STANDARDS MAPPING OVERVIEW

APM BoK
SAQA 6th Version
GAPPS Framework for Project Managers AIPM ANCSPM ICB4 P2M PMBOK PRINCE2 NQF
Nov 2006 (Unit and Element Level) 2008 2014 ISO 21500 Version 5 2009 Level 5

1 Manage Stakeholder Relationships

1.1 Ensure that stakeholder interests are identified and
addressed.
1.1.1 Relevant stakeholders are determined. 1 1 1 1 1 1 1 1 1
1.1.2 Stakeholder interests are investigated and
documented. 1 1 1 1 1 1 1 1 1
1.1.3 Stakeholder interests are considered when making
project decisions. 1 1 1 0.5 1 1 1 1 1
1.1.4 Actions to address differing interests are
implemented. 1 1 1 0.5 1 1 1 1 1

1.2 Promote effective individual and team performance.

1.2.1 Interpersonal skills are applied to encourage
individuals and teams to perform effectively. 1 1 1 0.5 1 1 0.5 0 0.5
1.2.2 Individual project roles are defined, documented,
communicated, assigned, and agreed to. 1 1 1 0.5 1 1 1 1 1
1.2.3 Individual and team behavioural expectations are
established. 0 1 1 1 1 1 1 1 0
1.2.4 Individual and team performance is monitored and
feedback provided. 0 1 1 0.5 0 1 1 1 0.5
1.2.5 Individual development needs and opportunities are
recognised and addressed. 1 1 1 1 1 1 1 1 0.5
1.3 Manage stakeholder communications.
1.3.1 Communication needs of stakeholders are identified
and documented. 1 1 1 1 1 1 1 1 0.5
1.3.2 Communication method, content, and timing is
agreed to by relevant stakeholders. 1 1 1 1 1 1 1 1 0.5
1.3.3 Information is communicated as planned, and
variances are identified and addressed. 1 1 1 1 1 1 1 0.5 0.5
1.4 Facilitate external stakeholder participation.
1.4.1 External stakeholder participation is planned,
documented, and communicated. 0.5 1 1 0.5 1 1 1 0 0
1.4.2 External stakeholder participation is supported as
planned, and variances are addressed. 0 1 0.5 0 1 1 1 0 0
2 Manage Development of the Plan for the Project
2.1 Define the work of the project.
2.1.1 A shared understanding of desired project
outcomes is agreed to with relevant stakeholders. 1 1 1 0.5 1 1 1 1 1
2.1.2 Processes and procedures to support the
management of the project are identified, documented,
and communicated to relevant stakeholders. 0.5 0.5 1 0.5 1 1 1 1 0.5
2.1.3 Work-items required to accomplish the product of
the project are determined. 1 0.5 1 1 1 1 1 1 1
2.1.4 The work-items and completion criteria are agreed
to by relevant stakeholders. 1 0.5 1 0.5 1 0.5 1 1 1
2.1.5 Assumptions, constraints, and exclusions are
identified and documented. 1 1 0.5 0.5 1 1 1 1 1
2.1.6 Relevant knowledge gained from prior projects is
incorporated into the plan for the project where feasible. 1 0 1 1 0 1 1 1 0
2.2 Ensure the plan for the project reflects relevant legal
requirements.
2.2.1 Relevant legal requirements are identified,
documented, and communicated to relevant
stakeholders. 0 0 1 0.5 1 0.5 0.5 1 1

2.2.2 Potential for conflicts caused by legal requirements

are identified and addressed in the plan for the project. 0 0 1 0 1 0 0.5 1 0

2.3 Document risks and risk responses for the project.

2.3.1 Risks are identified in consultation with relevant
stakeholders. 1 1 1 1 1 1 1 1 0.5
2.3.2 Risk analysis techniques are used to evaluate risks
and then prioritise them for further analysis and response
planning. 1 1 1 1 1 1 1 1 1
2.3.3 Responses to risks are identified and agreed to by
relevant stakeholders. 1 1 1 0.5 1 1 1 1 0.5
2.4 Confirm project success criteria.
2.4.1 Measurable project success criteria are identified
and documented. 1 0.5 1 0 1 1 1 1 1
2.4.2 Project success criteria are agreed to by relevant
stakeholders. 1 0.5 1 0 0 1 1 0.5 0.5
2.5 Develop and integrate project baselines.
2.5.1 Resource requirements are determined. 0.5 1 1 1 1 1 1 1 1
2.5.2 Schedule is developed based on resource
requirements, resource availability, and required
sequence of work-items. 1 1 1 1 1 1 1 1 1
2.5.3 Budget is developed based on resource
requirements. 1 1 1 0.5 1 1 1 1 1
2.5.4 Conflicts and inconsistencies in the plan for the
project are addressed. 0 0.5 0 0 0.5 1 1 1 0

2.5.5 The plan for the project is approved by authorised

stakeholders and communicated to relevant stakeholders. 0.5 1 1 0.5 0 0 1 1 0.5
3 Manage Project Progress

3.1 Monitor, evaluate, and control project performance.

3.1.1 Performance of the project is measured, recorded,

evaluated, and reported against the project baselines. 1 1 1 0.5 1 1 1 1 1
3.1.2 Processes and procedures are monitored and
variances addressed. 0.5 1 1 1 1 1 1 1 0
3.1.3 Completed work-items are reviewed to ensure that
agreed completion criteria were met. 0.5 0.5 1 0.5 1 1 1 1 0.5
3.1.4 Corrective action is taken as needed in support of
meeting project success criteria. 0.5 1 1 0 1 1 1 0.5 1
3.2 Monitor risks to the project.
3.2.1 Identified risks are monitored. 1 1 1 1 1 1 1 1 1
3.2.2 Changes to the external environment are observed
for impact to the project. 1 1 1 0.5 1 0.5 0.5 0 0
3.2.3 Applicable legal requirements are monitored for
breaches and conflicts. 0 0 1 0 1 0 0 0.5 0
3.2.4 Actions are taken as needed. 1 1 1 1 1 1 1 1 0.5
3.3 Reflect on practice.
3.3.1 Feedback on personal performance is sought from
relevant stakeholders and addressed. 0 0 1 0.5 0 0 0 0 1
3.3.2 Lessons learned are identified and documented. 1 1 1 1 1 1 1 0 0.5
4 Manage Product Acceptance
4.1 Ensure that the product of the project is defined.

4.1.1 Desired characteristics of the product of the project

are identified in consultation with relevant stakeholders. 0.5 0.5 0.5 0.5 1 1 1 1 0.5
4.1.2 Characteristics of the product of the project are
documented and agreed to by relevant stakeholders. 0.5 0.5 0.5 0.5 1 0.5 1 1 0
4.2 Ensure that changes to the product of the project are
monitored and controlled.
4.2.1 Variances from agreed product characteristics are
identified and addressed. 0 0.5 0.5 1 1 1 1 1 0
4.2.2 Requests for changes to the product of the project
are documented, evaluated, and addressed in
accordance with the change control processes for the
project. 0.5 0.5 0.5 1 1 1 1 1 0
4.2.3 Approved product changes are implemented. 0.5 0.5 0.5 1 1 1 1 1 0
4.3 Secure acceptance of the product of the project.
4.3.1 The product of the project is evaluated against the
latest agreed characteristics and variances addressed
where necessary. 0.5 0.5 0.5 0.5 1 1 1 0
4.3.2 The product of the project is transferred to identified
stakeholders and accepted. 0.5 0.5 1 0 1 1 1 0
5 Manage Project Transitions
5.1 Manage project start-up.
5.1.1 Authorisation to expend resources is obtained from
the appropriate stakeholders. 0.5 1 1 0 0 1 1 0
5.1.2 Start-up activities are planned and conducted. 0.5 1 1 0 0 0 1 1 0
5.2 Manage transition between project phases.
5.2.1 Acceptance of the outputs of a prior phase is
obtained from the relevant stakeholders. 0.5 0 0.5 0.5 0 1 0 0.5
5.2.2 Authorisation to begin work on a subsequent phase
is obtained from the appropriate stakeholders. 0.5 0 0.5 0 0 1 0 0.5
5.2.3 Transition activities are planned and conducted. 1 0.5 1 0 0 0 1 0 0.5
5.3 Manage project closure.
5.3.1 Closure activities are planned and conducted. 1 1 1 0.5 1 1 1 1 0.5
5.3.2 Project records are finalised, signed off, and stored
in compliance with processes and procedures. 1 1 0.5 1 1 0.5 1 1 0
6 Evaluate and Improve Project Performance
6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are
determined. 0.5 0.5 1 0 0 1 1 0.5 0
6.1.2 Relevant evaluation techniques are determined. 0.5 0.5 1 0 0 1 1 0 0
6.2 Evaluate the project in accordance with plan.
6.2.1 Performance data is collected and analysed in
accordance with the evaluation plan. 1 1 1 0 0 1 1 0.5 0
6.2.2 Evaluation process engages relevant stakeholders. 0 0 1 0 0 0 1 0.5 0
6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is encouraged
among relevant stakeholders. 0.5 0.5 1 0.5 1 1 0 0 0.5
6.3.2 Results of evaluations are documented and made
available for organisational learning. 0 0.5 1 0.5 0 0.5 1 1 0
6.3.3 Potential improvements are identified, documented
and communicated to relevant stakeholders. 0.5 0.5 1 0.5 0 0.5 1 1 0
6.3.4 Improvements agreed for this project are applied. 0 0 1 0.5 0 0 1 1 0
G2 Percentage coverage 65% 70% 90% 54% 73% 74% 92% 77% 45%
G1 Percentage coverage 69% 74% 88% 58% 81% 76% 93% 80% 51%
NO Mapping
Partial/Some Mapping

Full Mapping
 Mapping: AIPM 2008 to GAPPS Project Manager Standards

The intent of the GAPPS mapping process is to use the GAPPS standard as a common basis or spine for mapping
of the COVERAGE of other project management standards for the purpose of comparison. Therefore, this is a
mapping of the COVERAGE only of the AIPM Standards against the GAPPS Project Manager Standards. The
AIPM Standards these have been mapped against the GAPPS standards.

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial mapping by a subject matter expert or informed independent party
2. Review of the mapping by a working party at a GAPPS Working Session
3. Draft mapping send to the owner of the mapped standard for review and feedback – specifying a time period for
response
4. If no response is received from the mapped standard's owner within the specified time period, proceed to (6)
5. Review and respond to feedback from mapped standard's owner, and make any proposed changes to the
mapping subject to agreement by a
working party at a GAPPS Working Session
6. Submit mapping to GAPPS Board for approval
7. Publish on the GAPPS website – noting whether or not the mapping has been reviewed and approved by the
standards owner.

As each set of standards that can be mapped to the GAPPS standards has its own purpose, focus and format a
direct (one-to-one) mapping is not expected or sought. The aim is merely to provide a basis for the comparison of
coverage. As the GAPPS framework is intended to be used to assess threshold competency — demonstration of
the ability to do something at a standard considered acceptable in the workplace - it is expected that the coverage
of other standards is most likely to be considerably broader than that of the GAPPS standard. Topics or activities
that are included in other standards, but not included in the GAPPS standard, are listed at the bottom of the
document. These additional topics are what differentiates the mapped standards from the GAPPS standard.
The right hand column below is coloured according to the following Legend to indicate the extent to which the
coverage of the standard (in this case the AIPM Standards) maps against the GAPPS standard.

GAPPS (2007)
A Framework for Performance Based Competency
Standards for Global Level 1 and 2 Project
Managers,
Johannesburg: Global Alliance for Project Performance
Standards.
1 Manage Stakeholder Relationships
1.1 Ensure that stakeholder interests are identified and
addressed.
1.1.1 Relevant stakeholders are determined.

1.1.2 Stakeholder interests are investigated and documented.

1.1.3 Stakeholder interests are considered when making project

decisions.

1.1.4 Actions to address differing interests are implemented.

1.2 Promote effective individual and team performance.

1.2.1 Interpersonal skills are applied to encourage individuals
and teams to perform effectively.

1.2.2 Individual project roles are defined, documented,

communicated, assigned, and agreed to.

1.2.3 Individual and team behavioural expectations are

established.
1.2.4 Individual and team performance is monitored and
feedback provided.
1.2.5 Individual development needs and opportunities are
recognised and addressed.

1.3 Manage stakeholder communications.

1.3.1 Communication needs of stakeholders are identified and
documented.

1.3.2 Communication method, content, and timing is agreed to by

relevant stakeholders.

1.3.3 Information is communicated as planned, and variances are

identified and addressed.

1.4 Facilitate external stakeholder participation.

1.4.1 External stakeholder participation is planned, documented,
and communicated.

1.4.2 External stakeholder participation is supported as planned,

and variances are addressed.
2 Manage Development of the Plan for the Project
2.1 Define the work of the project.
2.1.1 A shared understanding of desired project outcomes is
agreed to with relevant stakeholders.

2.1.2 Processes and procedures to support the management of

the project are identified, documented, and communicated to
relevant stakeholders.

2.1.3 Work-items required to accomplish the product of the

project are determined.

2.1.4 The work-items and completion criteria are agreed to by

relevant stakeholders.

2.1.5 Assumptions, constraints, and exclusions are identified and

documented.

2.1.6 Relevant knowledge gained from prior projects is

incorporated into the plan for the project where feasible.

2.2 Ensure the plan for the project reflects relevant legal
requirements.
2.2.1 Relevant legal requirements are identified, documented,
and communicated to relevant stakeholders.
2.2.2 Potential for conflicts caused by legal requirements are
identified and addressed in the plan for the project.
2.3 Document risks and risk responses for the project.
2.3.1 Risks are identified in consultation with relevant
stakeholders.

2.3.2 Risk analysis techniques are used to evaluate risks and

then prioritise them for further analysis and response planning.

2.3.3 Responses to risks are identified and agreed to by relevant

stakeholders.

2.4 Confirm project success criteria.

2.4.1 Measurable project success criteria are identified and
documented.

2.4.2 Project success criteria are agreed to by relevant

stakeholders.

2.5 Develop and integrate project baselines.

2.5.1 Resource requirements are determined.

2.5.2 Schedule is developed based on resource requirements,

resource availability, and required sequence of work-items.

