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The APM Body of Knowledge identifies the forty key competencies
appropriate for Project Management. The Body of Knowledge
has been widely discussed with a range of other Professional
Bodies, Academics, Companies and practicing Project
Managers and there is wide spread consensus that the
competencies are appropriate for Managers in any industry.
Part 1
- Project Management
Systems management -- A system is a high level definition
of the various elements, both concrete and less tangible,
which comprise a viable entity. Systems management
comprises the prime activities of Systems Analysis,
Systems Design and Engineering and Systems Development.
1.2 Program Management
A Program (or program) is a specific undertaking to
achieve a number of objectives. The most common examples
of programs are development programs or large single
purpose undertakings consisting of a series of interdependent
projects.
Project Management
Project Management is the planning, organization, monitoring
and control of all aspects of a project and the motivation
of all involved to achieve the project objectives safely
and within agreed time, cost and performance criteria.
Project Life Cycle
The Project Life Cycle is the sequence of phases through
which a project will pass from its conception to its
completion
Project Environment
The Project Environment is the context within which
the project is formulated, assessed and realised. It
covers all the external influences that are brought
to bear on a project.
Project Strategy
Projects should have a high level comprehensive definition
of the way they are to be developed and managed. This
strategy should be established at the very early stages
of a project, be as comprehensive as possible and cover
all the major dimensions.
Project Appraisal
Project Appraisal is the discipline of calculating the
viability of the project. A factor which provides the
baseline for project appraisals throughout the life
of the project is the investment appraisal. Project
viability is usually defined in largely economic or
financial terms. However, it is normally extended to
include issues such as environmental appraisal, health
& safety and certainty of performance.
Project Success / Failure Criteria
Project Success/Failure Criteria is the criteria upon
which the relative success or failure of the project
may be judged. Three basic sets of criteria can be identified:
1) Those of the sponsoring organisation i.e. the owner
or user;
2) The traditional or classic project management one
of ‘on time, in budget, to specification.’
3) The project participants’ profitability
Integration
Integration is, in the opinion of most management professionals,
the key distinguishing function of the project manager.
Integration involves bringing people and things together
to perform effectively. Integration is co-ordination
and control
1.10 Systems and procedures
Every project should have a set of systems and procedures
detailing the standard methods, practices and processes
for handling frequently occurring events within the
project. These will cover management approvals, controls
and technical requirements. Systems will also cover
methods of handling information transfer, storage and
retrieval.
1.11 Close out
The completion of work once the project has been implemented.
This is the phase at the end of the project life-cycle
just before Operations begin. Sometimes associated with
this is the period known as commissioning when all of
the final checks and adjustments are made prior to start
up of the facility that has been created.
1.12 Post Project Appraisal
Post Project Appraisal, sometimes called the Post Project
Evaluation, completes the project management process
once the product is in use. It provides feedback in
order to learn for the future. There are two main stages:
1) immediately, to apply the lessons learned to the
next project
2) A longer term review to determine what, if any,
adjustments should be made to company policies and procedures.
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Part 2
- Organisation and People
2.1 Organisation Design
Organisational design is the design of the most appropriate
organisation structure for a project, including definitions
of roles and responsibilities of the participants. The
three basic kinds of structure are functional, project
and matrix.
2.2 Control and Co-ordination
Control is the process of establishing targets and
plans, measuring actual performance, comparing actual
performance against planned, and taking any necessary
action to correct the situation.
Co-ordination is the activity of ensuring that the
work being carried out in various organisations and
places fit together effectively, in time, content, and
cost in order to achieve the project objectives effectively.
2.3 Communication
Communication is the effective transmission of information
so that the recipient understands clearly what the sender
intends. Communication media may take several forms:
oral, written, textural, numerical, graphic, body language,
paper, electronic, etc.
2.4 Leadership
Management is defined as the art of getting others
to do what one cannot necessarily do oneself, by
organising,
planning, controlling and directing resources. Leadership
is getting others to follow.
2.5 Delegation
Delegation is the practice of getting others to perform
work effectively which one chooses not to do oneself
because of lack of time, competence or other reasons
2.6 Team Building
Team building is the ability to assemble the right
people to join the project team and to get everybody
working together for the benefit of the project.
2.7 Conflict management
Conflict Management is the art of managing conflict
creatively.
2.8 Negotiation
Negotiation is the art of achieving, to the greatest
extent possible, what it is that you wish from a transaction,
while leaving all parties to the negotiation sufficiently
content that the relationship subsequently works well.
2.9 Management development
Management development covers all aspects of staff
planning, recruitment, development, training and assessment.
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Part 3
- Processes and Procedures
3.1 Work Definition
The definition of project work and organization is
achieved through the use of a Work Breakdown Structure
(WBS) and an Organisation Breakdown Structure (OBS).
(The OBS may be extended to become a Task Responsibility
Matrix.)
