APM Project Management Training

In this episode of the Parallel Project Training Podcast, host Ruth Phillips is joined by Becky Willmott, Senior Training Consultant, to discuss their career journeys in project management in recognition of International Women's Day and its theme, "Give to Gain."

Becky shares how she entered project management through public procurement in the NHS, later moving into logistics and eventually becoming Head of a Project Management Office (PMO). The conversation highlights the wide variety of roles within project management, particularly the often-misunderstood role of the PMO. Rather than being purely administrative, PMOs provide vital support through governance, reporting, data analysis, and specialist expertise that enable project managers to deliver successful outcomes.

Ruth and Becky also explore the different career paths within the profession, from project coordination through to programme and portfolio management. They emphasise that project management offers a dynamic, flexible and highly transferable career, with opportunities across many industries.

The episode concludes with practical advice for anyone interested in starting or developing a career in project management, including gaining experience through workplace projects, exploring training and professional qualifications such as the APM Project Fundamentals Qualification, and taking advantage of networking opportunities within the profession.

Finally, the discussion looks ahead to the future of project management, considering how AI may reduce administrative workload and allow project professionals to focus more on leadership, stakeholder engagement, and organisational change—while also creating opportunities for greater diversity in the profession.

15. Ethics, Compliance and Professionalism - This podcast discusses the ability to work consistently in a moral, legal and socially responsible manner, and covers:

a) The importance of continuing professional development, which should cover both knowledge, skills and behaviours, and the individual's role in identifying and addressing their own competence gaps.

b) Knowledge of the sources of specialist advice and standards that need to be adhered to.

c) The impact of the legal and regulatory landscape on projects (such as the impact on working conditions, risk management, governance and sustainability).

14. Diversity and Inclusion - This podcast discusses the ability to build and maintain an inclusive environment that embraces a diverse culture, and covers:

a) Knowledge of diversity, including characteristics which may cause a person to be treated less favourably, such as: age, disability, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation.

b) Why incorporating diversity into all parts of a project, from team members to customers, is a factor in creating a positive working environment and the importance of embracing diverse thinking in teams as a means of generating innovative solutions.

c) How conscious and unconscious bias can affect actions and how to treat people fairly, including adapting behaviours to support individuals' needs and facilitate their contributions.

3. Sustainability - This podcast discusses balancing the environmental, social, economic and administrative considerations that will impact a project, and covers:

a) Why sustainability responsibilities, principles and priorities are considered within a project and the impact they may have.

b) How sustainability measures are monitored and reported on.

24. Change Control - This podcast discusses the ability to manage variations and change requests in a controlled way, and covers:

a) The purpose and importance of each stage of a typical change control process (such as request, initial evaluation, detailed evaluation, recommendation, update plans and implement) and where these stages are different for linear and iterative life cycles.

b) What should be captured and recorded in change requests.

c) Ways in which to assess options related to a proposed change and the high-level impact of the proposed change.

d) How to justify recommendations about whether to approve, reject or defer changes.

e) The importance of updating plans and schedules to reflect and communicate changes.

11. Conflict Resolution - This podcast discusses the ability to identify and address differences between individuals and/or interest groups, and covers:

a) The sources of conflict within a project.

b) How conflict can have both positive and negative impacts within a project.

c) How conflict can be addressed in different situations (such as Thomas Kilmann Conflict Mode Instrument).

13. Team Management - This podcast discusses the ability to work with team members to create and sustain teams, and covers:

a) The different stages in the development of a team, including creation, development, maintenance and leadership, and understanding the factors which influence these stages, including the knowledge of the models that are used to understand team development (such as Belbin, Margerison McCann, Myers-Briggs, Hackman, Tuckman, Katzenbach and Smith).

b) The characteristics and benefits of effective teams and teamwork.

c) Why different leadership approaches are needed to support virtual and hybrid teams.

18. Quality Management - This podcast discusses the ability to ensure that outputs are delivered in accordance with requirements, and covers:

a) What is meant by quality planning, including an understanding of quality indicators and how these relate to the business case.

b) How quality control techniques are used to determine whether success criteria are met.

23. Risk and Issue Management - This podcast discusses the ability to identify and monitor risks (threats and opportunities); plan responses to those risks and respond to issues, and covers:

a) The benefits of risk and issue management and the role of contingency planning in projects.

b) The purpose and importance of each stage in a risk management process (such as identification, analysis, monitoring, escalation, response and closure) and an issue management process (such as logging and analysis, escalation, and assignment of actions), and why these stages are different for linear and iterative life cycles.

c) How to proactively and reactively respond to risks (such as avoid, reduce, transfer or accept and exploit, enhance, share or reject).

d) Why governance is important in risk and issue management.