2.5.3 Budget is developed based on resource requirements.

2.5.4 Conflicts and inconsistencies in the plan for the project are
addressed.
2.5.5 The plan for the project is approved by authorised
stakeholders and communicated to relevant stakeholders.

3 Manage Project Progress

3.1 Monitor, evaluate, and control project performance.
3.1.1 Performance of the project is measured, recorded,
evaluated, and reported against the project baselines.

3.1.2 Processes and procedures are monitored and variances

addressed.
3.1.3 Completed work-items are reviewed to ensure that agreed
completion criteria were met.

3.1.4 Corrective action is taken as needed in support of meeting

project success criteria.

3.2 Monitor risks to the project.

3.2.1 Identified risks are monitored.

3.2.2 Changes to the external environment are observed for

impact to the project.

3.2.3 Applicable legal requirements are monitored for breaches

and conflicts.
3.2.4 Actions are taken as needed.
3.3 Reflect on practice.
3.3.1 Feedback on personal performance is sought from relevant
stakeholders and addressed.
3.3.2 Lessons learned are identified and documented.

4 Manage Product Acceptance

4.1 Ensure that the product of the project is defined.
4.1.1 Desired characteristics of the product of the project are
identified in consultation with relevant stakeholders.

4.1.2 Characteristics of the product of the project are

documented and agreed to by relevant stakeholders.

4.2 Ensure that changes to the product of the project are

monitored and controlled.
4.2.1 Variances from agreed product characteristics are identified
and addressed.
4.2.2 Requests for changes to the product of the project are
documented, evaluated, and addressed in accordance with the
change control processes for the project.

4.2.3 Approved product changes are implemented.

4.3 Secure acceptance of the product of the project.

4.3.1 The product of the project is evaluated against the latest
agreed characteristics and variances addressed where
necessary.

4.3.2 The product of the project is transferred to identified

stakeholders and accepted.

5 Manage Project Transitions

5.1 Manage project start-up.
5.1.1 Authorisation to expend resources is obtained from the
appropriate stakeholders.

5.1.2 Start-up activities are planned and conducted.

5.2 Manage transition between project phases.

5.2.1 Acceptance of the outputs of a prior phase is obtained from
the relevant stakeholders.

5.2.2 Authorisation to begin work on a subsequent phase is

obtained from the appropriate stakeholders.
5.2.3 Transition activities are planned and conducted.

5.3 Manage project closure.

5.3.1 Closure activities are planned and conducted.

5.3.2 Project records are finalised, signed off, and stored in

compliance with processes and procedures.

6 Evaluate and Improve Project Performance

6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are determined.
6.1.2 Relevant evaluation techniques are determined.

6.2 Evaluate the project in accordance with plan.

6.2.1 Performance data is collected and analysed in accordance
with the evaluation plan.

6.2.2 Evaluation process engages relevant stakeholders.

6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is encouraged among
relevant stakeholders.

6.3.2 Results of evaluations are documented and made available

for organisational learning.
6.3.3 Potential improvements are identified, documented and
communicated to relevant stakeholders.

6.3.4 Improvements agreed for this project are applied.

OVERS
o GAPPS Project Manager Standards

se the GAPPS standard as a common basis or spine for mapping

standards for the purpose of comparison. Therefore, this is a
tandards against the GAPPS Project Manager Standards. The
st the GAPPS standards.

nst the GAPPS standard is as follows:

nformed independent party
a GAPPS Working Session
ed standard for review and feedback – specifying a time period for

andard's owner within the specified time period, proceed to (6)

d standard's owner, and make any proposed changes to the

l
er or not the mapping has been reviewed and approved by the

he GAPPS standards has its own purpose, focus and format a

ought. The aim is merely to provide a basis for the comparison of
to be used to assess threshold competency — demonstration of
red acceptable in the workplace - it is expected that the coverage
bly broader than that of the GAPPS standard. Topics or activities
uded in the GAPPS standard, are listed at the bottom of the
erentiates the mapped standards from the GAPPS standard.
ing to the following Legend to indicate the extent to which the
Standards) maps against the GAPPS standard.

AIPM Standards 2008

9.2.1
Identify project stakeholders and their interests, with
guidance from senior personnel
9.2.1
Identify project stakeholders and their interests, with
guidance from senior personnel NO Mapping
5.3.3
Regularly review stakeholder expectations to resolve
expectation variance and ensure the project is on track to
deliver expected outcomes Partial/Some Mapping
5.3.3
Regularly review stakeholder expectations to resolve
expectation variance and ensure the project is on track to
deliver expected outcomes Full Mapping

5.2.4
Implement strategies to encourage individuals and groups
to continuously improve competence and effectiveness
5.3.5
Monitor and provide supportive feedback on individual and
team performance in a manner that promotes cohesive
teamwork

5.1.4
Allocate staff within the project, with the approval of a
higher project authority where necessary, to meet work
requirements throughout the project life cycle

5.2.1
Communicate designated staff responsibilities, authority
and personal performance measurement criteria to ensure
clarity of understanding of the work and to provide a basis
for ongoing assessment

5.2.2
Identify and take action to rectify any gaps in individual
and group skills and knowledge

5.2.3
Implement staff development and training to achieve
overall project objectives
6.1.1
Identify, document and analyse information requirements,
with
input from stakeholders and guidance of other project
authorities,
to provide a basis for communications planning

6.1.2
Develop and implement the communication management
plan
to ensure clarity of purpose for both internal and external
communications strategy for the project life cycle

6.3.3
Draft project reports and validate their content to ensure
alignment to actual project progression for release to
established
recipients

6.2.2
Implement, modify, monitor and control information
validation
processes to optimise quality and accuracy of data

6.2.3
Implement and maintain agreed communication networks
between project staff, client and other stakeholders to
ensure
effective communications and collaboration at appropriate
levels
throughout the project life cycle

6.3.4
Maintain stakeholder relationships within established
guidelines
to ensure clarity of understanding of objectives and to
reduce
conflict throughout the project life cycle

6.1.1
Identify, document and analyse information requirements,
with
input from stakeholders and guidance of other project
authorities,
to provide a basis for communications planning
8.3.1
Communicate requirements and/or specifications to
prospective contractors or suppliers to ensure clarity of
understanding of project objectives
nil
1.1.2
Define and communicate project objectives to all key
stakeholders and confirm that they are understood
1.2.2
Communicate the project context to the project
stakeholders,
the project team and organisational representatives

1.2.5
Establish the scope management plan to assure validity is
maintained

3.1.5
Within delegated authority develop and implement a cost
management plan to effectively communicate and manage
project costs and budget

5.1.5
Use appropriate HR methods and tools to effectively
manage HR systems and plans

8.1.2
Establish and maintain, within delegated authority, an
agreed
procurement management plan and strategy to ensure
clarity of understanding between stakeholders and
achievement of project objectives
1.1.2
Define and communicate project objectives to all key
stakeholders and confirm that they are understood
1.1.3 Establish deliverables for each stage of the project

1.2.6
Develop the statement of work breakdown to task or work
package level(project charter is already complete and
covered
earlier)
1.2.4
Establish project assumptions, constraints and
dependencies in
consultation with key stakeholders

1.2.1
Critically examine lessons learned from previous projects to
inform and benefit the definition of this project (Logically this
should be a primary input rather than an afterthought)
7.1.2
Identify, document and analyse risks and opportunities in
consultation with stakeholders and use the results as the
basis
for risk planning

7.1.1
Establish a risk register in accordance with organisational
requirements.

7.1.3
Use established risk management techniques and tools to
evaluate risks, assess options, and determine appropriate
risk
mitigation plans

7.1.5
Establish risk management processes and procedures to
enable
effective management and communication of risk events,
responses and results
7.1.4
Develop risk management plans and communicate and
consult with stakeholders to ensure clarity of understanding
and ongoing management of risk factors

1.1.5
Develop project acceptance criteria in consultation with key
stakeholders
1.2.3
Establish and seek agreement on measurable outcome
criteria
to evaluate the achievement of the project scope

1.1.5
Develop project acceptance criteria in consultation with key
stakeholders
1.2.3
Establish and seek agreement on measurable outcome
criteria
to evaluate the achievement of the project scope
5.1.1
Determine human resource requirements for individual
tasks, with input from stakeholders and guidance from
project authorities, to determine project staffing levels and
required competencies

2.1.1
Determine the duration and effort, sequence and
dependencies of
tasks from the scope definition as the basis for the project
schedule
2.1.2
Ensure the project schedule includes all tasks and activities
necessary to achieve the primary objectives of the project
3.1.2
Estimate project costs and develop project budgets,
ensuring
appropriate contingency allowances are made
nil

2.1.7
Obtain agreement on the schedule and time management
plan from
a higher project authority

2.2.2
Gain approval from stakeholders and higher project
authorities to
use the project schedule as the basis for the measurement
of
progress
against scope definitions, and key performance indicators

1.3.5
Review and record project progress and outcomes to assess
the effectiveness of scope management processes,
procedures
and project management tools

2.2.1
Implement and use mechanisms to measure, record and
report
progress of activities in relation to the agreed schedule and
plans
3.2.1
Implement agreed project budget monitoring and control
processes
3.2.2
Monitor and control actual project billings, project
expenditure
and project cash flow against current project budget
forecasts
and evaluate options

4.2.4
Maintain a quality management system to enable effective
recording and communicate quality issues and outcomes to
a
higher project authority and stakeholders

9.4.4
Review project plans and general project documentation to
ensure they reflect the current status of the project

9.5.1
Review project progress, issues and outcomes to determine
the effectiveness of integration management processes,
procedures and tools

1.3.3
Manage the impact of scope change within the established
governance framework, paying particular attention to the
project schedule, project budget and quality constraints
2.2.3
Regularly analyse options to identify variances and forecast
the
impact of changes on the schedule
4.2.2
Conduct inspections of quality processes and quality control
results to determine compliance of quality outcomes
4.3.1
Review quality processes and implement agreed changes
continually throughout the project life cycle to ensure
continuous
improvement to quality
8.5.1
Manage finalisation activities to ensure contract deliverables
meet contractual requirements
9.4.1
Incorporate project phases, approval points and review
points into the project schedule and use to monitor and
control progress and reporting of all project management
functions

1.3.3
Manage the impact of scope change within the established
governance framework, paying particular attention to the
project schedule, project budget and quality constraints
2.2.5
Develop responses to perceived, potential or actual
schedule
changes, obtain approval to changes where necessary, and
implement to meet project objectives
3.2.4
Implement, monitor and modify agreed actions to maintain
project budget objectives as well as overall project
objectives
throughout the project life cycle
8.4.1
Implement and modify as necessary, an established
procurement management plan to ensure a common
approach
to achievement of objectives

7.3.1
Monitor and manage project risks, including external factors
that could impact the project.

9.4.2
Integrate phases to monitor and review risk in order to
maximise opportunity and minimise the consequences of
adverse events throughout the project life cycle

7.3.1
Monitor and manage project risks, including external factors
that could impact the project.

7.3.2
Implement risk management strategies and modify plans to
reflect changing project objectives in an environment of
uncertainty
recommend
improvements to higher project authority for application in
projects
2.3.2
Identify time management lessons learned and recommend
improvements to higher project authority for application in
projects
3.3.4
Identify financial management lessons learned and
recommend
improvements to higher project authority for application in
projects
4.3.3
Identify quality management lessons learned and
recommend
improvements to higher project authority for application in
projects
5.4.2
Identify HRM lessons learned and recommend
improvements to higher project authority for application in
projects
6.4.2
Identify communication management lessons learned and
recommend improvements to higher project authority for
application in projects
7.4.2
Identify risk management lessons learned and recommend
improvements to higher project authority for application in
projects
8.5.3
Identify procurement lessons learned and recommend
improvements to higher project authority for application in
other projects
9.5.2
Identify integration management lessons learned and
recommend improvements to higher project authority for
application in projects
9.2.2
Analyse all project management functions, in conjunction
with senior personnel and relevant stakeholders, to
determine achievable project objectives
1.1.2
Define and communicate project objectives to all key
stakeholders and confirm that they are understood
4.1.3
Identify quality criteria, obtain agreement from appropriate
authority if necessary and communicate to stakeholders to
ensure
clarity of understanding and achievement of quality and
overall
project objectives
8.1.1
Identify procurement requirements, with input from
stakeholders and the guidance of higher project authorities,
as the basis for procurement planning and contracting

4.1.3
Identify quality criteria, obtain agreement from appropriate
authority if necessary and communicate to stakeholders to
ensure
clarity of understanding and achievement of quality and
overall
project objectives

1.3.3
Manage the impact of scope change within the established
governance framework, paying particular attention to the
project schedule, project budget and quality constraints
1.3.1
Implement agreed scope management procedures and
processes.

