Archives for Qualifications

APMP – What’s it all about?

So, what is APMP really all about?

Is this you when you hear the acronym APMP? If so, keep on reading to find out what it’s all about!

 The formal definition on the APM website is:

‘APMP is the flagship qualification of the Association for Project Management. Tens of thousands of project managers have chosen to obtain the internationally recognised International Project Management Association Level D certification’. 

Still confused? Here’s a much simpler one:

APMP is aimed at those wishing to achieve an extensive level of project management knowledge, sufficient to incorporate into projects from individual assignments through to large capital projects. Installing transferable skills form one job to to another. Applicants typically have some pre-existing project management knowledge, although it is not essential.

APMP allows individuals to demonstrate their knowledge of all the components that come under project management. The APMP also allows for individuals to show their understanding of how these components then interact together and how any future projects they undertake can fit into their strategic and commercial environment.  The APMP is both a nationally and internationally recognised qualification. As it is such a diverse qualification, it can be carried from one job to another – and even more so, from one industry to another.

So hopefully now, when someone asks you about APMP, you should look more like this

If you would like to know even more about APMP, or even if you think this might be a qualification that could be for you, have a look at the following helpful websites:

The PM Channel –

Provek Ltd –

APM Website –

APM Project Management Conference 2015

On the 19th March the APM Project Management Conference 2015 took place.

Project management in real life is rarely the same as project management in the text books. This has created great myths in our profession that cloud both our perception and decision making.

The APM Project Management Conference 2015 focused on dispelling these myths by uncovering the evidence that will increase the likelihood of you successfully delivering your projects, programmes and portfolios.

The PM Channel attended and are happy to bring you videos from the following speakers:

Mary McKinlay gives her opening remarks as chair of the APM Conference 2015. Click here for this video –

Mary McKinlay

Kate Rooke and Andy Cooke are management consultants at PA Consulting. Kate and Andy look at the project manager/ engineer relationship and focussing on how they can move from a good, to a really great delivery performance through better understanding and using a more unified approach. Click here for this video –

Kate Rooke & Andy Cooke

Martin Monoghan has been with DHL Supply Chain for eight years having joined on the DHL Graduate Management Programme after graduating with a BSc in Psychology. Can we wait for our next generation of project managers to become subject matter experts in supply chain? Martin looks at what core competencies and skills make a diverse and effective project manager. Click here for this video –

Martin Monoghan

Cliff Jones, a member of the senior management team within the ProCure21+ team at the Dept of Health. Cliff demonstrates how contracts that reflect best project management practice are an essential element to ensure the delivery of successful outcomes on any construction project. Click here for this video –

Cliff Jones

Geraldine Barker, director at the National Audit Office, is responsible for leading the development of the NAO’s approach to auditing major projects and programmes throughout government. Bridget Jackson. audit manager at the National Audit Office, is an experienced value for money auditor in the review of major government programmes and contracts. Geraldine and Bridget outline lessons learned that the NAO have identified over the course of auditing five major rail infrastructure programmes. They will look at what some of the barriers are that are familiar to many project managers. Click here for this video –

Geraldine Barker & Bridget Jackson

Dr David Pendleton, co-founder of Edgecumbe Group, has been consulting in occupational psychology for over 20 years since completing his doctorate at Oxford. He works throughout the world with clients in a wide range of organisations. Most of his work is in top team development and leadership development. David discusses how unlikely it is that any leader will be world-class in all aspects of leadership and consider a new way of thinking about leadership that places emphasis on teams of leaders who are complete together. Click here for this video –

Dr David Pendleton

Manon Bradley is the development director for the Major Projects Association (MPA), a membership association for organisations engaged in the delivery and the development of major projects, programmes and portfolios. Manon outlines the evidence of why diversity can improve the outcome of your project and will then explore why single sex teams are so prevalent. Her presentation will challenge typically held beliefs about gender balance in the workplace. Click here for this video –

Manon Bradley

John Pelton MBE, programme partner director at Crossrail and Director of the Programme Partner Transcend, a JV between CH2M HILL, AECOM and Nichols. As such he is the lead for the innovation programme, specific complex projects and heading up the programme partner JV. Focussing on innovation in infrastructure projects and programmes, John considers some of the characteristics, benefits and lessons learned from the Crossrail experience and how the industry might consider innovation in the future. Click here for this video –

John Pelton

Matthew Syed is currently a columnist and feature writer for The Times. He has won numerous prizes for his writing including Sports Journalist of the Year at the British Press Awards and Sports Feature Writer of the Year at the Sports Journalist Association Awards. Click here for this video –

Matthew Syed


Zero to APM Introductory Certificate (IC): A Graduate’s entry into the world of Project Management

APM Introductory Certificate

APM Introductory Certificate

Last Wednesday I started my first graduate job, Thursday morning I was back in the classroom. I was sitting in a conference room in Reading with 5 other ‘students’ waiting to begin the APM Introductory Certificate.

