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Your pathway to qualifying in

Project management• Assessment of Professional Competence

www.rics.org

March 2012

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Project management

Contents

RICS Built Environment Group

Introduction 2

Pathway requirements 5Project management APC 5

Competency guidance 6Commercial management ofconstruction (T010) 7

Construction technology andenvironmental services (T013) 8

Contract practice (T017) 9

Development appraisals (T023) 10

Development/project briefs (T024) 11

Leadership (SP001) 12

Managing people (SP002) 13

This guide is produced by the RICS Project Management Facultyin conjunction with RICS Education and Training.

Published in March 2012 to support the 2006Assessment of Professional Competence.

© RICS 2006

Procurement and tendering (T062) 14

Programming and planning (T063) 15

Project administration (T064) 16

Project audit (T065) 17

Project evaluation (T066) 18

Project process and procedures(T068) 19

Risk management (T077) 20

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Introduction

About the APCThe RICS Assessment of Professional Competence (APC)ensure that those applying for RICS membership are competentto practise and meet the high standards of professionalismrequired by RICS. There is a wide range of pathways availableto qualify as an RICS member covering 22 different areasof practice.

The APC normally consists of:

• a period of structured training

• a final assessment.

The structured training is based on candidates achievinga set of requirements or competencies. These are a mixof technical, professional, interpersonal, business andmanagement skills.

You MUST use this guide in conjunction with the 2006 core APCdocumentation which is available on the RICS website and comprises:• APC Requirements and competencies guide – February 2012.

• Candidate guides (2006) – (the particular candidate guideyou need will depend on your route to membership).

• Guide for supervisors, counsellors and employers – graduateroute to membership, July 2006.

How to use this guideThis guide supports the core 2006 APC documentation.It is designed to help you understand more about qualifyingas an RICS member in project management. The guide isbased on UK market practice and may be unsuitable forcandidates based in other countries. The material is set out inthree sections.

Section one – provides information on this area of practicewith a general overview of the project management pathway.

Section two – lists the competency requirements of theproject management APC pathway as set out in the APCRequirements and competencies guide February 2012.

Section three – describes the main technical competenciesassociated with project management, providing expandedsector specific guidance on each of them. This forms themain part of the guide.

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About the competenciesThe APC aims to assess that you are competent to carry outthe work of a qualified chartered surveyor. To be competentis to have the skill or ability to perform a task or function.The RICS competencies are not just a list of tasks or functions,they are also based upon attitudes and behaviours. Thecompetencies have been drawn up in a generic way sothat they can be applied to different areas of practiceand geographical locations. This guide is designed to helpyou interpret these competencies within the context ofproject management.

The competencies are defined at three levels of attainmentand each APC pathway has its own specific combination ofcompetencies that you must achieve at the appropriate level.You must reach the required level in a logical progressionand in successive stages:Level 1 – knowledge and understanding

Level 2 – application of knowledge and understanding

Level 3 – reasoned advice and depth of technicalknowledge.

The competencies are in three distinct categories:

Mandatory competencies – the personal, interpersonal,professional practice and business competencies commonto all pathways and compulsory for all candidates. These areexplained in more detail in the APC Requirements andcompetencies guide – February 2012.

Core competencies – the primary competencies of yourchosen APC pathway.

Optional competencies – a set of competencies selectedby the candidate from a list defined for the particular pathway.In most cases there is an element of choice. These are mostlytechnical competencies, but certain mandatory competenciesalso appear on the optional competency list and candidatesare permitted to select one of these at a higher level.

This guide only deals with the principal core and optionalcompetencies associated with this area. It does not coverthe mandatory competencies.

Choosing your competenciesIt is important that you give careful thought to your choiceand combination of competencies. Your choice will inevitablyreflect the work you do in your day-to-day environment(driven by the needs of your clients/employer). Your choiceand combination of competencies will be a reflection of yourjudgement. At the final assessment interview, the assessorswill take these choices into account. They will expect you topresent a sensible and realistic choice that reflects the skillsneeded to fulfil the role of a surveyor in your field of practice.

This guide should help candidates and employers with adegree of assistance in choosing the competencies that aremost appropriate to their area of practice.

