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[null,"Introduction\nTo start creating your APM Professional Portfolio you will need to assess yourself against the APM Competence Framework.\n\nOn the following pages are the high level definitions from the APM Competence Framework and the competence indicator scoring matrix, which will give you a starting point. For a fuller assessment the APM Competence Framework can be purchased from the APM website, or a corporate licence can be purchased from APM Head Office.\n\n\n"]
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[null,"Steps for completing your initial assessment"]
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[null,"1.","Study the Competence Indicator Scoring Matrix and familiarise yourself with the scoring criteria. You may wish to print the matrix to keep it by you for reference purposes"]
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[null,"2.","Go through each of the competence high level definitions and score yourself for both knowledge and experience on a scale of 1-10, referring to the competence indicators scoring matrix as a guide."]
[null,null,"Record your scores against each indicator for knowledge and experience in the appropriate column"]
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[null,"3.","At the end of the initial assessment form, your average score, minimum score  and equivalence to competence level are calculated, based on the information you have put in. "]
[null,null,"For further information on your overall competence level, please refer to the APM Competence Framework publication. "]
[null,null,"Please remember that this assessment is only against the high level definitions and a more detailed assessment can be completed using the APM Competence Framework publication"]
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[null,"4.","Review the APM Competence Definitions and the scores you have awarded yourself. You can then see the competence areas requiring maintenance and/or development "]
[null,null,"and decide which ones you would like to concentrate on in the next 12 months"]
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[null,"5.","The next step is to think about specific objectives relating to the competence areas you would like to develop and/or maintain and record these in the APM plan/log"]
[null,null,"For further information on the planning stage of your APM Professional Portfolio, please refer to the relevant pages on the APM website"]

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[null,"  High Level Competence Assessment"]
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[null,"Name:  "]
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[null,"Date:  "]
[null,null,"Your overall competence score is at the bottom of this worksheet"]
[null,"Technical competence elements"]
[]
[null,"Code",null,"Name","Definition","Knowledge","Experience"]
[null,"Technical","TC01","Concept","Concept is the first phase in the project life cycle. During this phase the need, opportunity or problem is confirmed, the overall feasibility of the project is considered and a preferred solution identified. The business case for the project will be produced in this phase.",null,null,0]
[null,"Technical","TC02 ","Project success and benefits management","Project success is the satisfaction of stakeholder needs and is measured by the success criteria as identified and agreed at the start of the project. Benefits management is the identification of the benefits at an organisational level and the monitoring and realisation of those benefits.",null,null,1]
[null,"Technical","TC03","Stakeholder management","Stakeholder management is the systematic identification, analysis and planning of actions to communicate with, negotiate with and influence stakeholders. Stakeholders are all those who have an interest or role in the project or are impacted by the project.",null,null,2]
[null,"Technical","TC04","Requirements management","Requirements management is the process of capturing, analysing and testing the documented statement of stakeholder and user wants and needs. Requirements are a statement of the need that a project has to satisfy, and should be comprehensive, clear, well structured, traceable and testable.",null,null,3]
[null,"Technical","TC05","Project risk management","Project risk management is a structured process that allows individual risk events and overall project risk to be understood and managed proactively, optimising project success by minimising threats and maximising opportunities.",null,null,4]
[null,"Technical","TC06","Estimating","Estimating uses a range of tools and techniques to produce estimates. An estimate is an approximation of project time and cost targets that is refined throughout the project life cycle.",null,null,5]
[null,"Technical","TC07","Business case","The business case provides justification for undertaking a project, in terms of evaluating the benefit, cost and risk of alternative options and rationale for the preferred solution. Its purpose is to obtain management commitment and approval for investment in the project. The business case is owned by the sponsor.",null,null,6]
[null,"Technical","TC08","Marketing and sales","Marketing involves anticipating the demands of users and identifying and satisfying their needs by providing the right project at the right time, cost and quality. Sales is a marketing technique used to promote a project. Marketing and sales needs to be undertaken internally and possibly externally to an organisation.",null,null,7]
[null,"Technical","TC09","Project reviews","Project reviews take place throughout the project life cycle to check the likely or actual achievement of the objectives specified in the project management plan (PMP) and the benefits detailed in the business case. Additional reviews will take place following handover and closeout to ensure that the benefits are being realised by the organisation.",null,null,8]
[null,"Technical","TC10","Definition","Definition is the second phase of the project life cycle. During this phase the preferred solution is further evaluated and optimised. Often an iterative process, definition can affect requirements and the project’s scope, time, cost and quality objectives. As part of this phase the project management plan (PMP) is produced and the resources required during the implementation phase will be identified.",null,null,9]
[null,"Technical","TC11","Scope management","Scope management is the process by which the deliverables and work to produce them are identified and defined. Identification and definition of the scope must describe what the project will include and what it will not include, i.e. what is in and out of scope.",null,null,10]
[null,"Technical","TC12","Modelling and testing","Modelling and testing are used to provide a representation and assurance of whether the project objectives can be achieved. Modelling is the process of creating and using a device that duplicates the physical or operational aspects of a deliverable. Testing is the process of determining how aspects of a deliverable perform when subjected to specified conditions."]