As it was one of Provek’s public training courses we were all from a variety of different backgrounds and companies. We ranged from the lone, lowly graduate with zero experience to a Gatwick engineer who had been managing projects for years.

Thankfully Nathalie, our trainer, was great at pitching the material at my level (the lowest level) but progressing quickly to challenge those who were picking it up quicker. So when I asked what a Gantt chart was it didn’t take her too long to recover!

The APM IC covers a lot of ground, it is a lot to absorb in two days, but the structure allowed for frequent repetition of older information. Each of the units logically builds on and expands previous modules meaning that whilst you progress you are naturally revising previous modules.

Provek’s method of teaching was very hands on, we were dragged out of our seats for activities at frequent intervals and whilst we complained a lot about the movement it was extremely helpful for our understanding of the units. Often the activities helped us grow in confidence or revealed areas we needed to return to, usually to our collective dismay!

Nathalie’s depth and breadth of experience helped her give us relevant and helpful real world examples as well as take the information she was giving us that one step beyond the theoretical to help us apply it when we were back in the work place.

One area I had a slight advantage was how recently I had done exams, many of the other delegates hadn’t done them in a while. My most recent exam experience however, wasn’t particularly helpful. As an English Graduate I haven’t done an exam with a definite right answer in a while, no long-winded explanations of my reasoning in this exam!

The exam was thankfully quite simple, 60 multiple choice questions, it didn’t stop the frantic highlighting and rereading during our final pre-exam minutes but it did make the actual exam far less stressful than I was expecting.

The questions are designed to thoroughly explore your understanding of the intricacies of the terms used and sometimes the difference between two answers was tiny until you (hopefully) remembered an important distinction.

After an hour it was all over, we were outside going over the questions we had struggled with and waving goodbye to the invigilator and his home décor magazines.

A week later I’ve passed and whilst they assure me now that if I hadn’t passed I would still have a job – I’m not so sure!

It was a brilliant experience, the training was of a high standard and I am very happy to now be in possession of my very own professional qualification, bring on APMP!

APMP or PRINCE2 project management qualification – which one for you?

APMP and PRINCE2 are the two leading knowledge based project management qualifications in the UK.  But which one is right for you?  Here are some factors to consider.

Accrediting organisation Association for Project Management (APM) – 20,000 members based professional organisation APMG-International – private global accreditation company working under contract to the Cabinet Office
Syllabus source APM Body of Knowledge (52 topics outlined in BoK published by APM PRINCE2 Manual published by TSO c. 300+ pages.
Quality assurance APM’s internal structures and alignment to International Project Management Association (IPMA) Level D qualification UKAS accredited with authoring and review panels drawn from consultants and industry
Recognition Held in high esteem by industry because it is broad and rigorous. Principally UK based with c. 4,000 per year taking APMP. Huge international volume of c. 100,000 per year.  High pass rate has reduced its reputation in recent years.
Professional membership Free membership after taking the examination None
Syllabus focus Principles based principally with some techniques around 37 topics including life-cycles, organisation, risk, change, issues, earned value, leadership, sponsorship, communication, negotiation etc.) Process based (e.g. starting, initiating, directing, controlling and closing) principally with seven themes – business case, organisation, quality, plans, risk, change, and progress.
Study time Recommended 40-60 hours Recommended 30-50 hours
Exam 3 hours written paper in English. 10 questions from 16. Pass rate c. 75% Multiple languages.  Foundation 1 hour 75 multiple choice questions. Pass rate 99%+Practitioner 2.5 hours 8 objective choice questions.  Pass rate c.90+%
Open exam centres Four time per year in UK.  No remote proctoring. Every month plus on demand plus remote proctoring.
Cost of a single place including examination on a public classroom based course £1,000 – £1,500 £750 – £1,250

APMP is right for you if your organisation or its clients do not use the PRINCE2 methodology and you are interested in a broader more rounded and more highly regarded qualification from a  professional membership based organisation that you may wish to join.

