Competency

Presenting a project scope outline to a project manager and saying "Bring the project in on time, under budget, and exceeding the client's expectations" is like handing a golf club to a player and saying "Get a hole in one on your next shot." It's the right goal, but hard to accomplish without coaching and feedback.

The more forward thinking organisations invest in employee development, knowing that project management skills don't just happen; they must be developed through experiential learning, supported by practical application, and reinforced by organizational procedures.

Building project management competence takes years of hands-on learning, evolving through various phases of development before a person reaches mastery. Project management competence - the ability to effectively apply skills and behaviors to improve project performance - is built on a foundation of knowledge and skill. Ideally, this foundation is laid through self-study and effective training programs. Full competency, however, can only be developed through consistent practice in real-world situations, with repeated opportunities for feedback.

Organisations need to assess whether project management skills are being effectively applied in the workplace - is the investment in training, coaching and development paying off in terms of project performance? Answering this question through an effective knowledge base, such as the (APM) Association for Project Management Professional Exam is the first step. The second step is coupling the measurement of effective application with assessment that captures an individuals ability to demonstrate application of knowledge in a simulated environment, Edison is also a centre for the APM Practitioner Qualification and can progress your people to this internationally recognised standard.

DOWNLOAD AN INFORMATION SHEET ON OUR ASSESSMENT PROCESS

Contact us today, realise the possibilities..

Association for Project Management

The Association is fast growing and committed to an energetic programme of activities to help Project Managers and others involved or interested in Project Management to progress their professional careers and to further develop professionalism in Project Management. The aims and objectives are: To be the first point of contact for and the National Authority on Project Management, and through the International Project Management Association (IPMA), an International Authority. To further develop professionalism in Project Management. To represent the interests of Project Managers in all sections of industry, commerce, the arts and education irrespective of professional discipline. To achieve recognised standards and certification for Project Managers. To achieve National and International recognition for all Certificated Project Managers. To establish and maintain an active national Branch network to facilitate participation by all members throughout the country. To provide and maintain a comprehensive training programme suitable for Project Managers of all levels of experience and competence.

VISIT OUT APM QUALIFICATIONS PAGES

Edison Personal Development is an APM Accredited Centre for providing support for the full range of APM qualifications which include;

APM Professional Examination

APM Practitioner Qualification

APM Certification

VISIT OUT APM QUALIFICATIONS PAGES

The Foundation Qualification in Project Management

What is it?
The APMP is a qualification which recognises an individual’s baseline knowledge in Project Management. It is awarded by the Association for Project Management, the UK professional project management association. It is the first of its kind in the UK and is designed for Project Management professionals in any industry. It is appropriate for people working in the management of projects ranging from individual assignments through to large capital projects or company organisational changes. It confirms one's position at a baseline level in project management.

Benefits
1) To the Employer
The business environment is changing at an ever increasing pace. More and more organisations are employing project management, either as they adopt a management by projects approach or because they are already performing mainstream project management activities. They are looking for project management standards and seeking confirmation that individuals working in project management are competent in this field. The APMP has been developed to meet this need and provides an assessment of an individual's baseline level of project management knowledge.

The work that candidates will have to undertake in order to meet the knowledge and experience requirements will inevitably raise the awareness of, and standards for, project management within their organisations.

APMP provides the first step in the career development of a company's Project Managers.

2) To the Individual
Holders of the APMP qualification will stand out from their colleagues as people with recognised qualifications in the profession of Project Management, who keep up to date with the profession and are recognised by the Association for Project Management as suitable for membership. APMP is a qualification, recognised both nationally and internationally, that an individual may carry from job to job or from one industry to another.

The APMP qualification entitles non-members to between 4 and 15 months free membership of the Association for Project Management at an appropriate grade.

Relationship with Other Qualifications
The APMP qualification test is based on the Association for Project Management's Body of Knowledge which is recognised in Europe as the standard for competencies appropriate for project managers. Through its work with the International Project Management Association (IPMA) the APM is working towards an internationally recognised Body of Knowledge that will be reflected in the requirements for APMP. It is intended to proceed to full accreditation which will make the APMP an internationally accepted qualification.