[null,"Technical","TC13","Methods and procedures","Methods and procedures detail the standard practices to be used for managing projects throughout a life cycle. Methods provide a consistent framework within which project management is performed. Procedures cover individual aspects of project management practice and form an integral part of a method."]
[null,"Technical","TC14","Project quality management","Project quality management is the discipline that is applied to ensure that both the outputs of the project and the processes by which the outputs are delivered meet the required needs of stakeholders. Quality is broadly defined as fitness for purpose or more narrowly as the degree of conformance of the outputs and process."]
[null,"Technical","TC15","Scheduling","Scheduling is the process used to determine the overall project duration and when activities and events are planned to happen. This includes identification of activities and their logical dependencies, and estimation of activity durations, taking into account requirements and availability of resources."]
[null,"Technical","TC16","Resource management","Resource management identifies and assigns resources to activities so that the project is undertaken using appropriate levels of resources and within an acceptable duration. Resource allocation, smoothing, levelling and scheduling are techniques used to determine and manage appropriate levels of resources."]
[null,"Technical","TC17","Information management and reporting","Information management is the collection, storage, dissemination, archiving and appropriate destruction of project information. Information reporting takes information and presents it in an appropriate format which includes the formal communication of project information to stakeholders."]
[null,"Technical","TC18","Project management plan","The project management plan brings together all the plans for a project. The purpose of the project management plan (PMP) is to document the outcomes of the planning process and to provide the reference document for managing the project. The project management plan is owned by the project manager."]
[null,"Technical","TC19","Configuration management","Configuration management comprises the technical and administrative activities concerned with the creation, maintenance and controlled change of the configuration throughout the project life cycle."]
[null,"Technical","TC20","Change control","Change control is the process that ensures that all changes made to a project’s baselined scope, time, cost and quality objectives or agreed benefits are identified, evaluated, approved, rejected or deferred."]
[null,"Technical","TC21","Implementation","Implementation is the third phase of the project life cycle, during which the project management plan (PMP) is executed, monitored and controlled. In this phase the design is finalised and used to build the deliverables."]
[null,"Technical","TC22","Technology management","Technology management is the management of the relationship between available and emerging technologies, the organisation and the project. It also includes management of the enabling technologies used to deliver the project, technologies used to manage the project and the technology of the project deliverables."]
[null,"Technical","TC23","Budgeting and cost management","Budgeting and cost management is the estimating of costs and the setting of an agreed budget, and the management of actual and forecast costs against that budget."]
[null,"Technical","TC24","Procurement","Procurement is the process by which the resources (goods and services) required by a project are acquired. It includes development of the procurement strategy, preparation of  contracts, selection and acquisition of suppliers, and management of the contracts."]
[null,"Technical","TC25","Issue management","Issue management is the process by which concerns that threaten the project objectives and cannot be resolved by the project manager are identified and addressed to remove the threats they pose."]
[null,"Technical","TC26","Development","Development is the progressive working up of a preferred solution to an optimised solution during the definition and implementation phases. The optimised solution is refined with the stakeholders against the requirements."]