8.5.1
Manage finalisation activities to ensure contract deliverables
meet contractual requirements
9.4.3
Establish and manage finalisation plans, procedures and
activities
8.2.3
Obtain approval from higher project authority, where
necessary, to enable formal discussions to be conducted
with
potential suppliers
project sponsor. (Note this is done in setting the project
context and precedes the scope definition)
2.1.1
Determine the duration and effort, sequence and
dependencies of
tasks from the scope definition as the basis for the project
schedule
3.1.1
Determine resource requirements for individual tasks with
input and guidance from stakeholders and others
4.1.1
Determine quality objectives, standards and levels, with
input
from stakeholders and guidance of a higher project authority,
to
establish the basis for quality outcomes and a quality
management plan
6.1.1
Identify, document and analyse information requirements,
with
input from stakeholders and guidance of other project
authorities,
to provide a basis for communications planning
8.1.1
Identify procurement requirements, with input from
stakeholders and the guidance of higher project authorities,
as the basis for procurement planning and contracting
9.1.1
Agree and implement the project's life cycle and project
reporting and performance management systems.
9.1.2
Determine appropriate project phases, approval points and
review points throughout the project life cycle
9.2.2
Analyse all project management functions, in conjunction
with senior personnel and relevant stakeholders, to
determine achievable project objectives

9.4.1
Incorporate project phases, approval points and review
points into the project schedule and use to monitor and
control progress and reporting of all project management
functions

9.4.1
Incorporate project phases, approval points and review
points into the project schedule and use to monitor and
control progress and reporting of all project management
functions
9.2.3
Develop a project management plan to integrate all
project management functions to meet requirements and
stakeholder expectations and to achieve desired outcomes
9.1.2
Determine appropriate project phases, approval points and
review points throughout the project life cycle
9.4.1
Incorporate project phases, approval points and review
points into the project schedule and use to monitor and
control progress and reporting of all project management
functions

3.3.1 Use appropriate project financial close-out procedures

6.2.4
Ensure that appropriate project information ownership and
responsibility is transferred to relevant stakeholders at
project
close out
6.4.3
Manage the closure and disposal of project information and
documents in accordance with organisational guidelines
8.5.1
Manage finalisation activities to ensure contract deliverables
meet contractual requirements
9.4.3
Establish and manage finalisation plans, procedures and
activities

6.4.3
Manage the closure and disposal of project information and
documents in accordance with organisational guidelines

4.1.4
Include agreed quality requirements in the project plan and
implement as a basis for performance measurement
4.1.5 Establish project performance measurement systems
1.15
Develop project acceptance criteria in consultation with key
stakeholders
1.2.3
Establish and seek agreement on measurable outcome
criteria
to evaluate the achievement of the project scope
3.2.1
Implement agreed project budget monitoring and control
processes
3.2.2
Monitor and control actual project billings, project
expenditure
and project cash flow against current project budget
forecasts
and evaluate options
4.1.2
Select and use established quality management methods,
techniques and tools to determine preferred mix of quality,
capability, cost and time
4.1.5 Establish project performance measurement systems
5.1.5
Use appropriate HR methods and tools to effectively
manage HR systems and plans
and tools
2.2.1
Implement and use mechanisms to measure, record and
report
progress of activities in relation to the agreed schedule and
plans
3.3.2
Review project cost performance and outcomes to
determine
the effectiveness of financial management processes,
procedures and tools
3.3.3 Follow governance procedures to review financial
close-out
4.3.2
Review project progress, issues and outcomes to determine
the
effectiveness of quality management processes, procedures
and
tools
5.4.1
Review project progress, issues and outcomes to determine
the effectiveness of HRM processes, procedures and tools
6.4.1
Review project progress, issues and outcomes to determine
the
effectiveness of communication management processes,
procedures and tools
7.4.1
Review project progress, issues and outcomes to determine
the
effectiveness of risk management processes, procedures
and
tools
8.5.2
Review project progress, issues and outcomes to determine
the effectiveness of procurement processes, procedures and
tools

5.2.2
Identify and take action to rectify any gaps in individual
and group skills and knowledge

5.2.3
Implement staff development and training to achieve
overall project objectives
5.2.4
Implement strategies to encourage individuals and groups
to continuously improve competence and effectiveness
2.3.2
Identify time management lessons learned and recommend
improvements to higher project authority for application in
projects
3.3.4
Identify financial management lessons learned and
recommend
improvements to higher project authority for application in
projects
4.3.3
Identify quality management lessons learned and
recommend
improvements to higher project authority for application in
projects
5.3.4
Establish and maintain the desired cultural environment for
the project and take action to influence change
5.4.2
Identify HRM lessons learned and recommend
improvements to higher project authority for application in
projects
6.4.2
Identify communication management lessons learned and
recommend improvements to higher project authority for
application in projects
7.4.2
Identify risk management lessons learned and recommend
improvements to higher project authority for application in
projects
8.5.3
Identify procurement lessons learned and recommend
improvements to higher project authority for application in
other projects
9.5.2
Identify integration management lessons learned and
recommend improvements to higher project authority for
application in projects

1.1.4
Identify external dependencies to ensure a clean boundary
between the project and the customer/ client

2.1.3
Ensure that scheduling software tools employed, are used
correctly
and that staff are adequately trained in their use
2.1.4
Apply appropriate methods, techniques and tools to
determine
preferred schedule, resource allocation and financial
requirements
2.1.5
Review scheduling tools for their relevance to assist in
controlling
the schedule to meet project objective(s)
2.1.6
Develop the time management plan in consultation with
relevant
stakeholders
2.2.6
Ensure schedule changes are consistent with changing
scope,
objectives, constraints and risks
3.1.3
Develop cost estimates by using methods appropriate and
acceptable to the organisation and the project
3.1.4
Determine the accuracy and/or acceptability of estimates
within
appropriate degrees of tolerance for the specific project

3.2.3
Analyse budget variations, determine causes and
recommend
actions to control budget within constraints
3.2.5
Ensure payments to suppliers reflect services performed
and
products delivered
4.2.3
In consultation with the client, identify causes of
unsatisfactory
outcomes and submit recommendations to a higher project
authority to enable continuous improvement in quality

8.2.1
Obtain information from sources capable of fulfilling
procurement requirements to determine the extent to which
project objectives can be met
5.1.2
Establish project organisation and structure to align
individual and group competencies with project tasks
5.1.3
Ensure appropriate OH&S requirements are considered for
application throughout the project life cycle

8.2.2
Adopt established selection processes and selection criteria
and communicate to stakeholders and prospective
contractors
or suppliers to ensure fair competition
5.3.2
Implement established procedures for interpersonal
communication, counselling and conflict resolution to
maintain a positive working environment
5.3.6 Manage and report any OH&S issues effecting the
project
6.1.3
Establish and apply a project management information
system,
with appropriate structure and procedures to ensure the
quality,
validity, timeliness and integrity of information and
communication

6.2.1
Manage the generation, gathering, storage, retrieval,
analysis and
dissemination of information by project staff to aid decision
making processes throughout the project life cycle

6.3.1
Establish, manage and validate project reporting according
to
documentation standards
6.3.2
Identify and manage communication and information
management
system issues, and implement agreed remedial actions to
ensure
project objectives are met

7.1.6
Assign risk management responsibility to those who are in
the
best position to deal with the risk(s)
7.2.1
Monitor project opportunities, in consultation with team
members and stakeholders
7.2.2
Document opportunities and assess against project
progress
and outcomes to determine overall benefit
7.2.3
Present opportunities to higher authority for consideration
and
approval
7.2.4
Implement changes when necessary to take advantage of
new
opportunities or to reduce negative impacts
8.3.2
Evaluate responses from potential suppliers and select
preferred supplier in accordance with current legal
requirements and agreed selection processes
8.3.3
Conduct negotiations with the preferred contractor or
supplier, with guidance from a higher project authority if
necessary, to agree on contract terms and conditions,
establish common goals and minimise uncertainty
8.3.4
Establish, wherever possible, a positive and effective
working relationship with contractors and suppliers

8.4.2
Manage procurement issues and changes within approved
scope to ensure timely completion of tasks, resolution of
conflicts and achievement of project objectives within the
legal framework of the contract

8.4.3
Report procurement issues, together with recommendations,
to a higher project authority when necessary

9.2.5
Create/foster a safe environment for project personnel to
work within
9.2.6
Display effective and appropriate leadership ensuring the
effective integration of all of the project functions in a non
blame environment
9.3.1
Manage the project within an established internal working
environment to ensure work is conducted effectively
throughout the project life cycle
9.3.2
Maintain established links to align project objectives with
strategic organisational objectives
9.3.3
Where necessary, seek assistance from senior personnel to
resolve conflicts which may negatively affect project
objectives or outcomes
NO Mapping

Partial/Some Mapping

Full Mapping
 Mapping: Australian National Competency Standards for Project Managemen
Management 2014 (ANCSPM) to GAPPS Project Manager Stand
The intent of the GAPPS mapping process is to use the GAPPS standard as a common basis or spine for mapping o
management standards for the purpose of comparison. Therefore, this is a mapping of the COVERAGE only of the
Manager Standards. The ANCSPM these have been mapped against the GAPPS standards.
Due to current qualification packaging rules there 8 core units and a multitude of elective units to choose from. It m
need to be defined to complete the qualification. GAPPS has decided to include BSBPMG518A Manage Project Proc
Project Stakeholder Engagemant and BSBPMG520A Manage Project Governance as part of the mapping process.

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial mapping by a subject matter expert or informed independent party
2. Review of the mapping by a working party at a GAPPS Working Session
3. Draft mapping send to the owner of the mapped standard for review and feedback – specifying a time period for
4. If no response is received from the mapped standard's owner within the specified time period, proceed to (6)
5. Review and respond to feedback from mapped standard's owner, and make any proposed changes to the mappi
working party at a GAPPS Working Session
6. Submit mapping to GAPPS Board for approval
7. Publish on the GAPPS website – noting whether or not the mapping has been reviewed and approved by the stan

As each set of standards that can be mapped to the GAPPS standards has its own purpose, focus and format a direc
expected or sought. The aim is merely to provide a basis for the comparison of coverage. As the GAPPS framewor
threshold competency — demonstration of the ability to do something at a standard considered acceptable in the w
coverage of other standards is most likely to be considerably broader than that of the GAPPS standard. Topics or a
standards, but not included in the GAPPS standard, are listed at the bottom of the document. These additional top
mapped standards from the GAPPS standard.
The right hand column below is coloured according to the following Legend to indicate the extent to which the cov
ANCSPM) maps against the GAPPS standard.

GAPPS (2007)
A Framework for Performance Based Competency
Standards for Global Level 1 and 2 Project
Managers,
Johannesburg: Global Alliance for Project Performance
Standards.
1 Manage Stakeholder Relationships
1.1 Ensure that stakeholder interests are identified and
addressed.
1.1.1 Relevant stakeholders are determined.
1.1.2 Stakeholder interests are investigated and documented.
1.1.3 Stakeholder interests are considered when making project
decisions.
1.1.4 Actions to address differing interests are implemented.
1.2 Promote effective individual and team performance.
1.2.1 Interpersonal skills are applied to encourage individuals and
teams to perform effectively.

1.2.2 Individual project roles are defined, documented,

communicated, assigned, and agreed to.

1.2.3 Individual and team behavioural expectations are

established.
1.2.4 Individual and team performance is monitored and feedback
provided.

1.2.5 Individual development needs and opportunities are

recognised and addressed.

1.3 Manage stakeholder communications.

1.3.1 Communication needs of stakeholders are identified and
documented.
1.3.2 Communication method, content, and timing is agreed to by
relevant stakeholders.
1.3.3 Information is communicated as planned, and variances are
identified and addressed.
1.4 Facilitate external stakeholder participation.
1.4.1 External stakeholder participation is planned, documented,
and communicated.

1.4.2 External stakeholder participation is supported as planned,

and variances are addressed.
2 Manage Development of the Plan for the Project
2.1 Define the work of the project.
2.1.1 A shared understanding of desired project outcomes is
agreed to with relevant stakeholders.
2.1.2 Processes and procedures to support the management of
the project are identified, documented, and communicated to
relevant stakeholders.

2.1.3 Work-items required to accomplish the product of the

project are determined.

2.1.4 The work-items and completion criteria are agreed to by

relevant stakeholders.

2.1.5 Assumptions, constraints, and exclusions are identified and

documented.
2.1.6 Relevant knowledge gained from prior projects is
incorporated into the plan for the project where feasible.
2.2 Ensure the plan for the project reflects relevant legal
requirements.
2.2.1 Relevant legal requirements are identified, documented,
and communicated to relevant stakeholders.
2.2.2 Potential for conflicts caused by legal requirements are
identified and addressed in the plan for the project.
2.3 Document risks and risk responses for the project.
2.3.1 Risks are identified in consultation with relevant
stakeholders.

2.3.2 Risk analysis techniques are used to evaluate risks and

then prioritise them for further analysis and response planning.

2.3.3 Responses to risks are identified and agreed to by relevant

stakeholders.

2.4 Confirm project success criteria.

2.4.1 Measurable project success criteria are identified and
documented.
2.4.2 Project success criteria are agreed to by relevant
stakeholders.
2.5 Develop and integrate project baselines.
2.5.1 Resource requirements are determined.

2.5.2 Schedule is developed based on resource requirements,

resource availability, and required sequence of work-items.

2.5.3 Budget is developed based on resource requirements.

2.5.4 Conflicts and inconsistencies in the plan for the project are
addressed.

2.5.5 The plan for the project is approved by authorised

stakeholders and communicated to relevant stakeholders.

3 Manage Project Progress

3.1 Monitor, evaluate, and control project performance.
3.1.1 Performance of the project is measured, recorded,
evaluated, and reported against the project baselines.
3.1.2 Processes and procedures are monitored and variances
addressed.

3.1.3 Completed work-items are reviewed to ensure that agreed

completion criteria were met.
3.1.4 Corrective action is taken as needed in support of meeting
project success criteria.

3.2 Monitor risks to the project.

3.2.1 Identified risks are monitored.

3.2.2 Changes to the external environment are observed for

impact to the project.

3.2.3 Applicable legal requirements are monitored for breaches

and conflicts.
3.2.4 Actions are taken as needed.

3.3 Reflect on practice.

3.3.1 Feedback on personal performance is sought from relevant
stakeholders and addressed.
3.3.2 Lessons learned are identified and documented.

4 Manage Product Acceptance

4.1 Ensure that the product of the project is defined.
4.1.1 Desired characteristics of the product of the project are
identified in consultation with relevant stakeholders.

4.1.2 Characteristics of the product of the project are documented

and agreed to by relevant stakeholders.
4.2 Ensure that changes to the product of the project are
monitored and controlled.
4.2.1 Variances from agreed product characteristics are identified
and addressed.

4.2.2 Requests for changes to the product of the project are

documented, evaluated, and addressed in accordance with the
change control processes for the project.

4.2.3 Approved product changes are implemented.

4.3 Secure acceptance of the product of the project.

4.3.1 The product of the project is evaluated against the latest
agreed characteristics and variances addressed where
necessary.
4.3.2 The product of the project is transferred to identified
stakeholders and accepted.
5 Manage Project Transitions
5.1 Manage project start-up.
5.1.1 Authorisation to expend resources is obtained from the
appropriate stakeholders.

