyl o thf ken roewlelveadngt e and is able to recognise and to apqqpuulyaa tllphiiffreiio ccrjeeaaclttetiivooannntss .. structure. 5 3 Total of scores for TC08 Marketing and sales BC08 development CC08 management
knowledge and
criteria, as well as check the results. criteria, as well as check the results. 3 Documents and agrees the project scope, and places it Professionalism and
Designed for ease of use and accessibility, the APM Competence Framework DDeessiiggnneedd ffoorr eeaassee ooff uussee aanndd aacccceessssiibbiilliittyy,, tthhee AAPPMM CCoommppeetteennccee FFrraammeewwoorrkk experience, divided by TC09 Project reviews BC09
In experience terms: the candidate has experience Iann edx ap etrraiecnk cree cteorrmd so:b tthaein ceadn fdriodmat eap hpalsy ienxgp meraiennyc per aonjedc ta mtraanckag ree-cord obtained from applying many project manage- under configuration control. 4 2 ethics
number of indicators
provides a specific measure for assessing an individual’s level of knowledge ment competences across several projects in at leasmt eonnte c soemctpoer toefn tchees eaccoronsosm sye vdeurrailn pgr omjeocstts p ihna aste lse aosft t ohnesee s pecrotojerc otfs .the economy during most phasepps rrooof vvthiieddseeess p raao jsseppctees.cciiffiicc mm4ee aa Usspuudrraeet effsoo prr raaossjessceetss sssciionnpgge aadnnoc iiunnmddeiivvniitdd auus aachll’’assn llgeeevvsee allr eoo ffa gkkrnneooedwwlleeddggee (and rounded down) to TC10 Defi nition
and experience, which of course will need to be maintained and nurtured Has an understanding of how the competence ele-Has an undersHtaansd inindge opfe hnodwen tthlye pcroamctpiseetde nthcee ecolem-pe- Has independently practiaasennddd t heeexx cppoeemrrpiieee-nnccee,, wwhhiicchhv ooiaff tcchooe uuchrrssaeen gwwe iicllllo nnnteeroeeldd p rttoooc ebbsees. mm aaiinnttaaiinneedd aanndd nnuurrttuurreedd 5 2 give overall knowledge TC11 Scope management Personal notes:
4 4 4 4 and experience ratings
ment could be practised within a single project. ment could bet epnrcaec teisleedm wenitth iinn aa nsuinmgblee pr roofj epcrot.jects. tence element in a number of projects.
through continuing professional development. tthhrroouugghh ccoonnttiinnuuiinngg pprrooffeessssiioonnaall ddeevveellooppmmeenntt.. 21 9 and Competence Level TC12 Modelling and testing
Has an understanding of how the competence ele-Has an understanding of how the competence ele- Total score for knowledge and experience
This first edition of the APM Competence Framework provides an ideal 5 ment could be practised within a number of p5rojectms ent co5uld beH parsa mctaisneadg wedit hoitnh ear ns upmrabcetirs ionfg p trhoeje ccotsm pe- 5 Has managed others pracTTtishhiniissg fftiihrress ttc oeemddpiitteii-oonn ooff tthh ee AAPPMM CCoommppeetteennccee FFrraammeeww oorrkk pprroovviiddeess aann iiddeeaall �4 �4 TC13 Methods and procedures
means of benchmarking organisation-specific frameworks to other project and can evaluate the value to the projects. and can evalutaeten cthe ee lveamlueen tto i nth ae n purmojbeecrts o.f projects. tence element in a numbemmr oeefaa pnnrossj eoocfft sbb.eenncchhmmaarrkkOiinnveggr aoolrrl ggkaannnoiiwssaalettdiioognne-- assnppdee cceiixffiipcce ffrrrieaanmmceeeww raootrrinkkgsss tt oo ootthheerr pprroojjeecctt5 2 DCoemrivpeedt eAnPcMe L evel TC14 Project quality management
TC15 Scheduling
Has a good understanding of how the competenceH as a good understanding of how the competence based on overall
management and international standards and the qualifications of a much Has managed others practising the compe- Has managed others pracmmtisaainnngaa tggheee cmmomeennpett -aanndd iinnttCeeorrmnnaaptteiiootennnaaclle ss ttLaaennvddelaa rrddss aanndd tthhee qq uuaalliiffiiccaattiioonnss ooff aa mmuu cc hh D
6 element could be practised within a complex 6projecetl ement6 could be practised within a complex project 6 knowledge and TC16 Resource management
tence element in a complex project. tence element in a complex project.
