Transcript B2 Assessment Centre

APM PQ Assessment Centre
A Bluffer’s Guide
V1.0
Nick Rickard
Topics
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Introduction
Assessment Centre structure
Preparation
Assessment Criteria
Feedback
Summary
Topics
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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)
Topics
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Introduction
Assessment Centre structure
Preparation
Assessment Criteria
Feedback
Summary
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
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Introduction
Assessment Centre structure
Preparation
Assessment Criteria
Feedback
Summary
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
Topics
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Introduction
Assessment Centre structure
Preparation
Assessment Criteria
Feedback
Summary
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
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Stakeholder management – Power(Influence) v Interest(Support)
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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
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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
Detail Reqt Validation
Acceptance into Service
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
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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
spend time analysing the schedule and information
given, don't dive into producing the PMP – is there
adequate cost / resource planning?
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
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
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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)
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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
Detail Reqt Validation
Acceptance into Service
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
Topics
•
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Introduction
Assessment Centre structure
Preparation
Assessment Criteria
Feedback
Summary
Feedback
• Post assessment centre report
– c2 weeks later, no feedback at the time
• Report
– Scores and rationale for each criteria
– Use to focus on improvements
– Can be subjective
– 1-4 is a limited range and assessor can easily
present the evidence to push up or down
Feedback
• If successful submit certificate to PTG
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Collect level 2 Licence
Special bonus award
Topics
•
•
•
•
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Introduction
Assessment Centre structure
Preparation
Assessment Criteria
Feedback
Summary
Summary
• Know the assessment criteria
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and which are being assessed
• Apply (not quote) the theory
–
give specific worked examples
• Support the group work
• GOOD LUCK!!!
APM PQ Assessment Centre
A Bluffer’s Guide
Nick Rickard