5.1.2 Start-up activities are planned and conducted.

5.2 Manage transition between project phases.

5.2.1 Acceptance of the outputs of a prior phase is obtained from
the relevant stakeholders.
5.2.2 Authorisation to begin work on a subsequent phase is
obtained from the appropriate stakeholders.
5.2.3 Transition activities are planned and conducted.

5.3 Manage project closure.

5.3.1 Closure activities are planned and conducted.

5.3.2 Project records are finalised, signed off, and stored in

compliance with processes and procedures.
6 Evaluate and Improve Project Performance
6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are determined.

6.1.2 Relevant evaluation techniques are determined.

6.2 Evaluate the project in accordance with plan.
6.2.1 Performance data is collected and analysed in accordance
with the evaluation plan.

6.2.2 Evaluation process engages relevant stakeholders.

6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is encouraged among
relevant stakeholders.

6.3.2 Results of evaluations are documented and made available

for organisational learning.
6.3.3 Potential improvements are identified, documented and
communicated to relevant stakeholders.

6.3.4 Improvements agreed for this project are applied.

OVERS
 Competency Standards for Project Management - Diploma of Project
2014 (ANCSPM) to GAPPS Project Manager Standards
se the GAPPS standard as a common basis or spine for mapping of the COVERAGE of other project
arison. Therefore, this is a mapping of the COVERAGE only of the ANCSPM against the GAPPS Project
een mapped against the GAPPS standards.
e 8 core units and a multitude of elective units to choose from. It must be noted that 4 elective units
GAPPS has decided to include BSBPMG518A Manage Project Procurement, BSBPMG519A Manage
0A Manage Project Governance as part of the mapping process.

nst the GAPPS standard is as follows:

nformed independent party
a GAPPS Working Session
ed standard for review and feedback – specifying a time period for response
ndard's owner within the specified time period, proceed to (6)
d standard's owner, and make any proposed changes to the mapping subject to agreement by a

er or not the mapping has been reviewed and approved by the standards owner.

he GAPPS standards has its own purpose, focus and format a direct (one-to-one) mapping is not
e a basis for the comparison of coverage. As the GAPPS framework is intended to be used to assess
bility to do something at a standard considered acceptable in the workplace - it is expected that the
onsiderably broader than that of the GAPPS standard. Topics or activities that are included in other
rd, are listed at the bottom of the document. These additional topics are what differentiates the

ng to the following Legend to indicate the extent to which the coverage of the standard (in this case the

ANCSPM Standards 2014

BSBPMG519A 1.1 Identify stakeholders relevant to project objectives

BSBPMG519A 1.2 Segment stakeholder interests and determine forms of engagement
BSBPMG519A 1.3 Consider interests of stakeholders when considering and advising on project-
management issues
BSBPMG519A 1.4 Identify and implement actions to address differing interests where required

BSBPMG519A 2.1 Support development of team members’ interpersonal skills in effective

stakeholder engagement
2.2 Distribute team work effectively to ensure defined project roles are followed
BSBPMG515A 3.1 Implement processes and take action to improve individual performance and
overall project effectiveness

BSBPMG515A 1.1 Determine resource requirements for individual tasks to determine required
project personnel levels and competencies
1.2 Establish project organisation and structure to align individual and group competencies with
project tasks
1.3 Allocate personnel to the project to meet planned work outputs throughout the project
2.1 Negotiate, define and communicate clear project role descriptions

BSBPMG519A 2.3 Identify and clarify stakeholder behavioural expectations where required

BSBPMG515A 2.2 Identify, plan and implement ongoing development and training of project team
members to support personnel and project performance
2.3 Measure individuals' performance against agreed criteria and initiate actions to overcome
shortfalls in performance
3.1 Implement processes and take action to improve individual performance and overall project
effectiveness
3.2 Monitor and report for remedial action internal and external influences on individual and project
team performance and morale
BSBPMG519A 2.4 Openly lead stakeholder performance reviews
BSBPMG519A 2.5 Identify and address individual development needs and opportunities to support
stakeholder engagement
BSBPMG515A 1.4 Apply human resource management (HRM) methods, techniques and tools to
support the engagement and performance of personnel

BSBPMG519A 3.1 Determine and document stakeholder communication needs

BSBPMG519A 3.2 Ensure relevant stakeholders agree to communication method, content and
timing of engagement

BSBPMG519A 3.3 Communicate information as planned and in line with authority levels,

BSBPMG519A 3.1 Determine and document stakeholder communication needs

3.2 Ensure relevant stakeholders agree to communication method, content and timing of
engagement
BSBPMG519A 3.3 Communicate information as planned and in line with authority levels, identifying
and addressing variances

BSBPMG511A 2.3 Establish a shared understanding of the desired project outcomes with relevant
stakeholders
BSBPMG521A 2.5 Establish designated mechanisms to monitor and control planned activity
BSBPMG511A 1.1 Develop and confirm procedures for project authorisation with an appropriate
authority
BSBPMG511A 2.4 Document scope-management plan
BSBPMG514A 1.4 Develop a cost-management plan, within delegated authority, to ensure clarity of
understanding and ongoing management of project finances
BSBPMG513A 1.3 Select established quality-management methods, techniques and tools to resolve
quality issues
BSBPMG518A 1.2 Establish and maintain, within delegated authority, an agreed procurement-
management plan
BSBPMG512A 1.1 Develop the work breakdown structure with sufficient detail to enable effective
planning and control
BSBPMG521A 2.1 Establish and implement a methodology to disaggregate project objectives into
achievable project deliverables
BSBPMG511A 2.2 Establish measurable project benefits, outcomes and outputs
2.3 Establish a shared understanding of the desired project outcomes with relevant stakeholders
BSBPMG521A 2.2 Identify project stages and key requirements for stage completion against client
requirements and project objectives

BSBPMG511A 2.1 Identify, negotiate and document project boundaries

BSBPMG517A 1.1 Determine risk objectives and standards, with input from stakeholders
1.3 Identify project risks using valid and reliable risk-identification methods
1.4 Classify project risks within agreed risk categories

BSBPMG517A 2.1 Determine risk-analysis classification criteria and apply to an agreed risk-ranking
system
2.2 Use risk-analysis processes, within delegated authority, to analyse and qualify risks, threats and
opportunities
2.3 Determine risk priorities in agreement with project client and other stakeholders
2.4 Document risk-analysis outcomes for inclusion in risk register and risk-management plan
BSBPMG517A 3.1 Identify and document existing risk controls
3.2 Consider and determine risk-treatment options using agreed consultative methods
3.3 Record and implement agreed risk treatments
3.4 Update risk plans and allocate risk responsibilities to project team members

BSBPMG513A 1.5 Include agreed quality requirements in the project management plan and
implement as basis for performance measurement
BSBPMG513A 1.5 Include agreed quality requirements in the project management plan and
implement as basis for performance measurement

BSBPMG514A 1.1 Determine resource requirements for individual tasks identified in the work
breakdown structure, with input from stakeholders and guidance from others

BSBPMG512A 1.2 Estimate the duration and effort, sequence and dependencies of tasks to achieve
project deliverables
1.3 Use project-scheduling tools and techniques to identify schedule impact on project time
management, resource requirements, costs and risks
1.4 Contribute to achieving an agreed schedule baseline and communication of the schedule to
stakeholders
BSBPMG514A 1.1 Determine resource requirements for individual tasks identified in the work
breakdown structure, with input from stakeholders and guidance from others
1.2 Estimate project costs to enable project budget to be prepared within agreed tolerances
1.3 Develop a project budget
BSBPMG521A 2.3 Analyse project management functions to identify interdependencies and the
impact of the triple constraints
2.4 Develop a project management plan that integrates all project-management functions with
associated plans and baselines
BSBPMG514A 1.4 Develop a cost-management plan, within delegated authority, to ensure clarity of
understanding and ongoing management of project finances
BSBPMG521A 2.6 Negotiate approval of project plan with relevant stakeholders and project
authority

BSBPMG521A 4.1. Ensure project records are updated against project deliverables and plans at
required intervals
4.2. Analyse and submit status reports on project progress and identified issues with stakeholders
and relevant authorities
4.3. Analyse and submit impact analysis on change requests for approval where required
4.4. Maintain relevant project logs and registers accurately and regularly to assist with project audit
4.5. Ensure associated plans are updated to reflect project progress against baselines and approved
changes
BSBPMG512A 2.1 Implement mechanisms to measure, record and report progress of activities in
relation to the agreed schedule
2.2 Conduct ongoing analysis to identify baseline variance
2.3. Analyse and forecast the impact of changes to the schedule
BSBPMG514A 2.1 Implement agreed financial-management processes and procedures to monitor
actual expenditure against budget
2.2 Select and use cost-analysis methods and tools to identify cost variations and evaluate
alternative actions
2.4 Provide accurate and timely financial reports
BSBPMG511A 3.1 Implement agreed scope-management procedures and processes
BSBPMG513A 3.1 Review processes and implement agreed changes continually throughout the
project life cycle to ensure continuous quality improvement
3.2 Review project outcomes against performance requirements to determine the effectiveness of
quality-management processes and procedures

BSBPMG513A 2.2 Assess quality control of project and product output according to agreed quality
specifications

BSBPMG513A 2.3 Identify causes of variance to quality metrics and undertake remedial action
BSBPMG511A 3.2 Manage the impact of scope changes within established time, cost and quality
constraints according to change-control procedures
BSBPMG512A 2.4 Review progress throughout the project life cycle and implement agreed
schedule changes
2.5 Develop responses to potential or actual schedule changes and implement them to maintain
project objectives
BSBPMG514A 2.3 Implement and monitor agreed actions to maintain financial objectives

BSBPMG517A 4.1 Establish regular risk-review processes to maintain currency of risk plans
4.2 Regularly monitor risk environment to identify changed circumstances that impact on project
risks
BSBPMG517A 4.2 Regularly monitor risk environment to identify changed circumstances that impact
on project risks
4.3 Determine risk responses to changed environment

BSBPMG517A 4.4 Implement agreed risk responses and modify plans to maintain currency of risk
treatments and controls
BSBPMG511A 3.3 Identify and document scope-management issues and recommend
improvements for future projects
BSBPMG512A 3.1 Review schedule performance records to determine the effectiveness of time-
management activities
3.2 Identify and document time-management issues and recommend improvements
BSBPMG513A 3.3 Identify and document lessons learned and recommended improvements
BSBPMG514A 3.2 Review project outcomes using available records to determine the effectiveness
of project cost management
3.3 Review cost-management issues and document improvements
BSBPMG515A 4.2 Identify and document human resource issues and recommended improvements
BSBPMG516A 3.3 Identify and document lessons learned and recommended improvements for
application to future projects
BSBPMG517A 5.2 Identify and document risk-management issues and recommended
improvements for application to future projects
BSBPMG518A 5.3 Document lessons learned and recommended improvements for application to
future projects
BSBPMG520A 3.1 Analyse and review project governance impact on achieving project objectives
3.2 Document lessons learned and recommendations to assist future projects
BSBPMG521A 5.4. Undertake project review assessments as input to future projects

BSBPMG513A 1.1 Determine quality objectives and standards with input from stakeholders
BSBPMG513A 1.2 Document in a quality-management plan the quality metrics for project and
product output
BSBPMG521A 1.3 Negotiate and document project objectives, outcomes and benefits
BSBPMG513A 1.1 Determine quality objectives and standards with input from stakeholders
BSBPMG521A 1.3 Negotiate and document project objectives, outcomes and benefits

BSBPMG513A 2.3 Identify causes of variance to quality metrics and undertake remedial action
BSBPMG521A 4.3. Analyse and submit impact analysis on change requests for approval where
required
BSBPMG511A 3.2 Manage the impact of scope changes within established time, cost and quality
constraints according to change-control procedures

BSBPMG513A 2.3 Identify causes of variance to quality metrics and undertake remedial action
BSBPMG521A 4.3. Analyse and submit impact analysis on change requests for approval where
required
BSBPMG511A 3.2 Manage the impact of scope changes within established time, cost and quality
constraints according to change-control procedures
BSBPMG513A 2.3 Identify causes of variance to quality metrics and undertake remedial action
BSBPMG511A 3.2 Manage the impact of scope changes within established time, cost and quality
constraints according to change-control procedures

BSBPMG518A 5.1 Conduct finalisation activities to ensure vendor deliverables meet contracted
requirements
4.3 Identify and report procurement-management issues and implement agreed remedial actions to
ensure project objectives are met
BSBPMG521A 5.2. Ensure project products and associated documentation are prepared for
handover to client in a timely manner

BSBPMG511A 1.1 Develop and confirm procedures for project authorisation with an appropriate
authority
1.2 Obtain authorisation to expend resources
BSBPMG521A 1.1 Identify, clarify and prepare project initiation documentation
1.5 Prepare and submit project charter for approval by relevant authorities
2.6 Negotiate approval of project plan with relevant stakeholders and project authority

BSBPMG521A 1.1 Identify, clarify and prepare project initiation documentation

1.2 Identify the relationship between the project and broader organisational strategies and goals
1.3 Negotiate and document project objectives, outcomes and benefits
1.4 Negotiate the project governance structure with relevant authorities and stakeholders
1.5 Prepare and submit project charter for approval by relevant authorities
2.1 Establish and implement a methodology to disaggregate project objectives into achievable
project deliverables
2.2 Identify project stages and key requirements for stage completion against client requirements
and project objectives
2.3 Analyse project management functions to identify interdependencies and the impact of the triple
constraints
2.4 Develop a project management plan that integrates all project-management functions with
associated plans and baselines
2.5 Establish designated mechanisms to monitor and control planned activity
2.6 Negotiate approval of project plan with relevant stakeholders and project authority

nil

BSBPMG521A 2.2 Identify project stages and key requirements for stage completion against client
requirements and project objectives

BSBPMG514A 3.1 Conduct appropriate activities to signify financial completion

BSBPMG521A 5.1. Identify and allocate project finalisation activities
5.2. Ensure project products and associated documentation are prepared for handover to client in a
timely manner
5.3. Finalise financial, legal and contractual obligations
5.4. Undertake project review assessments as input to future projects
BSBPMG516A 3.1 Finalise and archive records according to agreed project information ownership
and control requirements