There are a number of diploma certificate courses available in Project Management. Whilst many of these are endorsed by the Association for Project Management, some are specific to particular disciplines or industries and do not necessarily cover the full breadth of topics considered appropriate for a project management professional. For many candidates with such qualifications the additional work required to meet the APMP standard should not be great and will be worthwhile.

The APMP is the benchmark qualification in the project management profession. It is the initial level of the three project management qualifications to be offered by the APM. (The others being the MAPM and Certificated Project Manager, CPM).

Suitability
Prior to taking the APMP test, candidates are required to submit an application form and a full C.V. which are assessed to establish their suitability.

The APMP Examination
The APMP examination assesses an individual against the professional competencies contained in the APM Body of Knowledge.

There are two parts to the examination. The first paper, which lasts one hour, consists of approximately 100 questions, each with a multiple choice of answers. It requires the candidate to make over 300 decisions and is aimed at assessing an individual’s depth of understanding of management subjects as well as their approach to the many personal skills necessary for successful Project Management.

The second paper, which takes three hours, consists of particular questions with written answers designed to demonstrate the candidate's competence with regard to important aspects of project management. The candidate must answer ten questions from a choice of sixteen.

The APMP Syllabus is also available from the APM Headquarters - it costs £15. Please send a cheque made payable to the "Association for Project Management" with your order.

Experience and Membership Grade
Success in the test, together with appropriate experience, will enable non-members to join the Association for Project Management.

Candidates with less than five years relevant experience may join the APM as an Associate. Candidates with more than five years' relevant experience may be invited to join the Association at the grade of Member.

A new grade of Licentiate is being introduced for those candidates who pass the examination but do not have appropriate experience for full membership.

Associates (both existing and new) may apply for transfer to Member when appropriate experience has been gained.

Examinations
Edison carry out the APMP examination in a number of locations throughout the United Kingdom. The Programme will enable the candidates to sit the test in reasonably accessible venues at various times throughout the year.

VISIT OUT APM QUALIFICATIONS MICROSITE

The APM Practitioner Qualification

What is the Practitioner Qualification?
The Association for Project Management is proud to announce the launch of the new APM Practitioner Qualification. The qualification gives candidates with at least three years project management experience the opportunity to demonstrate that they can effectively manage a project across its lifecycle.

The Practitioner Qualification will give project managers more choice of how they develop their Project Management careers. Positioned between the knowledge based APMP qualification, which has now been passed by over 6000 people since its launch in 1995, and providing a platform to work towards the prestigious Certificated Project Manager qualification, the Practitioner Qualification is designed for experienced project managers to demonstrate their knowledge and skills in actually managing a project.

This allows individuals the opportunity to either plot a course along a successful and rewarding project management career, or choose a qualification which suits their own experience and specific professional need.

The Practitioner Qualification has an innovative structure whereby candidates are observed on how successfully they manage a project based case study. The approach is designed to provide a realistic environment in which to assess their technical and interpersonal skills and the desired behavioural characteristics to successfully manage projects.

The APM Practitioner Qualification is designed for those who have experience in managing non-complex projects or who have worked as a team member in a more complex project. It assesses 30 criteria from project planning to implementation enabling candidates the opportunity to apply their knowledge and experience.

The qualification will be run by APM Approved Assessment Centres, who are carefully chosen to manage and deliver the necessary environment for the assessment to take place. Assessors collect evidence of a candidate’s project management capabilities through group activities and exercises and through a written examination. Candidates will be observed discussing and solving problems relating to the project case study. In addition, all candidates will be interviewed by their assessors on an individual basis during the assessment period.

The APM Practitioner Qualification will initially be available through Accredited Assessment Centres across the country, Edison Personal Development are accredited to provide the qualification.

VISIT OUT APM QUALIFICATIONS PAGES

APM Certification

What is Certification?

• Certification is aimed at assessing an individual's competence in managing projects.
• Competence is the ability to acquire and apply knowledge and skills in the appropriate context.
• Certification is a test of competence and not academic achievement.