3.2 Planning
Every project should have an overall plan, which will
vary in size from a few pages for the simple project
to a whole volume for a large multi-discipline project.
The Plan is owned by the project manager and should
include the ‘why’ and ‘what’ (a
guide to all subsequent decisions); the ‘how’
(the project strategy and standards) the ‘when’
(the key dates and bar chart/ network milestones) and
the ‘who’ (the members of the project team,
client , consultants, contractors and other stakeholders
with their terms of reference, where appropriate). The
planning process will establish a baseline for the project.
3.3 Scheduling
Scheduling is selecting and applying the most appropriate
techniques for producing a program to meet the project
key dates and objectives.
3.4 Estimating
An estimate is a quantified assessment of the resources
required to implement part or all of a project. The
estimate usually begins as a quantification or measure
of resource units required which can then be translated
into a financial budget using rate tables or actual
costs.
3.5 Cost control
Cost control is the discipline of reconciling planned
and actual money or man-hour figures to physical parts
of the project.
3.6 Performance Measurement
Performance Measurement is the concept used to represent
physical progress achieved in relation to cost and schedule
performance by the means of introducing the calculation
of Earned Value.
3.7 Risk Analysis and measurement
Risk Management is the process of identification, assessment,
analysis and management of all project risks.
3.8 Value Management
Value Management in its broadest sense may be defined
as a structured means of improving business effectiveness
in line with broad business goals and includes the use
of management techniques such as Value Engineering and
Value Analysis.
Value engineering is the structured application of a
series of proven techniques during the concept and design
(or formative stages) of a project which has not yet
been implemented)
Value analysis is the application of a similar series
of techniques to an existing product, process or
organisation.
3.9 Change Control
Change Control is the process of registering all potential
improvements and other changes. (in scope, specification,
cost or schedule) and submitting them for analysis of
the project consequences should they be approved. Change
Control is also referred to as Variation Control.
The term Configuration Management is also associated
with change control. Configuration Management is an
extension of Change control, focusing on control of
the technical configuration of the project.
3.10 Mobilisation
The initiation of project work typically involves bringing
together project personnel and securing equipment and
facilities. The term ‘Project Start-Up’ is
often used to cover the same period. Start-Up however
has a broader meaning, essentially covering the creation
of a project team (often involving deliberate
Organisation Behaviour techniques) built around the initial project
planning.
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Part 4
- General Management
4.1 Operations and Technical Management
Operations Management is the management of the physical
resources (usually labour, equipment and materials) required
for design and production whether the product be a manufactured
item or a service.
4.2 Marketing and Sales
Marketing is a matching process which brings together
the abilities of a company and the wants of its customers
to the greatest benefit of both parties. Sales is the
process of getting someone to buy the product or service
being offered by the company.
4.3 Finance
Finance in a project context essentially covers the
process of raising funds in the most prudent and
favourable
way and of ensuring that the funding is provided, disbursed
and allocated efficiently. Management Accounting is
the discipline of allocating costs correctly to ensure
that management has a clear view of its current and
forecast financial performance.
4.4 Information Technology
Information Technology (IT) is the technology, usually
computer based, used to ensure that data is gathered,
stored, processed distributed and displayed in the most
effective manner
4.5 Law
The legal duties, rights and processes which govern
in a project situation. There are several different
categories of law. The most important include national
legal systems, such as the criminal law, but particularly
company and commercial law, employment laws, contract
law, health and safety and other regulatory requirements
such as planning law, data protection, sexual and racial
discrimination building regulations, etc.
4.6 Procurement
Procurement covers aspects as follows; an investment
appraisal into the options available; procurement or
acquisition strategy; preparation of contract documentation;
acquisition, selection of suppliers; administration
of contracts; and storage, inspection, expediting and
handling of materials and equipment.
4.7 Quality
Quality is assuring that required standards of performance
are attained. Three different stages of Quality management
are typically encountered:
Quality Assurance (QA) defines the procedures and documentation
requirements to establish a predetermined level of performance,
Quality Control is the process of measuring that a pre-defined
level of performance has indeed been achieved
Total Quality Management is a much broader and more
ambitious process involving:
1) Identifying what (standards performance, requirements)
the customer really wants
2) Defining the organisation's mission
3) Involving all personnel in identifying how (1) and
(2) could be better achieved.
4) ‘Designing in’ ways in which performance
could be improved
5) Measuring throughout the total production process,
how well performance meets these required standards
6) Analysing continually how performance can be further
improved.
4.8 Safety
Determining standards and methods which minimise to
a level considered acceptable by the lay public, the
legal system, the operators and others, the likelihood
of accident or damage to people and equipment. Ensuring
that these standards are respected in operation, and
reviewing them to ensure their continued validity.
4.9 Industrial Relations
Management of the workforce, including, but not limited
to, statutory responsibilities and duties, negotiating
terms and conditions of pay and employment, union and
non-union relations, and manpower planning.
The Association for Project
Management (http://www.apmgroup.co.uk)
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