broader global community. and can evaluate and adapt as required. and can evaluate and adapt as required. bbrrooaaddeerr gglloobbaall ccoommmmuunniittyy.. experience ratings Information management
TC17
High – Extensive knowledge/experience High – Extensive knowledge/experience and reporting
The APM Competence Framework will benefit you, your organisation and APM COMPETENCE TThhee AAPPMM CCoommppeetteennSccceeo rFFinrraagmm foeerww AooPrrMkk ww Liiellllv bbeleesnneeffiitt yyoouu,, yyoouurr oorrggaanniissaattiioonn aanndd AAPPMM CCOOMMPPEETTEENNCCEE
In knowledge terms: the candidate understands theIn r oklneo iwn ldeedtgaeil taenrdm iss: atbhlee ctaon edvidalautaet eu,n tdoe crrsetaanted sa nthde t oro ilnet eing rdaettea tilh aen d is able to evaluate, to create and to integrate the TC18 Project management plan
indeed all sectors of the economy. relevant criteria and can interpret and evaluate the rreelseuvlatsn.t criteria and can interpret and evaluate the results. iinnddeeLeeevddel aaofll ll sseeccttoorrss ooff tthhee eeccoonnoommyyL..evel A: Can successfully execute all the indicators by Description of
knowledge (K) and K: 8 – 10 the APM TC19 Confi guration management
In experience terms: the candidate has a broad rangIne eoxfp eexrpieenrcieen tceer mansd: tah eg ocoadnd tridacakte r hecaos rad b graoiande dra fnrogme o rfe espxpoenrsiiebnlec e and a good track record gained from responsible directing the management of complex projects and/or
experience (E) E: 7 – 10 Competence
project management roles in many different kinds opfr porjeocjet cmtsa ancargoesms eoFnnte r oorlRe ms oinr em Ainandyu sdtirfMyfe sreecntto krsin,E ddsu roinfW gp rmojoesctt so ra Ocarllo ss onRe or mKore industry sectors, durinregq muioresdt otor all programmes for an organisation or a functional unit. Levels FFRRAAMMEEWWOORRKK TC20 Change control
phases of these projects. phases of these projects. achieve TC21 Implementation For Reference:
K: 7 Level B: Has successfully executed most of the
Has a detailed understanding of how the competenHceas a detailedH uansd merasntaangdedin ogt ohfe hrso pwr athcteis cinogm tpheet ecnocme- Has managed others practisincgo trhrees cpoomnd-ing TC22 Technology management
APM Competence E: 5 – 6 indicators by managing a complex project. Level A: Can successfully execute all the indicators by directing
7 element is practised within complex projects 7and caenle ment7 is prapcetitseendc we iethleinm ceonmt ipnl ea xn purmobjeecrt so fa ncodm capnle x 7 petence element in a number Loefv ceolsmplex TC23 Budgeting and cost the management of complex projects and/or programmes for an
critically evaluate and optimise as required. critically evalupartoe jaenctds .optimise as required. projects. Level C: Has successfully executed at least some of the management
K: 6 organisation or a functional unit.
Has a detailed understanding of how the competenHceas a detailed understanding of how the competence indicators by management of a project with limited TC24 Procurement
8 element is practised within complex projects 8and caenle ment8 is praHctaisse md awniathgeind c ootmheprlse xp rparcotjiesicntgs athned ccoamn pe- 8 Has managed others practising the compe- E: 4 complexity. Level B: Has successfully executed most of the indicators by
tence element in many complex projects. tence element in many complex projects. TC25 Issue management managing a complex project.
critically evaluate and develop further as required.critically evaluate and develop further as required.
Level D: Has the knowledge required and may execute TC26 Development
Has a deep knowledge of how the competence eleH-as a deep knHoawsl egdugidee odf ahnodw f athceili tcaotmedp oetthenercse i nel ep-ractis- Has guided and facilitated others in practis- K: 5 Level C: Has successfully executed at least some of the indicators
some of the indicators in supporting a project manager
9 ment is practised within very complex project9s and ment is p9ractisinegd twhieth cionm vepreyt ecnocmep elelexm pernotje inct vs earnyd c omplex9 ing the competence element in very complex E: 0 – 3 TC27 Value management by management of a project with limited complexity.
and/or project team.