22. Budgeting and Cost Control - This budget discusses the ability to estimate costs, develop and agree budgets and monitor actual costs against forecast costs, and covers:

a) How to create a budget (including the use of a cost breakdown structure) and the different costs included in a budget (fixed, variable, direct, indirect etc.)

b) How to forecast and refine budgets using cost control techniques e.g. earned value.

c) How to monitor and report financial performance (including different types of financial reports).

d) How to close down finances at the end of a project.

21. Resource Management - This podcast discusses the ability to identify and schedule the required internal and external resources, and covers:

a) How to determine the resources required and their availability to deliver activities within a project.

b) How an organisational breakdown structure is used to create a responsibility assignment matrix (RACI).

c) How resources are categorised and allocated to both linear and iterative life cycle schedules.

d) The differences between resource smoothing and resource levelling.

20. Schedule Management - This podcast discusses the ability to undertake time-based planning with an emphasis on activities and resource, and covers:

a) How to define scope in terms of outputs, outcomes and benefits (including the use of product, work and cost breakdown structures).

b) The links and dependencies between activities within a project and business-as-usual activities, for example how business-as-usual activities, costs, quality, risks and scope can all impact the schedule for the project.

19. Integrated Planning - This podcast discusses the ability to incorporate multiple plans and processes into an integrated project management plan, and covers:

a) The format for an effective integrated project management plan and its typical contents.

b) The importance of producing an integrated project management plan.

5. Procurement - This podcast discusses securing the provision of resources, choosing strategies for obtaining best value from supply chains, and covers:

a) The purpose and importance of a procurement strategy and the typical contents of a procurement strategy. b) The stages of a supplier selection process, including how to plan the procurement process and conduct negotiations (for example ZOPA, BATNA and 'Win Win'). c) The features of different contractual relationships and why different methods of supplier reimbursement are used and when it is appropriate to use them (including fixed price, cost plus fee, per unit quantity and target cost).

17. Solutions Development - This podcast discusses the ability to determine the optimal solution to satisfy agreed requirements, and covers:

a) How to evaluate and prioritise requirements in order to deliver the optimal solution, and the different approaches for different life cycle models, e.g. the use of MVP and MMP in iterative life cycles.

16. Requirements Management - This podcast discusses the ability to capture and monitor the requirements of a project, and covers:

a) How to establish scope through requirements management processes (such as gather, analysis, justifying requirements and baseline needs).

b) How to manage scope through configuration management processes (such as planning, identification, control, status accounting and verification audit).

10. Stakeholder Engagement and Communication Management - This podcast discusses the ability to work with people internally and externally to achieve intended outcomes, and covers:

a) The relationship between stakeholder analysis, influence and engagement.

b) The relationship between stakeholder analysis and an effective communication management plan.

c) The benefits to a project of a communication plan.

d) The importance of managing stakeholder expectations to the success of the project.

e) The range of communication methods available and the importance of tailoring messaging to meet stakeholder requirements.

f) The factors which can positively or negatively affect communication.

9. Benefits Management - This podcast discusses benefits management as the monitoring of benefits realisation throughout a project, and covers:

a) What is meant by benefits management (including identification, definition, planning, tracking and realisation).

b) The importance of aligning benefits with strategic objectives and ways in which the benefits of a project can be communicated to stakeholders.

4. Business Case - This podcast discusses the business case as the justification for the initiation, investment and/or continuation of a project in terms of benefits, costs and risks, and it covers:

a) The tools and techniques used to determine factors which influence and impact a project's business case (including PESTLE, SWOT and VUCA).

b) The importance of regularly reviewing the impact of any changes in a project to the business case, and how the business case forms the baseline for the project.

2. Governance arrangements - This podcast discusses governance structures as a framework of authority and accountability for the delivery of a project, which align with organisational practice, and covers:

a) Knowledge of different types of permanent and temporary organisation structures and their features (including functional, matrix, and project),and that an organisation's governance approach will inform the approach used for a project.

b) Why there are distinct roles within project management and what the responsibilities of each role are (including users, project team members, the project manager, the project steering group/board and the product owner), and the differences in responsibilities of the project manager and project sponsor throughout the project.

c) Why aspects of project management governance are required (such as the use of policies, regulations, functions, processes, procedures and delegated responsibilities), and the impact of a project's life cycle on its governance framework and the limits of financial authority.

d) The importance of linking projects to an organisation's objectives.