PRINCE2 is right for you if your organisation or its clients use the methodology for its project management or you want a method focused project management qualification that is more widely known both in the UK and in some overseas countries, and is easier to pass and is slightly cheaper.

How to pass the APMP exam? Tips and Hints by Mike Warren of Provek


If you are reading this article you probably know what the APMP exam is. You may have also found out that it is a tough exam to pass. We would agree with that last statement but also add that with the right preparation you can pass it! We at Provek Ltd have extensive experience of supporting a wide range of candidates through the process of becoming APMP accredited and we want to share this experience with you here.

There are two key things required in passing any exam, knowledge of the subject being tested and good exam technique. The knowledge element is down to you – there is no short cut to the process of learning the subject matter. We would of course like you to learn from ourselves at Provek either in a classroom setting or online via The PM Channel.

This article is going to concentrate on exam technique, top tips and also to show you some examples of what constitutes a good answer. We will also cover how to plan for the exam itself. It goes without saying that all of this is available free on with every Provek training product.

Choose your questions wisely and watch the clock!

Three hours might in some circumstances seem a long time but that will not be your experience in the APMP exam! Your chances of passing are greatly diminished if you run out of time and are not able to complete all questions so it is important to have a time plan (just like a real project in fact!). Out of the 52 Body of Knowledge topics, 37 are covered in the APMP syllabus out of which any 16 are tested in the exam. You are have to answer any 10 questions out of the 16 available. The pass mark is 55%.

Selecting the right questions

When you open the paper in the exam room it is important that you can quickly identify all 10 questions that you intend to answer. We suggest that this process begins during your preparation as you identify the topics that you are familiar with from your project experience and the ones you are not so comfortable with. That does not mean you should discount unfamiliar topics but there will be some that you definitely will not attempt.

We suggest that you prioritise the topics into ‘confidence’ groupings such as:

Tick Topics that I hope will come up and will definitely answer

Circle Topics that I need to be prepared for and will answer once I have exhausted my ‘best’ topics


Cross Topics that I will not attempt


On opening the paper, read the questions quickly and allocate them your priority mark (see above).

We suggest that you start with your ‘best’ and work down accordingly. The main thing is to stick to your plan unless you have a very good reason for not doing so such as having misread a question.

Time keeping

You have 180 minutes to complete 10 questions. It is suggested that you send approximately 15 mins per question leaving you 15 minutes at the start to read and plan and 15 minutes at the end to check through and add any last minute additions. Each question is worth 50 marks and some will consist of multiple parts. You will be told the number of marks that are available for each part. As a rough guide you should allow 3 minutes per 10 marks although some parts will require more time that others.

It is worth spending the time upfront to read and plan as you want to be sure that you understand the questions being asked and make your choices accordingly. One common area where candidates go wrong is not actually answering the question that is asked so we want you to avoid this mistake by being sure that you understand what it is the examiner is testing.

One you have decided to start a question it is worth allocating time to each point that you will be asked to make. For example, many of the questions ask you to explain or describe 5 things about a subject. This means that you should spend approximately 3 minutes per point. This should not be a rigid rule but a good guide. If you spend 7 minutes of your first point you only have 8 more minutes to cover 4 more points!

If you go wrong in a question, just cross out the error and carry on as starting again will cost you valuable time. This is particularly true when it comes to diagrams and charts. This author remembers in his APMP exam getting scale wrong to a Gantt chart and ended up by using 3 A4 answer sheets side by side! After a moment of quiet panic, he labeled up the sheets so they could be reassembled by the marker and hoped for the best. In his feedback he noted that he got 100% for that question! It was not neat but it was accurate!

In order to assist you we have included below a template that you can use or adapt for your exam. Ask permission to use it from the invigilator and spend the first part of the exam completing it. You can then use it as a guide and a check on time. We give these out to our exam delegates and they have always been approved for use by the invigilator, but do check first.




Let’s start off by stating the obvious, you must answer the question that is asked and not a question you would like it to be! You must also avoid writing down everything you can remember learning about the subject. The exam is a simple transaction where the examiner is trying to find our whether you understand a particular aspect of a subject and you in turn have to provide evidence of your understanding. The question will be specific and therefore a general answer will not give sufficient evidence and get you the marks that you require.

