APM PQ Assessment Centre

A Bluffer’s Guide APM PQ Assessment Centre V1.0 Nick Rickard

Topics • Introduction • Assessment Centre structure • Preparation • Assessment Criteria • Feedback • Summary

Introduction - Facts • You will be there because you will be seen to be ready • Your CV assessment rates your performance to date as worth of PM Licence Level 2 (ie APM PQ)‏ • Stress goes when you are prepared • Preparation is quality not quantity • You need to give a compelling performance • Need to have good evidence across the assessment criteria and demonstrate the behaviours of an APM Practitioner

Introduction - Disclaimer • The knowledge refresher against the assessment criteria and suggestions listed here got me through… this time • The scenario changes from centre to centre • It is a subjective assessment and not consistent (despite APM claims)‏

Structure - Application • Completion of APMP (APM Professional) training and exam (PM Level 1)‏ • Complete DE&S (Provek) CV through the PTG team • Results will indication whether performing at PM Licence Level 2 (APM PQ) standard and therefore ready to apply • Apply through DE&S PTG team

Structure - Centre • Assessment Centre considered the best method for selection • APMP Exam tests knowledge • APM PQ tests ability to apply the knowledge • This is essential, do not just quote theory

Structure - Centre • 3 days (not all full)‏ • Total of 2 days assessment • Written, group and role play exercises • (Comparable to B2 Assessment Centre)‏ • Assessment based on performance over 3 days against 30 assessment criteria • Passmark 85/120

Structure - Criteria • 30 Assessment Criteria • 7 key ('bold') criteria which must score at least a 2 (next slide)‏ • 21 criteria based on work produced • Eg 'identify project issues', ' apply a risk management process...' • 9 criteria on approach to work • Eg 'Communicate succinctly...', 'lead and influence a small team' • Criteria 16-18, 25-30

Structure - Scoring System • 4 – Extensive evidence provided • 3 – Good evidence provided • Average required for pass • 2 – Partial evidence provided • Minimum for 'bold' criteria • 1 – Little or No evidence provided

Structure - Scenario • PM role • The exercises are based on a scenario • Small / medium sized organisation looking to expand / diversify therefore new project • You will mostly be in role as the Project Manager • ie write “I will do...” • Scenario develops through centre and through assessment criteria • ie business case first, project eval last

Preparation - Criteria • Get to know the assessment criteria, ways to demonstrate, and evidence required • Revise APMP learning • Terminology: risk, issue, dependency • Processes: risk, quality, config control • Commercial company: profit-driven

Preparation - Examples • Produce own stock answers • ie generic risks that apply to most projects • Application of processes • Past papers • DE&S PTG Project Scenario • Exercises (question not scenario) are very close to those at the centre

Preparation - Presentation • Centre includes a 5-10 min presentation • Suggested topic is career to date / recent career and learning points • Relate to project management and APM PQ criteria • Review (Provek) project based CV

Preparation - Courses • No specific courses • Revision of any weak APMP topics

Preparation - Tactics • Realism • The centre is a staged scenario • Accept ‘unrealistic’ scenarios • Get on with it, play the game • Concentrate on assessment criteria • Process is more important than the 'right' answer • Time management, all deliverables

Preparation - Suggested Answer Format • Bullet points, not verbose text • Sub headings to make easy to read • And help author to plan

Preparation - Tactics • Can only get marked on clear evidence of application of knowledge • Explain everything - “relevant stakeholders” • Apply the theory to the scenario and give specific risks/actions/issues • Go further – “teambuilding”, what is it, • Spell out processes • don’t take steps for granted

Preparation - Tactics • Will be told which assessment criteria are being covered for each exercise • So cover them explicitly

Preparation – Group Work • Accept the false scenario and work for common benefit • Be prepared to concede in the interest of moving the group forward • Allow opportunity for all to lead, contribute, scribe, etc • More on this under relevant Assessment Criteria • Group membership changes for each exercise

Preparation - Role Play • Use preparation time fully, plan for the interruption in another exercise • Take control – time and situation • Role(s) are played by assessors, they are not actors but try to take it seriously • Don't rise to provocation • Try to turn tables, what would that person suggest • You can only be assessed while you're talking so don't let them gush their life story

Assessment Criteria • Session 1 Written - 2h15 - Business Case • 30min to read, break, 1h30 written response • Business Case (headings will be given in exercise) • background • reasons for undertaking (business goals and objectives)‏ • define scope • options evaluation (inc do nothing)‏ • benefits • benefits realisation, success criteria • cost and timescale, key milestones • Investment appraisal – DCF, NPV, IRR, payback period, RoI • allows financial viability to be compared with other projects • confirms why the investment is worth it • assumptions, constraints, dependencies • risks and issues • approvals