BSBPMG511A 2.2 Establish measurable project benefits, outcomes and outputs

BSBPMG513A 1.2 Document in a quality-management plan the quality metrics for project and
product output
BSBPMG513A 1.3 Select established quality-management methods, techniques and tools to resolve
quality issues
BSBPMG518A 5.2 Review project outcomes using available procurement records and information to
determine effectiveness of procurement processes and procedures
BSBPMG517A 5.1 Review project outcomes to determine effectiveness of risk-management
processes and procedures
BSBPMG513A 2.1 Undertake quality-assurance audit of project processes for compliance with
agreed plans
2.2 Assess quality control of project and product output according to agreed quality specifications
3.1 Review processes and implement agreed changes continually throughout the project life cycle to
ensure continuous quality improvement
3.2 Review project outcomes against performance requirements to determine the effectiveness of
quality-management processes and procedures
BSBPMG512A 3.1 Review schedule performance records to determine the effectiveness of time-
management activities
BSBPMG514A 3.2 Review project outcomes using available records to determine the effectiveness
of project cost management
BSBPMG515A 4.2 Identify and document human resource issues and recommended improvements
BSBPMG516A 3.3 Identify and document lessons learned and recommended improvements for
application to future projects
BSBPMG520A 3.1 Analyse and review project governance impact on achieving project objectives
BSBPMG521A 5.4. Undertake project review assessments as input to future projects

BSBPMG515A 2.2 Identify, plan and implement ongoing development and training of project team
members to support personnel and project performance
BSBPMG515A 3.1 Implement processes and take action to improve individual performance and
overall project effectiveness
BSBPMG519A 2.4 Openly lead stakeholder performance reviews

BSBPMG511A 3.3 Identify and document scope-management issues and recommend

improvements for future projects
BSBPMG512A 3.2 Identify and document time-management issues and recommend improvements
BSBPMG513A 3.3 Identify and document lessons learned and recommended improvements
BSBPMG514A 3.3 Review cost-management issues and document improvements
BSBPMG515A 4.2 Identify and document human resource issues and recommended improvements
BSBPMG516A 3.3 Identify and document lessons learned and recommended improvements for
application to future projects
BSBPMG517A 5.2 Identify and document risk-management issues and recommended
improvements for application to future projects
BSBPMG518A 5.2 Review project outcomes using available procurement records and information to
determine effectiveness of procurement processes and procedures
5.3 Document lessons learned and recommended improvements for application to future projects
BSBPMG520A 3.2 Document lessons learned and recommendations to assist future projects
BSBPMG521A 5.4. Undertake project review assessments as input to future projects
BSBPMG511A 3.3 Identify and document scope-management issues and recommend
improvements for future projects
BSBPMG512A 3.2 Identify and document time-management issues and recommend improvements
BSBPMG513A 3.3 Identify and document lessons learned and recommended improvements
BSBPMG514A 3.3 Review cost-management issues and document improvements
BSBPMG515A 4.2 Identify and document human resource issues and recommended improvements
BSBPMG516A 3.3 Identify and document lessons learned and recommended improvements for
application to future projects
BSBPMG517A 5.1 Review project outcomes to determine effectiveness of risk-management
processes and procedures
5.2 Identify and document risk-management issues and recommended improvements for application
to future projects
BSBPMG518A 5.3 Document lessons learned and recommended improvements for application to
future projects
BSBPMG520A 3.2 Document lessons learned and recommendations to assist future projects
BSBPMG521A 5.4. Undertake project review assessments as input to future projects

BSBPMG511A 1.3 Confirm project delegations and authorities in project governance arrangements

BSBPMG513A 1.4 Distribute, discuss and support quality requirements with project team and
stakeholders
BSBPMG513A 2.4 Maintain a quality management system to enable accurate and timely recording
of quality audit data
BSBPMG515A 3.3 Implement procedures for interpersonal communication, counselling and conflict
resolution to maintain a positive work environment
BSBPMG515A 3.4 Identify and manage inter-project and intra-project resource conflict to minimise
impact on achievement of project objectives
BSBPMG515A 4.1 Disband the project team according to organisational policies and procedures
BSBPMG516A 1.1 Identify, analyse and document information requirements, with input from
stakeholders, as the basis for communication planning
BSBPMG516A 1.2 Develop, within delegated authority, an agreed communication management plan
to support the achievement of project objectives
BSBPMG516A 1.3 Establish and maintain designated project-management information system to
ensure the quality, validity, timeliness and integrity of information and communication
BSBPMG516A 2.1 Manage the generation, gathering, storage, retrieval, analysis and dissemination
of information by project staff and stakeholders
BSBPMG516A 2.2 Implement, modify, monitor and control designated information-validation
processes to optimise quality and accuracy of data
BSBPMG516A 2.3 Implement and maintain appropriate communication networks
BSBPMG516A 2.4 Identify and resolve communication and information-management system issues

BSBPMG516A 3.2 Review project outcomes to determine the effectiveness of management

information and communication processes and procedures
BSBPMG517A 1.2 Establish project risk context to inform risk-management processes
BSBPMG518A 1.1 Identify procurement requirements with input from stakeholders as the basis for
procurement planning
BSBPMG518A 1.2 Establish and maintain, within delegated authority, an agreed procurement-
management plan
BSBPMG518A 2.1 Obtain information from suppliers capable of fulfilling procurement requirements

BSBPMG518A 2.2 Determine or adopt established selection processes and selection criteria and
communicate them to vendors to ensure transparency
BSBPMG518A 2.3 Obtain relevant approvals for procurement processes to be used for the project
BSBPMG518A 3.1 Identify and act according to probity and project-governance constraints
BSBPMG518A 3.2 Communicate agreed proposals and/or specifications to prospective vendors to
ensure clarity of understanding of project objectives
BSBPMG518A 3.3 Solicit vendor responses according to proposal requirements
BSBPMG518A 3.4 Evaluate responses and select preferred vendors according to current legal
requirements and agreed selection criteria
BSBPMG518A 3.5 Negotiate with preferred contractor or supplier, to agree on terms and conditions
of supply
BSBPMG518A 4.1 Implement established procurement-management plan and make modifications
in line with agreed delegations
BSBPMG518A 4.2 Review progress and manage agreed variations to ensure timely completion of
tasks and resolution of conflict within the legal framework of the supply agreement
BSBPMG520A 1.1 Determine organisational governance policies, procedures and expectations of
project stakeholders
BSBPMG520A 1.2 Negotiate clear and discrete project governance roles and responsibilities with
relevant authorities
BSBPMG520A 1.3 Establish delegated authorities for project decision making
BSBPMG520A 1.4 Identify and record differences between organisation’s functional authorities and
project authorities
BSBPMG520A 1.5 Adopt, document and communicate unambiguous governance plan to relevant
stakeholders
BSBPMG520A 2.1 Distribute and present information on governance planning to the project team
and other relevant stakeholders and ensure common understanding
BSBPMG520A 2.2 Include delegated authorities within role and project position descriptions
BSBPMG520A 2.3 Moderate conflicts regarding roles, responsibilities and authorities to support
achievement of project objectives
BSBPMG520A 2.4 Regularly report to organisation and project authorities on performance and
issues arising from governance arrangements
BSBPMG521A 3.1. Manage the project in an established internal work environment to ensure work
is conducted effectively throughout the project
BSBPMG521A 3.2. Maintain established links to align project objectives with organisational
objectives throughout the project life cycle
BSBPMG521A 3.3. Within authority levels, resolve conflicts that may negatively affect project
objectives
NO Mapping
Partial/Some Mapping
Full Mapping
 Mapping: ICB® Version 4.0 to GAPPS Project Manager Sta
The intent of the GAPPS mapping process is to use the GAPPS standards as a common basis or spine for mappi
management standards for the purpose of comparison. Therefore, this is a mapping of the COVERAGE only of
against the GAPPS Project Manager Standards. The ICB® 4.0 includes Technical (practise), Contextual (perspec
competencies. All of these have been mapped against the GAPPS standards.

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial mapping by a subject matter expert or informed independent party
2. Review of the mapping by a working party at a GAPPS TLF
3. Draft mapping send to the owner of the mapped standard for review and feedback – specifying a time period
4. If no response is received from the mapped standard's owner within the specified time period, proceed to (6)
5. Review and respond to feedback from mapped standard's owner, and make any proposed changes to the ma
party at a GAPPS TLF
6. Submit mapping to GAPPS Board for approval
7. Publish on the GAPPS website – noting whether or not the mapping has been reviewed and approved by the

As each set of standards that can be mapped to the GAPPS standards has its own purpose, focus and format a d
or sought. The aim is merely to provide a basis for the comparison of coverage. As the GAPPS framework is in
competency — demonstration of the ability to do something at a standard considered acceptable in the workpla
other standards is most likely to be considerably broader than that of the GAPPS standard. Topics or activities
not included in the GAPPS standard, are listed at the bottom of the document. These additional topics are wha
the GAPPS standard.
The right hand column below is coloured according to the following Legend to indicate the extent to which the
ICB® 4.0) maps against the GAPPS standard.

This mapping has been reviewed by IPMA

LEGEND:

GAPPS (2007)
A Framework for Performance Based
Competency Standards for Global Level 1
and 2 Project Managers,
Johannesburg: Global Alliance for Project Performance
Standards.
1 Manage Stakeholder Relationships
1.1 Ensure that stakeholder interests are
identified and addressed.
1.1.1 Relevant stakeholders are determined.

1.1.2 Stakeholder interests are investigated and

documented.
1.1.3 Stakeholder interests are considered when
making project decisions.

1.1.4 Actions to address differing interests are

implemented.
1.2 Promote effective individual and team
performance.
1.2.1 Interpersonal skills are applied to encourage
individuals and teams to perform effectively.
1.2.2 Individual project roles are defined,
documented, communicated, assigned, and
agreed to.
1.2.3 Individual and team behavioural
expectations are established.
1.2.4 Individual and team performance is
monitored and feedback provided.

1.2.5 Individual development needs and

opportunities are recognised and addressed.
1.3 Manage stakeholder communications.
1.3.1 Communication needs of stakeholders are
identified and documented.

1.3.2 Communication method, content, and timing

is agreed to by relevant stakeholders.
1.3.3 Information is communicated as planned,
and variances are identified and addressed.

1.4 Facilitate external stakeholder participation.

1.4.1 External stakeholder participation is
planned, documented, and communicated.

1.4.2 External stakeholder participation is

supported as planned, and variances are
addressed.
2 Manage Development of the Plan for the Project
2.1 Define the work of the project.
2.1.1 A shared understanding of desired project
outcomes is agreed to with relevant
stakeholders.
2.1.2 Processes and procedures to support the
management of the project are identified,
documented, and communicated to relevant
stakeholders.
2.1.3 Work-items required to accomplish the
product of the project are determined.

2.1.4 The work-items and completion criteria are

agreed to by relevant stakeholders.
2.1.5 Assumptions, constraints, and exclusions
are identified and documented.
2.1.6 Relevant knowledge gained from prior
projects is incorporated into the plan for the
project where feasible.
2.2 Ensure the plan for the project reflects
relevant legal requirements.
2.2.1 Relevant legal requirements are identified,
documented, and communicated to relevant
stakeholders.

2.2.2 Potential for conflicts caused by legal

requirements are identified and addressed in
the plan for the project.
2.3 Document risks and risk responses for the
project.
2.3.1 Risks are identified in consultation with
relevant stakeholders.
2.3.2 Risk analysis techniques are used to
evaluate risks and then prioritise them for
further analysis and response planning.
2.3.3 Responses to risks are identified and
agreed to by relevant stakeholders.
2.4 Confirm project success criteria.
2.4.1 Measurable project success criteria are
identified and documented.

2.4.2 Project success criteria are agreed to by

relevant stakeholders.
2.5 Develop and integrate project baselines.
2.5.1 Resource requirements are determined.

2.5.2 Schedule is developed based on resource

requirements, resource availability, and
required sequence of work-items.

2.5.3 Budget is developed based on resource

requirements.
2.5.4 Conflicts and inconsistencies in the plan for
the project are addressed.
2.5.5 The plan for the project is approved by
authorised stakeholders and communicated
to relevant stakeholders.
3 Manage Project Progress
3.1 Monitor, evaluate, and control project
performance.
3.1.1 Performance of the project is measured,
recorded, evaluated, and reported against the
project baselines.

3.1.2 Processes and procedures are monitored and

variances addressed.

3.1.3 Completed work-items are reviewed to ensure

that agreed completion criteria were met.
3.1.4 Corrective action is taken as needed in support
of meeting project success criteria.

3.2 Monitor risks to the project.

3.2.1 Identified risks are monitored.
3.2.2 Changes to the external environment are
observed for impact to the project.
3.2.3 Applicable legal requirements are monitored for
breaches and conflicts.

3.2.4 Actions are taken as needed.

3.3 Reflect on practice.
3.3.1 Feedback on personal performance is sought
from relevant stakeholders and addressed.
3.3.2 Lessons learned are identified and documented.

4 Manage Product Acceptance

4.1 Ensure that the product of the project is defined.
4.1.1 Desired characteristics of the product of the
project are identified in consultation with relevant
stakeholders.
4.1.2 Characteristics of the product of the project are
documented and agreed to by relevant
stakeholders.
4.2 Ensure that changes to the product of the project
are monitored and controlled.
4.2.1 Variances from agreed product characteristics
are identified and addressed.
4.2.2 Requests for changes to the product of the
project are documented, evaluated, and
addressed in accordance with the change control
processes for the project.
4.2.3 Approved product changes are implemented.
4.3 Secure acceptance of the product of the project.
4.3.1 The product of the project is evaluated against
the latest agreed characteristics and variances
addressed where necessary.
4.3.2 The product of the project is transferred to
identified stakeholders and accepted.
5 Manage Project Transitions
5.1 Manage project start-up.
5.1.1 Authorisation to expend resources is obtained
from the appropriate stakeholders.
5.1.2 Start-up activities are planned and conducted.
5.2 Manage transition between project phases.
5.2.1 Acceptance of the outputs of a prior phase is
obtained from the relevant stakeholders.
5.2.2 Authorisation to begin work on a subsequent
phase is obtained from the appropriate
stakeholders.
5.2.3 Transition activities are planned and conducted.
5.3 Manage project closure.
5.3.1 Closure activities are planned and conducted.
5.3.2 Project records are finalised, signed off, and
stored in compliance with processes and
procedures.
6 Evaluate and Improve Project Performance
6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are
determined.
6.1.2 Relevant evaluation techniques are determined.