What qualifications does one need to apply?
The initial criteria for Certification are simple:

One must be a full member (Member or Fellow) of the Association for Project Management.
One must be managing or have managed a project (or sub-project). At the moment there is no cut off date for the recency of the project (or sub-project) to ensure that all members of the Association have the opportunity to seek Certification.

What is a suitable project?
As the Association draws its members from a wide variety of industries it is not possible to define a suitable project in terms of scale and complexity. The important issues are the role and level of responsibility if the candidate in the management of the project (or sub-project).

This will vary between industries but in broad terms projects can be considered in four categories:

LEVEL ONE - An in-house project involving a single disciplinary team.
LEVEL TWO - An in-house project involving a multi-disciplinary team.
LEVEL THREE - A multi-company multi-disciplinary project.
LEVEL FOUR - A multi-country multi-company multi-disciplinary project.
A person with experience of only LEVEL ONE projects should not apply for Certification.

What do I have to do?
Certification is a three stage process

STAGE ONE

Complete an Application Form which requires a current C.V. and two referees (not necessarily members of APM.)
Complete a self assessment form available from Edison. Write a précis (approximately two sides of A4 typed single spaced) on a project (or sub-project) on which you carried appropriate executive authority. If your Stage One application is successful the précis will have to be expanded into a full project report. You cannot switch projects between Stage One and Stage Two.
Submit three copies of all documents (one original plus 2 photocopies) for consideration by two Assessors.
To register for Certification and receive the Stage One documents please contact:

The Secretary
The Association for Project Management
150 West Wycombe Road
High Wycombe
Buckinghamshire
HP12 3AE

Tel: 01494 440090
Fax: 01494 528937
e-mail: services@apm.org.uk

An application form will be sent to you. Please complete the form and send it, together with your certification registration fee, back to the Secretariat.

Click here for details of certification fees.

STAGE TWO

Submit three copies of a project report (typed double spaced on A4 paper in no more than 5,000 words) together with the full Certification fee.

STAGE THREE

Attend an interview, lasting approximately one hour, with the two Assessors.

What is the purpose of Stage One?
Stage One has two objectives:

1. The self assessment form is designed for candidates to rate themselves in the key elements of project management. The form is supported by a detailed Body of Knowledge. After completing this self assessment, some candidates will realise they need more experience and will delay their application for Certification.
2. All the information will be sent to the two Assessors selected to interview the candidate. By reviewing the précis they can confirm that the chosen project is suitable and offer constructive advice and help ensure that the candidate's report is structured in an appropriate manner. Also, candidates considered to have insufficient experience will be advised at this stage, and can obtain further experience before preparing a full report and attending the interview.

What happens to the Registration Fee?
Once the registration fee has been paid it is non-refundable. However, only one registration fee is payable if you submit a full report and attend for an interview within three years of the initial registration.

Who are the Assessors?
There is a panel of Assessors drawn from a variety of industries all of whom are Certificated Project Managers. One Assessor will be drawn from the industry on which the candidate's project report is based and the other from a different industry.

Where do I attend the Professional Interview?
Interviews will be held at the APM Headquarters in High Wycombe, in London and Manchester. If there are sufficient candidates in a given period, interviews will also be held in Scotland (Edinburgh or Glasgow).

Interviews will be held to meet demand.

Can I get an Exemption?
No. Every person who has the designation "Certified Project Manager", has been through the Certification process. However, a company involved in "sensitive" projects (i.e. defence, R&D or similar secret projects) whose project managers are prevented from submitting reports to external bodies can seek special status. It is the Company and not the individual who receives the status. An applicant employed by a Special Status Company will adhere to Stages 1 and 3 and in lieu of Stage 2 will make a full presentation to the two Assessors (on the Company's premises) and have an extended interview.

This process entails a higher fee.

What constitutes a pass?
Candidates for Certification agree to submit themselves to the judgment of their peers. Both Assessors must agree that the candidate, in their view, is competent at managing a project.