How to find helpRICS has a fully trained Contact Centre team who will beable to help you with any general APC queries:

RICS HQParliament SquareLondon SW1P 3ADUnited Kingdom

t +44 (0)870 333 1600f +44 (0)20 7334 3811e [email protected]

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Project management APCChartered project management surveyors operate across theland, real estate and construction markets and their skill setsand knowledge are sought in both private and public sectororganizations, for most sizes and types of projects.

The profession requires a combination of technicalcompetence and business acumen. Leadership skills,motivational/soft skills and risk management expertiseare tools commonly considered essential to be an effectiveproject manager.

The diversity of clients and the variable workload make acareer in project management both challenging and rewarding.The activities they are most commonly involved with typicallyinclude:

• Identifying and developing the client brief

• Leading and managing project teams

• Identifying and managing project risks

• Establishing communication and management protocols

• Managing the feasibility and strategy stages

• Establishing the project budget and project programme

• Coordinating legal and other regulatory consents

• Advising the selection/appointment of the project team

• Managing the integration and flow of design information

• Managing the preparation of design and constructionprogrammes/schedules and CPM networks

About project managementProject managers occupy a central role in the development process drivingsuccessful completion of projects. Project management is a thriving professionaldiscipline much in demand around the globe.

Consequently, these chartered professionals can choose from a variety of potentialemployers including clients and consultants from both the public and private sectors,with either commercial or not-for-profit aims .

Typically, project managers will be appointed at the beginning of a project and willassist the client in developing the project brief and then selecting, appointing andco-ordinating the project team. He or she will then usually represent the clientthroughout the full development process managing the inputs from the client,consultants, contractors and other stakeholders.

• Advising on alternative procurement strategies

• Conducting tender evaluation and contractor selection

• Establishing time, cost, quality and function controlbenchmarks

• Controlling, monitoring and reporting on project progress

• Administering consultancy and construction contracts.

RICS also offers a Project management pathway in itsAssociate qualification.

For further details on Associate membership and this pathwayplease go to rics.org/associate

RICS qualification pathways in this sector:

Chartered alternative designationsrelated to this pathway

All candidates qualifying under the Project management APCpathway will be entitled to use the designation CharteredProject Management Surveyor.

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Pathway requirementsProject management APC

Mandatory competenciesYou must achieve the minimum levels as set out in themandatory competencies.

Core competenciesLevel 3• Contract practice (T017)

• Managing people (SP002)

• Procurement and tendering (T062)

• Programming and planning (T063)

Level 2• Construction technology and environmental services(T013)

• Leadership (SP001)

• Project administration (T064)

• Project process and procedures (T068)

• Risk management (T077)

Optional competenciesThree competencies to Level 2 from the list below.• Commercial management of construction (T010)

• Development appraisals (T023)

• Development/project briefs (T024)

• Project audit (T065)

• Project evaluation (T066)

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Competency guidanceThe pages that follow are intended to provide guidancefor users on the main competencies associated withproject management.

The guidance has been drawn up by experienced practitioners andaims to give you a clear and practical understanding of how to applythe listed core and optional competencies in the context of projectmanagement. The guidance does not cover the mandatorycompetency requirements.

The official competency definitions (at levels one, two and three)are provided, followed by a description of the key knowledgeand activities that are likely to fall within the scope of eachcompetency.

The information provided is designed to be helpful but informalguidance. The knowledge and activities described under eachcompetency are not exhaustive, and should not be relied upon asany form of revision list. Candidates must satisfy themselves andtheir employers that they have reached the required level ofattainment before applying for final assessment.

The competencies are arranged in alphabetical order.

The full list of RICS competencies and pathway requirementscan be found in the APC Requirements and competencies guide– February 2012.

Commercial management ofconstruction (T010) 7

Construction technology andenvironmental services (T013) 8

Contract practice (T017) 9

Development appraisals (T023) 10

Development/project briefs (T024) 11

Leadership (SP001) 12

Managing people (SP002) 13

Procurement and tendering (T062) 14

Programming and planning (T063) 15

Project administration (T064) 16

Project audit (T065) 17

Project evaluation (T066) 18

Project process and procedures(T068) 19

Risk management (T077) 20

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Description of competency in context of this sectorThis competency covers the commercial management of construction works.Candidates should have an awareness of how commercial competitivenessbalances against profitability. They must have a thorough understanding of thefinancial processes used to achieve profitability and how these integrate with theoverall delivery of the project.