6.2 Evaluate the project in accordance with plan.

6.2.1 Performance data is collected and analysed in
accordance with the evaluation plan.

6.2.2 Evaluation process engages relevant

stakeholders.
6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is
encouraged among relevant stakeholders.
6.3.2 Results of evaluations are documented and
made available for organisational learning.
6.3.3 Potential improvements are identified,
documented and communicated to relevant
stakeholders.
6.3.4 Improvements agreed for this project are applied.
COVERAGE EXTENDING BEYOND THAT OF THE GAPPS FRAMEWORK
ng: ICB® Version 4.0 to GAPPS Project Manager Standards
s is to use the GAPPS standards as a common basis or spine for mapping of the COVERAGE of other project
f comparison. Therefore, this is a mapping of the COVERAGE only of the ICB® 4.0 at the Element and KCI level
dards. The ICB® 4.0 includes Technical (practise), Contextual (perspective) and Behavioural (people)
ped against the GAPPS standards.

ds against the GAPPS standard is as follows:

ert or informed independent party
arty at a GAPPS TLF
e mapped standard for review and feedback – specifying a time period for response
ped standard's owner within the specified time period, proceed to (6)
mapped standard's owner, and make any proposed changes to the mapping subject to agreement by a working

pproval
whether or not the mapping has been reviewed and approved by the standards owner.

ped to the GAPPS standards has its own purpose, focus and format a direct (one-to-one) mapping is not expected
basis for the comparison of coverage. As the GAPPS framework is intended to be used to assess threshold
ty to do something at a standard considered acceptable in the workplace - it is expected that the coverage of
derably broader than that of the GAPPS standard. Topics or activities that are included in other standards, but
listed at the bottom of the document. These additional topics are what differentiates the mapped standards from

according to the following Legend to indicate the extent to which the coverage of the standard (in this case the
ard.

No mapping completed
Partial or some mapping completed
Full mapping completed

ICB4 Standard

4.5.12.1 Identify stakeholders and analyse their interests and influence

4.5.2.2 Identify and analyse the project stakeholder needs and requirements
4.5.12.1 Identify stakeholders and analyse their interests and influence
4.5.12.2 Develop and maintain a stakeholder strategy and communication plan
4.5.12.2 Develop and maintain a stakeholder strategy and communication plan
4.5.12.3 Engage with the executive sponsors and higher management to gain commitment and to manage
interests and expectations
4.5.12.4 Engage with users, partners and suppliers to gain their cooperation & commitment

4.5.12.2 Develop and maintain a stakeholder strategy and communication plan

4.4.6.2 Promote cooperation and networking between team members

4.4.6.3 Support, facilitate & review the development of the team and its members

4.4.6.4 Empower teams by delegating tasks and responsibilities

4.5.5.2 Define the structure, roles and responsibilities within the project

4.4.6.1 Select and build the team (see measure: negotiate norms and rules)
4.4.5.3 Provides direction, coaching and mentoring to guide and improve the work of individuals and teams
4.4.6.2 Promote cooperation and networking between team members
4.4.6.5 Recognise errors to facilitate learning from mistakes

4.4.5.3 Provides direction, coaching and mentoring to guide and improve the work of individuals and teams
4.4.6.3 Support, facilitate & review the development of the team and it's members

4.5.5.1 Assess and determine the needs of stakeholders relating to information and documentation
4.5.12.1 Identify stakeholders and analyse their interests and influence
4.5.12.2 Develop and maintain a stakeholder strategy and communication plan

4.5.12.2 Develop and maintain a stakeholder strategy and communication plan

4.5.12.2 Develop and maintain a stakeholder strategy and communication plan
4.5.12.3 Engage with the executive sponsors and higher management to gain commitment and to manage
interests and expectations
4.5.12.4 Engage with users, partners and suppliers to gain their cooperation & commitment

4.5.12.2 Develop and maintain a stakeholder strategy and communication plan

4.5.12.4 Engage with users partners, users and suppliers to gain their cooperation & commitment

4.5.12.2 Develop and maintain a stakeholder strategy and communication plan

4.5.12.5 Organise and maintain networks and alliances

4.4.4.5 Share own vision and goals in order to gain the engagement and committment of others
4.5.2.1 Define and develop the project goal hierarchy
4.5.10.1 Start the project and develop and get agreement on the project management plan

4.5.1.4 Select and review the overall project management approach

4.5.1.5 Design the project execution architecture
4.5.3.4 Establish and maintain scope configuration
4.5.5.3 Establish infrastructure processes and systems for information flow
4.5.6.1 Develop and monitor the implementation of and revise a quality management plan for the project
4.5.7.4 Develop, establish and maintain a financial management and reporting system for the project
4.5.10.5 Assess, get agreement on and implement project changes
4.5.2.3 Prioritise and decide on requirements and acceptance criteria
4.5.3.1 Define the project deliverables
4.5.3.2 Structure the project scope
4.5.3.3 Define the work packages of the project

4.5.2.3 Prioritise and decide on requirements and acceptance criteria

4.5.1.1 Acknowledge prioritise and review success criteria

4.5.1.2 Review, apply and exchange lessons learned from and with other projects

4.3.3.1 Identify and ensure that the project complies with all relevant legislation
4.3.3.2 Identify and ensure that the project complies with all relevant health, safety, security and environmental
regulations (HSSE)
4.3.3.3 Identify and esure that the project complies with all relevant codes of conduct and professional
regulation

4.3.3.1 Identify and ensure that the project complies with all relevant legislation

4.5.11.2 Identify risks and opportunities

4.5.11.3 Assess the probability and impact of risks and opportunities

4.5.11.4 Select strategies and implement response plans to address risks and opportunities

4.3.1.4 Determine, assess and review critical success factors

4.3.1.5 Determine, assess and review key performance indicators
4.4.10.2 Balance needs and means to optimise outcomes and success
4.5.1.1 Acknowledge prioritise and review success criteria

4.5.1.1 Acknowledge prioritise and review success criteria

4.5.8.1 Develop strategic resource plan to deliver the project

4.5.8.2 Define the quality and quantity of resources required
4.5.4.1 Establish the activities required to deliver the project
4.5.4.2 Determine the work effort and duration of activities
4.5.4.3 Decide on schedule and stage approach
4.5.4.4 Sequence project activities and create a schedule
4.5.7.1 Estimate project costs
4.5.7.2 Establish the project budget

4.5.10.1 Start the project and develop and get agreement on the project management plan
4.5.10.3 Control project performance against the project plan and take any necessary remedial actions
4.5.10.4 Report on project progress
4.5.4.5 Monitor progress against the schedule and make any necessary adjustments
4.5.7.5 Monitor project financials in order to identify and correct deviations from the project plan

4.5.4.5 Monitor progress against the schedule and make any necessary adjustments
4.5.5.4 Implement, monitor and maintain the organisation of the project
4.5.8.5 Evaluate resource usage and take any necessary corrective actions
4.5.10.3 Control project performance against the project plan and take any necessary remedial actions
4.5.11.1 Develop and implement a risk mangement framework
4.5.6.2 Review the project and its deliverables to ensure that they continue to meet the requirements of the
quality management plan

4.5.4.5 Monitor progress against the schedule and make any necessary adjustments
4.5.6.3 Verify the achievement of project quality objectives and recommend any necessary corrective and/or
preventive actions
4.5.6.5 Ensure quality throughout the project
4.5.8.5 Evaluate resource usage and take any necessary corrective actions
4.5.10.3 Control project performance against the project plan and take any necessary remedial actions

4.5.11.5 Evaluate and monitor risks and opportunities and implemented responses

4.5.11.5 Evaluate and monitor risks and opportunities and implemented responses

4.3.3.1 Identify and ensure that the project complies with all relevant legislation
4.3.3.2 Identify and ensure that the project complies with all relevant health, safety, security and environmental
regulations (HSSE)
4.3.3.3 Identify and ensure that the project complies with all relevant codes of conduct and professional
regulation
4.5.11.5 Evaluate and monitor risks and opportunities and implemented responses

4.4.1.5 Take responsibility for personal learning and development

4.4.1.1 Identify and reflect on the ways own values and experience effect the work
4.4.1.2 Build self confidence on the basis of personal strengths and weaknesses
4.4.1.3 Identify and reflect on personal motivations to set personal goals and keep focus
4.4.1.4 Organise personal work depending on the situation and own resources
4.4.7.4 Identify and share learning from conflict and crisis in order to improve future practice

4.5.6.2 Review the project and its deliverables to ensure that they continue to meet the requirements of the
quality management plan
4.5.5.1 Assess and determine the needs of stakeholders relating to information and documentation
4.5.6.2 Review the project and its deliverables to ensure that they continue to meet the requirements of the
quality management plan
4.5.5.1 Assess and determine the needs of stakeholders relating to information and documentation

4.5.6.3 Verify the achievement of project quality objectives and recommend any necessary corrective and/or
preventive actions
4.5.10.5 Assess, get agreement on and implement project changes
 4.5.10.5 Assess, get agreement on and implement project changes
4.5.10.5 Assess, get agreement on and implement project changes

4.5.6.4 Plan and organise the validation of project outcomes

4.5.6.4 Plan and organise the validation of project outcomes
4.4.10.5 Deliver results and get acceptance

4.5.7.3 Secure project funding

4.5.10.1 Start the project and develop and get agreement on the project management plan

4.5.10.2 Initiate and manage the transition to a new project phase (see measures)

4.5.10.1 Start the project and develop and get agreement on the project management plan (see measures)
4.5.10.2 Initiate and manage the transition to a new project phase

4.5.10.6 Close and evaluate a phase or the project

4.5.5.3 Establish infrastructure processes and systems for information flow

4.3.1.4 Determine, assess and review critical success factors

4.3.1.5 Determine, assess and review key performance indicators
4.3.1.4 Determine, assess and review critical success factors
4.3.1.5 Determine, assess and review key performance indicators

4.3.1.4 Determine, assess and review critical success factors

4.3.1.5 Determine, assess and review key performance indicators
4.4.10.1 Evaluate all decisions and actions against their impact on project success and the objectives of the
organisation
4.3.1.4 Determine, assess and review critical success factors
4.3.1.5 Determine, assess and review key performance indicators

4.5.1.2 Review, apply and exchange lessons learned from and with other projects

4.5.10.6 Close and evaluate a phase or the project

4.5.1.2 Review, apply and exchange lessons learned from and with other projects
4.5.1.2 Review, apply and exchange lessons learned from and with other projects
COVERAGE EXTENDING BEYOND THAT OF THE GAPPS FRAMEWORK
4.5.1.3 Determine complexity and its consequences for the approach
4.5.8.3 Identify the potential sources of resources and negotiate their acquisition
4.5.8.4 Allocate and distribute resources according to defined need
4.5.9.1 Agree on procurement needs, options and processes
4.5.9.2 Contribute to the evaluation and selection of suppliers and partners
4.5.9.3 Contribute to the negotiation and agreement of contractual terms and conditions that meet project
objectives
4.5.9.4 Supervise the execution of contracts, address issues and seek redress where necessary
4.5.13.1 Assess the adaptability to change of the organisation(s)
4.5.13.2 Identify change requirements and transformation opportunities
4.5.13.3 Develop change or transformation strategy
4.5.13.4 Implement change or transformation management strategy

4.4.2.1 Acknowledge and apply ethical values to all decisions and actions
4.4.2.2 Promote the sustainability of outputs and outcomes
4.4.2.3 Take responsibilities for all decisions and actions
4.4.2.4 Act, take decisions and communicate in a consistent way
4.4.2.5 Complete tasks thoroughly in order to build confidence with others
4.4.3.1 Provide clear and structured information to others and verify their understanding
4.4.3.2 Facilitate and promote open communications
4.4.3.3 Choose communication styles and channels to meet the needs of the audience, situation and
management level
4.4.3.4 Communicate effectively with virtual teams
4.4.3.5 Employ humour and sense of perspective when appropriate
4.4.4.1 Initiate and develop personal and professional relationships
4.4.4.2 Build, facilitate and contribute to social networks
4.4.4.3 Demonstrate empathy through listening, understanding and support
4.4.4.4 Show confidence and respect by encouraging others to share their opinions or concerns

4.4.5.1 Initiate actions and proactively offer help and advice

4.4.5.2 Take ownership and show commitment
4.4.5.4 Exert appropriate power and influence over others to achieve the goals
4.4.5.5. Make and enforce and review decisions
4.4.7.1 Anticipate and possibily prevent conflicts and crisis
4.4.7.2 Analyse the causes and consequences of conflicts and crisis and select appropriate response(s)
4.4.7.3 Mediate and resolve conflicts and crisis and/or their impact
4.4.8.1 Stimulate and support and open and creative environment
4.4.8.2 Apply conceptual thinking to define situations and strategies
4.4.8.3 Apply analytic techniques to analysing situations financial and organisational data and trends
4.4.8.4 Promote and apply creative techniques to find alternatives and solutions
4.4.8.5 Promote a holistic view of the project and it's context to improve decision making
4.4.9.1 Identify and analyse the interests of all parties involved in the negotiation
4.4.9.2 Develop and evaluate options and alternatives with the potential to meet the needs of all parties
4.4.9.3 Define a negotiation strategy in line with own objectives that is acceptable to all parties involved
4.4.9.4 Reach negotiated agreements with other parties that are in line with own objectives
4.4.9.5 Detect and exploit additional selling and acquisition posibilities

4.4.10.3 Create and maintain a healthy, safe and productive working environment
4.4.10.4 Promote and "sell" the project, its processes and outcomes
4.3.1.1 Align with organisational mission and vision
4.3.1.2 Identify and exploit opportunities to influence organisational strategy
4.3.1.3 Develop and ensure the ongoing validity of the business/organisational justification
4.3.2.1 Know the principles of project management and the way in which they are implemented
4.3.2.2 Know and apply the principles of program management and the way in which they are implemented
4.3.2.3 Know and apply the principles of portfolio management and the way in which they are implemented
4.3.2.4 Supporting functions
4.3.2.5 Align the project with the organisation's decision making and reporting structures and quality
requirements
4.3.2.6 Align the project with human resource processes and functions
4.3.2.7 Align the project with finance and control processes and functions
4.3.3.4 Identify and ensure that the project complies with relevant sustainability principles and objectives
4.3.3.5 Assess use and develop professional standards and tools for the projects
4.3.3.6 Assess, benchmark and improve the organisational project management competence
4.3.4.1 Assess the personal ambitions and interests of others and the potential impact of these on the project
4.3.4.2 Asses the informal influence of individuals and groups and its potential impact on the project
4.3.4.3 Assess the personalities and working styles of others and employ them to the benefit of the project
4.3.5.1 Assses the culture and values of the society and their implications for the project
4.3.5.2 Align the project with the formal culture and incorporate the values of the organisation
4.3.5.3 Assess the informal culture and values of the organisations and their implications for the project
Mapping: GAPPS to ISO 21500
The intent of the GAPPS mapping process is to use the GAPPS standard as a common basis or spine for mappin
other project management standards for the purpose of comparison. Therefore, this is a mapping of the COVERA
against the GAPPS Project Manager Standards.

