The Chartered Accredited Project Manager

By Zulk Shamsuddin

The Chartered Accredited Project Manager ® is a professional certification for individuals with profound knowledge and experience in project management, professional practice and ethical behaviour. It forms the basis of the assessment that applicants must pass to gain the Chartered Accredited Project Manager status and inclusion in the Register of The American Academy of Project Management ® AAPM Chartered Professionals. Individuals with several years of experience in project management are encouraged to acquire this prestigious certification.
This book is the ultimate reference for the Chartered Accredited Project Manager examination that is available via the GAFM Academy Online Certification services. Stand proud above the rest with the Chartered Accredited Project Manager certification and get noticed by top recruiters.

• Language: English
• Publisher: Lulu.com
• Release date: Mar 19, 2020
• ISBN: 9781678126247

Book preview

Copyright © 2020 Zulk Shamsuddin, PhD / GAFM ACADEMY

All rights reserved.

ISBN: 978-1-6781-2624-7

INTRODUCTION

The Chartered Accredited Project Manager ® (ChPM®) standard is a professional benchmark that demonstrates the attainment of a defined level of technical knowledge, professional practice and ethical behavior. It forms the basis of the assessment that applicants must pass to gain the Chartered Accredited Project Manager status and inclusion in the Register of The American Academy of Project Management® AAPM Chartered Professionals. Individuals with several years of experience in project management are encouraged to acquire this prestigious certification.

This book is the ultimate reference for the Chartered Accredited Project Manager online examination that is available via the GAFM Academy Digital Certification services. Stand out above the rest with the world’s famous Chartered Accredited Project Manager certification and get noticed by top recruiters. 

Benefits of becoming a Chartered Accredited Project Manager

Personal recognition from your peers in project management and other professions.

Enhanced your CV to stand out in the job market.

A framework for the development of your career.

International recognition.

Assurance for clients of high standards and ethical practice.

Use of the post nominal ChPM® or Chartered Accredited Project Manager ® increased understanding, helping you to work more effectively.

Introduce yourself with this exclusive membership card during networking, business events, conference, anywhere. Membership has its privileges.

A Chartered Accredited Project Manager is an experienced Project Manager who has earned the accredited gold-standard Chartered Accredited Project Manager® credential from The American Academy of Project Management ®. This credential is offered to the individual with several years of experience specifically in project management across any industry.

Chartered Accredited Project Manager Responsibilities

The Chartered Accredited Project Manager decide and develop the most appropriate economic models and engineering methods for projects. They work in a variety of fields such as information technology, engineering, telecommunication, construction, logistics, hospitality, and others. Chartered Accredited Project Managers are normally onsite during an engineering project to supervise all stages of work and provide solutions. Most Project Managers work full-time alongside a wide number of team mates, such as site managers, surveyors, site engineers, to ensure a project runs on schedule and that materials are sufficient. Successful Chartered Accredited Project Managers are comfortable working in fast-paced environments.

Although a Chartered Accredited Project Manager’s day-to-day duties and responsibilities are determined by where they work, there are many core tasks associated with the role. Based on our analysis of job listings, these include:

Create Project Execution Plans

Deciding on proper management techniques and milestone sequences for each project stage is the most important role of a Chartered Accredited Project Manager. They set targets for activities based on each phase of a project plan and ensure it meets the client’s specifications. Chartered Accredited Project Managers make estimations for timescales and costs using specialized design software packages.

Project Monitoring and Reporting

Chartered Accredited Project Managers monitor day-to-day work progress for a project and provide accurate weekly and monthly reports by swiftly communicating potential progress delays or project slippages. Tracking and analysing field results is another key responsibility. Chartered Accredited Project Manager s continually make comparisons between planned progress and actual progress and report any differences to their lead project manager. They also study the impact of alternative approaches.

Perform Project Coordination

Chartered Accredited Project Managers analyse expenses and identify opportunities to save costs. They make sure complex projects are handled on time and budget by overseeing the project planning, inventory services, cost control, team leadership, and project management.

Manage Stakeholder and Team Communication

A Chartered Accredited Project Manager works closely with others involved in a project and directs the daily workload of subordinate team members. They attend crucial meetings and provide current status updates to vendors, supervisors, and other stakeholders.

Drive Process Improvement

Driving continuous improvement by working with leadership teams is a key duty for Chartered Accredited Project Managers. They identify gaps in key performance areas and plan activities to increase overall project efficiency.