[null,"Technical","TC27","Value management","Value management is a structured approach to defining what value means to the organisation and the project. It is a framework that allows needs, problems or opportunities to be defined and then enables review of whether the initial project objectives can be improved to determine the optimal approach and solution."]
[null,"Technical","TC28","Earned value management","Earned value management (EVM) is a project control process based on a structured approach to planning, cost collection and performance measurement. It facilitates the integration of project scope, time and cost objectives and the establishment of a baseline plan for performance measurement."]
[null,"Technical","TC29","Value engineering","Value engineering is concerned with optimising the conceptual, technical and operational aspects of a project’s deliverables. Value engineering utilises a series of proven techniques during the implementation phase of a project."]
[null,"Technical","TC30","Handover and closeout","Handover and closeout is the fourth and final phase in the project life cycle. During this phase final project deliverables are handed over to the sponsor and users. Closeout is the process of finalising all project matters, carrying out final project reviews, archiving project information and redeploying the project team."]
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[null,"Behavioural competence elements"]
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[null,"Code",null,"Name","Definition","Knowledge","Experience"]
[null,"Behavioural","BC01","Communication","Communication is the giving, receiving, processing and interpretation of information. Information can be conveyed verbally, non-verbally, actively, passively, formally, informally, consciously or unconsciously."]
[null,"Behavioural","BC02","Teamwork","Teamwork is when people work collaboratively towards a common goal as distinct from other ways that individuals can work within a group."]
[null,"Behavioural","BC03","Leadership","Leadership is the ability to establish vision and direction, to influence and align others towards a common purpose, and to empower and inspire people to achieve project success. It enables the project to proceed in an environment of change and uncertainty."]
[null,"Behavioural","BC04","Conflict management","Conflict management is the process of identifying and addressing differences that if unmanaged would affect project objectives. Effective conflict management prevents differences becoming destructive elements in a project."]
[null,"Behavioural","BC05","Negotiation","Negotiation is a search for agreement, seeking acceptance, consensus and alignment of views. Negotiation in a project can take place on an informal basis throughout the project life cycle, or on a formal basis such as during procurement, and between signatories to a contract."]
[null,"Behavioural","BC06","Human resource management","Human resource management (HRM) is the understanding and application of the policy and procedures that directly affect the people working within the project team and working group. These policies include recruitment, retention, reward, personal development, training and career development."]
[null,"Behavioural","BC07","Behavioural characteristics","Behavioural characteristics are the elements that separate and describe a person’s preferred way of acting, interacting and reacting in a variety of situations. Behaviours complement knowledge and experience and are a function of values, beliefs and identity. They can be used in assessment, engagement and career advice."]
[null,"Behavioural","BC08","Learning and development","Learning and development involves the continual improvement of competencies in the organisation. The identification and application of learning within projects develops the organisation’s capability to undertake current and future projects."]
[null,"Behavioural","BC09","Professionalism and ethics","Professionalism and ethics both relate to proper conduct. Professionalism is demonstrable awareness and application of qualities and competencies covering knowledge, appropriate skills and behaviours. Ethics covers the conduct and moral principles recognised as appropriate within the project management profession."]
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[null,"Contextual competence elements"]
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[null,"Code",null,"Name","Definition","Knowledge","Experience"]
[null,"Contextual","CC01","Project sponsorship","Project sponsorship is an active senior management role, responsible for identifying the business need, problem or opportunity. The sponsor ensures the project remains a viable proposition and that benefits are realised, resolving any issues outside the control of the project manager."]
[null,"Contextual","CC02","Health, safety and environmental management","Health, safety and environmental management is the process of determining and applying appropriate standards and methods to minimise the likelihood of accidents, injuries or environmental impact both during the project and during the operation of its deliverables."]
[null,"Contextual","CC03","Project lifecycles","Project life cycles consist of a number of distinct phases. All projects follow a life cycle and life cycles will differ across industries and business sectors. A life cycle allows the project to be considered as a sequence of phases which provides the structure and approach for progressively delivering the required outputs."]
[null,"Contextual","CC04","Project finance and funding","Project financing and funding is the means by which the capital to undertake a project is initially secured and then made available at the appropriate time. Projects may be financed externally, funded internally or a combination of both."]
[null,"Contextual","CC05","Legal awareness","Legal awareness provides project management professionals with an understanding of the relevant legal duties, rights and processes that should be applied to projects."]
[null,"Contextual","CC06","Organisational roles","Organisational roles are the roles performed by individuals or groups in a project. Both roles and responsibilities within projects must be defined to address the transient and unique nature of projects and to ensure that clear accountabilities can be assigned."]
[null,"Contextual","CC07","Organisational structure","The organisation structure is the organisational environment within which the project takes place. The organisation structure defines the reporting and decision making hierarchy of an organisation and how project management operates within it."]
[null,"Contextual","CC08","Governance of project management","Governance of project management (GoPM) concerns those areas of corporate governance that are specifically related to project activities. Effective governance of project management ensures that an organisation’s project portfolio is aligned to the organisation’s objectives, is delivered efficiently and is sustainable."]
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[{"$nulls":4},"This is equivelant to Competence Level:  ",{"$f":"IF(F67>6.99,\"A\",IF(F67>5.99,\"B\",IF(F67>4.99,\"C\",IF(F67>3.99,\"D\",\"<D\"))))","v":"<D"},{"$f":"IF(G67>6.99,\"A\",IF(G67>5.99,\"B\",IF(G67>3.99,\"C\",\"D\")))","v":"D"}]
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[{"$nulls":4},"Click here to return top "]

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[null,"Competence Indicator Scoring Matrix"]
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[null,"Score","KNOWLEDGE","Score","EXPERIENCE"]
[null,0,"None",0,"None"]
[null,"Low – Limited knowledge/experience"]
[null,"In knowledge terms: the candidate knows the element and is able to present and explain known criteria for this element."]
[null,"In experience terms: the candidate has some experience obtained from a project management role in a few projects in one sector of the economy or unit of an organisation during one or several phases of these projects."]
[null,1,"Has an awareness of the competence element.",1,"Has participated in a single project which involved the competence element."]
[null,1,"Has an awareness of the competence element.",1]
[null,2,"Knows about the competence element.",2,"Has participated in a number of projects which have involved the competence element."]
[null,3,"Can describe the competence element.",3,"Has practiced the competence element with others in a number of projects."]
[null,3,"Can describe the competence element.",3]
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[null,"Medium – Significant knowledge/experience"]
[null,"In knowledge terms: the candidate has a solid level of knowledge and is able to recognise and to apply the relevant criteria, as well as check the results."]
[null,"In experience terms: the candidate has experience and a track record obtained from applying many project management competencies across several projects in at least one sector of the economy during most phases of these projects."]
[null,4,"Has an understanding of how the competence element could be practiced within a single project.",4,"Has independently practiced the competence element in a number of projects."]
[null,5,"Has an understanding of how the competence element could be practiced within a number of projects and can evaluate the value to the projects.",5,"Has managed others in practicing the competence element in a number of projects."]
[null,6,"Has a good understanding of how the competence element could be practiced within a complex project and can evaluate and adapt as required.",6,"Has managed others practicing the competence element in a complex project."]
[null,"High – Extensive knowledge/experience"]
[null,"In knowledge terms: the candidate understands the role in detail and is able to evaluate, to create and to integrate the relevant criteria and can interpret and evaluate the results."]
[null,"In experience terms: the candidate has a broad range of experience and a good track record gained from responsible project management roles in many different kinds of projects across one or more industry sectors, during most or all phases of these projects."]
[null,7,"Has a detailed understanding of how the competence element is practiced within complex projects and can critically evaluate and optimise as required.",7,"Has managed others practicing the competence element in a number of complex projects"]
[null,8,"Has a detailed understanding of how the competence element is practiced within complex projects and can critically evaluate and develop further as required.",8,"Has managed others practicing the competence element in many complex projects."]
[null,9,"Has a deep knowledge of how the competence element is practiced within very complex projects and can educate others.",9,"Has guided and facilitated others in practicing the competence element in very complex projects."]
[null,10,"Has a deep knowledge of all aspects of the competence element in very complex projects and is a recognised industry expert (written papers and presentations).",10,"Has guided and facilitated others in all aspects of the competence element in very complex projects and is a recognised industry expert."]