can educate others. can educate opthroejresc.ts. projects. TC28 Earned value management
Level D: Has the knowledge required and may execute some of the
Has a deep knowledge of all aspects of the com- Has a deep knHoawsl egdugidee odf aanlld a sfapceiclittsa toefd t hoeth ceorms i-n all Has guided and facilitated others in all TC29 Value engineering indicators in supporting a project manager and/or project team.
petence element in very complex projects and is petence elemeanspt einc tvse oryf tchoem cpolmexp petreonjeccet se alenmde isn t in very aspects of the competence element in very TC30 Handover and closeout
10 10 10 10
a recognised industry expert (written papers and a recognised icnodmusptlreyx e pxrpoejertc (tws arinttde nis paa rpeecrosg annisde d indus- complex projects and is a recognised indus-
Association for Project Management AAssssoocciiaattiioonn ffoorr PPrroojjeecctt MMaannaaggeemmeenntt TC: technical competence; BC: behavioural competence; CC: contextual competence.
presentations). presentations)t.ry expert. try expert.
Instructions for completion can be found in section 1.9.
150 West Wycombe Road Telephone [phone] Email [email protected] 115500 WWeesstt WWyyccoommbbee RRooaadd TTeelleepphhoonnee 00884455 445588 11994444 EEmmaaiill iinnffoo@@aappmm..oorrgg..uukk
Self assessment summary sheet overleaf SSeellff aasssseessssmmeenntt ssuummmmaarryy sshheeeett oovveerrlleeaaff
High Wycombe International [phone] Web www.apm.org.uk HHiigghh WWyyccoommbbee IInntteerrnnaattiioonnaall ++4444 ((00)) 11449944 444400 009900 WWeebb wwwwww..aappmm..oorrgg..uukk
Buckinghamshire HP12 3AE Facsimile 01494 528 937 BBuucckkiinngghhaammsshhiirree HHPP1122 33AAEE FFaaccssiimmiillee 0011449944 552288 993377
14-17098 Flaps (pantone):APM Flaps 154/-1157/00998 F6l:a3p1s P(Mp a nPtaognee )2:APM Flaps 5/15/09 6:31 PM Page 2 14-17098 Flaps (pantone):APM Flaps 5/15/09 6:31 PM Page 3 14-17098 Flaps (pantone):APM Flaps 5/15/09 6:31 PM Page 4
A Competence indicator scorCinogm mpaettreixnce indicator scoring matrix Structure of competence elements AA SELF ASSESSMENT SUMMARY SHEET
P PP
M MM

This is the first edition of the Association for Project Management’s APM Competence CO Score KNOWLEDGE Score Score KNOWLEEDXGPEERIENCE Score EXPERIETTNhhCiiEss iissC ttohhmeep effiitrressnttc eee ddiittiiooTnne coohffn ttihhceea lAA cssossmoopcciieaattteiioonnnce ff oodrro PPmrraooijjneecctt MMaannaaggeemmeenntt’’ss AAPPMM CCoommppeetteennCccomee petence COCO NAME: DATE:
element code domain
Framework. It is linked to the APM Body of Knowledge (5th edition) and the ICB-IPMA M 0 None 0 0 None None 0 NoneFFrraammeewwoorrkk.. IItt iiss lliinnkkeedd ttoo tthhee AAPPMM BBooddyy ooff KKnnoowwlleeddggee ((55tthh eeddiittiioonn)) aanndd tthhee IICCBB--IIPPMMAA MM Technical competence elements Behavioural competence elements Contextual competence elements
TC 11 SCOPE MANAGEMENT
P Competence PP
Competence Baseline Version 3.0. ET LIno kwn o–w Lleimdgitee tde rkmnso:w thlee dcganed/eidxaptee rkineonwces the elemLIenon kwtn a o–nwd L lieismd agibteele td et orkm npsor:ew tsheleen dtc gaannedd/ei dexxappteela rkiinne onkwncoes wthne c erlietemriean fto ar nthdi sis able to present and explain known crCCiteoorimma fppoDree ettthfieenisnniticconee frBBoaamss eelliinnDeee VVfineeirrtssioiioonnn 33..00.. element name ETET Code Name Rating Code Name Rating Code Name Rating
The APM Competence Framework provides a clear and simple guide to the range of EN element. element. TThhee AAt(h5PPethMM AedP CCiMtiooo Bnmmo)Kpp eetteennSccceeop FFerr maammaneeawwgeoomrrekkn ppt irrsoo tvvhiiedd peersso caae sccsll eebaayrr w aahnnicddh ssthiimme dppelleeliv ggeruuaiibddleees ttaoon dtthh weeo rrrkaa nntogg ee ooff ENEN TC01 Concept BC01 Communication CC01 Project sponsorship