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial mapping by a subject matter expert or informed independent party
2. Review of the mapping by a working party at a GAPPS Working Session
3. Draft mapping send to the owner of the mapped standard for review and feedback – specifying a time period
4. If no response is received from the mapped standard's owner within the specified time period, proceed to (6)
5. Review and respond to feedback from mapped standard's owner, and make any proposed changes to the map
by a working party at a GAPPS Working Session
6. Submit mapping to GAPPS Board for approval
7. Publish on the GAPPS website – noting whether or not the mapping has been reviewed and approved by the s

As each set of standards that can be mapped to the GAPPS standards has its own purpose, focus and format a d
is not expected or sought. The aim is merely to provide a basis for the comparison of coverage. As the GAPPS f
used to assess threshold competency — demonstration of the ability to do something at a standard considered a
- it is expected that the coverage of other standards is most likely to be considerably broader than that of the GA
activities that are included in other standards, but not included in the GAPPS standard, are listed at the bottom o
additional topics are what differentiates the mapped standards from the GAPPS standard.
The right hand column below is coloured according to the following Legend to indicate the extent to which the c
(in this case the ISO 21500) maps against the GAPPS standard.

GAPPS (2007)
A Framework for Performance Based Competency
Standards for Global Level 1 and 2 Project Managers,
Johannesburg: Global Alliance for Project Performance Standards.
1 Manage Stakeholder Relationships
1.1 Ensure that stakeholder interests are identified and addressed.
1.1.1 Relevant stakeholders are determined.

1.1.2 Stakeholder interests are investigated and documented.

1.1.3 Stakeholder interests are considered when making project decisions.

1.1.4 Actions to address differing interests are implemented.

1.2 Promote effective individual and team performance.
1.2.1 Interpersonal skills are applied to encourage individuals and teams to
perform effectively.
1.2.2 Individual project roles are defined, documented, communicated,
assigned, and agreed to.

1.2.3 Individual and team behavioural expectations are established.

1.2.4 Individual and team performance is monitored and feedback provided.

1.2.5 Individual development needs and opportunities are recognised and

addressed.
1.3 Manage stakeholder communications.
1.3.1 Communication needs of stakeholders are identified and documented.

1.3.2 Communication method, content, and timing is agreed to by relevant

stakeholders.
1.3.3 Information is communicated as planned, and variances are identified
and addressed.
1.4 Facilitate external stakeholder participation.
1.4.1 External stakeholder participation is planned, documented, and
communicated.

1.4.2 External stakeholder participation is supported as planned, and

variances are addressed.
2 Manage Development of the Plan for the Project
2.1 Define the work of the project.
2.1.1 A shared understanding of desired project outcomes is agreed to with
relevant stakeholders.
2.1.2 Processes and procedures to support the management of the project
are identified, documented, and communicated to relevant stakeholders.

2.1.3 Work-items required to accomplish the product of the project are

determined.

2.1.4 The work-items and completion criteria are agreed to by relevant

stakeholders.
2.1.5 Assumptions, constraints, and exclusions are identified and
documented.
2.1.6 Relevant knowledge gained from prior projects is incorporated into the
plan for the project where feasible.
2.2 Ensure the plan for the project reflects relevant legal requirements.
2.2.1 Relevant legal requirements are identified, documented, and
communicated to relevant stakeholders.
2.2.2 Potential for conflicts caused by legal requirements are identified and
addressed in the plan for the project.
2.3 Document risks and risk responses for the project.
2.3.1 Risks are identified in consultation with relevant stakeholders.
2.3.2 Risk analysis techniques are used to evaluate risks and then prioritise
them for further analysis and response planning.

2.3.3 Responses to risks are identified and agreed to by relevant

stakeholders.
2.4 Confirm project success criteria.
2.4.1 Measurable project success criteria are identified and documented.
2.4.2 Project success criteria are agreed to by relevant stakeholders.
2.5 Develop and integrate project baselines.
2.5.1 Resource requirements are determined.

2.5.2 Schedule is developed based on resource requirements, resource

availability, and required sequence of work-items.

2.5.3 Budget is developed based on resource requirements.

2.5.4 Conflicts and inconsistencies in the plan for the project are addressed.

2.5.5 The plan for the project is approved by authorised stakeholders and
communicated to relevant stakeholders.
3 Manage Project Progress
3.1 Monitor, evaluate, and control project performance.
3.1.1 Performance of the project is measured, recorded, evaluated, and
reported against the project baselines.
3.1.2 Processes and procedures are monitored and variances addressed.

3.1.3 Completed work-items are reviewed to ensure that agreed completion

criteria were met.
3.1.4 Corrective action is taken as needed in support of meeting project
success criteria.
3.2 Monitor risks to the project.
3.2.1 Identified risks are monitored.

3.2.2 Changes to the external environment are observed for impact to the
project.
3.2.3 Applicable legal requirements are monitored for breaches and
conflicts.
3.2.4 Actions are taken as needed.
3.3 Reflect on practice.
3.3.1 Feedback on personal performance is sought from relevant
stakeholders and addressed.
3.3.2 Lessons learned are identified and documented.

4 Manage Product Acceptance

4.1 Ensure that the product of the project is defined.
4.1.1 Desired characteristics of the product of the project are identified in
consultation with relevant stakeholders.
4.1.2 Characteristics of the product of the project are documented and
agreed to by relevant stakeholders.

4.2 Ensure that changes to the product of the project are monitored and
controlled.
4.2.1 Variances from agreed product characteristics are identified and
addressed.
4.2.2 Requests for changes to the product of the project are documented,
evaluated, and addressed in accordance with the change control processes
for the project.
4.2.3 Approved product changes are implemented.

4.3 Secure acceptance of the product of the project.

4.3.1 The product of the project is evaluated against the latest agreed
characteristics and variances addressed where necessary.
4.3.2 The product of the project is transferred to identified stakeholders and
accepted.
5 Manage Project Transitions
5.1 Manage project start-up.
5.1.1 Authorization to expend resources is obtained from the appropriate
stakeholders.
5.1.2 Start-up activities are planned and conducted.
5.2 Manage transition between project phases.
5.2.1 Acceptance of the outputs of a prior phase is obtained from the
relevant stakeholders.
5.2.2 Authorisation to begin work on a subsequent phase is obtained from
the appropriate stakeholders.
5.2.3 Transition activities are planned and conducted.
5.3 Manage project closure.
5.3.1 Closure activities are planned and conducted.

5.3.2 Project records are finalised, signed off, and stored in compliance with
processes and procedures.
6 Evaluate and Improve Project Performance
6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are determined.
6.1.2 Relevant evaluation techniques are determined.
6.2 Evaluate the project in accordance with plan.
6.2.1 Performance data is collected and analysed in accordance with the
evaluation plan.
6.2.2 Evaluation process engages relevant stakeholders.
6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is encouraged among relevant
stakeholders.
6.3.2 Results of evaluations are documented and made available for
organisational learning.
6.3.3 Potential improvements are identified, documented and
communicated to relevant stakeholders.
6.3.4 Improvements agreed for this project are applied.
OVERS
PPS standard as a common basis or spine for mapping of the COVERAGE of
mparison. Therefore, this is a mapping of the COVERAGE only of ISO 21500

PPS standard is as follows:

dependent party
Working Session
d for review and feedback – specifying a time period for response
wner within the specified time period, proceed to (6)
s owner, and make any proposed changes to the mapping subject to agreement

he mapping has been reviewed and approved by the standards owner.

standards has its own purpose, focus and format a direct (one-to-one) mapping
asis for the comparison of coverage. As the GAPPS framework is intended to be
he ability to do something at a standard considered acceptable in the workplace
likely to be considerably broader than that of the GAPPS standard. Topics or
ded in the GAPPS standard, are listed at the bottom of the document. These
ards from the GAPPS standard.
ollowing Legend to indicate the extent to which the coverage of the standard
ard.

ISO 21500

3.8 Stakeholders and project organization

Table 1 - Project management processes cross-referenced to process and
subject groups
4.3.10 Manage stakeholders
4.1 Project management process application
4.3.9 Identify stakeholders
Table 9 - Identify stakeholders: primary inputs and outputs
4.3.10 Manage stakeholders
3.11 Project constraints
4.3.11 Define Scope
4.1 Project management process application

4.3.18 Develop project team

Table 18 - Develop project team: primary inputs and outputs
4.3.20 Manage project team
Table 20 - Manage project team: primary inputs and outputs
4.3.3 Develop project plans
4.3.15 Establish project team
4.3.17 Define project organization
3.8. Stakeholders and project organization
4.3.18 Develop project team
4.3.20 Manage project team
Table 20 - Manage project team: primary inputs and outputs
3.9 Competencies of project personnel

4.3.38 Plan communications

Table 38 - Plan communications: primary inputs and outputs
4.3.39 Distribute information
Table 39 - Distribute information: primary inputs and outputs
4.3.40 Manage communications
Table 40 - Manage communications: primary inputs and outputs

4.3.9 Identify stakeholders

Table 11 - Define scope: primary inputs and outputs
4.3.11 Define Scope

4.3.40 Manage communications

3.6 Project governance

3.8 Stakeholders and project organization
4.1 Project management process application
4.3.12 Create work breakdown structure
Table 12 - Create work breakdown structure: primary inputs and outputs
4.3.13 Define activities
Table 13 - Define activities: primary inputs and outputs
3.3 Project Management

4.3.2 Develop project charter

3.11 Project constraints
4.3.1 General (Processes)
Table 3 - Develop project plans: primary inputs and outputs

4.3.38 Plan communications

3.11 Project constraints

4.3.28 Identify risks

4.3.29 Assess risks
Table 29 - Assess risks: primary inputs and outputs
4.3.30 Treat risks
Table 30 - Treat risks: primary inputs and outputs
4.3.31 Control risks
Table 31 - Control risks: primary inputs and outputs
4.3.15 Establish project team
4.3.16 Estimate resources
Table 16 - Estimate resources: primary inputs and outputs
4.3.21 Sequence activities
4.3.22 Estimate activity durations
4.3.23 Develop schedule
Table 23 - Develop schedule: primary inputs and outputs
4.3.23 Develop schedule
4.3.26 Develop budget

4.3.3 Develop Project Plans

4.3.5 Control project work

Table 5 - Control project work: primary inputs and outputs
4.3.34 Perform quality control
Table 34 - Perfomr quality control: primary inputs and outputs
4.3.7 Close project phase or project
Table 7 - Close project phase or project: primary inputs and outputs

4.3.31 Control risks

Table 31 - Control risks: primary inputs and outputs
3.5.1 General
3.5.2 Factors outside the organizational boundary

Table 31 - Control risks: primary inputs and outputs

4.3.18 Develop project team

4.3.20 Manage Project Team
4.3.20 Manage project team
Table 4 - Direct project work: primary inputs and outputs
4.3.8 Collect lessons learned
Table 8 - Collect lessons learned: primary inputs and outputs

4.1 Project management process application

4.3.2 Develop Project Charter

4.3.3 Develop Project Plans
4.3.11 Define Scope

4.3.6 Control Changes

4.3.6 Control changes

4.3.3 Develop project plans
Table 3 - Develop project plans: primary inputs and outputs
4.3.6 Control changes

4.3.7 Close project phase or project

Table 7 - Close project phase or project: primary inputs and outputs

4.3.7 Close project phase or project

Table 7 - Close project phase or project: primary inputs and outputs

4.3.7 Close project phase or project

Table 7 - Close project phase or project: primary inputs and outputs
4.3.7 Close project phase or project
Table 7 - Close project phase or project: primary inputs and outputs

4.3.8 Collect Lessons Learned

4.2.2.6 Closing Process Group

4.3.8 Collect Lessons Learned

4.3.20 Manage project team
4.3.8 Collect Lessons Learned
2. Terms and definition
3.2 Project
3.4 Organzational strategy and projects
3.5.3 Factors inside the organizational boundary
3.7 Projects and operations
3.10 Project life cycle
3.12 Relationship between project management concepts and processes
4.2 Process groups and subject groups
4.3.4 Direct project work
4.3.14 Control scope
4.3.19 Control resources
4.3.24 Control schedule
4.3.25 Estimate costs
4.3.26 Develop budget
4.3.27 Control costs
4.3.32 Plan quality
4.3.33 Perform quality assurance
4.3.35 Plan procurements
4.3.36 Select suppliers
4.3.37 Administer procurements
4.3.37 Administer procurements
 Mapping: P2M to GAPPS Project Manager Standards
The intent of the GAPPS mapping process is to use the GAPPS standard as a common basis or spine for mapping o
of other project management standards for the purpose of comparison. Therefore, this is a mapping of the COVERA
P2M against the GAPPS Project Manager Standards. The P2M [insert here text concerning the structure of P2M and
been mapped against the GAPPS standards] these have been mapped against the GAPPS standards.