This author uses a simple technique to test an answer. He imagines a conversation in which a senior person in his organisation asks him the question that has been set in the exam. He then answers the question by reading out the answer the candidate has submitted. The response of the senior person should be a nod followed by the words, ‘Oh yes, I see exactly what you mean’ rather than a confused stare! Try out this simple reality check – it really does work!

Your answers also need to be jargon and acronym free. Do not assume the marker knows that you know! Again, this author imagines the above conversation but this time with someone who does not understand project management. Again, they should understand what you are saying. Do not hide your meaning behind words such as ‘management’ or ‘strategy’ as these can obscure the plain point you are attempting to make. What, for example does ‘managing time’ mean? If you are trying to say that ‘the project manager must monitor actual progress against planned progress taking action when appropriate’ then say that.

What you write down is the only way the marker can test your understanding so make your words count.


We strongly recommend that you lay out the structure of your answer before you actually write the words. The structure should match exactly the structure of the question. For example, if the question asked you to ‘explain five responsibilities of a project manager’ we would write down the numbers one to five with approximately one third of a page gap between them (more if there is to be a diagram).

You do not need to write down the question (which will waste time) only the question number in the correct place at the top of the APM supplied answer sheet. Once you have done this write against each number a heading which sumarises the point you are about to make. If you do this for every question and can only make two or three points then it is early warning that you may have started the wrong question allowing you time to choose another. Once you have your headings you can start answering knowing that the headings will prompt you and prevent you from straying into another point.

This clear structure will be good for you as well as the marker who will have a much easier job than if your answer is one long unstructured mini essay! So taking the sample question about the project manager your skeleton answer might look like this (without the gaps):

  1. Create and maintain the Project Management Plan (PMP)
  2. Motivate the team
  3. Monitor and report on progress
  4.  Manage and escalate issues and risks
  5.  Manage the stakeholders

Answering the different types of questions

The APMP gives the following guidance:

Table 2

Please take note of key words in each question:

It is important to note that this is not intended to limit you but guide you. If you say more than the minimum you will not lose marks (although too much more will impact your time) but you will lose marks if your answer is too brief and ‘lightweight’.

For some there is confusion between ‘describe’ and ‘explain’ to which we would say that ‘describe’ is saying ‘what’ something is whereas ‘explain’ is ‘what’ something is and ‘why’ it is relevant. This is an important distinction as you are only likely to get 50% of the marks for saying ‘what’ something is when you are asked to ‘explain’ it.



Question: State two responses that might be appropriate to top priority risks (threats or opportunities). (10 marks)

Good sample answer:

  1. Reduce/mitigate: This is an action is taken to lower the probability and/or the impact of a risk event or set of events leading to a reduction in the overall risk severity to an acceptable level.
  2. Transfer: This is where the impact of a risk (usually financial) is formally taken on by/transferred to a 3rd party either by contractual means or insurance.


Question: Describe two different pieces of HSE legislation. (20 marks)

Good sample answer:

  1.  Control of Substances Hazardous to Health Regulations is the law that requires employers to control substances that are hazardous to health. It is designed to prevent or reduce workers exposure to hazardous substances by risk assessment, control of exposure, health surveillance and incident planning.
  2. The Manual Handling Operations Regulations set specific legal requirements to ensure that employees undertaking manual handling operations at work avoid the risk of injury. They specify all factors employers must consider if they employ manual workers. These include whether manual tasks involve awkward movements, moving loads over long distances, holding goods that are difficult to grasp and the capabilities of the worker.


Question: Explain two items that must be documented and/or reported on a project in order to implement budget and cost control (20 marks)

Good sample answer:

  1. The overall project budget. This will be documented in the business case and the project management plan and is the organisation’s expectation of the total project cost and how the spend will be profiled over the life of the project. The budget, incorporating contingencies, forms the baseline for the project and must be reported on regularly throughout the lifecycle. This is vital as it provides the organisation with the confidence that the project will come in on budget or be the basis for an early warning that is will not meet expectations.
  2. Actual costs must be documented and reported on so that they can be compared the planned costs both at project and stage level. From this comparison variances can be calculated to show what has actually happened against what was expected. This will allow trends to be understood and expected outcome to be calculated with appropriate action taken when necessary.