individual competences in project management. It represents an essential part of the CE Iinn oenxpee sreiecntocre o tfe trhmes e: cthoen ocamnyd oidra uten iht aosf saonm oerg eaxnpisearIitinnieo noencnx depe ue osrrbeiinetcagntio ncoreen o detfe fotrrhmro emss ee: vacthe opernar oocl amjpenhcydat o ismdera asut nenoa ifhtg taoehsfme saseonenm opt errrgo oeajlexencp iistnesa r.atiie ofnencw de uporrbiontjagei cnotensde forro mse vae prarol jpehcat smeas noafg tehmeseen pt rroojleeiic nnitnsdd .aii vvfeiiwdd uupaaroll jecccootsmmppeetteennpccreeossd uiinnce pp thrrooemjjee ccartte mm idaaennnaatifggieeedmm aeendnn ttd..e IIftti nrreeedpp. rrIneedsseeennntttifssic aaanntio eenss assneednn dtteiiaafilln ppitaaiorrntt ooofff tthhee CECE TC02 Pbreonjeefic tt ss umcacneasgs eamndent BC02 Teamwork CC02 Hroenamlthen, staalf emtya naangde emnevni-t
toolkit for all professional project managers, allowing them to assess and develop F ttoooollkkiitt ffoorr aallll pprrooffeesssstiihooenn saacllo ppprreoo mjjeeuccsttt dmmesaacnnriaabggeee wrrhssa,, taa tllhllooe wwpriionnjeggc ttt hhweeilmml in ttcoolu daaess ssaeenssdss w aahnnaddt i tdd weeivvll eenllooot pp F F TC03 Stakeholder management BC03 Leadership CC03 Project life cycles
their competences and those of their teams. RA 1 Has an awareness of the competence elemen1t. Has an a1warenHineavssos lpovafe rtdthi ctehi pceao ctmeodmp eipntee atn escnienc geell eee mlpermeonjeetn.ctt. which 1 Hinavso lpvaerdti cthipea cteodm ipne at esnincgeltt eehh lpeeermiiorrje eccncoott. mmwhppiceehtt eenncceess aainnncddlu ttdhheoo, ssi.eee. oo wffh ttahht eeisii rrin tt eeanaadmm ossu..t of scope. RARA TC04 Requirements management BC04 Confl ict management CC04 Project fi nance and funding
M Indicators – used MM
Indicators K E
Based on wide consultation among leading practitioners, the APM Competence E Has participated in a number of projects Has participated in a numBBbeaarss oeetfodd p h rooeolnnjpe ciwwnts iiddee ccoonnssuullttaattiioonn aammoonngg lleeaaddiinngg pprraaccttiittiioonneerrss,, tthhee AAPPMM CCoommppeetteennccee Self-assessment EE TC05 Project risk management BC05 Negotiation CC05 Legal awareness
W 2 Knows about the competence element. 2 Knows a2bout wthhei ccho mhapveet einnvcoel veeledm tehnet c.ompetence ele- 2 which have involved the compuentednecrset aenled-ing an 1 Identifies and defines interested parties’ requirements scoring for WW Human resource
Framework is a valuable tool for assessing current knowledge and experience, O ment. ment. FFrraammaseeswwessoomrrekkn iitss o faa vvaalluuaabbllaeen dttoo ooobllj effcootrriv aaesss.ss eessssiinngg ccuurrrreenntt kknnoowwlleeddggee aanndd eexxppeerriiee7nn ccee,, 2 knowledge and OO TC06 Estimating BC06 management CC06 Organisational roles
R how the experience against RR
identifying training and development needs, and evaluating an individual’s K 3 Can describe the competence element. 3 Can des3cribe tHhaes c pormacpteisteedn cthee e cleommepnett.ence element with 3 Has practised the competiieddneecnnec tteoiilffmeyympiinneetnggetn ttwcrreiaat hiinn iinngg aa2nn dd A ddgeerevveees llaooppppmmroeeprnniattt nne eedeeelddivsse,,r aaabnnledds eewvvitaahll uureaalettiivnnaggnt aasnnta kiinnehddoiivvldiidderuusaall’’ss each indicator KK TC07 Business case BC07 Behavioural CC07 Organisation structure
readiness to obtain the appropriate internationally recognised professional others in a number of projects. others in a number of prorrjeeecaatsdd.eiilnnemeessensst ttcooan oo bbbe ttaaiinn tthheeu aasppinppgrr poorppodrriiuaactttee b iirnneatteekdrrnnowaattniioo snntraauclllltyyu rrreee accnoodgg wnnoiissreek ddbr ppearrkoodffoeewssssniioonnaall characteristics
Medium – Signifi cant knowledge/experienceMedium – Signifi cant knowledge/experience applied in a Learning and Governance of project
qualifications. In knowledge terms: the candidate has a solid levelI no fk knnoowwleleddggee t earnmd si:s tahbel ec aton dreidcaotgen hisaes aan sdo ltiod alepvpelyl o thf ken roewlelveadngt e and is able to recognise and to apqqpuulyaa tllphiiffreiio ccrjeeaaclttetiivooannntss .. structure. 5 3 Total of scores for TC08 Marketing and sales BC08 development CC08 management