Commercial managementof constructionReference no. T010

Examples of likely knowledge, skills and experience at each level

Level 1Demonstrate knowledge andunderstanding of the principles of themanagement of construction projects.

Level 2Apply your knowledge to the financialmanagement of construction projects,including regular monitoring andreporting on cashflow and profitability.

Level 3Monitor, report and advise on projectcashflows and profitability. Evaluateand advise on the financialimplications and appropriatemanagement actions.

Examples of knowledge comprisedwithin this level are:• Identifying and understanding thecomponents that make up the costof the project to the contractor

• Understanding the effect that thedesign and construction processeshave on the cost

• Awareness of the techniques used toreconcile the cost against income

• Awareness of the techniques tofinancially manage sub-contractorsand suppliers

• Understanding the use of cashflows.

Examples of activities and knowledgecomprised within this level are:• Collecting of data for reports

• Carrying out cost to completionexercises

• Preparing cashflows

• Preparing reports such as liabilitystatements, cost to complete and costvalue reconciliations

• Applying value engineering processes

• Preparing and submitting cost data forin-house and/or external use in relationto areas such as cost of preliminaries,comparative cost of differentconstruction techniques and taxationallowances.

Examples of activities and knowledgecomprised within this level are:• Monitoring, analysing, reportingand advising at a senior level onproject cashflows and profitabilityfor internal use

• Evaluating and advising on financialimplications and appropriatemanagement actions.

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Level 1Demonstrate knowledge andunderstanding of the principles ofdesign and construction relating toyour chosen field of practice.

Level 2Apply your knowledge to the designand construction processes.

Level 3Advise on the selection andapplication of particular processeswithin your area of experience.This should include liaison withspecialists and consultants todevelop project specific designand construction solutions.

Examples of knowledge comprisedwithin this level are:• The stages of design from inceptionto completion

• Impact of current legislation andregulations (both national andinternational)

• How the various elements of thebuilding work and inter-relate

• The process of constructing the works

• Operational and maintenanceprocesses post contract.

Examples of activities and knowledgecomprised within this level are:• Appreciating how design solutionsvary for different types of buildingsuch as clear span requirements forwarehousing or acoustic requirementsfor accommodation

• Understanding alternative constructiondetails in relation to functional elementsof the design such as different types ofpiling or structural frame solutions.

Examples of activities and knowledgecomprised within this level are:• Advising on the choice of constructionsolutions for your project

• Reporting on the impact of differentdesign solutions and constructionprocesses on cost and programme.

Description of competency in context of this sectorThis competency covers the design and construction of buildings and otherstructures. Candidates should have a clear understanding of the design andconstruction processes commonly used in the industry. They should have detailedknowledge of construction solutions relevant to their projects.

Construction technologyand environmental servicesReference no. T013

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Description of competency in context of this sectorThis competency concerns the ability to recognise, understand and interpret thedifferent procurement routes and contracts. Candidates should be aware of thedifferent options available within their area of practice. Candidates should havea detailed understanding of appropriate use of alternative procurement routesand contracts.

Contract practiceReference no. T017


Level 1Demonstrate knowledge andunderstanding of the various forms ofcontract used in the constructionindustry and/or your area of business.

Level 2Apply your knowledge of the use ofthe various standard forms of contractat project level, including theimplications and obligations that applyto the parties to the contract.

Level 3Provide evidence of reasoned advice,prepare and present reports on theselection of the appropriate form ofcontract and warranties for yourchosen procurement route. Thisshould include advising on the mostappropriate contractual procedure atthe various stages of a construction orother contract.

Examples of knowledge comprisedwithin this level are:• The purpose of contracts and theirrelevance in the construction industry

• The typical elements of a ‘project’ thatneed to be considered when selectinga form of contract

• Alternative forms of contract availableand the principle reasons for these.

Examples of activities and knowledgecomprised within this level are:• Providing options for alternative formsof contract with respect to specificprocurement routes

• Reviewing particular key contractprovisions and how these differbetween alternative forms of contract

• Highlighting the impact of alternativecontractual arrangements on that partyto the contract.

