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BE CERTIFIED AS A

PROFESSIONAL PROJECT MANAGER

Applicant Handbook on the Accreditation of Project Managers (APM) Scheme

by the Society of Project Managers (SPM) Singapore

APM Handbook 0

Handbook Version Control

Version Date Author Remarks 1.0 010617 Yip Kim Seng First release

APM Handbook 1

Table of Contents Page

1 2 3 4 5 6 7 8 9 10 11 12 13 14

About the Handbook …………………………………. Accreditation of Project Managers Scheme ……… Why Consider PPM Certification ……………………. Organisational Structure of the APM Scheme …… Who Should Apply …………………………………….. Project Manager Competency Standards………….. Guide to Application ..………………………………… The Assessment Process …………………………….. The Appeal Process……………….…………………… Applying for Reassessment ………………….……… Project Management Training ………………………. Renewal of PPM Certification ……………………….. Code of Professional Conduct for PPMs…………… Personal Data Protection Policy……………………...

2 3 4 6 8 9 11 12 20 21 22 23 24 25

Annexe 1 Members of the APM Board Annexe 2 Members of the APM Assessor Panel Annexe 3 Members of the APM Committee Annexe 4 SPM APM Project Manager Competency Standards Annexe 5 SPM APM Proof of Project Management Practice

– Submittal Requirements Annexe 6 Fees Schedule of APM Scheme Annexe 7 Proposed Project Management Skills Training Areas Appendix 1 Accreditation of Project Manager (APM) Application Form Appendix 2 Professional Career Experience Gantt Chart Appendix 3 Project Factsheet Appendix 4 Project Manager’s Report

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1. About the Handbook 1.1 This handbook is your essential guide on how to become a certified

Professional Project Manager (PPM) under the Accreditation of Project Managers (APM) scheme established by the Society of Project Managers (SPM). This accreditation scheme is for practising Project Managers in the built environment/construction industry in Singapore.

1.2 The SPM was set up in 1994 by a group of professionals who were committed to the cause of promoting and developing project management as a profession in Singapore. By setting industry standards for sound managerial, technical and commercial practices in project management, and providing upskilling training programmes for project managers, the Society hopes to raise the level of project management standards and best practices in Singapore.

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2. Accreditation of Project Managers Scheme 2.1 The Accreditation of Project Managers (APM) is a formal certification scheme

of project managers established and administered by the Society of Project Managers (SPM) for the built environment/construction industry in Singapore.

2.2 The certification is an official recognition that the Project Manager (PM) has met the competency standards as laid out by the Society for the practice and provision of good professional project management service in Singapore. The SPM APM Project Manager Competency Standards as outlined in Annexe 4 are aligned with the internationally-recognised GAPPS Project Manager Standards.

2.3 Upon accreditation by SPM as a certified Professional Project Manager, you may use “PPM” as a post-nominal after your name.

2.4 The PPM certification remains valid as long as the PPM continues to be a Voting member in SPM, fulfils the Continuing Professional Development (CPD) points requirement and has his PPM certificate renewed by the SPM. For details on the Renewal of PPM Certification, please see section 11 in this handbook.

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3. Why Consider PPM Certification

3.1 Although PPM Certification is voluntary and not a regulatory requirement, it does offer many benefits to individual project managers, companies and the industry.

3.2 Benefits of PPM Certification

3.2.1 For individuals

As the quality and standards of project managers vary widely in

Singapore, your professional status as a PPM will:

• Set you apart from non-certified project managers as the certification is an official recognition that you have undergone a rigorous assessment and validation of your experience and qualifications as a project manager.

• Enhance your global competitiveness in countries where certification of project managers is an expected industry practice such as in the UK, EU countries, US, Japan and Australia. The SPM adopts globally-recognised PM standards for accreditation so your professional status will be recognised internationally.

• Advance your career growth and professional development in project management.

• Enhance your employability as clients have greater confidence in project managers who are certified and accredited.

3.2.2 For the Industry As projects become larger in scale and complexity, there is a need for the built environment/construction industry in Singapore to differentiate the good and mediocre project managers, and establish competent project management capability to manage these complex projects.

SPM’s accreditation of project managers will ensure that the industry is able to:

• Provide a ready pool of certified, competent project managers who can provide consistent standards of quality service.

• Meet the needs of large multi-million dollar, multi-stakeholder and multi-deliverable projects with high degree of integration complexity. Project delays, poor quality work and costly overruns are often a result of poor project management.

• Enhance the image and standing of project managers in the eyes of developers, consultants and contractors.

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• Raise project management standards as Continual Professional Development (CPD) is prerequisite for the renewal of PPM certification.

3.2.3 For Companies

The PPM Certification accredited by SPM is a useful aid for companies looking to procure reliable project management service because it:

• sets the benchmark for practice standards and is a mark of quality assurance.

• enables developers, contractors and consultants to make clear distinctions between different service providers.

• boosts companies’ confidence that their projects will be managed using best industry practices and be completed on time and on budget.

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4. Organisational Structure of the APM Scheme 4.1 Overseeing the implementation of the APM Scheme is the SPM Council

assisted by the APM Committee. Administrating the scheme are the APM Board and a panel of assessors and trainers.

The APM Scheme Structure

4.2 The SPM Council4.2.1 The SPM Council is the key decision-making body for the APM Scheme.

Council members are tasked to:

• Appoint the APM Board. • Set the Project Management Competency and Practice Standards for

accreditation. • Decide on the eligibility requirements, assessment criteria and evaluation

process for accreditation of project managers. • Approve the appointment of assessors to the panel. • Make the final decisions on appeal cases. • Decide on the training and development framework for upskilling courses

and trainers. • Establish the Continuing Professional Development (CPD) system for

SPM’s certified project managers.

4.2.2. For information on the SPM Council members, visit the SPM website at http://www.sprojm.org.sg/about-council.

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4.3 The APM Board 4.3.1 The SPM’s Accreditation of Project Managers (APM) Board comprises

professionals with distinguished careers in the fields of construction, project management, real estate and infrastructure development as well as the academia. Please see Annexe 1 for the current list of APM Board members.

4.3.2 The panel of assessors will make their recommendations on each applicant to

the APM Board for its review and decision. 4.4 The APM Assessor Panel 4.4.1 The APM Assessor Panel comprises respected professionals with minimum

10 years of project management experience and minimum 15 years of experience in the built environment/construction industry.

4.4.2 They are project managers with good industry standing and an excellent track

record of managing complex multi-phased, inter-disciplinary projects. Not only do they have domain expertise in project management as applied to their particular field, they have managed at least five projects valued at minimum $20 million each and one project of at least S$100 million.

Assessors are appointed by the SPM Council, on the recommendation of the APM Board, on a two-year term of service. Participation in the panel is by invitation and selection only. Twelve members are selected to form the inaugural panel. See Annexe 2 for the list of assessors.

4.5 The APM Committee 4.5.1 The APM Committee (Annexe 3) oversees the administration and

implementation the APM Scheme. The work is supported by the APM Secretariat.

The APM Secretariat Email: [email protected] Tel: 65 6748 8306 Fax: 65 6748 8305

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5. Who Should Apply 5.1 If you are a practising project manager in the built environment/construction

industry, applying for certification as a professional project manager under SPM’s APM scheme is a natural progression towards further career growth, more employability opportunities and industry recognition of your expertise in project management.

5.2 Eligibility Requirements Please ensure that you have met the following prerequisite requirements before applying:

S/N Criteria Requirement

1 SPM membership* Ordinary or Fellow

2 Years of industry experience 12 (minimum)

3 Years of relevant PM experience

6 (minimum)

4 Project Size (involved as PM)

5 recent projects of $10m each or equivalent

* Please visit the link to the SPM website to download the SPM membership application forms – http://www.sprojm.org.sg/member-info

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6. Project Manager Competency Standards 6.1 Applicants will be assessed on whether they have met the

SPM APM Project Manager Competency Standards. What are these standards? The SPM APM Competency Standards as detailed in Annexe 4 are in alignment with the internationally-recognised GAPPS Project Manager Standards.