12. Leadership - This podcast discusses leadership as the way to empower and inspire others to deliver successful projects, and covers:

a) How leadership impacts on team performance and motivation (using models such as Maslow, Herzberg and McGregor).

b) Why it may be necessary to change leadership styles depending upon the situation.

c) The importance of a coaching and mentoring style in leadership, and the role of emotional intelligence.

6. Reviews - This podcast discusses how reviews are a way of gathering information to provide an assessment on the status of a project and the ongoing viability of the work, and covers:

a) The benefits of conducting reviews throughout the life cycle (including decision gates, benefits reviews and audits).

b) The factors which would typically be reported on to help ensure successful project outcomes.

c) The importance of producing information and collecting data to inform decision making and communicate actions and decisions to stakeholders.

d) Why activities may be re-planned after a review.

7. Assurance - This podcast discusses the ability of assurance to provide confidence to the governance board that a project is on track to deliver its objectives and the purpose of assurance within a project, including awareness of the scope, priorities and strategic aims of assurance activities.

8. Transition Management - This podcast discusses the integration of the outputs of a project into business-as-usual, and covers:

a) The basic requirements needed to support a successful transition, including considering business-as-usual throughout a project and planning for transition from the outset of the project.

b) The importance of knowledge transfer in the transition process, including learning from experience and continuous improvement.

c) How to engage stakeholders to agree a transition plan, including transfer of risks.

1. Life cycles - This podcast discusses the distinct life cycle stages used to structure and organise a project, and covers:

a) The distinctive features of linear, iterative and hybrid life cycles (including why projects are structured as phases in linear life cycles) and when each is applicable.

b) The differences between a project life cycle and an extended life cycle.

c) How the context and culture of an organisation, and the needs of a specific project, influence the choice of life cycle and any adaptations that may be needed to the life cycle.

d) The strengths and limitations of different life cycles.

2.1 Critically Evaluate Tools, Techniques, and Leadership Behaviours

Tools and Techniques: The podcast discusses utilizing the Tuckman model (forming, storming, norming, performing) as a framework to understand team development stages. It emphasizes the importance of trust and confidence through practical approaches like kick-off meetings, social events, and fulfilling commitments.

Leadership Behaviours: Effective leadership in project management is highlighted through the necessity of establishing trust and confidence. Leaders are advised to under-promise and over-deliver, ensure clear communication of expectations, and actively maintain commitments to build credibility within the team.

The dialogue explores the adaptation to changes in a project's environment, emphasizing the need for flexibility in leadership styles. It discusses the situational application of leadership models like Hersey and Blanchard, and Max Landsberg's skill-will model to cater to evolving team needs and environmental contexts, ensuring that team requirements and interests are continuously supported.

For maintaining an effective team, the session underscores the importance of clarity in roles and responsibilities through tools like RACI matrices and comprehensive project plans. It also suggests regular updates and adaptations to the project environment, advocating for proactive management of team dynamics and ensuring alignment with project goals through continuous development and training.

Monitoring and feedback are framed as crucial for recognizing individual contributions and guiding team progress. The discussion points out that both project-oriented and personal feedback are necessary. The former ensures that the project stays on track, while the latter supports individual development, addressing personal challenges and aligning them with project goals.

Performance management is linked directly to motivating team members by aligning individual professional growth with project goals. The conversation highlights how performance appraisals, development opportunities, and potentially even financial incentives like bonuses can enhance motivation, leading to successful project outcomes.

The podcast illustrates the concept of 'positive conflict', suggesting that controlled, constructive conflict can be beneficial. It can stimulate innovation, challenge ideas to improve project outcomes, and enhance performance through healthy competition. Moreover, resolving conflicts respectfully can strengthen team cohesiveness and trust among members.

1.1 Critically Evaluate Ethical, Flexible, Inspirational, and Collaborative Approaches to the Leadership of Others in Evolving Situations

The discussion emphasises the multifaceted nature of leadership within the context of project management, highlighting the need for leaders to exhibit ethical, flexible, inspirational, and collaborative behaviors. Ethical leadership involves openness, honesty, and integrity, ensuring transparency and trust within the team. Flexibility in leadership styles is crucial to adapt to varying team and stakeholder needs, fostering an environment where the project manager's approach evolves based on situational demands. Inspirational leadership focuses on motivating and encouraging team members towards achieving project goals, cultivating a sense of purpose and commitment. Collaborative leadership underlines the importance of engaging with the team in problem-solving and decision-making processes, promoting inclusivity and collective ownership of project outcomes.