List and describe…

You must make it clear to the marker what your ‘List’ is. You can make your ‘List’ part of your ‘Describe’ but it must form a clear heading with a full stop after it to stop it becoming part of the sentence that will follow it.


Describe vs. Explain

When answering an ‘explain’ question it may be hard to think of ‘why’ something is relevant or important. One way to overcome this is to ask yourself ‘what happens if this is NOT done?’ You will immediately see why it is important by looking at the negative. You can of course use the negative in you answer by saying something like, ‘if this were not done X,Y and Z will happen’.

Questions on plans

If you are answering a question regarding the purpose or use of a plan it is helpful to remember that all plans document ‘what’ is to be done, ‘how’ it will be done (processes, techniques etc.), ‘when’ something will be done and ‘who’ is responsible for doing it.

Using the lifecycle to guide you

It can sometimes be helpful to consider the topic being examined in the context of the project lifecycle. For example, if you were being asked about the activities relating to budgeting and cost control, you can work your way through the lifecycle from concept to closure and think of all the activities related to money (i.e. estimating for the business case in the concept phase, refining the budget in definition following detailed planning, baselining the budget and gaining approval to start, allocating the budget via the workpackages etc.).

Your experience and place of work

You should use your own project experience but do avoid using language and examples that are too specific and related to work place. Remember, the marker will not be familiar with your particular industry and know nothing about where you work and the technology you are involved with.

Show your workings

Where there are calculations (such as in some earned value question) you must show your working so that the marker can follow what you have done. Even if you get the wrong answer through mis-calculation, you may get some marks if your method or even part of it was correct.


Mike Warren is a professionally qualified project manager with over 20 years experience in the manufacturing, nuclear, offshore and defence sectors and is a full member of the Association for Project Management and an accredited APMP trainer. Mike is a project management consultant with Provek Ltd responsible as lead trainer for the design and delivery of project management solutions to a wide range of clients. He has successfully trained countless delegates form a wide range of backgrounds to APMP level.

PRINCE2 Professional Qualification

The PRINCE2 Professional qualification is the next step for current PRINCE2 practitioners looking to further demonstrate their expertise in this globally recognized project management methodology.

Following the PRINCE2 Foundation and Practitioner examinations, which assess a candidate’s knowledge and understanding of the methods, many candidates ask the question: “What’s next?”

The PRINCE2 Professional qualification tests,  a candidate’s ability to manage a non-complex PRINCE2 project across all aspects of the project lifecycle, through a 2.5 day residential Assessment Centre.

In order to test this, the PRINCE2 Professional qualification moves outside the boundaries of the PRINCE2 method and syllabus, and includes globally recognized project management competencies.

Through observation of group activities and exercises, evaluators assess a candidate against pre-defined performance criteria to determine competence in managing a PRINCE2 project, as well as broader competencies of a project manager. It must be stressed that this event is NOT a training course and no training will be given at the event itself.

Who should attend?

The PRINCE2 Professional qualification is for individuals who want to show that they have more than just knowledge about PRINCE2 and can effectively manage a non complex PRINCE2 project across its whole lifecycle. The PRINCE2 Professional qualification is therefore appropriate for individuals who are currently acting as Project Managers, Project Co-ordinators or as a Project Team Leader (in larger projects).

Suitable candidates will have several years experience of managing non-complex . Candidates wishing to take the PRINCE2 Professional assessment must also have passed the PRINCE2 Practitioner qualification.


  • Independent Recognition – by APMG, an internationally accredited professional body, of an individual’s ability to manage a non-complex project.
  • Development – feedback of personal capability as evidenced across 19 assessment criteria.
  • Professional – the PRINCE2 Professional Qualification provides employers with tangible career development evidence.