Examples of activities and knowledgecomprised within this level are:• Providing reports on the ability ofdifferent forms of contract to achievespecific requirements and objectivesof the contractual parties

• Advising on the purpose of warrantiesand bonds, and the different formsavailable

• Providing guidance on the provisions ofcontract if either party fails to complywith the terms set out therein

• Identifying the correct procedure forthe application of a contract provisionand the potential impact if this is notfollowed.

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Description of competency in context of this sectorThis competency is about the role of development appraisals. Candidates shouldbe aware of development appraisal techniques including Net Present Value andResidual Land Valuations. Candidates should have a detailed understanding ofhow these techniques are applied in the acquisition, disposal and evaluation ofdevelopment opportunities.

Development appraisalsReference no. T023


Level 1Demonstrate knowledge andunderstanding of the principlesand practices underlying a validdevelopment appraisal.

Level 2Identify, select, assemble and analysedata relevant to carrying outdevelopment appraisals. Undertakeappraisals using relevant techniquesand methodology and identify possiblesources of development funding.

Level 3Interpret and provide evidence ofreasoned advice on developmentappraisals and further opportunities.

Examples of knowledge comprisedwithin this level are:• The role of development appraisals inthe marketplace and the situationswhere their use is appropriate

• The content of appraisals and howdifferent issues such as planningrequirements can be reflected

• The sensitivities of appraisals, whatfactors affect the appraisal

• Awareness of external factors whichhave an influence upon the appraisalprocess.

Examples of activities and knowledgecomprised within this level are:• Analysing appropriate sources ofinformation and data

• Preparing appraisals for possibleacquisition, disposal or valuation ofdevelopment sites including residential,commercial and/or mixed use

• Using different techniques and softwareavailable for appraisals (whilst having anunderstanding of the basic principles ofdevelopment appraisal)

• Undertaking a sensitivity analysis

• Assisting in the selection of appropriatesources of development finance.

Examples of activities and knowledgecomprised within this level are:• Using development appraisals to adviseon the acquisition, disposal or valuationof development sites

• Producing reasoned analysis of riskusing appropriate sensitivity analysis

• Advising on the appropriate sources ofdevelopment finance.

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Description of competency in context of this sectorThis competency is about understanding the preparation and development of abrief that reflects the client’s requirements. It includes how the informationprovided by the client is understood and used by the project team to manage thedesign and construction of the client’s aesthetic, functional and operationalrequirements for the development/project. It also covers the clarification and co-ordination of the roles of individual project stakeholders.

Development/project briefsReference no. T024


Level 1Demonstrate knowledge andunderstanding of the informationrequired to prepare a developmentbrief or project brief.

Level 2Apply your knowledge to identify,select, assemble and analyseinformation relevant to the preparationof development briefs or outlineproject briefs.

Level 3Apply information in the preparationand presentation of developmentbriefs or detailed design briefs, orparts thereof.

Examples of knowledge comprisedwithin this level are:• A clear understanding of the client’srequirements, including the projectdefinition, and any key constraints

• A clear understanding of the roles ofindividual stakeholders

• A clear understanding of the terms ofreference between the client and theproject team.

Examples of activities and knowledgecomprised within this level are:• Preparing and understanding theoutline business case

• Stating the client’s required cost, timeand performance/quality expectations

• Establishing success measurementcriteria and benefits of the project tothe client

• Establishing any known project risks,constraints and interfaces

• Developing an outline project plan.

Examples of activities and knowledgecomprised within this level are:• Developing a project execution planfor managing the detailed designand specification of thedevelopment/project

• Clearly identifying whether theinformation prepared by the projectteam accurately reflects thedevelopment/project brief

• Establishing clear procedures formanaging changes to thedevelopment/project brief.

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Description of competency in context of this sectorThis competency covers the characteristics and behaviour of leaders.Candidates should be aware of the alternative styles of leadership and motivation.Candidates should have an understanding of how these techniques can beapplied in their area of practice.

LeadershipReference no. SP001


Level 1Demonstrate knowledge andunderstanding of the characteristicsand behaviour of a leader.

Level 2Provide evidence of application of yourrole as a leader appropriate to yourarea of practice.

Level 3Provide evidence of evaluation of yourleadership role.

Examples of knowledge comprisedwithin this level are:• Awareness of different styles ofleadership

• Awareness of different motivationtheories

• Awareness of effective organisationaldesign and communication strategies

• Awareness of the climate necessary forthe creation of high performing teams.