knowledge and
criteria, as well as check the results. criteria, as well as check the results. 3 Documents and agrees the project scope, and places it Professionalism and
Designed for ease of use and accessibility, the APM Competence Framework DDeessiiggnneedd ffoorr eeaassee ooff uussee aanndd aacccceessssiibbiilliittyy,, tthhee AAPPMM CCoommppeetteennccee FFrraammeewwoorrkk experience, divided by TC09 Project reviews BC09
In experience terms: the candidate has experience Iann edx ap etrraiecnk cree cteorrmd so:b tthaein ceadn fdriodmat eap hpalsy ienxgp meraiennyc per aonjedc ta mtraanckag ree-cord obtained from applying many project manage- under configuration control. 4 2 ethics
number of indicators
provides a specific measure for assessing an individual’s level of knowledge ment competences across several projects in at leasmt eonnte c soemctpoer toefn tchees eaccoronsosm sye vdeurrailn pgr omjeocstts p ihna aste lse aosft t ohnesee s pecrotojerc otfs .the economy during most phasepps rrooof vvthiieddseeess p raao jsseppctees.cciiffiicc mm4ee aa Usspuudrraeet effsoo prr raaossjessceetss sssciionnpgge aadnnoc iiunnmddeiivvniitdd auus aachll’’assn llgeeevvsee allr eoo ffa gkkrnneooedwwlleeddggee (and rounded down) to TC10 Defi nition
and experience, which of course will need to be maintained and nurtured Has an understanding of how the competence ele-Has an undersHtaansd inindge opfe hnodwen tthlye pcroamctpiseetde nthcee ecolem-pe- Has independently practiaasennddd t heeexx cppoeemrrpiieee-nnccee,, wwhhiicchhv ooiaff tcchooe uuchrrssaeen gwwe iicllllo nnnteeroeeldd p rttoooc ebbsees. mm aaiinnttaaiinneedd aanndd nnuurrttuurreedd 5 2 give overall knowledge TC11 Scope management Personal notes:
4 4 4 4 and experience ratings
ment could be practised within a single project. ment could bet epnrcaec teisleedm wenitth iinn aa nsuinmgblee pr roofj epcrot.jects. tence element in a number of projects.
through continuing professional development. tthhrroouugghh ccoonnttiinnuuiinngg pprrooffeessssiioonnaall ddeevveellooppmmeenntt.. 21 9 and Competence Level TC12 Modelling and testing
Has an understanding of how the competence ele-Has an understanding of how the competence ele- Total score for knowledge and experience
This first edition of the APM Competence Framework provides an ideal 5 ment could be practised within a number of p5rojectms ent co5uld beH parsa mctaisneadg wedit hoitnh ear ns upmrabcetirs ionfg p trhoeje ccotsm pe- 5 Has managed others pracTTtishhiniissg fftiihrress ttc oeemddpiitteii-oonn ooff tthh ee AAPPMM CCoommppeetteennccee FFrraammeeww oorrkk pprroovviiddeess aann iiddeeaall �4 �4 TC13 Methods and procedures
means of benchmarking organisation-specific frameworks to other project and can evaluate the value to the projects. and can evalutaeten cthe ee lveamlueen tto i nth ae n purmojbeecrts o.f projects. tence element in a numbemmr oeefaa pnnrossj eoocfft sbb.eenncchhmmaarrkkOiinnveggr aoolrrl ggkaannnoiiwssaalettdiioognne-- assnppdee cceiixffiipcce ffrrrieaanmmceeeww raootrrinkkgsss tt oo ootthheerr pprroojjeecctt5 2 DCoemrivpeedt eAnPcMe L evel TC14 Project quality management
TC15 Scheduling
Has a good understanding of how the competenceH as a good understanding of how the competence based on overall
management and international standards and the qualifications of a much Has managed others practising the compe- Has managed others pracmmtisaainnngaa tggheee cmmomeennpett -aanndd iinnttCeeorrmnnaaptteiiootennnaaclle ss ttLaaennvddelaa rrddss aanndd tthhee qq uuaalliiffiiccaattiioonnss ooff aa mmuu cc hh D
6 element could be practised within a complex 6projecetl ement6 could be practised within a complex project 6 knowledge and TC16 Resource management
tence element in a complex project. tence element in a complex project.
