APM Membership

Areas 📖 Personal Development

Due Date @February 28, 2021

Planning Research MAPM Process, Write my career summary

Status Planning

Tasks

Type Personal

Full membership (MAMP)

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on-static.com/a167283e-
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7a0fe9/full-member-map
m-guidance-notes.pdf
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2-290ac99a1bb9/fullm
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26ae-40b5-939c-d9a48a
4cd06f/code-of-professio
nal-conduct.pdf

Requirements: Process:
My root to entry: Accepted Qualification + 3 1. Prepare and submit application
years of experience
2. An initial review will be carried out by the
Evidence: APM membership team. If any more
A completed application (online) information is required, you will be

APM Membership 1
 Project Experience (specific contacted to confirm or supply more
requirements) details

Evidence of Accepted Qualification 3. Your application for membership will be

assessed by the membership panel. The
2 letters of support
panel will either award Full membership,
or award Associate membership and
provide feedback to support their
decision.

4. You will typically receive the outcome of

the assessment decision within 28 days.

Preparation of application

N.B. There is a word limit for your project experience. If you have three years’ experience the
word limit is 1500. If you have five years’ experience the word limit is 2,500.

Project Experience
You will need to provide an overview of your experience for either three or five years' as a
practitioner, or as an academic (depending on the route you are eligible for). Write your
answers in the first person, “I did…”. Avoid jargon and company acronyms – remember the
panel members won’t know your organisation so explain things as clearly as you can, using
plain English.

https://s3-us-west-2.amazonaws.com/secure.notion-static.com/fbc1f1d6-34ff-4db6-93e
e-cc620a82a3ac/APM_COMPETENCE_FRAMEWORK.pdf

https://s3-us-west-2.amazonaws.com/secure.notion-static.com/50e95268-db23-4772-8
929-30a838dcda3b/APM_BODY_OF_KNOWLEDGE_(1).pdf

Overview of covering roles & responsibilities

Example roles:

Project manager: the project manager is responsible for the day-to-day management of
the project and must be competent in managing the six aspects of a project, i.e. scope,
schedule, finance, risk, quality and resources.

Business change manager: business change managers are responsible for successful
transition and benefits realisation.

Specialist project management role: PMO/risk, planning specialist, etc where the individual
is responsible for the management of the specialist team.

Two statements of support

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 https://s3-us-west-2.amazonaws.com/secure.notion-static.com/f0ca6c84-6f0a-4013-90f
a-e53abc33cd90/Statement_of_Support_-_John_Steel.pdf

https://s3-us-west-2.amazonaws.com/secure.notion-static.com/af5198b6-eea1-4bf6-b2
cd-216a39e1d718/Statement_of_Support_-_Carina_Strutt.pdf

Application:

PM Work History:

Director - Structor.io Ltd - 08/06/2020 - Present

Project Manager - DEFRA - 10/09/2019 - 05/06/2020

Project Support Manager - DEFRA - 10/03/2019 - 10/09/2019

Project Manager - DEFRA - 10/06/2016 - 09/03/2019

Summary of Experience

Defra Experience
I was part of the team delivering Defra's Accommodation Strategy and project managed
the full life-cycle of office relocation projects. Duties included:

Identifying client needs, and managing the property search and option appraisal,
design, procurement, assessing the business case, implementation, H&S, and
handover.

Monitoring the progress of work, identifying gaps in the delivery of priorities and taking
remedial action to enhance the service in order to meet the needs of the business and
the customer.

Writing HM Treasury Green Book business cases, option appraisals, financial reports,
and other relevant documents following the latest government standards. Support
decision makers to identify the best value for money.

Setting up project specific internal and external stakeholder engagement groups to

identify business needs and best practices to deliver fit for purpose office spaces on
time and within budget.

Influencing and building strong partnerships with customers to maintain a positive

reputation and ensure "buy-in" of the policy.

Projects I worked on:

Bristol Project - Support Role - Finance Planning

My responsibilities: Financial Planning & Control

Dorchester to Weymouth - Full PM

My responsibilities: Full lifecycle PM

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 Chelmsford 2 Project - Full PM

My responsibilities: Full lifecycle PM

Hastings Project - Full PM

My responsibilities: Full lifecycle PM

Haddiscoe Project - Full PM

My responsibilities: Full lifecycle PM

Draft Application Career Summary (1,500 words) - OLD

I have worked as a Project Manager in Defra for four years, where I was responsible for the
day-to-day management of office relocation projects. My involvement usually started from the
concept phase, through definition and development, and ended at handover. And I was usually
responsible for all six aspects of a project - scope, schedule, finance, risk, quality, and
resources. The internal PM processes I followed were based on PRINCE2 and adapted to the
team's needs and the HM Treasury Green Book’s “Five Case Model”.

During the concept phase, I had to develop high-level business requirements and project
appraisal.

Example: how I develop requirements (Requirements management)

Example: How I develop project appraisal (strategic business case(SOC)) (Solutions
development)

At the end - gate review, the project sponsor approves the SOC.
During the definition phase, I had to develop detailed governance structure, requirements, and
prepare a detailed appraisal and a Project Management Plan (PMP).
Example: Governance Structure and Stakeholder Mgmt/comms.

Example: How I allocated resources and schedule (Consolidated planning see second pdf) –
developed scope, schedule, resources, finance.

Example: How I quantified risks.

Draft Application Career Summary (1,500 words)

I have worked as a Project Manager at the Department for Environment, Food, and Rural
Affairs (Defra) for four years, where I delivered office fit-out (CAT A) projects. My involvement
usually started from the concept phase, through definition and development, and ended at
handover. Our internal delivery processes were based on PRINCE2 and the HM Treasury
Green Book’s “Five Case Model”. For most of my projects, I was responsible for all six project
aspects - scope, schedule, finance, risk, quality, and resources.

A crucial part of the success of my projects was having an accurate and comprehensive scope
definition and management. The process I followed started with identifying requirements,
agreeing deliverables with the relevant stakeholders, documenting the project scope,
implementing configuration management, and managing the scope using change control
process.

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 For example, I was assigned to an office project for a team in East Sussex whose current
office had become inadequate. My task was to identify their requirements, find alternatives,
and implement the one selected by the project board. After visiting the office, I spoke with
most of the employees and their managers. After considering their needs, objectives, and
expectations, I developed an initial product breakdown structure (PBS), including size, number
of desks, and security considerations. My next step was to discuss and prioritise the PBS with
the project board, and based on it, I developed 3 alternatives for a new office. I then consulted
with a security expert, who rejected two of the alternatives for security reasons. I documented
the remaining alternative in a “Project Product Description”, which the Project Board signed
off, and placed it under configuration control. During the design, I had to change the reception
layout, which required changing the PBS. I discussed the change with the project board, and
updated the PBS following a change management procedure. As a result, I delivered a design
fit for purpose and compliant to all requirements.

Timeline for the project life cycle

Aspects of PM

Concept Development (FBC + Handover /

Name Definition (OBC)
(SBC) Construction) closure
Design of Solution
Development - focus on
Solutions Development; scope creep; Detailed
Comparison
Change Management PBS and WBS; Output
between the
high-level (meetings with staff and FBC; ; Construction -
recorded
requirements; comms recording change control - official
requirements and
high-level requirements - approval process;
Scope the product -
solutions MoSCoW? / configuration
Management project board
development requirements management - recording
closure; handing
(Strategic management); Scope out of all change control
over the
Outline Case) benefits; Configuration decisions. IMPORTANT -
documentation to
Management ; Produce during construction live
FM;
OBC environment - safety,
stakeholder management
and comms paramount;
Once this stage starts, I
Appoint consultant to have a detailed design
High-level
create a more detailed and construction Record in
timeline
schedule for development programme. I monitor this lessons Learnt
development.
(design + construction). programme on a daily what went wrong
Using Top-
Schedule Make a second iteration basis and compare it with and what went
down approach
Management of the high-level the actual work done. good about the
- usually driven
schedule. Consider Keep a very close eye on project the how
by an end-date
additional internal the critical path. In this well we executed
(relocation date
resources and deadlines I phase I also organise the the programme.
- end of lease)
may need. additional resources I
may need.

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 Concept Development (FBC + Handover /
Name Definition (OBC)
(SBC) Construction) closure

Investment appraisal - Cost control → cashflow

payback period and NPV; profile; identify overruns;
everything was mainly accruals;
cost driven (no revenue) - cashflow/accruals
discount factor importance (p.121; Used
(recommended in Green EVM but simplistic, to
Cost control →
Book); IRR - not relevant identify overruns;
identify overruns;
because cost driven procurement →
Investment accruals;
Budgeting and cost requisition, pre-
appraisal - cashflow/accruals
control; process (p.117) - qualification - outsourced;
feasibility of importance
estimating → setting solicitation - only from
Finance realistic (p.121) Contract
budget → cost control; vetted suppliers under
(Accounting & options; high Management →
Budgeting: CBS and framework contracts -
Procurement) level change and
WBS - simplistic - the very simplistic process -
budgeting; close-out
cost consultancy for the RFP → comment →
budget - top Budgeting / cost
construction works - contract award; Contract
down approach control → final
outsourced; high-level management -
account and
control over works cost, preparation of NEC3
Closure
overheads, fees, contract - traditional
contingency, procurement -
management (PM), NEC3/PSC Option A;
funding; Direct / indirect contract management /
costs; Cost control - high change management
level cashflow profile during delivery;
Quality
Management
Initiate (p.29) -
define and
understand
objectives,
environment,
success
criteria; Risk
Management
Plan; Risk
identification Iterate risk Iterate risk
Risk (p.31); identification,assessment, identification,assessment, Review; lessons
Management Assumptions - evaluation, responses; evaluation, responses; learnt
stability & Issue management(p.38) Issue management(p.38)
sensitivity; Risk
Assessment ;
Evaluation;
PLAN
RESPONSES;
RISK
REGISTER;
implement
controls

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 Concept Development (FBC + Handover /
Name Definition (OBC)
(SBC) Construction) closure

Procurement of contracts
are procured; Provider
selection and
management - Use of
Mobilisation of Scheduling of the frameworks to select a
management resources; Different contractor using NEC
organisation; resource categories: standard contracts and
identify Internal (IT PM time; PM fixed price; Procurement
Demobilisation
Resources resources that Time, Senior user time), support (other
(redeploy staff);
are needed; Do External (Design, considerations -
a high level construction, furniture, IT environmental, ethical,
resource infrastructure, moving etc.); Internal resources:
scheduling; costs, other) PM time, Need for
coordination between
multiple contracts;
Contract management -
outsourced.
People / Communication comms;
Organisational Stakeholder comms comms Knowledge
skills management sharing
Untitled

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