Examples of activities and knowledgecomprised within this level are:• Understanding how leadership andmotivation theories can be appliedin practice

• Understanding how organisationaldesign and communication strategiescan affect leadership

• Understanding of the ingredientsnecessary to create high performingteams.

Examples of activities and knowledgecomprised within this level are:• Adapting your natural leadership style tomeet challenges in your area of practice

• Adapting your leadership style to improvepersonal and team performance

• Demonstrating successful outcomes fromyour leadership and decision making

• Receiving acceptable peer group reviewsof your performance as a leader.

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Level 1Demonstrate knowledge andunderstanding of the principles andpractice of managing people.

Level 2Provide evidence of the application ofthe skills required to manage people.

Level 3Provide evidence of the evaluation ofyour people management skills.

Examples of knowledge comprisedwithin this level are:• Awareness of human resourcemanagement legislation and techniques

• Awareness of different motivationtheories

• Awareness of effective organisationaldesign and communication strategies

• Awareness of the climate and culturenecessary for the creation of highperforming teams.

Examples of activities and knowledgecomprised within this level are:• Appreciating the principles of humanresource legislation

• Applying human resource techniques

• Effecting improved human resourceperformance

• Understanding how use of effectiveorganisational design andcommunication strategies improveshuman resource performance

• Understanding how climate and cultureaffect human resource performance.

Examples of activities and knowledgecomprised within this level are:• Managing people and teams andachieving performance targets.

• Carrying out performance appraisalsand receiving acceptable individual andteam peer reviews

• Carrying out training needs analyses

• Recruiting people.

Description of competency in context of this sectorThis competency covers the principles and practice of managing people.Candidates should be aware of the skills required to manage people. Candidatesshould have an understanding of the appropriate application of these skills.

Managing peopleReference no. SP002

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Description of competency in context of this sectorThis competency covers how a project is structured and delivered in terms of riskallocation and contractual relationships and how tendering processes are used toestablish a contract price. Candidates are aware of the different types ofprocurement and tendering commonly used and the advantages anddisadvantages of each to the parties involved. Candidates should have a detailedworking knowledge of the procurement routes and tendering procedures used ontheir projects.

Procurement and tenderingReference no. T062


Level 1Demonstrate knowledge andunderstanding of the main types ofprocurement. Demonstrate knowledgeand understanding of the tenderingand negotiation processes involvedin procurement.

Level 2Apply your knowledge to theimplementation of the procurementroutes selected for your projects andto carrying out tendering andnegotiation processes relevantto them.

Level 3Give reasoned advice on theappropriateness of variousprocurement routes. Manage thetendering and negotiation processand present reports on the outcome.

Examples of knowledge comprisedwithin this level are:• The main types of procurement used inboth the public and private sectors,both nationally and internationally

• Tendering and negotiation processesinvolved in procurement

• Ancillary processes such as partneringand framework agreements.

Examples of activities and knowledgecomprised within this level are:• Implementing procurement routes suchas traditional, design and build,management forms, term and serialcontracting and other types

• Producing and/or compiling tenderdocumentation such as letter ofinvitation, form of tender, health andsafety documentation, designdocumentation and contractual details(please note, pricing documents arecovered under the Quantification andCosting of Construction Works)

• Carrying out of tendering andnegotiation processes such as singleand two stage tendering, the useof codes of practice andelectronic tendering.

Examples of activities and knowledgecomprised within this level are:• Evaluating the appropriateness ofvarious procurement routes

• Managing the tendering andnegotiation process

• Preparing procurement andtendering reports.

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Description of competency in context of this sectorThis competency is about the management of time and the duration of activitiesfrom project inception to completion. It covers an understanding of programmingtechniques and critical path features including use of computer software toproduce programmes.

Programming and planningReference no. T063


Level 1Describe the principles of financialand programme monitoring ofprojects, including planning techniquessuch as Gantt charts etc. Demonstrateknowledge and understanding ofthe various types of programmesand schedules commonly usedon projects.

Level 2Assess, interpret and report on theprogramme control of projects.

Level 3Provide evidence of reasoned adviceon, or implement the principles of,executive programme control ofprojects. Your advice shoulddemonstrate a good understandingof planning techniques (pert diagrams,network analysis/criticalpath method).

Examples of knowledge comprisedwithin this level are:• An understanding of the principlesof programme and financial monitoringof projects

• Knowledge of planning techniquesincluding Gantt chart programmes,critical path analysis and thesignificance of float

• Knowledge of the types of programmesand schedules, including computersoftware, commonly used on projects.

Examples of activities and knowledgecomprised within this level are:• Evaluating alternative programmetechniques

• Reviewing and interpreting Gantt chartsand other programmes

• Evaluating the significance of float

• Explaining the critical path determinedby a programme

• Understanding project milestones andacceleration techniques

• Analysing and evaluating actualperformance against plannedperformance.

Examples of activities and knowledgecomprised within this level are:• Producing an executive/masterprogramme for a project includingshowing the critical path determinedby the programme

• Providing advice on progress achievedagainst programme

• Providing advice on correctivemeasures required to maintain and/oraccelerate progress where delays haveoccurred in relation to the programme

• Establishing project objectives.

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Description of competency in context of this sectorThis competency concerns the contractual, legislative/statutory and otherprocesses required to administer a project. It also covers the reporting andinformation management systems for projects.


Project administrationReference no. T064

Level 1Demonstrate knowledge andunderstanding of contractual,legislative and statutoryterminology/requirements in themanagement of a project.

Level 2Implement management proceduresnecessary for the smooth running ofa project.

Level 3Advise on the managementprocedures necessary for thesmooth running of a projectincluding document control techniquesand systems, meetings and reportingprocedures.

Examples of knowledge comprisedwithin this level are:• Understanding of the principles ofcontractual, legislative and statutoryrequirements of projects

• Understanding of the principles ofdocument control requirements andinformation management systems

• Understanding of the administrativeprocesses and management reportingrequirements associated with a project.

Examples of activities and knowledgecomprised within this level are:• Identifying and implementing thecontractual, legislative and statutoryrequirements needed for a developmentproject including any collateraldocuments eg insurances,warranties etc

• Managing document control andinformation management systems

• Managing management reportingsystems.

Examples of activities and knowledgecomprised within this level are:• Advising on the contractual, legislativeand statutory requirements for adevelopment project

• Advising on and designing documentcontrol and information managementsystems

• Advising on and designingmanagement reporting systems

• Providing guidance on projectorganisation structures.

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Description of competency in context of this sectorThis competency concerns the assessment of the performance of a project andits individual stakeholders. This can be used to identify areas for improvement ona live project and/or to identify lessons learnt for application on future projects.

Project auditReference no. T065


Level 1Describe the essential requirements ofa project audit/close-out report.

Level 2Explain the procedures associatedwith producing a project audit/close-out report.

Level 3Undertake and report on a projectaudit/close-out report.

Examples of knowledge comprisedwithin this level are:• An understanding of the client’srequirements and thedevelopment/project brief

• An understanding of the reasons forany changes to the client’srequirements and thedevelopment/project brief

• An understanding of the reasons forthe chosen procurement route and theactual and planned performance of theproject team

• An understanding of the project teamstructures and procedures

• An understanding of the reasons forany design, cost and programmevariations

• An understanding of the project risksand any unforeseen problems.

Examples of activities and knowledgecomprised within this level are:• Analysing the reasons for, andimplementation of, changes to theclient’s requirements and thedevelopment/project brief

• Analysing the appropriateness of thechosen procurement route

• Analysing the actual performance ofthe project team and identifyingpotential improvements

• Analysing project team structures andprocedures

• Analysing reasons for, andimplementation of, any design,cost and programme variations

• Recording lessons learnt.

Examples of activities and knowledgecomprised within this level are:• Preparing audit reports and advisingthe client

• Identifying lessons learnt andrecommending appropriate responses

• Assessing and advising upon theperformance of the project team

• Assessing and advising upon thechosen procurement route, project teamstructures and procedures

• Assessing and advising upon designcost and programme variations.

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Level 1Describe the feasibility study process,including the financial and townplanning aspects associated with adevelopment appraisal.

Level 2Apply the techniques used in valuemanagement/value engineering, lifecycle/whole life costing and riskassessment, together with a balancesheet analysis.

Level 3Initiate and monitor a feasibility study.Advise on the economics of design, onthe use of value management andvalue engineering techniques, and onhow to undertake a full risk andbalance sheet analysis.

Examples of knowledge comprisedwithin this level are:• Awareness of the various techniques ofdevelopment appraisal

• Understanding of the business casedrivers for the development

• Awareness of the principles of townplanning legislation

• Awareness of the principles of buildingregulations

• Awareness of other statutory and nonstatutory regulations.

Examples of activities and knowledgecomprised within this level are:• Preparing a development appraisal andfeasibility study

• Reviewing the business case drivers forthe development

• Using value management/valueengineering techniques to adviseon and improve the viability ofthe development

• Carrying out a life cycle/whole lifecosting exercise

• Preparing a risk register to advise onand improve the management of adevelopment.

Examples of activities and knowledgecomprised within this level are:• Providing reasoned and interpretiveadvice on development appraisals,feasibility studies and business plans

• Interpreting value management/valueengineering studies and applying theresults to improve development viability

• Interpreting the results of a lifecycle/whole life costing exercise andgive advice on how these results canbe used to improve a development’sviability

• Assessing potential design changes,using the whole life costing techniques,to improve the development viability

• Interpreting the results of, and givereasoned advice on, a risk register.

Description of competency in context of this sectorThis competency concerns the evaluation process – assessing the technicaland financial feasibility of a project including the resultant economic return.The assessment should consider both initial capital costs as well as wholelife costs.

Project evaluationReference no. T066

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Description of competency in context of this sectorThis competency concerns the stages a project goes through during its life-cycleand the role of the project manager in that process.

Project process and proceduresReference no. T068


Level 1Describe all the stages of the projectdevelopment process.

Level 2Apply the principles of the projectdevelopment process and relate theseto the aims and structure of theclient's organisation.

Level 3Provide evidence of reasoned adviceto the client on the detailedprocedures associated with the projectdevelopment process.

Examples of knowledge comprisedwithin this level are:• The stages of a project’s development

• An understanding of how and whytasks are carried out at a particulardevelopment stage and when itsappropriate to deviate from the norm

• An understanding of the role a projectmanager undertakes during the variousstages of a development.

Examples of activities and knowledgecomprised within this level are:• Preparing a project developmentappraisal to assess a project’s viability

• Preparing a project execution planand/or other similar management tools

• Reporting on project processesand procedures

• Reporting on project performance.

Examples of activities and knowledgecomprised within this level are:• Interpreting the results of, and givingreasoned advice on, a developmentappraisal

• Designing and advising on a projectexecution plan and/or other similarmanagement tools

• Assessing project processes andprocedures and identifyingopportunities to improve projectperformance

• Recommending appropriate actionto improve project performance.

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Description of competency in context of this sectorThis competency is about the effective use of risk management relating toprojects. It includes a knowledge, understanding and use of the tools andtechniques available.

Risk managementReference no. T077


Level 1Demonstrate your knowledge andunderstanding of the nature of riskand, in particular, of the risksassociated with your area ofbusiness/practice.

Level 2Apply your knowledge to carry out riskassessments taking into account allrelevant factors. Understand theapplication of the various methodsand techniques used to measure risk.

Level 3Provide evidence of reasoned adviceand implement systems to managerisk by competent management inrelation to specific projects.

Examples of knowledge comprisedwithin this level are:• The concepts of risk

• The tools and techniques commonlyused to evaluate and manage risk

• The use of risk registers and themodels used to quantify risk.

Examples of activities and knowledgecomprised within this level are:• Applying the various methods andtechniques to measure risk

• Participating in risk workshops

• Preparing reports resulting from riskworkshops.

Examples of activities and knowledgecomprised within this level are:• Facilitating risk workshops includingpreparation prior to the workshop

• Evaluating the qualitative andquantitative output from risk workshops

• Ongoing monitoring of risk issuesthrough the project lifecycle.

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India48 & 49 Centrum PlazaSector RoadSector 53, Gurgaon – 122002India


Europe(excludingUnitedKingdom and Ireland)Rue Ducale 671000 BrusselsBelgium

t +32 2 733 10 19f +32 2 742 97 [email protected]

United KingdomParliament SquareLondon SW1P 3ADUnited Kingdom

t +44 (0)870 333 1600f +44 (0)20 7334 [email protected]

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