6.2 The Global Alliance for the Project Professions (GAPPS) was formed in 2003. SPM is a founding member. GAPPS is a non-profit organisation that provides independent reference benchmarks for project management standards. It aims to establish globally recognised performance-based competency standards for project management with the cooperation of government and private sectors, professional associations, training and academic institutions.

To view the full set of GAPPS Project Manager Standards and to understand more about GAPPS, go to http://globalpmstandards.org/tools/tools-for-assessment/project-managers/

6.3 SPM expects its accredited PPMs to demonstrate an acceptable level of professional standards in at least six core PM competencies as summarised in the diagram in the following page.

In addition, as building and infrastructure projects are becoming larger and more complex, emphasis will be placed on competencies and experience in scope and objective definition, risk identification and management and stakeholder management.

To support the built environment/construction industry’s thrusts, focus will also be placed on knowledge and experience in productivity, workplace health and safety as well as environmental sustainability.

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Overview of 6 Core PM Competencies under the SPM APM Scheme

6.4 Submittals Requirements

All applicants are required to submit the following to support their APM application (see Appendix 1):

• Professional Career Experience Gantt Chart (see Appendix 2) • Project Factsheets (see Appendix 3) • Project Manager’s Report (see Appendix 4) • Itemised list of evidences/proof of project management practice

These serve as proof of the applicant’s project management practice and experience, and provide clear evidence that they have met the SPM APM Project Manager Competency Standards.

For more details on the submittal requirements, please refer to section 8.3 on “A Step-by-Step Guide on the Assessment Process” in the handbook.

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7. Guide to Application

• Application Form

Please use the “Accreditation of Project Managers (APM)” application form in Appendix 1.

• Application Fee

There is an Application and Assessment fee to cover the costs of processing and assessing the application. Refer to Annexe 6 for details.

• Submittals

For details on the list of submittals that must accompany your application, please see section 8.3 on “A Step-by-Step Guide on the Assessment Process” in the handbook. The submittals are proof of your project management practice and experience.

You are advised to use the prescribed forms in Appendices 1, 2, 3 and 4 for your submission.

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8. The Assessment Process 8.1 The SPM will assess the suitability of the applicant for PPM certification based

on the following criteria:

• Eligibility of applicants • Review of applicants’ submittals • Panel Interview of applicants • APM Score

8.2 How long will it take to assess your application?

The entire assessment process, from submission of the application form and list of submittals, screening of applicant for eligibility for assessment to the assessor panel’s interview and assessment of applicant, and making of the final decision on the application and release of outcome to the applicant.

Flow Chart of the Assessment Process

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8.3 A Step-by-Step Guide on the Application Process

Step 1 – Filling up the forms Fill up the Accreditation of Project Manager (APM) application form in Appendix 1 and the Professional Career Experience Gantt Chart in Appendix 2.

Note:

The Accreditation of Project Manager (APM) application form will contain basic information on your personal particulars, academic qualifications, current employment and designation, professional affiliations, and names of two referees (who must be SPM members).

Use the Professional Career Experience Gantt Chart to show your career progression in different aspects of project management. It should highlight your experience as a project manager over the project life cycle. State clearly your project management experience (e.g. role/title/position/project scope), time and duration of your involvement in each project listed on the Gantt chart.

Step 2 – Compiling list of submittals Compile the list of submittals as proof of your project management practice and experience. Please use the format in the prescribed submittal forms found in Appendices 3 and 4.

Checklist of submittals:

1. Project Factsheet

The Project Factsheet is a summary of each project you have been involved in as a Project Manager (PM).

Use the sample Project Factsheet in Appendix 3 to provide details such as project title, project cost, client’s name, completion date, and the extent of your role/involvement in each of the projects.

What you need to do:

• Submit project factsheets for at least five projects of minimum S$10

million each or three projects of S$15-25million each, or two projects above S$25million. Other project combinations will be considered on a case-by-case basis.

• Select projects that were completed not more than 10 years ago. • Describe the stage and scope of your involvement as a PM.

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Stages of a project include project initiation and conception, project definition and planning, project design and development, project implementation (construction), project completion and project closure. As a project manager, you may be involved in the project from start to finish, or may have been recruited or assigned to manage a particular stage or phase of a project.

Scope of a project includes project planning and integration management, time and schedule management, budget and cost management, risk management, procurement and contract management, resource management, quality management, communication management, change management and stakeholder management. In smaller projects, a project manager would be expected to cover all aspects of the project scope. However, in larger projects where there are more than one project manager, some specialisation would take place and is reasonably expected.

2. Project Manager’s Report on Challenges and Contributions

There are some aspects of project management that can be particularly challenging. These include rising costs, project over-runs, quality control, design and construction scheduling, integration of personnel/teams, budget and resource allocation, management of contractors and stakeholders.

You are required to submit a Project Manager’s Report of up to maximum 3,000 words on some of the challenges that you have faced in managing the various projects listed in the project factsheets.

You may use the suggested Project Report form in Appendix 4 for your report.

The Project Report should:

• Indicate clearly how your project management skills and experience have contributed to the project’s successful delivery and completion.

You would be assessed on the six core competencies as outlined in the SPM APM Project Manager Competency Standards (Annexe 4). The report could mention the mitigation measures you have implemented to reduce the impact of any shortfalls in achieving the project objectives.

You could use the SPM APM Proof of Project Management Practice – Submittal Requirements in Annexe 5 as a guide in writing the report.

• Identify the specific challenges* and describe the project management

tools, techniques and methodologies you have used to overcome these challenges.

• Highlight the key lessons learnt in managing these challenges.

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*Checklist of challenges for reference:

ü Time ü Cost ü Quality ü Environmental, safety and health concerns ü Integration ü Stakeholder management ü Procurement (tender strategy) ü Resource management ü Innovation ü Managing diverse contract management structures such as ECI (Early

Contractor Involvement), PPP (Public-Private Partnerships). BOO (Build-Operate-Own), BOT (Build-Operate-Transfer)

3. Compiled list of evidences/proof of PM Practice

To support the Project Manager’s Report, please compile an itemised list of evidences (such as documentations of meetings with stakeholders, progress reports, etc) that will substantiate/demonstrate the experiences and competencies declared in the Report.

Refer to the guide list of evidences in Annexe 5.

For an overview of the list of submittals to be included in your application, see the chart below:

Proof of Project Management Practice (submittals required for submission)

S/N Evaluation Criteria

Requirements

1 Completed Projects (submit Project Factsheet for each project)

$10m and above; min 5 projects of $10m each or equivalent (projects must be completed not more than 10 years ago)

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2 PM Scope – Project Stages (submit Project Factsheet for each project)

• Project Initiation/project planning

• Project brief • Design • Submissions to

Authorities

• Procurement • Construction • Commissioning and

permitting • Project handover • Project closure

3 Contributions & Challenges (submit Project Manager’s Report, maximum 3,000 words)

• Time, Cost, Quality

• Integration, Communication

• Stakeholders • Procurement,

D&B,ECI

• Resource Management • Health & Safety • Productivity, BIM • Environmental

Sustainability, GM

4 Evidence/Proof of PM Practice (submit a compiled list and items)

Refer to the guide list of evidences in Annexe 5 provide the relevant evidences to substantiate/demonstrate the experiences and competencies declared.

Step 3 – Submitting Your Application You may email the completed APM Application form, Professional Career Experience Gantt Chart, and the list of submittals to the APM Secretariat in PDF format to [email protected].

Screening of applicant’s submission will commence only upon receipt of a non-refundable Application and Assessment (A&A) fee. Please refer to Annexe 6 for fee details.