Effective engagement with a diverse team is central to aligning individual tasks and broader project objectives. This involves utilizing tools like RACI charts to clarify roles and responsibilities, ensuring everyone understands their contribution to the project's success. The approach requires analysing different methods of engagement, identifying the pros and cons to tailor communication and leadership strategies that resonate with varied team dynamics. This segment also stresses the significance of establishing clear, tangible goals that are communicated effectively, fostering an environment where every team member is bought into the vision and motivated to contribute to the strategic objectives.

Creating an environment conducive to high performance and empowerment involves considering both the physical and cultural aspects of the workplace. This includes decisions on co-location versus virtual collaboration, which hinges on the nature of the team and project requirements. The importance of daily or regular check-ins, such as agile stand-ups, is highlighted as a means to foster communication and accountability. The discussion also touches on the significance of the project manager's role in setting up structures that facilitate performance, including the strategic use of work package descriptions and ensuring alignment with the project's objectives. Lastly, it mentions the need for a supportive culture that encourages innovation, responsibility, and collaborative problem-solving, enabling teams to thrive regardless of their geographical distribution

In this podcast, Paul Naybour and Tom O'Shea explore the complexities of benefits management within project governance, with a specific focus on the APM's PPQ qualification. They highlight the critical nature of ensuring that benefits are measurable, meaningful to stakeholders, and align with an organisation's strategic objectives. The conversation delves into developing a benefits management strategy, emphasising the importance of setting priorities, assigning responsibilities, and defining timescales.

The significance of prioritising benefits based on their contribution to strategic objectives is a key point of discussion. Naybour and O'Shea also address the creation of a benefits realisation plan, considering factors such as funding, tracking, monitoring, and scheduling. They explore strategies to maximise the achievement of planned benefits, including integrating benefit considerations into project design and management.

Throughout the podcast, the importance of project managers' understanding and active involvement in benefits management is underscored despite it not being a routine task. The speakers recommend consulting the APM's guidance on benefits management and suggest embedding benefits planning into various project stages to ensure effective project outcomes and value for the organisation. The podcast concludes with a discussion on the role of benefits management in programmes, emphasising its importance regardless of project scale or complexity.

In this podcast, Paul Naybour and Tom O'Shea discuss change control in project management, focusing on four key areas: the benefits and features of effective change control processes, methods for capturing, recording, and reviewing change options, implementing and managing approved changes, and the use of trend analysis. They emphasise the importance of understanding change control's rationale, the need for structured management approaches, and the role of trend analysis in project improvement. The discussion also highlights the challenges in adapting change control processes in dynamic project environments, underscoring the necessity of clear communication and documentation updates.

In the podcast, Tom and Paul explore the APM PPQ assessment criteria related to project reviews and management. They underscore the vital importance of critically evaluating reliable and valid information to assess various project factors across its lifecycle. They also emphasise the significance of aligning reviews with organisational, legal, and regulatory requirements.

Furthermore, they analyse scenarios where deviations from the project plan may arise and discuss strategies for resolving them. The podcast underscores the need for accurately documenting deviations and highlights the advantages of doing so. Additionally, they discuss change control processes and protocols, including a critical assessment of their benefits and features.

Throughout the conversation, they provide valuable insights into effective project management practices.

In this podcast episode, Paul Naybour and Tom O'Shea discuss the PPQ assessment criteria, specifically focusing on 1.1, which relates to governance in project management. They highlight the importance of aligning project structures and hierarchies with the organisation's structure and the chosen project lifecycle. They also discuss the possibility of proposing a different approach to project management if it aligns better with the project's nature.

They emphasise the need to evaluate appropriate structures and hierarchies, considering factors like organisation structure and team setup, especially when taking over an ongoing project. They mention the relevance of the seventh edition of the Body of Knowledge as a reference and provide insights into creating governance structures, such as project boards or steering groups.

The conversation continues with a discussion on establishing roles and responsibilities within a project team, ensuring formal documentation and individual acceptance. They suggest methods like mapping roles to skill sets and conducting workshops to gain team buy-in.

Lastly, they touch on maintaining reporting hierarchies and structures throughout the project's lifecycle, stressing the importance of adapting to changing needs and circumstances. They mention that regular progress reporting can help reinforce accountabilities.