Assessment Criteria • 1. Determine stakeholders and their influence and interests • Identify stakeholders and include external stakeholders not included in the Case Study • Look for additional analysis outside Business Case – base on external • Stakeholder management – Power(Influence) v Interest(Support)‏

Assessment Criteria • 2. Design the optimal project organisation • Project Sponsor (responsible for benefits) • Project Board / Steering Group (chair: sponsor, user, supplier, assurance) • Project Manager (responsible for delivery of P(Q),C,T) • Project Team, functional lead and project support, Finance and Commercial, workstream leads • User (requirements and acceptance), stakeholder, assurance (independent) • programme office, project support office, quality manager, resource manager, admin • 3. Analyse and understand Project Success Criteria and Business Benefits • Project Success Criteria – satisfaction of user needs P(Q),C,T • Business Benefits – organisational reasons for doing the project • But make SMART – Key Performance Indicators • V-curve: User Reqs Verification Acceptance into Service • Detail Reqt Validation System Acceptance • System Design

Assessment Criteria • 4. Analyse and understand project constraints and dependences • Constraint - process that must adhere to – legal, OJEC • Dependences – something that must be done or supplied by a third party • 5. Identify project risks and assumptions • Cause, uncertainty, effect • There is a risk that X may occur because of Y resulting in Z • There is an opportunity that X may be realised because of Y resulting in Z • Ensure you do RISKS and OPPORTUNITIES • Assumptions – aspects to be treated as facts for delivery of project • Do not mix up risks and issues • risk – could happen – probability x impact • issue – when a risk occurs • combinations of risks (small risks summing to give large risk) • risk – treat, terminate, transfer, tolerate, fallback • assumptions, contingency (fallback) plan enacted if a risk occurs

Assessment Criteria • 6. Identify project issues • Certainty – Will impact and cannot be resolved by PM • Also capture action required by Project Sponsor • Do not mix up risks and issues • risk – could happen – probability v impact • issue – when a risk occurs • 7. Demonstrate an understanding of project context and the overall business case • State the objective of the project clearly • Do Cost Benefit Analysis (CBA) • Think payback • Make recommendation • project context – internal (policies, structure, manpower) and external (customers, legislation, demand) • PESTLE - Political, Economic, Social, Technical, Legal, Environmental

Assessment Criteria • Session 2 Group - 3h00 - Project Management Plan • 30min to read, break, 2h30 written response • Project Management Plan • project overview • execution strategy • scope of work, WBS, PBS • schedule • milestones • organisation and RAM • roles and responsibilities • monitoring and control methods • risk management plan and register • budget • change management • quality • communications • procurement plan • H&S • information management spend time analysing the schedule and information given, don't dive into producing the PMP – is there adequate cost / resource planning? why: change to be delivered what: objectives, scope, acceptance criteria how: strategy for managing and monitoring how much: budget who: roles and responsibilities when: timescales, milestones where: location (costs)

Assessment Criteria • 8. Define the scope of the project • Draw PBS and break down to WBS • Define in scope and out of scope • Consider requirements not directly in the Business Case • Analyse the data given – do not accept at face value • 9. Demonstrate a comprehensive application of project management planning • Produce/Analyse OBS • Produce/Analyse schedule • Produce/analyse RAM/RACI • Look for adequate planning in terms of cost and resources • List all other plans that should be included in a PMP • Look for things not in the Business Case

Assessment Criteria • 9. Demonstrate a comprehensive application of project management planning (cont) • Product Breakdown Structure (PBS) – project deliverables • Work Breakdown Structure (WBS) – understand time, cost, duration, effort and risks • Organisation Breakdown Structure (OBS) • RACI – Responsible, Accountable, Consult (Communicate), Inform • Responsibility Assignment Matrix (RAM) – cross relates WBS to OBS (using RACI) • scheduling determines project duration, id all tasks, scheduling logic, sequencing, refine • resource scheduling – not 100% efficient, changeover time if working on multiple projects, reiterate • optimism, underestimate task duration and/or cost

Assessment Criteria • 10. Apply a risk management process competently to the project • risk management process – initiate, identify, assess, plan response, implement response • risk management plan • methodology • roles and responsibilities • budget for risk • timing, when do assessment • analysis, scoring • risk thresholds, escalation routes • reporting format and timing • tracking and review