broader global community. and can evaluate and adapt as required. and can evaluate and adapt as required. bbrrooaaddeerr gglloobbaall ccoommmmuunniittyy.. experience ratings Information management
TC17
High – Extensive knowledge/experience High – Extensive knowledge/experience and reporting
The APM Competence Framework will benefit you, your organisation and APM COMPETENCE TThhee AAPPMM CCoommppeetteennSccceeo rFFinrraagmm foeerww AooPrrMkk ww Liiellllv bbeleesnneeffiitt yyoouu,, yyoouurr oorrggaanniissaattiioonn aanndd AAPPMM CCOOMMPPEETTEENNCCEE
In knowledge terms: the candidate understands theIn r oklneo iwn ldeedtgaeil taenrdm iss: atbhlee ctaon edvidalautaet eu,n tdoe crrsetaanted sa nthde t oro ilnet eing rdaettea tilh aen d is able to evaluate, to create and to integrate the TC18 Project management plan
indeed all sectors of the economy. relevant criteria and can interpret and evaluate the rreelseuvlatsn.t criteria and can interpret and evaluate the results. iinnddeeLeeevddel aaofll ll sseeccttoorrss ooff tthhee eeccoonnoommyyL..evel A: Can successfully execute all the indicators by Description of
knowledge (K) and K: 8 – 10 the APM TC19 Confi guration management
In experience terms: the candidate has a broad rangIne eoxfp eexrpieenrcieen tceer mansd: tah eg ocoadnd tridacakte r hecaos rad b graoiande dra fnrogme o rfe espxpoenrsiiebnlec e and a good track record gained from responsible directing the management of complex projects and/or
experience (E) E: 7 – 10 Competence
project management roles in many different kinds opfr porjeocjet cmtsa ancargoesms eoFnnte r oorlRe ms oinr em Ainandyu sdtirfMyfe sreecntto krsin,E ddsu roinfW gp rmojoesctt so ra Ocarllo ss onRe or mKore industry sectors, durinregq muioresdt otor all programmes for an organisation or a functional unit. Levels FFRRAAMMEEWWOORRKK TC20 Change control
phases of these projects. phases of these projects. achieve TC21 Implementation For Reference:
K: 7 Level B: Has successfully executed most of the
Has a detailed understanding of how the competenHceas a detailedH uansd merasntaangdedin ogt ohfe hrso pwr athcteis cinogm tpheet ecnocme- Has managed others practisincgo trhrees cpoomnd-ing TC22 Technology management
APM Competence E: 5 – 6 indicators by managing a complex project. Level A: Can successfully execute all the indicators by directing
7 element is practised within complex projects 7and caenle ment7 is prapcetitseendc we iethleinm ceonmt ipnl ea xn purmobjeecrt so fa ncodm capnle x 7 petence element in a number Loefv ceolsmplex TC23 Budgeting and cost the management of complex projects and/or programmes for an
critically evaluate and optimise as required. critically evalupartoe jaenctds .optimise as required. projects. Level C: Has successfully executed at least some of the management
K: 6 organisation or a functional unit.
Has a detailed understanding of how the competenHceas a detailed understanding of how the competence indicators by management of a project with limited TC24 Procurement
8 element is practised within complex projects 8and caenle ment8 is praHctaisse md awniathgeind c ootmheprlse xp rparcotjiesicntgs athned ccoamn pe- 8 Has managed others practising the compe- E: 4 complexity. Level B: Has successfully executed most of the indicators by
tence element in many complex projects. tence element in many complex projects. TC25 Issue management managing a complex project.
critically evaluate and develop further as required.critically evaluate and develop further as required.