Cheque payments should be made payable to the “Society of Project Managers”. Please write “Payment for APM Assessment”, your full name and contact number on the reverse side of the cheque and mail the cheque payment to:

The APM Secretariat Society of Project Managers Singapore Macpherson Road P.O. Box 1083 Singapore 913412

Step 4 – Screening Process The APM Secretariat will begin the screening process by checking the applicant’s eligibility and verifying the applicant’s documents before inviting those who meet the eligibility requirements for a face-to-face interview with the assessor panel.

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Step 5 – Assessment Process begins The SPM-appointed assessor panel will assess your application for certification based on the following criteria:

• Evaluation of applicant’s practice and experience in project management

The evaluation is based on the Professional Career Experience Gantt Chart and list of required submittals (Project Factsheets, a maximum 3000-word Project Manager’s Report and the compiled list of evidences/proof of PM Practice)

• Presentation by applicant & panel interview of applicant

You are required to give a 20 to 30-minute presentation to the APM Assessor Panel which will be followed by a question and answer session.

• What to expect at the interview?

During the interview, the APM Assessor Panel may clarify issues concerning your application, examine your understanding of the project management process, ask questions regarding your past PM practice, or give feedback on your application and competency gaps (if any). The panel will also evaluate if you possess the character and leadership traits and skills of a professional project manager.

• Site visits (on a need basis only)

The assessor panel will then assign an overall score, known as the APM score, based on your performance in the above criteria. The APM score measures the applicant’s project management experience up to the date of certification. The maximum score is 100 and the minimum score to pass is 60.

To know how the APM score is computed, see section 8.4 on “About the APM Scoring System” of this handbook.

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How Are Applicants Assessed - At A Glance

S/N Assessment Methodology

Purpose

1 Examination of submittals Provide proof and validation of PM practice and experience

2 Interview by panel of 2 assessors • Presentation by applicant

• Responses to questions posed

3 Site visits by assessors (if needed)

• Provide better understanding for assessors

Step 6 - Decision-making The APM Assessor Panel will discuss each applicant’s case and make a decision on whether to recommend the applicant to the APM Board for certification as a Professional Project Manager (PPM).

There are two possible outcomes:

• Approved for Certification

If you are successful, the assessor panel will recommend your certification to the APM Board. The Board makes the final decision on granting the PPM certification.

• Not approved for Certification

The assessor panel will advise you on area(s) of shortfall in competency and the training courses that are applicable to “close” the knowledge and/or practice competency gaps.

If you are unsuccessful, you may choose to lodge an appeal against the decision within 30 days of receiving the notification letter from the APM Secretariat. For details on “The Appeal Process”, please go to section 9 in the handbook.

Step 7 – Notification of Outcome You will be notified by mail of the outcome of your application.

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8.4 About the APM Scoring System

The APM score is a standard of measurement to quantify the applicant’s project management experience up to the date of certification. The maximum APM score is 100 and the minimum score to pass is 60.

The applicant’s APM score is computed by adding the scores for these five categories:

S/N Element Max Marks Min to Pass

1 Years of experience 20 10

2 Project life cycle (3 max per stage) 20 All stages to be covered[*]

3 Project size (>$100M) 10 5 ($50M)

4 Project write-up (min 3,000 words) 20 25

(combined) 5 Interview with assessor panel 30

Total 100 60

This scoring chart serves as a guide to the assessors. The assessors shall exercise their discretion in applying the scores during their evaluation.

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9. The Appeal Process 9.1 If you disagree with the APM Board’s decision on not conferring the PM

certification and wish to lodge an appeal, you may send an appeal within 30 days of receipt of the written notification to the SPM APM Secretariat.

9.2 Please address the appeal letter to the APM Board, stating clearly the following:

• Reasons or grounds on which the appeal is being made

• Any additional information and/or supportive documents to show that the decision should be reconsidered

9.3 The APM Board will review the appeal. If the appeal is rejected, the Board will justify its decision with reasons and submit to the SPM Council for final decision. If the appeal is successful, the APM Secretariat will inform the applicant by mail.

See the diagram below for an overview of the appeal process.

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10. Applying for Reassessment 10.1 Unsuccessful applicants may resubmit their application for a reassessment

with payment of fee (refer to Annexe 6).

10.2 The APM Board may request that the applicant to:

• Provide a detailed summary of additional projects that he or she has undertaken since the last application

• Attend another interview with the assessor panel • Provide testimonials from clients on the applicant’s performance • Show record of Continuing Professional Development training that has

been undertaken since the last application

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11. Project Management Training 11.1 Training is important in reinforcing the need for lifelong learning and

continuous upgrading of skills and knowledge to help PPMs maintain, develop and enhance their expertise and competency in all aspects of project management.

11.2 All PPMs are required to maintain their Continuing Professional Development (CPD) by fulfilling the training requirements as detailed in next section on “Renewal of PPM Certification”.

11.3 Training is also recommended for applicants who do not yet meet the requirements for professional certification because of a lack of skills and knowledge in certain areas. During the APM Assessment process, the assessor panel will make recommendations for applicants to “close” the competency gaps by attending relevant training courses to upgrade their skills and qualifications.

Please refer to Annexe 7 for List of Proposed Project Management Training.

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12. Renewal of PPM Certification 12.1 The PPM certification remains valid as long as the PPM continues to be a

Voting member in SPM, fulfils the Continuing Professional Development (CPD) requirement and has his PPM certificate renewed by the SPM .

12.2 The PPM must obtain a minimum required CPD points every year by completing the training courses organised or recommended by SPM. These courses are designed to help PPMs update their skills and stay abreast of the latest developments in project management.

12.3 Refer to Annex 6 for fee applicable to renewal of PPM certification.

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13. Code of Professional Conduct for PPMs 13.1 SPM is committed to uphold the highest standards of professional conduct

and ethics to raise the level of public trust and confidence in project management as a profession.

13.2 All SPM-accredited “Professional Project Managers” (PPMs) shall adhere to a Code of Professional Conduct (“Code”).

13.3 The Code and the rules and procedures for dealing with any alleged infringement of the Code are found in the SPM Constitution and its Rules and Regulations.

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14. Personal Data Protection Policy 14.1 Protecting your Personal Data is important to us. SPM’s Personal Data

Protection Policy states clearly how we manage the Personal Data we collect from applicants for the SPM Accreditation of Project Managers (APM) Scheme.

14.2 “Personal Data” refers to your name, NRIC number, mailing address, email address, contact numbers, educational and professional qualifications, work/career experience, and any other information which you have provided on application forms or any other form of media to SPM.

Our Personal Data Protection Policy is outlined below:

14.3 How do we use your Personal Data?

• SPM respects the privacy and confidentiality of Personal Data and any other information which applicants have provided.

• All Personal Data collected is to be used for the sole purpose of processing and assessing your application for the SPM APM Scheme, and for subsequent communications with you on matters relating to your APM application, queries, feedback and requests.

• SPM will not sell or disclose all or any of your Personal Data to third parties.

• SPM strictly complies with the Personal Data Protection Act (PDPA) Act.

14.4 How do we store your Personal Data?

• SPM stores all APM applications (both hard and soft copies) in secure physical and/or computer storage facilities for a period of 36 months, and for as long as you remain a member on the SPM Register of PPMs.

• SPM will ensure that there is no unauthorised access and use of your Personal Data.

• Keeping Personal Data on the SPM Register of PPMs current and updated is the PPM’s sole responsibility.

