MANAGING OTHERS Assessment Criteria
Posted by APM on 8th May 2012
As a result ofdiscussionsat the RPP Assessors Conference on 25th April regarding managing others and the core competences,this articleis written tohelp clarifythe currentposition.
The candidates guidance stateson page 5:
You may have demonstrated the competences yourself, however, you must always have managed project teams, senior stakeholders, sponsors and other managers demonstrating those competences.
For each of the core competences, candidates must be able to demonstrate their ability to
execute the competence within a complex project environment
directly and indirectly manage the performance of others in the execution of that competence within a complex project environment to achieve the desired outcomes.
Managing others This is more than just managing those who directly report to you. This is ensuring you achieve project success IN EVERY COMPETENCE through managing those more senior than you, such as your sponsor or a steering group, as well as managing other project managers and their teams, staff in the project management office and business as usual staff. In summary, managing your internal and external project stakeholders.
The above is ambiguous, and can be interpreted in at least two ways; especially around the and/or statements above. You could interpret the above as:
For each of the core competences, candidates must be able to demonstrate their ability to execute the competence within a complex project environment and directly and indirectly manage the performance of others in the execution of that competence within a complex project environment to achieve the desired outcomes.
For each of the core competences, candidates must be able to directly and indirectly manage the performance of others in the execution of that competence within a complex project environment to achieve the desired outcomes.
The first statement means that you have to have done it yourself, and managed others doing it, the second statement means to need to have only managed others doing it, and not necessarily have done it yourself. That the candidate must have a command of the competence in a complex project environment goes without saying; however, do candidates need to have managed others in every core competence? Its not easy to provide evidence of managing others in responsible leadership however, it is fairly easy to demonstrate effective, responsible leadership.
We also provide guidance for the project track record on page 4 of the guidance that says:
Projects in the project track record must include evidence of managing others in a complex project environment, demonstrating responsible leadership through managing others and conformance to ethical behaviour.
So were seeking evidence of managing others throughout the portfolio, as well as at Professional Review. The Assessors Guidance on page 8 is quite clear that evidence of managing others is required in each competence, but not each indicator.
The net result of all this is that we need to revisit what we mean and what we say to candidates and assessors, and ensure there is consistency between the two sources of information. We also need to make sure that any change we make to the guidance is introduced in such a way that doesnt disadvantage candidates who may have been working on their portfolio for some time.
We will revisit the intended standard as well as the interpretation of this statement, and as soon as possible provide further guidance to assessors for immediate application. If we need to also change the candidate guidance, we need to agree the timeframe for doing this.
There may well be some candidates applications currently being assessed where the candidate has interpreted the above differently. Where you believe this may have happened, our recommendation is to seek advice from your verifier. To our knowledge this set of circumstances has not occurred; however, the possibility has been raised and the issue will be resolved as quickly as possible.
Pleasecontinue to act under the current interpretation.
Any queries on this matter can be directed to John Zachar.
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Agile refuses to analyse requirements beforehand – and thus declines to provide an initial certainty. This will probably always scare any stakeholder trying to understand whether or not they can show results to the board with the budget that they are granted.
You have a choice. You can either muddle on, stand firm and fix it – or look elsewhere.