Assessment Criteria • 10. Apply a risk management process competently to the project (cont) • combinations of risks (small risks summing to give large risk) • risk – treat, terminate, transfer, tolerate, fallback • assumptions, contingency (fallback) plan enacted if a risk occurs • Look for risks not in the business case • Do not get confused with issues • 11. Apply a quality management process competently to the project • Quality • assurance: validates, provides confidence • control: inspection and testing • planning: management system • continuous improvement: LfE, feedback

Assessment Criteria • 11. Apply a quality management process competently to the project (cont) • Quality Plan • customer requirements • organisation, roles and responsibilities • quality systems • quality standards • deliverables – acceptance criteria • QA and QC processes and procedures • change and configuration management • Confirm Assurance Manager responsible for Quality • State QA policy – refer to ISO 9001 and or Company’s QA Policy • Develop Acceptance criteria from Project Success Factors / KPIs • Define QC checks throughout the process leading to overall acceptance – quality assurance • Quality review by Project Manager around testing events – pass, provisional with minor defects and forward action plan • Failed: Project stops until problem rectified • Include User • LFE – cause and effect • Think Product quality and Process quality

Assessment Criteria • Session 2 Written - 1h20 - Selection Criteria for an ITT • read quickly and written response • 12. Demonstrate an ability to incorporate best value approaches • Describe best value = appropriate quality output/resource input • i.e. appropriate quality return to satisfy need for lowest reasonable output (cost) • then weight matrix scoring regime but explain rationale • not just technical, also soft issues, eg capability, subcontractors, previous performance • 13. Demonstrate an awareness of generic legal and contractual issues • Contractual – IPR, Liquidated damages, payment milestones, change process • Legal – H&S, EU law, Environmental Statute, competition statute • apply to the scenario

Assessment Criteria • Session 3 Group - 2h15 - Preparing/planning for a Negotiation Meeting • 1h30min to read and prepare, break, 45min of role plays and evaluation • 14. Prepare for a negotiation with a supplier of critical services to the project • Identify negotiating objectives and priorities for ranking them • Identify negotiating factors – where, when • Roles – good cop, bad cop, commercial lead, supported by PM etc • Suggest strategy, must have, can trade, bottom line and role - must / should / could • Consider alternative perspectives – theirs and ours – predict opponent's preferred position • Suggest fallback if no agreement – elevate to sponsor if outside limit, walk away etc • Do not just negotiate on cost, think about trading other factors as well • negotiation – agreement, consensus – prepare, discuss, propose, trade/bargain, agree

Assessment Criteria • 15. Analyse conflict situations and apply an appropriate style to resolve the issue • Consider core issue – why has this arisen? • Consider different approaches to resolve conflict • Propose approach to resolve that supports plan • Maintain good comms and body language – empathise • Consider alternative strategies if not going to plan • 16. Objectively reflect on the performance of self and others • Identify strengths and weaknesses – confused, aggressive etc • Analyse and present evidence to back up findings and recommended improvements • At the end reflect on overall learning points – did we resolve the conflict

Assessment Criteria • Session 4 Group - 2h45 - Manage Change to Case Study • 15min to read, break, 2h00 plan and written response, break, 30min questions from assessor • 19. Optimise Project Plans to respond to a major change • Propose options for dealing with change • Identify all impacts on Business Case, scope and Project Plan • Consider how change would be implemented. • Analyse options • Recommend an option with justification in the context of project plans • 20. Apply effective change control and configuration management • Configuration Control – documentation and change management (baseline, change log)

Assessment Criteria • 20. Apply effective change control and configuration management (cont) • Discuss change control process • Relate process to project • Identify configurable items • Use change log • Consider impact of change on configured items • 21. Balance conflicting stakeholder expectations • Identify stakeholders affected by change • Discuss the impact on them • Consider options for managing to protect project deliverables • Anticipate their reactions

Assessment Criteria • Session 4 Written - 1h05 - Plan to Monitor and Control the Case Study • Read quickly and written response • 22. Demonstrate an ability to monitor project progress and take suitable controlling actions • Describe a range of monitoring and controlling actions • Apply them to the scenario • Approach - Discard full EVM as too expensive and time consuming, delegation of work stream and short interval monitoring and control • Delegation - Develop Work Streams based on previous PBS, WBS and RA/RACI work. • Agree timescales and budgets to deliver with work stream owners ensuring requirements are clearly articulated through KPIs and Success criteria • Monitoring / Reporting: • Hierarchy of monitoring and reporting from WS owner through PM to Board • Parameters to be monitored P through acceptance, C, T, Risks, issues and change requests • highlight report – period covered, work completed, budget update, schedule update, work planned, risk status, (effect of mitigation), issue status (resolution), general observations, escalation conditions, quality • checkpoints – informal meeting / email, as per report