14.5 What if you withdraw your application or cease to be a PPM?

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In the event that there is a withdrawal of your application or you cease to be listed on the SPM Register of PPMs, you can write to us for your Personal Data to be removed from our records. You may submit your request to:


For more information, contact us at:

Secretariat for the Accreditation of Project Management (APM) Scheme

Macpherson Road P.O. Box 1083

Singapore 913412

Tel: 65 6748 8306

Fax: 65 6748 8305

Email: [email protected]

Website: http://www.sprojm.org.sg/

ANNEXE1Accreditation of Project Managers (APM)

APM – Members of APM Board 1

MEMBERS OF THE APM BOARD The Accreditation of Project Managers (APM) Board comprises past presidents and current president of SPM. The members are professionals with distinguished careers in the fields of construction, project management, real estate and infrastructure development as well as the academia. They are:

• Mr Chow Kok Fong (Chairman) Chow Kok Fong is Founder President of the Society of Project Managers (SPM) and former Chairman of the Society of Construction Law. Currently, he is an Arbitrator, Mediator and Adjudicator. A veteran in the construction and real estate sectors, he has written several books on construction law, construction economics and statutory adjudication. • Mr Khor Poh Hwa Khor Poh Hwa has extensive experience in infrastructure development projects currently serves as an Independent Director of Keppel T&T and HLS Holdings Ltd. He was a former Director of Keppel Land Limited and Keppel Land China Limited and former adviser to Keppel Corporation Limited in township and infrastructure development. Prior to that, he was also the past President and CEO of CPG Corporation Pte Ltd. • Er Chang Meng Teng Er Chang Meng Teng is the present Chairman and former Managing Director of Squire Mech Pte Ltd., a firm of Consulting Mechanical & Electrical Engineers. He has extensive experience in project management and intelligent buildings, including the CDL flagship building, Republic Plaza and HDB Hub. He is a Fellow at the Institution of Engineers in Singapore and Institution of Electrical Engineers UK, as well as Board Member of the Energy Market Authority. • Mr Seah Choo Meng Seah Choo Meng is a Chartered Quantity Surveyor with over 45 years of experience in handling project management, quantity surveying and investment studies in construction projects in the Asia Pacific. He held directorships in Langdon & Seah Singapore Pte Ltd and Arcadis Project Management Pte Ltd. He is currently the Senior Advisor, Group CEO's Office, Group Chief Compliance Officer in Surbana Jurong Pte Ltd., Chairman, Threesixty Cost Management Pte Ltd & Threesixty Contract Advisory Pte Ltd. He is a Fellow of the Royal Institution of Chartered Surveyors and the Singapore Institute of Surveyors and Valuers. • Dr Ting Seng Kiong Dr Ting Seng Kiong is the Dean, College of Professional and Continuing Education, Nanyang Technological University. He was the former Deputy President (Academic) and Provost of the Singapore Institute of Technology. His areas of expertise: civil and structural engineering.


APM – Members of the Assessor Panel 1

MEMBERS OF THE SPM APM ASSESSOR PANEL

The Accreditation of Project Managers (APM) Assessor Panel comprises twelve professionals with well-established careers in building and construction, property development and project management. Several of the panel members have background experiences in both private and public sector development and in more than one segment of the industry.

The inaugural panel of APM assessors comprises the following:

• Public Sector Developers

- Mr Benedict Tan Chye Hup Senior Advisor Building & Construction Authority

- Ms Helen Chen Executive Director Centre for Project & Programme Management

- Er Sim Wee Meng Senior Group Director (Rail) Land Transport Authority

- Ms Grace Chiang Group Chief Infrastructure Officer National University Hospital Services

• Private Sector Developers

- Mr Tan Kian Huay Chairman, One Marina Property Services Director, Mercatus Co-operative Pte Ltd

- Mrs Lee Pheck Yan Head, Development Management Mapletree Investments Pte Ltd

- Mr Yong Kam Yuen, Simon Chief Development Officer, Asia Project Development CapitaLand Ltd


APM – Members of the Assessor Panel 2

- Er Chung Choon San

Project Director Changi Airport Group

• Consultants

- Er Kok King Min Senior Consultant PH Consulting Pte Ltd

- Mr Joseph Cheang Director & Chief Operating Officer Architects 61 Pte Ltd

• Contractors

- Mr Desmond Hill Deputy Head/Executive General Manager Penta Ocean Construction Co Ltd

- Dr Ho Nyok Yong Chief Operating Officer & Executive Board Director Samwoh Group of Companies


APM – Members of the APM Committee 1

MEMBERS OF THE APM COMMITTEE

The Accreditation of Project Managers (APM) Committee oversees the administration and implementation the APM Scheme. It carries out research into the practice standards, assessment system and overall framework of the APM scheme.

The committee members are:

• Mr Yip Kim Seng (Chairman)

Yip Kim Seng is the 2nd Vice-President and Fellow member of SPM. He represents SPM on the GAPPS Board, since 2012, and is a regular participant at GAPPS’s Thought Leadership Forums. He is an Associate Faculty of Singapore University of Social Science for the Building & Project Management program. He is also a regular trainer for the BCAA-SPM Project Management Course for Construction Professionals and the University of Newcastle Building Construction Management program. He is concurrently a senior consultant with CPG Consultants Pte Ltd. A major part of his career has been involved in public sector building and infrastructure project developments. He spent a large part of his career as a Registered Architect and Project Manager with the former PWD and then CPG Consultants. He led PM Link Pte Ltd as Managing Director from 2006 to 2011. • Er Lye Kuan Loy

Er Lye Kuan Loy is Executive Director at KLPT Consultants Pte Ltd, a firm that provides healthcare facilities planning and project management services. He is the lead project manager for the St Luke’s Hospital Expansion and Upgrading project in Singapore as well as a hospital project in Sabah, East Malaysia. He is a Fellow and former Council member of SPM. He was a regular trainer for the BCAA-SPM Project Management Course for Construction Professionals. He was President and CEO of CPG Corporation from September 2008 to March 2011. From 2001-2006, he was the first managing director of PM Link Pte Ltd, a project management firm responsible for delivery of large building and infrastructure projects. He pioneered PM Link’s entry into the vast China market in 2003. • Er Audrey Tee Hui Leng

Er Audrey Tee is currently a Consultant in CPG Consultants Pte Ltd with more than 20 years of working experience and exposure in project management as well as design & site construction for residential, industrial, commercial and infrastructure (Rail, Road, Tunnels, Water Reclamation Plants, etc) development.


APM – Members of the APM Committee 2

Being a Professional Engineer (Civil) and coupled with the theoretical knowledge of construction management through obtaining the Gold Award for the Masters of Science in International Construction Management, she is also able to manage different contracts according to the differing clients’ preferences and conditions, applying past experiences and know-hows to ensure that the projects are on time, schedule and quality.

• Mr Yew Boon Cheat

Yew Boon Cheat is currently a General Manager from the Projects Division of Changi Airport Group (CAG), a leading airport company that manages the world’s most awarded Best Airport, Singapore Changi Airport. He leads 3 teams of project managers to deliver various projects at Landside, Airside and Terminals, including a smaller airport at the north of Singapore serving mainly Business Aviation and turboprop aircrafts.

He holds a Bachelor in Engineering and a Master of Science in International Construction Management, his 20 years of project management experience ranges from various angles, i.e. main-contractors, specialist contractors, consultancy, project management consultancy, developers and investment trust.


SPM APM Project Manager Competency Standards

i

SPM APM PROJECT MANAGER COMPETENCY STANDARDS [adopted from GAPPS Project Manager Standards.