Is there an appeals process?
Yes. If either the candidate or one of the Assessors disagrees with the outcome or handling of the interview there is an appeals process available for an individual's case to be reconsidered. The decision at the conclusion of the appeals process is final. Assessors will not be compelled to give reasons for their decision at Stage Three.

How many attempts can I have?
A candidate can have up to three attempts to become Certified. Each attempt will entail payment of both Registration and Certification fees.

What's in it for me?
Depending on your position, role or perspective, the advantages of the Certification Programme are as follows:

As a Member of the Association

• It provides peer recognition of one's competence in project management.
• It will complement technical or business qualifications by demonstrating that an individual is competent at managing projects.
• It assists the transferability of a member's skills from one company or industry to another.
• Participation in the Certification process enables individuals to improve their self-awareness, and reflect upon, and learn from, their experience.
• The Association will maintain a list of Certificated Project Managers. These will be made available to those seeking the services of project managers who have been judged competent by their peers.
• Certificated Project Managers will be able to use the title "Certificated Project Manager" MAPM (CPM).
  

To an Employer

• It provides a benchmark for the recruitment, training and development of project management staff.
• It provides a marketing tool by demonstrating the company's commitment to excellence in project management and the competence of of its staff at managing projects.
• In conjunction with an employee's technical qualifications it demonstrates a well-rounded project manager within a company's specific areas of business.

To a Client

• It enables clients to assess a proposed project manager's competence.
• It provides positive proof that the individual concerned has gained peer recognition of their ability to manage projects.

To The Association for Project Management
As the only professional body in the United Kingdom whose primary interest is the furtherance of project management and the interests of project managers, the Certification programme attracts a large number of Project Managers from a wide variety of different industries regardless of their basic academic qualifications and/or professional disciplines. It is a test of competence and enables the membership of APM to be judged on their competence in managing projects independent of their basic academic qualifications.
As a member of IPMA, the International Project Management Association, based in Zurich, APM has developed a pan-European accreditation of professional project managers that will enable the cross border transfer of skills. All member countries of IPMA intend to implement similar Certification programmes in the near/medium term modeled on the Association's Certification Programme.

What are the next steps?
This summary should have answered your basic questions. If you require further information or you wish to register for Certification, please contact Edison for more information of qualifications in your area.

VISIT OUT APM QUALIFICATIONS PAGES

Management Overview

Introduction
PRINCE, which stands for Projects in Controlled Environments, is a project management method covering the organisation, management and control of projects. PRINCE was first developed by the Central Computer and Telecommunications Agency (CCTA, now part of the Office of Government Commerce) in 1989 as a UK Government standard for IT project management. Since its introduction, PRINCE has become widely used in both the public and private sectors and is now the UK’s de facto standard for generic project management, not just IT projects.

The latest version of the method, PRINCE2, was designed to incorporate the requirements of existing customers and to enhance the method towards a generic, best-practice approach for the management of all types of projects. The design and development work was undertaken by a consortium of project management specialists, and over 150 public and private sector organisations were involved in a Review Panel which provided valuable input and feedback to the consortium. The development work was completed in March 1996 and the PRINCE2 manual (“Managing Successful Projects with PRINCE2”) is published by TSO price £55 and can be bought online at www.theprojectshop.co.uk.

PRINCE2
PRINCE2 is a process-based approach for project management providing an easily tailored, and scaleable method for the management of all types of projects. Each process is defined with its key inputs and outputs together with the specific objectives to be achieved and activities to be carried out.

The method describes how a project is divided into manageable stages enabling efficient control of resources and regular progress monitoring throughout the project. The various roles and responsibilities for managing a project are fully described and are adaptable to suit the size and complexity of the project, and the skills of the organisation. Project planning using PRINCE2 is product-based which means the project plans are focused on delivering results and are not simply about planning when the various activities on the project will be done.

A PRINCE2 project is driven by the project’s business case which describes the organisation’s justification, commitment and rationale for the deliverables or outcome. The business case is regularly reviewed during the project to ensure the business objectives, which often change during the lifecycle of the project, are still being met.

There are often different groups of people involved in projects: the customer, one or more suppliers, and of course the user. PRINCE2 is designed to provide a common language across all the interested parties involved in a project. Bringing customers and suppliers together typically involves contracts and contract management, although these aspects are outside the scope of PRINCE2, the method provides the necessary controls and breakpoints to work successfully within a contractual framework.

Benefits
PRINCE2 is a structured method providing organisations with a standard approach to the management of projects. The method embodies proven and established best-practice in project management. It is widely recognised and understood, and so provides a common language for all participants in the project.

PRINCE2 provides benefits to the organisation, as well as the managers and directors of the project, through the controllable use of resources and the ability to manage business and project risk more effectively. PRINCE2 enables projects to have :

• A controlled and organised start, middle and end;
• Regular reviews of progress against plan and against the Business Case;
• Flexible decision points;
• Automatic management control of any deviations from the plan;
• The involvement of management and stakeholders at the right time and place during the project;
• Good communication channels between the project, project management, and the rest of the organisation.

The Office of Government Commerce (OGC)
OGC – the UK Office of Government Commerce – is an office of HM Treasury. Set up in 2000, it incorporates the Central Computer and Telecommunications Agency (CCTA). OGC is now the authority for IT-related best practice in commercial activities in UK government.

With the increasing take-up of PRINCE2 by organisations, OGC is keen to ensure the best package of products and services are available to customers. Accordingly, OGC has established collaborative partnerships with a number of organisations specifically to provide support for PRINCE2 and the related areas of Programme Management and the Management of Risk for Practitioners.

Edison can advise your organisation in all aspects of PRINCE2 implementation and provide guidance in the training of your people, contact us for details.

OVERVIEW OF PERFORMANCE MANAGEMENT

The evolution of the concept of performance management as a new management model reflects a change of emphasis in organizations away from command-and-control toward a facilitation model of leadership. This change has been accompanied by a recognition of the importance to the employee and the organisation of relating work performance to the strategic or long-term and overarching mission of the organisation as a whole. Employees' goals and objectives are derived from their department's, which in turn support the mission and goals of the corporation.

The performance management process provides an opportunity for the employee and performance manager to discuss development goals and jointly create a plan for achieving those goals. Development plans should contribute to organizational goals and the professional growth of the employee. The planning process must also involve consideration of the emerging organisation environment.

The changing corporate environment; demographic change, increased HR utilisation pressures, competition in reducing markets, pressures to constrain administrative costs, regulatory and policy pressures, higher transaction volumes and services expectations, and greater influence of customers all have a part in changing the way that we do our work.

There is an increasing emphasis on making the transition from a bureaucracy to a network organization. The new organizational model emphasizes a focus on decision-making and accountability at the level where the work is done, development of a service culture that rewards team performance, and integration of operations. Critical to the success of this new model is the adoption of a customer service orientation, a flexible attitude in the face of constant change, and streamlined business processes supported by networked administrative systems.

For performance managers, this changing environment offers many new challenges and opportunities. Performance managers and their employees are increasingly being asked to become generalists who step outside of traditional narrowly-defined job descriptions in support of team objectives and goals. These changes are resulting in the development of new approaches to human resource management.

The Proposed Human Resource Management Initiatives conceptual framework also underscores the vital role of education, training and development in the envisioned network organization. In this organization, continuous learning is a prerequisite to successful job performance and organizational effectiveness. Employees must be able to learn work, developing effective technical and people skills in order to assume new responsibilities, and keep pace with and anticipate the changing nature of work and our workplace.

For performance managers and employees alike, responding to these changes requires the ability to learn, adapt to change, solve problems creatively, and communicate effectively in diverse groups. In addition, employees must take personal and proactive responsibility for their careers to ensure future employability and advancement.

The realities of the contemporary workplace will continue to challenge existing paradigms and should be considered in managing the performance of employees in a dynamic working environment.

Edison can assist your organisation by providing the following support;

DEVELOPMENT OF JOB DESCRIPTIONS & STRATEGIC PLAN

STANDARDS OF PERFORMANCE
- How to Develop Written Performance Standards
- Development of Standards
- Guidelines for Performance Standards
- Checking Your Standards

OBSERVATION AND FEEDBACK
- Observing Employee Performance
- Behavioral Feedback
- Individual development

PERFORMANCE APPRAISAL
- Preparing
- Writing
- Delivering
- Producing
- Policy development

PERFORMANCE DEVELOPMENT
- Continuous Learning
- Preparing a Plan
- Considerations
- Performance Manager's Responsibilities
- Using the Edison Performance Management Plan Worksheet

MANAGING TEAM PERFORMANCE: Development

MANAGING TEAM PERFORMANCE: Issues

IMPLEMENTATION OF THE PERFORMANCE MANAGEMENT PROCESS

Edison provide a full range of coaching and mentoring services, whether you require coaching or require to train individuals within the organisation to become coaches, a selection of some of the existing programmes are shown below.

Cognitive Coaching

Research in the cognitive sciences demonstrates that developing others is a complex intellectual activity; individuals who think at higher levels experience less job stress and can better serve the needs of more diverse coaching situations. Cognitive Coaching is a model for mediating developmental thinking. It consists of a composite of skills, tools, mental maps, dispositions, and values that may be applied to interactions in a variety of situations. The goal of Cognitive Coaching is to improve performance while enhancing capacity for self-directed learning. Designed for anyone (including consultants, support providers, and administrators) working to support the learning goals of another person and wishing to use these skills for peer coaching.

Advanced Coaching Skills

Research on mentoring is showing that some coaching situations are more complex than others. Variables such as working conditions, mentor preparation, individual assignment, cultural differences and the context of the situation, all come into play. Through a case study approach, demonstration and practice with several tools, participants will expand their capacity to improve coaching performance in complex situations. A differentiated coaching schema based on the developmental and internal state of the coach will become a foundational tool for coaches. Strategies for creating entry points and the language of resistance will be examined with the goal of moving individuals to greater openness, reflection and improvement of practice. Participants will also inquire into how these tools can help produce evidence of excellence and more equitable environments.

Coaching Conversations

Based on the Cognitive Coaching program, learn how to develop trust in a partnership and to listen and respond so that the coach and the person being coached achieve understanding and learning. Learn how to help another valued colleague think through a coaching situation and arrive at his or her own conclusion with a plan in mind. Come prepared to participate in an interactive, fast-paced workshop that could change the way you work with your colleagues… and most important, change the way coaches work with underserved coachees, so that all have a chance to succeed.




Quality Mentoring and Peer Review

This workshop will familiarize participants with the obstacles encountered by mentor trainers who review the work of peers. Evaluating trainers can be successfully integrated with quality mentoring. Through modeling, interactive role plays, and group presentation, participants will learn how mentoring and review can blend to form a powerful and effective approach to fostering individual growth. This growth will be reflected in increased individual learning, particularly those who are currently under performing. We hope, in addition, to demonstrate our vision for transforming coaching and mentoring into a truly collaborative practice.

Sensitive Issues in Coaching

Sometimes obstacles to a coach’s success involve sensitive issues not addressed by the Professional Standards. These issues might concern the coach’s judgment (e.g. the use of inappropriate language); values (e.g. stereotyping individuals); or boundaries (e.g. touching individuals). How can you as a coach address such issues? In this workshop, we will provide resources and facilitate analysis of the deeper issues underlying sensitive coaching situations.

Situational Mentoring

Situational mentoring provides support providers with a variety of strategies that meet the diverse needs of the beginning coach. The coach/mentor is encouraged to use the same creativity and resourcefulness that is required of master coaches. We will analyze three major forms of support and describe the situations where they are most effective. You will leave this session with better tools for getting to grips with a wide range of situations and individuals.

Interactive Coaching Strategies

Participants will spend most of the session practicing the following skills: 1) preparation of the Cognitive Coaching map, a tool prepared before observing a coachee, 2) development of positive linguistic and rapport-building tools, 3) construction of positive cause-and-effect statements for use during conferences, 4) positive uses of paraphrasing, pacing, leading, and wait time.