Assessment Criteria • 22. Demonstrate an ability to monitor project progress and take suitable controlling actions (cont) • For an actual workstream: • Daily engagement – informal briefs from all WS owners – on track or any issues. • Weekly review with all WS owners. Review P(Q),C,T progress against baseline – captured by PSO. Analyse and understand variance. Show graphs to identify principle of variance id. Forecast of achievements for following week. • Fortnighty – as above but formal PSO update to schedule with progress used to generate “traffic light” report to sponsor. All significant variance (trigger at +/- 10% or Critical Path) explained, corrective actions identified and any Issues elevated. • Monthly Meeting with sponsor around traffic light and “by exception” • Control: • understand reason then apply appropriate action – overtime, resource re-allocation, non critical path timescale extensions. Use of management reserve contingency • Look for blip or trend • Issues elevated • communications plan – stakeholders, information required, frequency, method

Assessment Criteria • Session 5 Group - 2h05 - Review and present to Sponsor on whether Project has been a success • 10min to read, 1h00 to plan and prepare, break, 45min questions from assessor and evaluation • 23. Plan and conduct a suitable post project evaluation review • PPE considers: • KPIs / Success Criteria • Processes • People • LFE – cause and effect • Recommend success or failure • Plus learning points for QMS / continuous improvement • Consider information that needs to be reviewed and criteria • Project success and benefits realisation • Identify pros and cons of deliverables and processes • Decide whether success or failure and support with facts • Consider how stakeholders will be engaged and involved in review process • Consider all information from project

Assessment Criteria • 23. Plan and conduct a suitable post project evaluation review (cont) • post project evaluation – review benefits (business case), objectives (PMP), quality (quality plan), change (change log), risk (risk management plan) – between project handover and close, understand cause and effect • V-curve: User Reqts Verification Acceptance into Service • Detail Reqt Validation System Acceptance • System Design • 24. Objectively identify lessons learned separating causes from effects • Contribute to the review in the spirit of improvement • Identify successes and failures considering Critical Success Factors and downstream benefits • Determine causes and outcomes • Consider how to embed learning in workplace

Assessment Criteria • Session 5 Written - 1h00 - Essay Question • Prep beforehand, read quickly and written response • Question selected from list in APM booklet Demonstrate experience and capabilities in project management, real examples and application Weight all parts of question equally

Assessment Criteria • Presentation - 0h30 • Prep beforehand, 10-15min presentation, 10min questions from assessor (questions may relate to dips from other exercises to help build evidence) • 17. Present information clearly and factually • Structure presentation to make key points in allotted time • Speak clearly and do not read from notes • Use appropriate body language • Illustrate and make learning points • Do not overrun • 18. Answer questions relevantly and succinctly • Clarify/demonstrate understanding of question • Answer questions coherently and succinctly • Maintain good working relationship when answering • Pause for thought when necessary

Assessment Criteria • Throughout • 25. Communicate succinctly in writing • Answer the question • Avoid unclear notation • Do not bother with intro or summary • Plan • Bullets • Order headings • Make it easy • 26. Lead and influence a small team • Active interest • Suggest ways forward • Take turn at flipchart • Intervene to keep team focused • Listen to others and involve them • Be sensitive and use appropriate style and timing when intervening as a leader • Lead or follow as situations dictate

Assessment Criteria • 27. Work effectively as a team member • Support the team in carrying out the work • Be actively involved throughout • Contribute to a plan to the work and stick to it • Show consideration and build on their input • Remain consistently cordial • 28. Communicate verbally in an appropriate way (including listening) • Use appropriate language and tone of voice • Explain others and own position clearly • Maintain body language and eye contact • Ask questions to encourage team to get involved • Do not appear to be stopping appear to be listening

Assessment Criteria • 29. Obtain information through the use of appropriate questions • Adopt appropriate style for questioning • Maintain good relations • Ask succinctly and coherently • Clarify and check understanding with questions • Be consistent • 30. Present compelling recommendations to the project sponsor • Present evidence with logical and convincing arguments • Have enthusiasm and belief • Make appropriate response to questions • Show empathy with sponsor • Eye contact

APM PQ Assessment Centre