For details refer to http://globalpmstandards.org/wp-content/uploads/2014/12/GAPPS_Project_Manager_v1.1150411_A4.pdf]

Unit1.ManageStakeholderRelationships

S/N PerformanceCriteria

Element1.1Ensurethatstakeholder

interestsare

identifiedand

addressed

1.1.1 Relevantstakeholdersaredetermined.�

1.1.2 Stakeholderinterestsareinvestigatedanddocumented.�

1.1.3 Stakeholderinterestsareconsideredwhenmakingprojectdecisions.

1.1.4 Actionstoaddressdifferinginterestsareimplemented.

Element1.2Promote

effectiveindividual

andteam

performance

1.2.1 Interpersonalskillsareappliedtoencourageindividualsandteamstoperformeffectively.

1.2.2 Individualprojectrolesaredefined,documented,communicated,assigned,andagreedto.

1.2.3 Individualandteambehaviouralexpectationsareestablished.�1.2.4 Individualandteamperformanceismonitoredandfeedbackprovided.1.2.5 Individualdevelopmentneedsandopportunitiesarerecognisedand

addressed.Element1.3Manage

stakeholder

communications

1.3.1 Communicationneedsofstakeholdersareidentifiedanddocumented.�1.3.2 Communicationmethod,content,andtimingisagreedtobyrelevant

stakeholders.1.3.3 Informationiscommunicatedasplanned,andvariancesareidentifiedand

addressed.Element1.4Facilitate

external

stakeholder

participation

1.4.1 Externalstakeholderparticipationisplanned,documented,andcommunicated.�

1.4.2 Externalstakeholderparticipationissupportedasplanned,andvariancesareaddressed.

Unit2.ManageDevelopmentofthePlanfortheProject


Element2.1Definetheworkofthe

project

2.1.1 Asharedunderstandingofdesiredprojectoutcomesisagreedtowithrelevantstakeholders.�

2.1.2 Processesandprocedurestosupportthemanagementoftheprojectareidentified,documented,andcommunicatedtorelevantstakeholders.�

2.1.3 Work-itemsrequiredtoaccomplishtheproductoftheprojectaredetermined.�



ii

2.1.4 Thework-itemsandcompletioncriteriaareagreedtobyrelevantstakeholders.�

2.1.5 Assumptions,constraints,andexclusionsareidentifiedanddocumented.�2.1.6 Relevantknowledgegainedfrompriorprojectsisincorporatedintotheplan

fortheprojectwherefeasible.Element2.2Ensuretheplanforthe

projectreflects

relevantlegal

requirements

2.2.1 Relevantlegalrequirementsareidentified,documented,andcommunicatedtorelevantstakeholders.

2.2.2 Potentialforconflictscausedbylegalrequirementsareidentifiedandaddressedintheplanfortheproject.

Element2.3Documentrisksand

riskresponsesfor

theproject.

2.3.1 Risksareidentifiedinconsultationwithrelevantstakeholders.

2.3.2 Riskanalysistechniquesareusedtoevaluaterisksandthenprioritisethemforfurtheranalysisandresponseplanning.

2.3.3 Responsestorisksareidentifiedandagreedtobyrelevantstakeholders.Element 2.4

Confirmproject

successcriteria.

2.4.1 Measurableprojectsuccesscriteriaareidentifiedanddocumented.2.4.2 Projectsuccesscriteriaareagreedtobyrelevantstakeholders.

Element2.5Developand

integrateproject

baselines.

2.5.1 Resourcerequirementsaredetermined.2.5.2 Scheduleisdevelopedbasedonresourcerequirements,resourceavailability,

andrequiredsequenceofworkitems.2.5.3 Budgetisdevelopedbasedonresourcerequirements.2.5.4 Conflictsandinconsistenciesintheplanfortheprojectareaddressed.2.5.5 Theplanfortheprojectisapprovedbyauthorisedstakeholdersand

communicatedtorelevantstakeholders.

Unit3.ManageProjectProgress


Element3.1Monitor,evaluate,

andcontrolproject

performance.

3.1.1 Performanceoftheprojectismeasured,recorded,evaluated,andreportedagainsttheprojectbaselines.

3.1.2 Processesandproceduresaremonitoredandvariancesaddressed.3.1.3 Completedwork-itemsarereviewedtoensurethatagreedcompletioncriteria

weremet.3.1.4 Correctiveactionistakenasneededinsupportofmeetingprojectsuccess

criteria.Element3.2Monitor

riskstotheproject.3.2.1 Identifiedrisksaremonitored.3.2.2 Changestotheexternalenvironmentareobservedforimpacttotheproject.3.2.3 Applicablelegalrequirementsaremonitoredforbreachesandconflicts.3.2.4 Actionsaretakenasneeded.

Element3.3Reflectonpractice.

3.3.1 Feedbackonpersonalperformanceissoughtfromrelevantstakeholdersandaddressed.

3.3.2 Lessonslearnedareidentifiedanddocumented.Unit4.ManageProductAcceptance


Element4.1Ensurethattheproductof

4.1.1 Desiredcharacteristicsoftheproductoftheprojectareidentifiedinconsultationwithrelevantstakeholders.



iii

theprojectis

defined.4.1.2 Characteristicsoftheproductoftheprojectaredocumentedandagreedtoby

relevantstakeholders.Element4.2Ensurethatchangestothe

productofthe

projectare

monitoredand

controlled.

4.2.1 Variancesfromagreedproductcharacteristicsareidentifiedandaddressed.4.2.2 Requestsforchangestotheproductoftheprojectaredocumented,

evaluated,andaddressedinaccordancewiththechangecontrolprocessesfortheproject.

4.2.3 Approvedproductchangesareimplemented.

Element4.3Secureacceptanceofthe

productofthe

project.

4.3.1 Theproductoftheprojectisevaluatedagainstthelatestagreedcharacteristicsandvariancesaddressedwherenecessary.

4.3.2 Theproductoftheprojectistransferredtoidentifiedstakeholdersandaccepted.

Unit5.ManageProjectTransitions


Element5.1Manage

projectstart-up.5.1.1 Authorisationtoexpendresourcesisobtainedfromtheappropriate

stakeholders.5.1.2 Start-upactivitiesareplannedandconducted.

Element5.2Manage

transitionbetween

projectphases.

5.2.1 Acceptanceoftheoutputsofapriorphaseisobtainedfromtherelevantstakeholders.

5.2.2 Authorisationtobeginworkonasubsequentphaseisobtainedfromtheappropriatestakeholders.

5.2.3 Transitionactivitiesareplannedandconducted.Element5.3Manage

projectclosure.5.3.1 Closureactivitiesareplannedandconducted.

5.3.2 Projectrecordsarefinalised,signedoff,andstoredincompliancewith

processesandprocedures.Unit6.EvaluateandImproveProjectPerformance


Element6.1Developaplanforproject

evaluation.

6.1.1 Purpose,focus,andcriteriaofevaluationaredetermined.6.1.2 Relevantevaluationtechniquesaredetermined.

Element6.2Evaluatetheproject

inaccordancewith

plan.

6.2.1 Performancedataiscollectedandanalysedinaccordancewiththeevaluationplan.

6.2.2 Evaluationprocessengagesrelevantstakeholders.

Element6.3Captureandapplylearning.

6.3.1 Knowledgesharingandskilltransferisencouragedamongrelevantstakeholders.

6.3.2 Resultsofevaluationsaredocumentedandmadeavailablefororganisationallearning.

6.3.3 Potentialimprovementsareidentified,documentedandcommunicatedtorelevantstakeholders.

6.3.4 Improvementsagreedforthisprojectareapplied.


APM -–Proof of PM Practice i

PROOF OF PRACTICE SUBMITTAL REQUIREMENTS (Guide) - In relation to SPM APM Project Manager Competency

Standards

Unit 1. Manage Stakeholder Relationships Element 1.1 Ensure that stakeholder interests are identified and addressed S/N Performance Criteria Evidence/Practice 1.1.1 Determine relevant stakeholders � 1. Meeting to determine relevant

stakeholders documented 2. Clear and updated project directory 3. Stakeholder evaluation matrix applied

1.1.2 Investigate and document stakeholder interests

4. Conducted and documented working session(s) [such as Value Management workshop]. Consulted stakeholders on their interests in the Project and their views were documented.