Level D: Has the knowledge required and may execute TC26 Development
Has a deep knowledge of how the competence eleH-as a deep knHoawsl egdugidee odf ahnodw f athceili tcaotmedp oetthenercse i nel ep-ractis- Has guided and facilitated others in practis- K: 5 Level C: Has successfully executed at least some of the indicators
some of the indicators in supporting a project manager
9 ment is practised within very complex project9s and ment is p9ractisinegd twhieth cionm vepreyt ecnocmep elelexm pernotje inct vs earnyd c omplex9 ing the competence element in very complex E: 0 – 3 TC27 Value management by management of a project with limited complexity.
and/or project team.
can educate others. can educate opthroejresc.ts. projects. TC28 Earned value management
Level D: Has the knowledge required and may execute some of the
Has a deep knowledge of all aspects of the com- Has a deep knHoawsl egdugidee odf aanlld a sfapceiclittsa toefd t hoeth ceorms i-n all Has guided and facilitated others in all TC29 Value engineering indicators in supporting a project manager and/or project team.
petence element in very complex projects and is petence elemeanspt einc tvse oryf tchoem cpolmexp petreonjeccet se alenmde isn t in very aspects of the competence element in very TC30 Handover and closeout
10 10 10 10
a recognised industry expert (written papers and a recognised icnodmusptlreyx e pxrpoejertc (tws arinttde nis paa rpeecrosg annisde d indus- complex projects and is a recognised indus-
Association for Project Management AAssssoocciiaattiioonn ffoorr PPrroojjeecctt MMaannaaggeemmeenntt TC: technical competence; BC: behavioural competence; CC: contextual competence.
presentations). presentations)t.ry expert. try expert.
Instructions for completion can be found in section 1.9.
150 West Wycombe Road Telephone [phone] Email [email protected] 115500 WWeesstt WWyyccoommbbee RRooaadd TTeelleepphhoonnee 00884455 445588 11994444 EEmmaaiill iinnffoo@@aappmm..oorrgg..uukk
Self assessment summary sheet overleaf SSeellff aasssseessssmmeenntt ssuummmmaarryy sshheeeett oovveerrlleeaaff
High Wycombe International [phone] Web www.apm.org.uk HHiigghh WWyyccoommbbee IInntteerrnnaattiioonnaall ++4444 ((00)) 11449944 444400 009900 WWeebb wwwwww..aappmm..oorrgg..uukk
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A
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TThhisi sis i st hthee f ifrisrts te edditiitoionn o of ft hthee A Asssosocicaitaitoionn f ofor rP Prorojejectc tM Mananagageemmeennt’ts’ sA APPMM C Coommppeetetenncece C
O
Framework. It is linked to the APM Body of Knowledge (5th edition) and the ICB-IPMA
Framework. It is linked to the APM Body of Knowledge (5th edition) and the ICB-IPMA M
Competence Baseline Version 3.0. P
Competence Baseline Version 3.0.
E
T
TThhee A APPMM C Coommppeetetenncece F Frarmameewwoorkrk p prorovvididees sa ac lceleara ra nandd s ismimpplele g guuididee t oto t hthee r arnanggee o of f E
N
ininddivivididuuala cl ocommppeetetennceces sin in p prorojejectc tm mananagageemmeennt.t .I tI tr ereppreresesenntst sa nan e esssesenntitaila pl paratr to of ft hthee C
E
totooolklkiti tf ofor ra lal lpl prorofefesssisoionnala pl prorojejectc tm mananagageersr,s ,a lalollowwiningg t htheemm t oto a sassesesss sa nandd d deevveelolopp F
R
ththeeiri rc ocommppeetetennceces sa nandd t hthoosese o of ft htheeiri rt eteamams.s. A
M
BBasaesedd o onn w wididee c oconnsusultlattaitoionn a mamoonngg le leadadiningg p prarcatcittiitoionneersr,s ,t hthee A APPMM C Coommppeetetenncece E
W
Framework is a valuable tool for assessing current knowledge and experience,
Framework is a valuable tool for assessing current knowledge and experience, O
identifying training and development needs, and evaluating an individual’s R
identifying training and development needs, and evaluating an individual’s K
readiness to obtain the appropriate internationally recognised professional
readiness to obtain the appropriate internationally recognised professional
qualifications.
qualifications.
Designed for ease of use and accessibility, the APM Competence Framework
Designed for ease of use and accessibility, the APM Competence Framework
provides a specific measure for assessing an individual’s level of knowledge
provides a specific measure for assessing an individual’s level of knowledge
and experience, which of course will need to be maintained and nurtured
and experience, which of course will need to be maintained and nurtured
through continuing professional development.
through continuing professional development.
This first edition of the APM Competence Framework provides an ideal
This first edition of the APM Competence Framework provides an ideal
means of benchmarking organisation-specific frameworks to other project
means of benchmarking organisation-specific frameworks to other project
management and international standards and the qualifications of a much
management and international standards and the qualifications of a much
broader global community.
broader global community.
TThhee AAPPMM C Coommppeetetenncece F Frarmameewwoorkrk w willi lbl beenneefifti ty yoouu, ,y yoouur ro orgrgananisiastaitoionn a nandd APM COMPETENCE
indeed all sectors of the economy.
indeed all sectors of the economy.
FRAMEWORK
ISBN 978-1-903494-18-9
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Association for Project Management
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150 West Wycombe Road Telephone [phone] Email [email protected]
Self assessment summary sheet overleaf
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00-17098 FM 5/13/09 2:50 PM Page i
APM Competence
Framework
00-17098 FM 5/13/09 2:50 PM Page ii
00-17098 FM 5/13/09 2:50 PM Page iii
APM Competence
Framework
Association for Project Management
00-17098 FM 8/7/09 6:06 PM Page iv
Association for Project Management
Ibis House, Regent Park
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©Association for Project Management 2008
Reprinted 2009 (with minor corrections to ensure internal consistency)
All rights reserved. No part of this publication may be reproduced, stored in a
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British Library Cataloguing in Publication Data is available
ISBN 10: 1-903494-18-4
ISBN 13: 978-1-903494-18-9
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Printed by Breckland Print Ltd, Norfolk
00-17098 FM 5/13/09 2:50 PM Page v
CONTENTS
List of figures and tables vii
Foreword ix
1 Introduction 1
1.1 Overview 1
1.2 Benefits of a competence framework 2
1.3 The APM wheel of competence 2
1.4 Key concepts 2
1.5 The three domains 4
1.6 APM levels of competence 6
1.7 Degrees of competence 8
1.8 Complexity of projects 9
1.9 Completing the self-assessment 10
2 The technical competence domain 17
2.1 Concept 18
2.2 Project success and benefits management 19
2.3 Stakeholder management 20
2.4 Requirements management 21
2.5 Project risk management 22
2.6 Estimating 23
2.7 Business case 24
2.8 Marketing and sales 25
2.9 Project reviews 26
2.10 Definition 27
2.11 Scope management 28
2.12 Modelling and testing 29
2.13 Methods and procedures 30
2.14 Project quality management 31
2.15 Scheduling 32
2.16 Resource management 33
2.17 Information management and reporting 34
2.18 Project management plan 35
2.19 Configuration management 36
2.20 Change control 37
2.21 Implementation 38
2.22 Technology management 39
2.23 Budgeting and cost management 40
2.24 Procurement 41
2.25 Issue management 42
2.26 Development 43
2.27 Value management 44
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Contents
2.28 Earned value management 45
2.29 Value engineering 46
2.30 Handover and closeout 47
3 The behavioural competence domain 51
3.1 Communication 52
3.2 Teamwork 53
3.3 Leadership 54
3.4 Conflict management 55
3.5 Negotiation 56
3.6 Human resource management 57
3.7 Behavioural characteristics 58
3.8 Learning and development 59
3.9 Professionalism and ethics 60
4 The contextual competence domain 63
4.1 Project sponsorship 64
4.2 Health, safety and environmental management 65
4.3 Project life cycles 66
4.4 Project finance and funding 67
4.5 Legal awareness 68
4.6 Organisational roles 69
4.7 Organisation structure 70
4.8 Governance of project management 71
Appendices
A1: Self-assessment summary sheet 75
A2: Adapting the APM Competence Framework 77
Individuals 77
Organisations 78
A3: Project complexity matrix 81
A4: The APM Competence Framework and its Relationship with the
APM Body of Knowledge and ICB-IPMA Competence Baseline 83
The link between the APM Body of Knowledge and the
APM Competence Framework 83
The link between the ICB-IPMA Competence Baseline and the
APM Competence Framework 85
A5: The ICB and APM competence tables 86
A6: APM taxonomy 88
Bibliography and further reading 91
Glossary of project management terms 93
Project management acronyms 131
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