Assessment Criteria:

All candidates will be assessed by experienced evaluators and an independent moderator from the APMG against the following 19 criteria:
• Prepare the Project Product Description
• Prepare the outline Business Case
• Design the project management team structure
• Tailor corporate strategies
• Perform product-based planning
• Apply the risk management procedure
• Apply the communication management procedure
• Plan the project
• Refine the Business Case
• Prepare the Benefits Review Plan
• Prepare an End Stage Report
• Capture lessons learned
• Prepare a Work Package
• Apply the issue and change control procedure
• Plan and conduct the Closing a Project process
• Prepare End Project Report (Incl Lessons Report)
• Interpersonal Skills
• Manage team performance
• Manage own performance

Event content:

Candidates will be assessed against 19 pre-declared assessment criteria through a combination of:
• Individual work – candidates will provide a written answer in examination conditions to questions based upon the given case study
• Group work (observed) – candidates will carry out group exercises in order to discuss and solve problems relating to the case study
• Interviews – all candidates will be interviewed on an individual basis
Candidates must have passed the PRINCE2 Practitioner exam, have a solid PRINCE2 knowledge and several years of PRINCE2 practice. A self assessment form and a CV must be submitted as part of the application process.

Watch the video of the first PRINCE2 Professional Assessment,organized by CUPE in partnership with Provek, where assessors and candidates talk about what the assessment entails on The PM Channel.

What is the APM Practitioner Qualification?

The APM Practitioner Qualification (IPMA Level C) is  based on a residential assessment and is recognised nationally and internationally through the APM and the IPMA (International Project Management Association).

Who is the Practitioner Qualification for?

The Practitioner Qualification is for relatively experienced professionals (project management practitioners) who can demonstrate an ability to manage a non-complex project. You should typically have at least 3 years experience and hold either the APMP qualification or demonstrate a good understanding of the APM Body of Knowledge with relevant Continuing Professional Development.

What is assessed?

Candidates will be assessed against 30 criteria and need to demonstrate that they can:

  • Understand project context and the overall business case;
  • Effectively apply project management planning;
  • Apply a risk management process competently to the project;
  • Optimise project plans to respond to a major change;
  • Monitor project progress and take suitable controlling action;
  • Plan and conduct a suitable post project evaluation review;
  • Work effectively as a team member.

How is it assessed?

Qualification is achieved through a residential assessment focussing on:

  • Individual work: Candidates will be expected to answer written questions based on a case study and answer a question regarding current issues in project management.
  • Group work: Working in groups you will be observed discussing and solving problems related to the case study.
  • Interview: Candidates will be interviewed by their assessors.

Get ready for your  APM PQ assessment with The PM Channel:

The PM Channel and Provek offer a number of distinct advantages for candidates and corporate clients regarding APM Practitioner qualification.

Before the PQ Event, find on The PM Channel:

Our online PMA5 assessment to indicate candidates PQ readiness and suitability. Undertaken by 8000 project staff, PMA5 gives to candidates clear information regarding their project management experience, knowledge, decision ability and personality indications.

Our comprehensive preparation guidance and tips available for candidates anywhere anytime.

Our self study development pack with real to life scenario similar to APM PQ’s, useful information to read before the event, 3 exercises to give you an indication of pace, quantity required.

Subscribe now to the Qualifications Package for £149 + VAT and receive advice to help you to succeed your APM PQ assessement.

PRINCE2 Professional Qualification

The PRINCE2 Professional qualification is the next step for current PRINCE2 practitioners looking to further demonstrate their expertise in this globally recognized project management methodology.

It is targeted at practicing project professionals, who wish to demonstrate their ability, and not just their knowledge, to apply best practice project management principles and processes.

The PRINCE2 Professional qualification is therefore appropriate for individuals who are currently acting as Project Managers, Project Co-ordinators or as a Project Team Leader (in larger projects). 

Suitable candidates will have several years experience of managing non-complex projects.

Candidates wishing to take the PRINCE2 Professional assessment must also have passed the PRINCE2 Practitioner qualification.

Discover Provek preparation support:

Although this is an assessment of a candidate’s current capabilities, each candidate should be prepared for the process and be aware of what is expected of them. With this in mind, Provek will provide a preparation package consisting of:

  • Candidate Guidance documentation
  • Video of PRINCE2 Professional assessment explained
  • Pre-event teleconference call with a Provek qualified PRINCE2 Professional Evaluator to understand the expectations and format of the event and an opportunity for candidate questions
  • Access to Provek’s Remote Expert Support which provides email or telephone responses to candidate queries and questions throughout the preparation period.
  • There is also an optional 1-day Preparation workshop for candidates who wish to have additional face to face preparation, which simulates key elements of the actual assessment event.

If you would like more information about Provek training please go on Provek Website.

APM Registered Project Professional (RPP) – Useful information

What is APM Registered Project Professional (RPP)?