5. Completed documentation of stakeholder interests

1.1.3 Consider stakeholder interests when making project decisions

6. Established process/frequency/ representative of stakeholders

7. Involved key stakeholders in the documentation of decision-making process

1.1.4 Implement actions to address differing interests

8. Aligned stakeholder requirements to Project strategic objectives

9. Reached an agreement for all the documents of the working (VM) session or meeting process in spite of differing interests. Managed case of dispute resolution.

10. Documented and communicated process of escalation in the event of deadlock.

Unit 1. Manage Stakeholder Relationships Element 1.2 Promote effective individual and team performance. S/N Performance Criteria Evidence/Practice 1.2.1 Apply interpersonal skills to

encourage individuals and teams to perform effectively

1. Conducted meetings (in teams or individuals) with owners, sponsors, consultants and contractors

2. Format of engagement and checklist should be created


APM -–Proof of PM Practice ii

1.2.2 Ensure individual project roles are defined, documented, communicated, assigned, and agreed to

3. Project directory and distribution list 4. Project organisation chart (roles and

names)

1.2.3 Establish individual and team behavioural expectations �

5. Issued meeting schedule, work/task schedule and communication protocol to individuals and teams.

1.2.4 Monitor and provide feedback on individual and team performance

6. Documented and tracked attendance at meetings, submission dates of deliverables. Raised issues or concerns privately or at meeting with the person or team concerned

7. Clear and concise meeting agendas 8. Clear actions/deliverables with

deadlines documented. 1.2.5 Recognise and address individual

development needs and opportunities

9. Individual identified for briefing, coaching or training

10. Consistent engagement and appraisal

Unit 1. Manage Stakeholder Relationships Element 1.3 Manage stakeholder communications. S/N Performance Criteria Evidence/Practice 1.3.1 Identify and document

communication needs of stakeholders

1. Produced documents showing communication needs such as progress updates, design inputs/reviews/ presentations, change requests - for different types of stakeholders.

1.3.2 Communication method, content, and timing are agreed to by relevant stakeholders.

2. Documents on meetings/working sessions to update on project/design/progress to different groups of stakeholders are in place

3. Introduced processes such as CRM (change request management)

3.3 Communicate information as planned, and variances are identified and addressed

4. Centralised document controller 5. Matching/mapping process/person-in-

charge 6. Use of project document management

system such as Acconex

Unit 1. Manage Stakeholder Relationships Element 1.4 Facilitate external stakeholder participation. S/N Performance Criteria Evidence/Practice 1.4.1 Plan, document and communicate

external stakeholder participation 1. Conducted relevant

meetings/forums/surveys 2. Applied decision-making protocol

1.4.2 Support external stakeholder participation as planned, and variances are addressed

3. Distributed minutes of meeting 4. Established agendas before next

meeting


APM -–Proof of PM Practice iii

Unit 2. Manage Development of the Project Plan Element 2.1 Define the work of the project S/N Performance Criteria Evidence/Practice 2.1.1 A shared understanding of desired

project outcomes is agreed to with relevant stakeholders.�

1. Document of key project objectives, vision, mission (e.g. those established in VM workshop) to be shared with key stakeholders.

2. Other documents - Project Brief/Project facilities programme, list of requirements and list of expectations

2.1.2 Identify, document and communicate processes and procedures to support the management of the project to relevant stakeholders

3. Developed Project Execution (or Implementation) Plan (PEP) – covering project requirements, work scope, participants and responsibilities, processes and procedures for decision-making, procurement, changes, etc.

4. Evidence of elements of PEP communicated to relevant stakeholders

2.1.3 Determine work-items required to accomplish the product of the project

5. Clear work breakdown structure documented and communicated for design development, procurement, construction, and handover

2.1.4 Relevant stakeholders agree on the work-items and completion criteria

6. Established Project schedule/programme for design development, procurement, construction, and handover (relevant to the PM scope)

2.1.5 Identify and document assumptions, constraints and exclusions

7. Can be in programme footnotes 8. Evidence of briefing to relevant

stakeholders 2.1.6 Incorporate relevant knowledge

gained from prior projects into the Project plan where feasible

9. Use of documented lessons learned from previous relevant projects.

10. Evidence of research done where information was not available within organisation

11. Briefing sessions conducted by previous project team for current project team

Unit 2. Manage Development of the Plan for the Project Element 2.2 Ensure the plan for the project reflects relevant legal requirements. S/N Performance Criteria Evidence/Practice 2.2.1 Identify, document and communicate

relevant legal requirements to relevant stakeholders.

1. Maintained register of relevant legal requirements. Add any particular or supplementary requirements if necessary.

2.2.2 Identify potential conflicts caused by legal requirements and address them in the plan for the project.

2. Documentation of and systematic and dynamic review of conflicts

3. Meeting minutes to resolve conflicts between authority agencies


APM -–Proof of PM Practice iv

Unit 2. Manage Development of the Plan for the Project Element 2.3 Document risks and risk responses for the project. S/N Performance Criteria Evidence/Practice 2.3.1 Identify risks in consultation with

relevant stakeholders

1. Master register of risks captured and reviewed regularly, life cycle consideration

2.3.2 Use risk analysis techniques to evaluate risks and prioritise them for further analysis and response planning

2. Conducted risk management sessions 3. Documentation of risk identified,

analysed, evaluated and addressed

2.3.3 Identify responses to risks and ensure they are agreed to by relevant stakeholders.

4. Risk matrix are reviewed and agreed upon

5. Documentation of elimination, mitigation and reduction of risks

Unit 2. Manage Development of the Project Plan Element 2.4 Confirm project success criteria. S/N Performance Criteria Evidence/Practice 2.4.1 Identify and document measurable

project success criteria 1. Identified and reviewed key project

success criteria regularly at key stages of Project

2. Success criteria/consideration - cost, quality, time and ESH

3. Terms of reference established 2.4.2 Ensure relevant stakeholders agree

to project success criteria 4. Presentation and review by

stakeholders

Unit 2. Manage Development of the Plan for the Project Element 2.5 Develop and integrate project baselines. S/N Performance Criteria Evidence/Practice 2.5.1 Determine resource requirements 1. Resource plan/graph (in tandem with

project schedule) 2.5.2 Develop schedule based on resource

requirements, resource availability, and required sequence of work items

2. Performed resource loading into project management software, resource leveling [for construction].

2.5.3 Develop budget based on resource requirements

3. Established preliminaries estimation/budget

2.5.4 Address conflicts and inconsistencies in the plan for the project

4. Mapping and matching completed 5. Identified and addressed conflicts

.5.5 Ensure authorised stakeholders approve the plan for the project and is communicated to relevant stakeholders

6. Review and presentation on the project schedule, budget and quality plan to relevant stakeholders


APM -–Proof of PM Practice v

Unit 3. Manage Project Progress Element 3.1 Monitor, evaluate, and control project performance. S/N Performance Criteria Evidence/Practice 3.1.1 Measure, record and evaluate

project performance, and report against the project baselines

1. Weekly/Monthly progress report 2. Fortnightly rolling programme with

tracking Gantt chart 3. Monthly claim/certification/cost report 4. Bulk material drawdown report