Overall, this podcast episode delves into the complexities of governance, roles, responsibilities, and reporting structures in project management, offering insights and guidance for project managers.

In this Parallel Project Training podcast, Paul Naybour welcomes Tom O'Shea, the new leader of their PPQ programs. Tom shares his extensive involvement with the PPQ, including his role in its initial development and evolution from the previous PQ version. He highlights the PPQ's transition to a more efficient half-day assessment format and discusses his work in guiding and coaching candidates through the PPQ assessment process.

The podcast delves into the PPQ's purpose, positioning it as a crucial bridge between foundational project management knowledge, as covered in the PMQ, and the advanced technical skills required for achieving chartered status. Unlike the PMQ, which focuses on theoretical knowledge, the PPQ emphasises practical application. It requires candidates to demonstrate their project management capabilities in real-world scenarios, particularly through case study assessments.

Thomas explains that these case studies often involve turnaround situations, challenging candidates to apply their knowledge and experience to poorly managed projects. He underscores the importance of practical application in the PPQ, as it assesses the candidates' ability to bring tangible improvements to real-life project scenarios. The podcast aims to provide insights and tips for candidates preparing for the PPQ, emphasizing the value of practical experience over theoretical knowledge in achieving success in the assessment.

In this episode, we discuss competence 7. stakeholder management and communication management. The professional practice criteria are

PP1.1 Determined stakeholder interests, and levels of influence for a project.

PP1.2 Produced a communication plan and undertaken effective stakeholder engagement based upon it.

PP1.3 Monitored effectiveness of the communication plans and stakeholder engagement activities.

PP1.4 Adjusted the communication plan and responded to any changing stakeholder engagement needs.

PP1.5 Employed relevant communication methods and media to meet stakeholder requirements and expectations.

PP1.6 Disseminated clear, timely and relevant information to stakeholders.

PP1.7 Obtained, and responded to, feedback from stakeholders which may have an impact on a project.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030

In this episode, we discuss competence 6. Risk and issue management. the professional practice criteria are

PP1.1 Continually identified risks within a project.

PP1.2 Created a risk register including potential impact and suitable responses.

PP1.3 Assessed the probabilities and impacts of risks and planned their responses.

PP1.4 Capture and recorded issues, how they were resolved, and their implications to inform planning for future projects.

PP1.5 Reacted, assessed, and planned responses to issues.

PP1.6 Implemented responses to risks and issues including escalation, recording lessons learned.

PP1.7 Transferred and/or formally closed unresolved risks at the end of a project or phase.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030.

In this episode, we discuss competencies 5a. Leadership and 5b. Team management

The professional practice criteria for 5A. Leadership

PP1.1 Maintained a team's understanding of, and commitment to the vision, values, and objectives of a project.

PP1.2 Selected an appropriate leadership style based on the situation and/or context.

PP1.3 Collaborated with others to maintain the momentum of a project.

PP1.4 Encouraged others to adopt behaviours which built trust, confidence, and collaboration either within or between teams.

PP1.5 Established environments which presented opportunities for empowered and autonomous working.

PP1.6 Established leadership approaches to work with remote teams, colleagues and stakeholders.

PP1.7 Identified and addressed difficulties and challenges through facilitating open discussions in a timely manner.

The professional practice criteria for 5B. Team management are

PP1.1 Agreed team objectives and ways of working to achieve the vision and goals of a project.

PP1.2 Evaluated the maturity level of the team.

PP1.3 Adopted a proactive approach to communication to establish networks of support and facilitate effective ownership of delegated tasks.

PP1.4 Built a relationship of trust and support, taking into consideration the possible complexities of collaboration, virtual working, time zones and cultures.

PP1.5 Met the demands of a project through balancing individual and team needs.

PP1.6 Provided opportunities for coaching and/or mentoring to members of a team, creating an environment of learning and trust thus promoting continual professional development.

PP1.7 Addressed performance issues likely to negatively impact on the success of a project whilst remaining alert to any signs of stress within the team.

PP1.8 Acknowledged levels of performance through constructive feedback to individuals and teams and celebrated success when evident.

PP1.9 Established a learning culture and promoted continued professional development.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030.

In this episode, we discuss competencies 4a. Integrated planning and 4b. Schedule management

The professional practice criteria for 4A. Integrated planning

PP1.1 Considered constraints and assumptions when creating an integrated plan.