APM Registered Project Professional (RPP) is a pan-sector for those 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. It will, for the first time assess all elements of the APM 5 Dimensions of Professionalism in a single standard, thereby enhancing professional status and recognition. It will raise the bar of project professionalism to a whole new level.

Who should apply?

APM Registered Project Professional is available to anyone with experience of managing others in a complex project environment regardless of their professional background or qualification.
Why become an APM Registered Project Professional?
There is a growing recognition of the value that competent and capable project professionals can offer. APM Registered Project Professional sets projects apart through a robust assessment of the APM 5 Dimensions of Professionalism delivering benefits to individuals and organisations.

Benefits to the individual include:
• Professional status allowing you to stand out from the crowd.
• Public recognition on the APM Register of Project Professionals.
• Use of the post-nominal RPP setting you apart in the profession.
• Instant recognition from employees and clients as a professional with a high level of capability.
• The opportunity to reflect on your career and achievement through a robust assessment process.
The wider public can be confident that their project management community has been externally assessed as competent and dedicated to their own continuing development. For employers, this visible investment in staff offers the benefit of raising the profile of project management as a driver for competitive advantage and improved project delivery.
Benefits to the organisation include:
• Greater likelihood of project success.
• Competitive advantage.
• Enhanced delivery to clients.
• External recognition of an organisation’s project and programme management capability.
• Visible investment in staff
• External recognition of an organisation’s project management community within the organisation.

Chartership status?

An application for Chartered Status by the APM is currently being considered by the Privy Council. If and when APM is granted chartered status, those already awarded the Registered Project Professional standard will be given the designation of Chartered Project Professional and allowed to use the post nominal letters of ChPP.

Find expert advice on The PM Channel to help you to succeed with your RPP submission here.

APM Registered Project Professional (RPP) – How is it assessed?

APM Registered Project Professional (RPP) targets senior project managers who have managed complex projects and programmes and wish to get recognition for that on an independent basic. It will, for the first time assess, all elements of the APM 5 Dimensions of Professionalism:

• Depth of experience across 29 core competences of the 37 of the APM Competence Framework
• Breadth of knowledge across all the Body of Knowledge areas
• Achievement through qualifications and a portofolio of evidence
• Commitment through qualifications and a portofolion of evidence
• Accountability through APM membership and code of professional conduct

Pre-requisites: Candidates must be a senior professional who has managed at least one complex project in the last 8 years. They also have to completed 35 hours of CPD in the last 12 months.

The Assessment process by peer assessors comprises two stages of competences:

• Stage 1: Portofolio assessment : (50 hours to prepare)

The first stage will demonstrate the reflexion for candidates of what they done in terms of project and programme? How did they manage? Etc. Candidates portofolio will have to demonstrate capability in 29 core competences of the 37 of the APM Competence Framework.

During this first stage 2 documents need to be complete:
• Portofolio evidence application form,
• CPD Log spread sheet.

The Portofolio evidence form comprise 8 sections to complete:
1.Personnal details
2.Current employment
5.Professionals membership
6.Project track record
7.Competence statements
8.Knowledge statement for complementary competences

Section 6 and 7 will take 95% of the time.

The CPD Log spread sheet (excel file) for the last 12 months will be provided by APM.
After completing these 2 document, they will be assessed by a qualified RPP assessor who will check that the content meets the RPP standard.
If successful, the candidate will be invited to a Professional Review (Stage 2). If unsuccessful, you will receive a report with feedback confirming gaps you need to consider.

• Stage 2: Professional Review (45 minutes interview)

After the first stage you will be invited to a professional review with two assessors. The review, is in an interview format,it will typically take around 45 minutes including a 10 minutes candidate presentation at the start.

What is required to maintain RPP designation status?

Once an individual has successfully achieved the designation of APM RPP throughout the two-stage assessment process, then in order to maintain the RPP designation the individual is then required to maintain continuing professional development (CPD) of at least 35 hours of relevant formal and informal professional development every year and adhere to the APM Code of Professional Conduct through APM membership. As a committed project management professional, each individual is responsible for their own CPD activities in terms of both forming a plan and then maintaining a log completed CPD. APM will audit CPD at their discretion.

Do you meet the RPP standard? Find expert advice on The PM Channel to help you to succeed with your RPP submission here.