3.1.2 Monitor processes and procedures and variances are addressed

5. Submissions schedule and progress 6. Change management request and

approval 7. Progress payment schedule vs actual

3.1.3 Review completed work-items to

ensure that agreed completion criteria were met

8. Documentation on testing and commissioning work processes, inspections, etc

9. Well established hand-over procedure with defect list

10. Constant communication with programmer for updates, via meetings or protocols

3.1.4 Take corrective action as needed in support of meeting project success criteria

11. Mini Lessons Learned process and action plan

12. Documentation of lessons learned 13. Action plan on corrective actions

Unit 3. Manage Project Progress Element 3.2 Monitor risks to the project. S/N Performance Criteria Evidence/Practice 3.2.1 Monitor identified risks 1. Maintained Project life cycle risks

register 2. Conducted risk review workshops

3.2.2 Observe changes to the external environment for any impact to the project

3. Identified key external environmental factors (and impact assessed) and monitored

3.2.3 Monitor applicable legal requirements for breaches and conflicts

4. Register of key relevant legal/authority requirements (from consultants,WDs, etc)

5. Regular review and update by relevant consultants on compliance and impact on Project – cost, time and quality

3.2.4 Take actions as needed 6. Register of actions and regular monitoring of outcome


APM -–Proof of PM Practice vi

Unit 3. Manage Project Progress Element 3.3 Reflect on practice. S/N Performance Criteria Evidence/Practice 3.3.1 Seek and address feedback on

personal performance from relevant stakeholders

1. Appraisal report on PM service, 360 review obtained from relevant stakeholders

2. Actions identified (and taken) to address shortcomings for improvement

3.3.2 Identify and documents Lessons Learned

3. Conducted sessions with team and stakeholders to review performance and lessons learned are identified

4. Documented Lessons learned

Unit 4. Manage Product Acceptance Element 4.1 Ensure that the product of the project is defined. S/N Performance Criteria Evidence/Practice 4.1.1 Identify desired characteristics of the

product of the project in consultation with relevant stakeholders

1. Established clear project brief and design requirements that are signed off by client

2. Established scope of service of consultants

3. Established scope of works of contractors

4. Established design and works quality standards and expectations that client agreed

4.1.2 Document characteristics of the product of the project and ensure relevant stakeholders agree to them

5. Documented requirements/standards are accepted by client/relevant stakeholders

Unit 4. Manage Product Acceptance Element 4.2 Ensure that changes to the product of the project are monitored and controlled. S/N Performance Criteria Evidence/Practice 4.2.1 Identify variances from agreed

product characteristics and are addressed

1. Established tolerance % or level 2. Well-defined term of reference 3. Mock-up/sample used for approval and

bench marking 4.2.2 Document, evaluate and address

requests for changes to the product of the project in accordance with the change control processes for the project

4. Change request form used to control changes. Tabulated change requests and evaluated for cost and time impact on Project.

5. Established CRM processes 4.2.3 Implement approved product

changes 6. Obtained proper approval prior to

implementation of changes


APM -–Proof of PM Practice vii

Unit 4. Manage Product Acceptance Element 4.3 Secure acceptance of the product of the project. S/N Performance Criteria Evidence/Practice 4.3.1 Evaluate the product of the project is

against the latest agreed characteristics and address the variances where necessary

1. Inspections by consultants and relevant stakeholders with contractors are conducted.

2. Deviations/variances are documented and actions identified to address them.

4.3.2 Ensure the product of the project is transferred to identified stakeholders and are accepted

3. Hand-over documentation 4. Identified list of defects 5. Established rectification schedule

Unit 5. Manage Project Transitions Element 5.1 Manage project start-up. S/N Performance Criteria Evidence/Practice 5.1.1 Obtain authorisations to expend

resources from appropriate stakeholders

1. Established proper delegation of authority. The implemented system must be progressive.

5.1.2 Plan and conduct start-up activities 2. Identified task force and responsible executive. Line of command was determined.

Unit 5. Manage Project Transitions Element 5.2 Manage transition between project phases. S/N Performance Criteria Evidence/Practice 5.2.1 Obtain acceptance of the outputs of a

prior phase from relevant stakeholders.

1. Hand-over form 2. Snag/defect list 3. Outstanding items list

5.2.2 Obtain authorisation to begin work on a subsequent phase from appropriate stakeholders

4. Endorsement of Project design 5. Permit-to-work 6. Coordination and review meetings

5.2.3 Plan and conduct transition activities 7. Presentation of next phase/stage with method statement

8. Endorsement by relevant stakeholders of completed phase/stage

Unit 5. Manage Project Transitions Element 5.3 Manage project closure S/N Performance Criteria Evidence/Practice 5.3.1 Plan and conduct closure activities

1. Completed necessary authority

submissions 2. Documented hand-over to project

owner


APM -–Proof of PM Practice viii

3. Established defects list and defects rectification are monitored for completion.

4. Obtained necessary contractual completion certificate obtained; CSC/TOP depends on type of contract.

5.3.2 Finalise, sign off and store project records in compliance with processes and procedures

5. Centralised storage of hardcopies, back-up digitized copies – such as as-built drawings, O&M, warrantees.

Unit 6. Evaluate and Improve Project Performance Element 6.1 Develop a plan for project evaluation S/N Performance Criteria Evidence/Practice 6.1.1 Determine purpose, focus and

criteria of evaluation 1. System/plan of project performance

evaluation including purpose, focus and criteria of evaluation documented

6.1.2 Determine relevant evaluation techniques

2. Type of techniques such as questionnaire survey, interviews, etc were determined and documented

3. Evidence of carrying out evaluation progressively (formative) or at the end of project (summative)

Unit 6. Evaluate and Improve Project Performance Element 6.2 Evaluate the project in accordance with plan. S/N Performance Criteria Evidence/Practice 6.2.1 Collect performance data and

analyse according to evaluation plan 1. Performance measures collected and

analysed during the project and lessons learned captured during the project – variances of budget, schedule, quality, teamwork, stakeholder cohesion, etc

6.2.2 Engage relevant stakeholders with valuation process

2. List of relevant stakeholders who are engaged for feedback

Unit 6. Evaluate and Improve Project Performance Element 6.3 Capture and apply learning. S/N Performance Criteria Evidence/Practice 6.3.1 Encourage knowledge sharing and

skill transfer among relevant stakeholders

1. Organised post-mortem and Lessons Learned session

6.3.2 Document results of evaluations and made them available for organisational learning

2. Conducted photographic illustration and impact analysis on “what could have been done?”


APM -–Proof of PM Practice ix

6.3.3 Identify, document and communicate potential improvements to relevant stakeholders

3. Implemented changes to project management processes and procedures as well as to the building of the project

4. Added items to the guidelines, checklists, forms, etc

6.3.4 Apply improvements that have been agreed for this project

5. Added new items to the guidelines and checklists, making them compulsory for next project manager/consultants/contractors


APM Fees Schedule

FEES SCHEDULE OF APM SCHEME Payment for …

1. Application & Assessment $300

2. Re-assessment $200

3. PPM Certificate $180

4. Annual Renewal of PPM Certificate $100

Cheque payments should be made payable to the “Society of Project Managers”. Please write on the reverse side of the cheque the following:

• “Payment for ….”, • your full name and • contact number

and mail the cheque payment to:



APM PM Skills Training Areas i

PROPOSED PROJECT MANAGEMENT SKILLS TRAINING AREAS

1. ProjectManager’sRoleandResponsibilities&Services People Management

• Stakeholders Management (managing client, consultants, contractors,

public/community, authorities) • Leadership & Team-Building; Integration and Collaboration • Negotiation • Conflict Management Professional Ethics in PM Practice Strategic Planning - Project Execution Plan • Project Strategy – business case, purpose, objectives • Strategic Planning

- Scope Planning - Process Control

• Project Execution Plan - Purpose - Key Elements

Communication & Documentation Management • Project Structure and organization • Stakeholder Communication & Participation • Modes of Communication • Documentation – forms (drawings, photos, videos), tracking, storage & retrieval

Risk & Change Management • Risk Identification & Ownership • Risk Analysis • Risk Mitigation • Risk Monitoring & Risk Tracking • Change Control & Approval • Change Tracking & Reporting Time & Resource Management • Work Breakdown Structure