PP1.2 Considered dependencies and governance arrangements, when creating an integrated plan.

PP1.3 Demonstrated compliance with organisational practice when establishing the size, structure, and contents of an integrated plan.

PP1.4 Included other relevant components, plans and documentation to support a comprehensive integrated plan, and ensured formal acceptance of it.

PP1.5 Completed formal sign off and acceptance of an integrated plan.

PP1.6 Continually monitored the progress of a project against the integrated plan.

PP1.7 Adjusted the integrated plan utilising a change control process

PP1.8 Applied configuration management to a plan once it had been formally accepted.

The professional practice criteria for 4B. Schedule management are

PP1.1 Defined tools and techniques for creating and updating a schedule.

PP1.2 Established units of measure to accurately define activities and events to be completed during a project.

PP1.3 Developed duration estimates and critical dates for each activity and event.

PP1.4 Determined relationships and dependencies between activities and events, when constructing a schedule.

PP1.5 Documented a schedule of phases, milestones, and reviews to support project monitoring and progress reporting.

PP1.6 Agreed a schedule baseline, exceptions, and tolerance thresholds.

PP1.7 Communicated regular schedule updates to internal or external stakeholders.

PP1.8 Refined a schedule of activities based on effective monitoring, implementing the change control process when required.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030.

In this episode, we discuss competencies 3a. governance and 3b. reviews.

The professional practice criteria for 3A. Governance are

PP1.1 Defined reporting, decision-making hierarchies, and levels of authority for a project.

PP1.2 Established the relationship between a project's governance and the organisation's governance structures.

PP1.3 Designed the project governance structure taking into account context, complexity, and potential impact.

PP1.4 Adapted or adjusted the governance structure as required

PP1.5 Ensured clarity of ownership and levels of authority by agreeing the responsibilities and accountabilities with relevant individuals.

PP1.6 Ensured effective decision making through maintained governance structures.

PP1.7 Ensured effective reporting through maintained governance structures for appropriate staffing and maintenance

The professional practice criteria for 3B. Reviews are

PP1.1 Considered factors which need to be evaluated during a review.

PP1.2 Established and implemented a schedule of reviews incorporating key milestones.

PP1.3 Obtained appropriate information from valid sources to inform the reviews.

PP1.4 Maintained records of any deviations from plans to include reasons for and responses to, the deviations. PP1.5 Communicated the outcomes of reviews to relevant stakeholders.

PP1.6 Confirmed stakeholder understanding and acceptance of proposed actions.

PP1.7 Implemented agreed actions and updated lessons learned.

PP1.8 Conducted and documented a close out review.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030.

In this episode, we discuss competencies, 2a. Change control and 2b. Conflict management.

The professional practice criteria for 2A. Change control;

PP1.1 Established a suitable change control process.

PP1.2 Implemented and maintained a suitable change control process.

PP1.3 Captured and recorded proposed changes to the agreed project scope.

PP1.4 Determined the high-level impact of proposed changes to the project scope including reference to relevant sources.

PP1.5 Determined the detailed impact on time and cost estimates of options relating to a proposed change.

PP1.6 Reached justified recommendations on the approval, rejection, or deferral of proposed changes to a project and updated stakeholders as necessary.

PP1.7 Updated plans and schedules reflecting the approved changes to a project demonstrating configuration management.

PP1.8 Used trend analysis to help determine the performance of the current and future projects.

The professional practice criteria for 2b. Conflict management;

PP1.1 Taken a proactive approach to identifying and addressing potential conflict situations which may have impacted on the project.

PP1.2 Taken an impartial approach to investigating the cause of conflict.

PP1.3 Evaluated and implemented conflict resolution measures, seeking assistance from others when necessary.

PP1.4 Responded appropriately and promptly to conflict situations where intervention was required.

PP1.5 Monitored the extent to which conflict resolution measures have been successful.

PP1.6 Sought to resolve conflict respecting the views, opinions, and concerns of all parties.

PP1.7 Supported others to resolve conflict.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030.

In this episode, we discuss the first two competencies, 1a. budgetting and cost control, and 1b. financial management.

The professional practice criteria for 1A. Budgetting and cost control are;

PP1.1 Established estimates for different project costs.

PP1.2 Established and gained agreement to a project budget.

PP1.3 Set up funding drawdown arrangements based on cash flow forecasts.

PP1.4 Applied metrics to establish cost trends within a project.

PP1.5 Refined budget allocations based on cost analysis, applying change control processes as required.

PP1.6 Produced financial reports for stakeholders based on financial performance monitoring.

PP1.7 Upon project closure, produced final financial reports and distributed them to relevant stakeholders.

The professional practice criteria for 1B. Financial management are;

PP1.1 Established estimates for different project costs.

PP1.2 Established and gained agreement to a project budget.

PP1.3 Set up funding drawdown arrangements based on cash flow forecasts.

PP1.4 Applied metrics to establish cost trends within a project.

PP1.5 Refined budget allocations based on cost analysis, applying change control processes as required.

PP1.6 Produced financial reports for stakeholders based on financial performance monitoring.

PP1.7 Upon project closure, produced final financial reports and distributed them to relevant stakeholders.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030.

In this episode, Parallel Project Training discuss some further details around the application process for ChPP.

We also start to look deeper into the Technical Knowledge and Professional Practice statements. These statements are written on a number of mandatory and elective competencies, and we set the scene for the upcoming podcasts on each competence.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030.

In this episode, Parallel Project Training offer an introduction to some APM ChPP topics.

We cover;

What is ChPP, and why might someone want to become chartered? The application process What is different with the new version of the Chartered Standard. An introduction to technical knowledge and professional practice.

For more guidance on the Association for Project Management Chartered Project Professional (ChPP), or any other project management training, please visit www.parallelprojecttraining.com or call 0118 321 5030.

In this APM Project Management Qualification (BoK7) podcast Paul and Jan discuss quality control, quality management and quality assurance. This podcasts aims to address the following APM PMQ assessment criteria;

This podcast is just part of the parallel learning system for the APM Project Management Qualification. This approach includes a wide range of learning resources including a printed study guide, on-line e-learning, a tutor lead study group and a wide range of project management courses

Here is a summary of the different aspects of quality within a project management environment:

A project manager will always need to create a quality plan detailing how the project will produce products of the required quality. Included in the quality plan will be the following:

Quality assurance demonstrates how the necessary quality will be achieved and in doing so instils confidence in stakeholders regarding quality levels of the final outcome.

The typical components of quality assurance are:

Are members of the project team competent and fully trained to complete the work assigned to them.

A formal, external audit of processes provides reassurance that the project will be carried out as expected.

When goods and materials are supplied to be used in creating the products that will form the project deliverables then those goods or materials must be assessed to be of the required quality.

Lessons should be learned throughout the project and effectively communicated so that any problems are resolved at the point they are being made. This ensures the root of the problem is identified rather than issues recurring again and again.

Quality control measures will vary widely depending on the type of project and the type of project deliverable. The key similarity, however, will be a comparison of the final deliverable with the original specification.

Some of the quality control techniques that might be used in a project management environment include:

And here is a transcript of this podcast:

Introduction

Welcome to a parallel project training APM project management qualification podcast based on the APM body of knowledge seventh edition, you should be using this in conjunction with our elearning podcasts, and potentially a tutor led course. For more information, please visit www.parallelprojecttraining.com

Paul

Hello, welcome to another Parallel Project Training podcast today we're doing quality podcasts with Jan. Hello, Jan

Jan

Hi there.

Paul

Very good. Very good. So this is based on the seventh edition of the body of knowledge with PMQ. So the learning so the assessment criteria in this question section are explained what is meant by quality management and differentiate between quality control and quality assurance?

Jan

Right? That's a mouthful

Paul

Explain what is meant by Quality Management, I suspect we have two definition of what quality is first.

Jan

Okay, so it's going for the body of knowledge. It says qualities assessment of a product's fitness of purpose. While the definition appears to be limited the products that the project will produce. It also implies not only to these products is the process and procedures deployed in managing the project iself.

Paul

So there's two things,

Jan

There's two things Yes, because quality to the to the product itself, you can see why it conforms to specification. And of course, the specification is set out when we have to do things like scope management and kind of requirements. So does it meet or does not meet the actual requirements. And of course, that has to be kind of agreed and kind of baseline. And then we talk about change control and all that sort of stuff. But qualities can be very, very subjective as well. So quality to you like a quality car to you may not be To me, that's what I want to use car for. But also, its terms around people's experience of the project management and the processes itself is how we manage, it's like the work we do, we can actually get a lot of people through a course and get the exams passed. But what they'll actually remember is our interaction with those people our service, if you like, and once you start talking about that it's our processes, how we actually took the order, how we had to get a production sorted out how we actually manage the classroom into managing any sort of queries or problems, or maybe issues about have had is around experience. So there's two sides of it, you can actually have something like a fantastic stadium that is built and is fit for purpose. But it's a project management, everything Oh, my goodness, you know, the experience was so bad. The processes weren't there. We did lots of changes in the project, we didn't know what quality was, or all the requirements was he can actually set up for a bad experience. So it's

Paul

two sides summary qualities, two things. It's the delivery of the output. Yes. Fitness for purpose.

Jan

To specification.

Paul

Yeah. to auto specification. Yes. And it's to the quality of the process that got us there.

Jan

Yes. Good. Yes, it is. And it also, it can be against the processes, because projects don't just deliver products, they can deliver processes, especially when you start talking about quality in the service sector industry is a process like your experience of a restaurant, for example, you remember the experience, and the food, the food being the product. Okay.

Paul

Okay. So we need to differentiate between quality control and quality assurance, right? I spoke about talk about quality planning to really hadn't we aspect.

Jan

So that's what we need to do at the very beginning.

So sorry.

So we talked about quality planning at the very beginning is how we actually and it should be should be sorted out as a separate product or separate entity is embedded in what we do. The minute we start to talk about scope of the project, or even the parameters of the project in terms of the time, the cost, the scope, quality, I often put into the middle part of triangle, we deliver it, it's fit for purpose as…

Paul

…the quality plan.

Jan

A quality plan will be the roles responsibilities, often, you know who's responsible for the quality of the project will actually pretty everybody is, and we actually has interaction with it to how we're going to actually define quality criteria, what tools and process of going to be using to manage the quality, what sort of resources we're going to be using, what sort of testing can a specialist test equipment, specialists, people to do the testing, what assurance we're going to put around that to make sure that we are doing what we think we should be doing. We can carry out audits and interactions to other processes. We talked in other podcasts around change and configuration management to what we often called managed The the baselines of the projects and together with the assets, the configuration version control of the project.

Paul

So it's part of the PMP.

Jan

Yes, certainly is developed by the project manager with the teams. Okay. Okay. So that's done early in the project lifecycle? Yes, yes, certainly, actually, quality may be kicking off. Sitting around the concept, we started the business case, but certainly will be teased out as we go into definition.

Paul

So how's that different from quality assurance, as quality assurance, different from quality planning,

Jan

the quality assurance might be a higher end it often I call that the umbrella of quality incorporates a planning and control. And it's making sure the organisation and city qualified experienced people have scripts, that we have processes in place that will manage the process, run the project, like we have a risk management process, change management process, this is how we actually do the requirements, we actually will have testing, certain organisations have testing labs or procedures. There's certain laws and legislation we have to follow, like your health and safety and other legislation. And we have to make sure that these procedures are being followed through an audit certifies assurance provides confidence to stakeholders that we can time after time, deliver a quality product to the customer, we have the infrastructure, if you like or the structure to do it.

Paul

So I like the idea of the assurance being an umbrella. Yes. So the bit how's that different from quality control for control is you control the quality that we deliver?

Jan

The quality is around inspection, testing, measuring, okay, whatever that from the requirements, you actually define the quality criteria of each of the products have the output and does it or does not meet specification. Okay, so we may have tolerances

Paul

so each product gets right quality assessed in some way.

Jan

Is that measuring something that that item needs to be four centimetres, is it four centimetres, yes or no plus or minus and plus or minus tolerances?

Paul

Good. And as different techniques, you can use walkthroughs? Or

Jan

Yes, we offer his walkthroughs within parallel project training, when we actually walk in through both sayings, especially mission testing very much in engineering environments or software environments. You can use process control charts, there's 101 different quality control techniques. But when we're doing resource management for the project, there's but he ran the policy planning is what resources do we need? What facilities Do we need to actually carry out the testing?

Paul

Good, as short and sweet. So to summarise quality is the delivery the fitness for purpose for the project? Yes, performance, the specification and who decides that? Yeah, it's it's about the control of the products. Yes, making sure those products meet the specification. Of course

Jan

specification is control for configuration management, and then change control.

Paul

It's about that overarching quality assurance umbrella. Yes. And it's about project quality plan as part of project management. Yes,

Jan

what we need to do for this project specifically to do quality management, and of course, within the quality plan, we may be drawing down certain key process procedures from the quality management, the quality assurance bit, okay, you know, if you're going to do a testing, this is how we do testing. This is how we, you know, do risk risk management within this organisation. Excellent, good fracture. Okay, thanks very much.

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