CHARTERED ACCREDITED PROJECT MANAGER QUALIFICATIONS

Chartered Accredited Project Managers should be self-motivated, extremely organized, and have strong communication and project management aptitude. Employers typically seek candidates with a bachelor’s degree, project management certification, and the following skills:

Project Management skills – Chartered Accredited Project Manager need a strong understanding of project management body of knowledge and the processes

Strategic planning – the primary job of Chartered Accredited Project Manager is determining the necessary path for a project to get completed on time

Risk management –skills on the application of risk management processes to manage threats and risks in the project

Teamwork – Chartered Accredited Project Manager interact effectively with cross-functional team members and external stakeholders at various levels of responsibility

Analytical skills – high levels of analytical and problem-solving skills are critical to the performance of this role

Communication skills – Chartered Accredited Project Manager need strong verbal and written skills to provide reports to clients and stakeholders as well as articulate complex project plans to team members

Interpersonal skills – listening, leadership, empathy, and dependability

Computer skills – Chartered Accredited Project Manager use specialized computer software for project management purposes, and also to produce visual presentations, using bar charts and graphs to explain work schedules

This chapter provides an overview of project management, its characteristics, the organization and the people behind a project, the project management life cycle and a summary of the five phases of initiation, planning, execution, control, and closing. We will also examine the project management competency areas that will be applied during the various stages of the life cycle processes. The information you will learn in this chapter not only will help you to succeed toward passing the online examination, but also to guide you in managing a project regardless of your project experience. This study notes have been prepared from the perspective of professional industry experts in the field of project management. Knowledge in project management is essential to become a successful project manager. A Chartered Accredited Project Manager needs to know the full life cycle of managing a project from inception to completion.

What is a Project?

A project involves a group of inter-related activities that are planned and then executed in a certain sequence to create a unique product or service within a specific timeframe to achieve benefits.  Projects are often critical components of an organization’s business strategy. Projects vary in size or complexity.

A project usually starts with a conceptual design of a product. An architect built the design of the finished product (a model) that represent how the finished product looks like after completion of the project.

For example, they may: 

Involve changes to existing systems, policies, legislation and/or procedures

Entail organizational change

Involve a single person or many people

Involve a single unit of one organization, or may span cross organizational boundaries

Involve engagement and management of external resources

Require less than 100 hours, or take several years

Projects versus Operations

In some organizations, everything is a project. In other organizations, projects are rare exercises in change. There's a fine line between projects and operations, and often these entities overlap in function. Consider the following points shared by projects and operations:

Both involve employees

Both typically have limited resources: people, money, or both

Both are hopefully designed, executed, and managed by someone in charge

So, what is a project-and how do you know if you are managing one? 

A project is a temporary endeavor undertaken to create a unique product or service. Temporary means that the project has an end date. Unique means that the project's end result is different than the results of other functions of the organization. Often projects are confused with general business duties: marketing, sales, manufacturing, and so on. The tell-tale sign of a project is that is has an end date and that it's unique from other activities within the organization.

Some examples of projects include:

The output of projects can result in operations. For example, imagine a company creating a new airplane. This new airplane will be a small personal plane that would allow people to fly to different destinations with the same freedom they use in driving their car. The project team will have to design an airplane from scratch that may be similar to a car. This project, to create a personal plane, is temporary, but not necessarily short term. It may take years to go from concept to completion but the project does have an end date. A project of this magnitude may require hundreds of prototypes before a working model are ready for the marketplace. Besides, there are countless regulations, safety issues, and quality control issues that must be pacified before completion.

Once the initial plane is designed, built, and approved, the output of the project is business operations. As the company creates a new vehicle, it would follow through with their design by manufacturing, marketing, selling, supporting, and improving their product. The initial design of the airplane is the project-the business of manufacturing it, supporting sold units, and marketing the product constitutes the ongoing operations part of business.

Operations are the day-to-day work that goes on in the organization. A manufacturer manufactures things, scientists’ complete research and development, and businesses provide goods and services. Operations are the heart of organizations. Projects, on the other hand, are short-term endeavors that fall outside of the normal day-to-day operations an organization offers.

Once the project is completed, the project team moves along to other projects and activities. The people who are actually building the airplanes on the assembly line however have no end date in sight, and will continue to create airplanes as longs as there is a demand for the product.

The aim of good management is to provide services to the community in an appropriate, efficient, equitable, and sustainable manner. This can only be achieved if key resources for service provision, including human resources, finances, hardware and process aspects of care delivery are brought together at the point of service delivery and are carefully synchronized. Critical management considerations for assessment and planning, managing the care process, human resources, interacting with the community, and managing information are covered in the Planning, Human Resources, Integration and Monitoring chapters. This chapter first discusses good management and leadership in general, then outlines relevant considerations for managing relations with patients and the district team, as well as finances and hardware and management schedules.

Managers and Leaders

In the leadership development industry, there is a lot of confusion about the relationship between leadership and

Reviews for The Chartered Accredited Project Manager

[Julia Chase · Rating: 5 out of 5 stars]

I have bought several books from the same author. I like to read them, with well-balanced skills and competencies with structured content focused on the subject matter. Certification is excellent.