APM PM Skills Training Areas ii

• Resource Planning and Allocation • Scheduling • Earned Value • Tracking & Monitoring • Time vs Cost Design Management • Project Brief; User Requirements • Planning Design Development • User Consultation/Managing Expectations • Workshops & Meetings • Regulatory Framework and Compliance Regime • Roles of Consultants • Design Process with Building Information Modeling (BIM) • Managing Consultants in Design & Build (D&B) Procurement Planning and Management • Resource Planning • Consultancy – Architecture, C&S, M&E, QS, Specialists • Contractors – General & Specialist • Work Packaging – Consultant/Contractor • Design-Bid-Build (DBB), Design & Build (D&B) • Early Contractor Involvement Selective Tender (ECI) Cost & Contracts Management • Project Budget Planning • Cost Planning, Control, Administration • Elements, Types, Forms of Contract • Works Packaging & Contract Structuring • Contract Administration Quality Management • Design stage • Specification stage • Construction stage Construction Management • Subcontractor in distress (financial, resources, contractual issues) • Resource and Supply Chain Management Handover Management and Project Closure • Commissioning • TOP & CSC


APM PM Skills Training Areas iii

• Inspections & Handing Over • Documentation • Migration, Occupation & Safety • Defects Management • Lessons Learnt • Finalisation of Accounts Contemporary Issues in BEI • Health & Safety - Workplace Safety and Health Act (WSHA),

Design for Safety (DfS) • Sustainability in Design and Construction • Resource challenges - talent shortage, Man-Year-Entitlement (MYE), Foreign Worker

Levy (FWL)) • Productivity 2. OtherAreasofTraining Developing Project Manager’s Interpersonal Skills • Leadership� • Team-building � • Motivation � • Communication � • Influencing � • Decision-making � • Political and cultural awareness � • Negotiation � • Facilitation � • Conflict Management • Coaching

APPENDIX1Accreditation of Project Managers (APM)

APM Application Forms i

Application Form (Part A) SECTION1:ApplicantPersonalDetails

Title: FirstName: LastName

(surname):

NRIC

No.

DateofBirth

(dd/mm/yyyy)

Home

No. MobileNo. Email:

SECTION2:CurrentEmployment

OrganisationName: JobTitle

OfficeAddress:

PostalCode OfficeNo.

SECTION3:Education(Tertiaryonly)

DateofGraduation

(mm/yy)NameofInstitution: Qualification:

SECTION4:ProfessionalAffiliations(ifany)

Period: NameofOrganisation: TypeofMembership:


APM Application Forms ii

SECTION5:Referees

Pleaseprovidenamesandcontactdetailsoftworefereeswhocanvalidateyourexperience.YourrefereesmustbemembersofSPM.

Referee1

First

Name: LastName:

Position: Organisation:

Phone: Email:

Yourreferee’srelationshiptoyou

Referee2

First

Name: LastName:

Position: Organisation:

Phone: Email:

Yourreferee’srelationshiptoyou


APM Application Forms iii

ApplicationForm(PartB)

SECTION6:EligibilityRequirements

Pleasecheckthatyoumeetthefollowingcriteriabeforeapplying:

1. Areyouamemberof

SPM?Yes/No/Pending(pleasecirclethecorrectstatus)

2. MembershipNumber:

3. Howmanyyearsofrelevantindustryexperiencedoyouhave?

(applicantshouldhaveminimum12yearsintotalexperience)

4.Areaofindustry

experience

(pleasecircle)

Client/Developer/Consultant/Contractor/Sub-contractorOthers:

5. Fieldofexperience(pleasecircle)

Civil&Structural(C&S)/Architecture(Arch)/Mechanical&Electrical(M&E)/EngineeringSystems&Design(ESD)/QuantitySurvey(QS)/ProjectManagement(PM)

6. Howmanyyearsofspecificprojectmanagementexperiencedoyouhave?

(applicantshouldhaveminimum6yearsintotalexperience,detailstobeelaboratedinPartC)

7. Areaofspecificprojectmanagementexperience

(pleasecircle)

Developer/Consultant(C&S/Arch/M&E/ESD/QS),Contractor(General/Specialist)

8. Projectsizeduringspecificprojectmanagementexperience

Applicantshouldhaveexperienceinmanaginganyofthefollowing:5projectsofSGD10-15millioneach,3projectsofSGD15-25million,2projectsaboveSGD25million,oracombinationtobeconsideredseparatelyPleaseusetheProjectFactsheetinAppendix3tolisttheprojectsthatyouhavebeeninvolvedinasaProjectManager(PM).Providedetailssuchasprojecttitle,projectcost,client’sname,completiondate,andtheextentofyourrole/involvementineachoftheprojects.


APM Application Forms iv

SECTION7:Submittals

ListofSubmittals(tobeattachedseparately)

1. ProfessionalCareerExperienceGanttChart(useAppendix2)2. ProjectFactsheet(useAppendix3)

3. OneProjectManager’sReportofupto3,000wordstoshowyourprojectmanagementexperiencein

handlingparticularchallengesinallorsomeoftheseareas(useAppendix4):

a. Time

b. Cost

c. Quality

d. Environmental,SafetyandHealth

e. Integration

f. StakeholderManagement

g. Procurement(TenderStrategy)

h. ResourceManagement

i. DesignManagement

j. Innovation

k. Managingdifferentcontractstructures(ECI,PPP,BOO,BOT,etc)

4. Acompilationofrelevantevidences/proofsofPMPracticetoillustratetheareasofexperiencethatthe

applicanthascovered.[Annexe3canbeusedasaguide.]


i

SAMPLE


APM – Project Fact Sheet i

PROJECT FACT SHEET[useanewpageforeachproject]

PROJECT TITLE:

Client

Insert project picture(s) here Location

Country

Site Area

Gross Floor Area

Project Cost

Completion Date

EXTENT OF APPLICANT’S PM INVOLVEMENT

• STAGE • SCOPE


APM – Project Manager’s Report i

PROJECT REPORT FORM KEY PROJECT MANAGEMENT (PM) CRITERIA 1: MANAGE STAKEHOLDER RELATIONSHIPS PROJECTS ELEMENTS ILLUSTRATION OF PM PRACTICE CHALLENGES AND LESSONS

LEARNT PROJECT 1

PROJECT 2

ASSESSORS COMMENTS:


APM – Project Manager’s Report ii

KEY PM CRITERIA 2: MANAGE DEVELOPMENT OF THE PLAN FOR THE PROJECT PROJECTS ELEMENTS ILLUSTRATION OF PM PRACTICE CHALLENGES AND LESSONS

LEARNT PROJECT 1

PROJECT 2

ASSESSORS COMMENTS:


APM – Project Manager’s Report iii

KEY PM CRITERIA 3: MANAGE PROJECT PROGRESS PROJECTS ELEMENTS ILLUSTRATION OF PM PRACTICE CHALLENGES AND LESSONS

LEARNT PROJECT 1

PROJECT 2

ASSESSORS COMMENTS:


APM – Project Manager’s Report iv

KEY PM CRITERIA 4: MANAGE PRODUCT (PROJECT COMPLETION) ACCEPTANCE PROJECTS ELEMENTS ILLUSTRATION OF PM PRACTICE CHALLENGES AND LESSONS

LEARNT PROJECT 1

PROJECT 2

ASSESSORS COMMENTS:


APM – Project Manager’s Report v

KEY PM CRITERIA 5: MANAGE PROJECT TRANSITIONS PROJECTS ELEMENTS ILLUSTRATION OF PM PRACTICE CHALLENGES AND LESSONS

LEARNT PROJECT 1

PROJECT 2

ASSESSORS COMMENTS:


APM – Project Manager’s Report vi

KEY PM CRITERIA 6: EVALUATE AND IMPROVE PROJECT PERFORMANCE PROJECTS ELEMENTS ILLUSTRATION OF PM PRACTICE CHALLENGES AND LESSONS

LEARNT PROJECT 1

PROJECT 2

ASSESSORS COMMENTS: