RPP Presentation by Emma Carroll-Walsh on 20th October 2016

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. © 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. © 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. © 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 – 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

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. © Association for Project Management 2011
Organisations that have contributed to
the development of RPP
PM Professional Learning

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. © 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. © 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. © 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. © 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. © 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. © Association for Project Management 2011

14. © Association for Project Management 2011
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
– 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. © 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. © Association for Project Management 2011

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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © Association for Project Management 2011
Emma’s Personal Experience
as a Candidate