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial mapping by a subject matter expert or informed independent party
2. Review of the mapping by a working party at a GAPPS Working Session
3. Draft mapping send to the owner of the mapped standard for review and feedback – specifying a time period for
4. If no response is received from the mapped standard's owner within the specified time period, proceed to (6)
5. Review and respond to feedback from mapped standard's owner, and make any proposed changes to the mappi
agreement by a
working party at a GAPPS Working Session
6. Submit mapping to GAPPS Board for approval
7. Publish on the GAPPS website – noting whether or not the mapping has been reviewed and approved by the stan

As each set of standards that can be mapped to the GAPPS standards has its own purpose, focus and format a direc
mapping is not expected or sought. The aim is merely to provide a basis for the comparison of coverage. As the G
is intended to be used to assess threshold competency — demonstration of the ability to do something at a standard
acceptable in the workplace - it is expected that the coverage of other standards is most likely to be considerably br
the GAPPS standard. Topics or activities that are included in other standards, but not included in the GAPPS stand
the bottom of the document. These additional topics are what differentiates the mapped standards from the GAPP
The right hand column below is coloured according to the following Legend to indicate the extent to which the cov
standard (in this case the P2M) maps against the GAPPS standard.

This mapping has been reviewed by PMAJ

LEGEND:
 GAPPS (2007)
A Framework for Performance Based Competency
Standards for Global Level 1 and 2 Project
Managers,
Johannesburg: Global Alliance for Project Performance
Standards.
1 Manage Stakeholder Relationships
1.1 Ensure that stakeholder interests are identified and
addressed.

1.1.1 Relevant stakeholders are determined.

1.1.2 Stakeholder interests are investigated and

documented.

1.1.3 Stakeholder interests are considered when making

project decisions.

1.1.4 Actions to address differing interests are

implemented.

1.2 Promote effective individual and team performance.

1.2.1 Interpersonal skills are applied to encourage
individuals and teams to perform effectively.
1.2.2 Individual project roles are defined, documented,
communicated, assigned, and agreed to.

1.2.3 Individual and team behavioural expectations are

established.

1.2.4 Individual and team performance is monitored and

feedback provided.
1.2.5 Individual development needs and opportunities are
recognised and addressed.

1.3 Manage stakeholder communications.

1.3.1 Communication needs of stakeholders are identified
and documented.

1.3.2 Communication method, content, and timing is

agreed to by relevant stakeholders.

1.3.3 Information is communicated as planned, and

variances are identified and addressed.
1.4 Facilitate external stakeholder participation.

1.4.1 External stakeholder participation is planned,

documented, and communicated.

1.4.2 External stakeholder participation is supported as

planned, and variances are addressed.

2 Manage Development of the Plan for the Project

2.1 Define the work of the project.
2.1.1 A shared understanding of desired project outcomes
is agreed to with relevant stakeholders.

2.1.2 Processes and procedures to support the

management of the project are identified,
documented, and communicated to relevant
stakeholders.
2.1.3 Work-items required to accomplish the product of
the project are determined.
2.1.4 The work-items and completion criteria are agreed to
by relevant stakeholders.

2.1.5 Assumptions, constraints, and exclusions are

identified and documented.

2.1.6 Relevant knowledge gained from prior projects is

incorporated into the plan for the project where
feasible.
2.2 Ensure the plan for the project reflects relevant legal
requirements.
2.2.1 Relevant legal requirements are identified,
documented, and communicated to relevant
stakeholders.

2.2.2 Potential for conflicts caused by legal requirements

are identified and addressed in the plan for the
project.
2.3 Document risks and risk responses for the project.
2.3.1 Risks are identified in consultation with relevant
stakeholders.

2.3.2 Risk analysis techniques are used to evaluate risks

and then prioritise them for further analysis and
response planning.
2.3.3 Responses to risks are identified and agreed to by
relevant stakeholders.

2.4 Confirm project success criteria.

2.4.1 Measurable project success criteria are identified
and documented.

2.4.2 Project success criteria are agreed to by relevant

stakeholders.

2.5 Develop and integrate project baselines.

2.5.1 Resource requirements are determined.

2.5.2 Schedule is developed based on resource

requirements, resource availability, and required
sequence of work-items.

2.5.3 Budget is developed based on resource

requirements.

2.5.4 Conflicts and inconsistencies in the plan for the

project are addressed.

2.5.5 The plan for the project is approved by authorised

stakeholders and communicated to relevant
stakeholders.
3 Manage Project Progress
3.1 Monitor, evaluate, and control project performance.
3.1.1 Performance of the project is measured, recorded,
evaluated, and reported against the project
baselines.

3.1.2 Processes and procedures are monitored and

variances addressed.

3.1.3 Completed work-items are reviewed to ensure that

agreed completion criteria were met.

3.1.4 Corrective action is taken as needed in support of

meeting project success criteria.

3.2 Monitor risks to the project.

3.2.1 Identified risks are monitored.

3.2.2 Changes to the external environment are observed

for impact to the project.
3.2.3 Applicable legal requirements are monitored for
breaches and conflicts.

3.2.4 Actions are taken as needed.

3.3 Reflect on practice.

3.3.1 Feedback on personal performance is sought from
relevant stakeholders and addressed.
3.3.2 Lessons learned are identified and documented.

4 Manage Product Acceptance

4.1 Ensure that the product of the project is defined.
4.1.1 Desired characteristics of the product of the project
are identified in consultation with relevant
stakeholders.

4.1.2 Characteristics of the product of the project are

documented and agreed to by relevant
stakeholders.

4.2 Ensure that changes to the product of the project are

monitored and controlled.
4.2.1 Variances from agreed product characteristics are
identified and addressed.

4.2.2 Requests for changes to the product of the project

are documented, evaluated, and addressed in
accordance with the change control processes for
the project.
4.2.3 Approved product changes are implemented.
4.3 Secure acceptance of the product of the project.
4.3.1 The product of the project is evaluated against the
latest agreed characteristics and variances
addressed where necessary.

4.3.2 The product of the project is transferred to identified

stakeholders and accepted.
5 Manage Project Transitions
5.1 Manage project start-up.
5.1.1 Authorisation to expend resources is obtained from
the appropriate stakeholders.
5.1.2 Start-up activities are planned and conducted.
5.2 Manage transition between project phases.
5.2.1 Acceptance of the outputs of a prior phase is
obtained from the relevant stakeholders.
5.2.2 Authorisation to begin work on a subsequent phase
is obtained from the appropriate stakeholders.
5.2.3 Transition activities are planned and conducted.
5.3 Manage project closure.
5.3.1 Closure activities are planned and conducted.

5.3.2 Project records are finalised, signed off, and stored

in compliance with processes and procedures.

6 Evaluate and Improve Project Performance

6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are
determined.
6.1.2 Relevant evaluation techniques are determined.
6.2 Evaluate the project in accordance with plan.
6.2.1 Performance data is collected and analysed in
accordance with the evaluation plan.
6.2.2 Evaluation process engages relevant stakeholders.
6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is encouraged
among relevant stakeholders.

6.3.2 Results of evaluations are documented and made

available for organisational learning.
6.3.3 Potential improvements are identified, documented
and communicated to relevant stakeholders.
6.3.4 Improvements agreed for this project are applied.

COVERAGE EXTENDING BEYOND THAT OF THE GAPPS FRAMEWORK

LEGEND:
M to GAPPS Project Manager Standards
se the GAPPS standard as a common basis or spine for mapping of the COVERAGE
urpose of comparison. Therefore, this is a mapping of the COVERAGE only of the
rds. The P2M [insert here text concerning the structure of P2M and how that has
e have been mapped against the GAPPS standards.

nst the GAPPS standard is as follows:

nformed independent party
a GAPPS Working Session
ed standard for review and feedback – specifying a time period for response
ndard's owner within the specified time period, proceed to (6)
d standard's owner, and make any proposed changes to the mapping subject to

er or not the mapping has been reviewed and approved by the standards owner.

he GAPPS standards has its own purpose, focus and format a direct (one-to-one)
merely to provide a basis for the comparison of coverage. As the GAPPS framework
ency — demonstration of the ability to do something at a standard considered
he coverage of other standards is most likely to be considerably broader than that of
included in other standards, but not included in the GAPPS standard, are listed at
pics are what differentiates the mapped standards from the GAPPS standard.
ng to the following Legend to indicate the extent to which the coverage of the
GAPPS standard.

NO Mapping
Partial/Some Mapping
Full Mapping
 P2M
Project and Program Management Guidebook, V1.1 June
2008, Project Management Association of Japan

(9) 1. Design of Relationship

1-1. Stakeholder
“...it is important to …identify stakeholders involved.”

[Figure 4-9-1: Relationship Management Outline

“Be aware of the viewpoint of stakeholders’ satisfaction including clients.”]
1-2. Relationship with client
(1) Relationship design with a project owner as a core
(2) Design of relationship focused on project executer
(3) Relationship with end-users (final clients)

1-3. Relationships with other stakeholders

1-4. Relationship in programs

(9) 2. Implementation/Maintenance of Relationship

2-1. Project proposals
(1) Project execution proposal
(2) Project value proposition
2-2. Contract
(1) Types of contracts
(2) Composition of contract
(3) The viewpoint of stakeholders’ derivative suit

(9) 2. Implementation/Maintenance of Relationship

2-3. Relationship coordination
(1) Coordination of relationships between contract parties
(2) Coordination of relationships with other stakeholders
(3) Negotiation
(4) Claim handling
(5) Quick response
(9) 3. Restructuring of Relationship
3-2. Strategic alliances

(4) 2. Project team

2-1. Project manager
2-2. Project team
2-3. Team building
2.3.1 Objective of team building
2.3.2 How to proceed on team building
(4) 2. Project team
2.2.1 Project team formation
2.2.2 Responsibility and authority of project team members
2-3. Team building
2.3.1 Objective of team building
2.3.2 How to proceed on team building

Note: No explicit mention in P2M.

(4) 3. Quality and development of project manager

3-1. Project leader
3.1.1 Requirements for the project leader
3.1.2 Leadership for forming a project team
3.1.3 Various theories on leadership
3-2. Quality and capability of project personnel
3-3. Development of project human resources
3-4 Code of ethical practice required of project personnel

11. Project Communications Management

1-2. Supportive communication to the stakeholders
(1) Mutual understanding among project members and motivation towards
success
(2) Holding different meetings
(3) Coordination task
(4) Integration work
(5) Information services to participants in the middle of the project
(6) Collection services of minus information and prediction management
(11) 2. How Communications Should Be
2-1. Definition of communication
2-2. Structure of communication and communicative ability
2-3. Factors that hinder communication and measures against them

1-1. The basics for communication management as an information

manufacturing factory
(3) Report/change management of the project information management

1-2. Supportive communication to the stakeholders

(1) Mutual understanding among project members and motivation towards
success
(2) Holding different meetings
(3) Coordination task
(4) Integration work
(5) Information services to participants in the middle of the project
(6) Collection services of minus information and prediction management

(11) 3. Cross-Cultural Communications

3-1. Problems in cross-cultural communications
3-2. Ability to cope with difference in cultures
3-3. Business and organisational behavioural power between cross-culture
(4) 1. Project Organisations
1-1. Project organisations
1.1.1 Environment outside the project organisation
1.1.2 Environment inside the project organisation

9. Project Relationships Management

(9) 1. Design of Relationship
1-2. Relationship with client
(1) Relationship design with a project owner as a core
(2) Design of relationship focused on project executer

9. Project Relationships Management

(9) 1. Design of Relationship
(3) Relationship with end-users (final clients)
1-3. Relationships with other stakeholders

11. Project Communications Management

1-2. Supportive communication to the stakeholders
(5) Information services to participants in the middle of the project
(6) Collection services of minus information and prediction management

11. Project Communications Management

1-2. Supportive communication to the stakeholders
(1) Mutual understanding among project members and motivation towards
success

(5) 2. Definition of Scope

(9) 2. Implementation/Maintenance of Relationship

2-1. Project proposals

(1) Project execution proposal
(2) Project value proposition

5. Project Objectives Management

(5) 2. Scope Management
2-1. Outline of scope management
2-2. Scope plans
2-3. Definition of scope
2.3.1 Work Breakdown Structure (WBS)
2-4. Scope change
2.4.1 Scope change system
(5). Project Objectives Management
Table 4-5-2 Interrelations among objectives management process
Table 4-5-9 Outline of Socpe management
- Work Processes
- Dissembling taks
- Sharing of Tasks
(9) 2-1. Project proposals
(1) Project execution proposal
(2) Project value proposition
(9) 2-1. Project proposals
(1) Project execution proposal
(2) Project value proposition

Note: P2M assumes lessons learned are used but doesn’t actually state it

(2) Figure 4-2-1 Overview of Project Finance Mgt

Knowledge Database (legal affairs)

Part II - (2) 2.1.1 Pillars of Project Management Rules

(a) Due diligence

(7) 3. Risk Identification

3-1. Basic information for risk identification
3-2. Methods for risk identification
(7) 4. Risk Analysis and Evaluation
4-1. Basis for risk analysis and evaluation
4-2. Risk quantification method
7) 5. Preparation of Risk Handling
5-1. Composition of risk countermeasures
5-2. General processes of risk countermeasures

(10) 2. Evaluation of the Value

2-1. Evaluation indicators
2-2. Evaluation period
Note: P2M assumes that the stakeholders will be consulted and agree to the
measurement criteria for success – assumed this will be the first page of the
execution plan but isn’t actually stated
(6) 2. Specification of Resources
2-1. The basics of specifying resources
2-2. Essentials of resource specification
2-3. Deliverables in specifying resources
(6) 3. Formulation of Resource Plan
3-1. Basic info. in formulating a resource plan
3-2. Formulation of resource plans
3-3. Deliverables in resource plan drafting

5. Project Objectives Management

(5) 3. Time Management
3-1. Outline of time management
3.1.1 Realistic plan and setting of the target
3.1.2 Relation between the schedule and the cost
3.1.3 Consciousness of attaining the schedule
3-4. Critical chain management
3.4.1 Buffers included in the planning phase
3.4.2 Three factors delaying a project
3.4.3 Steps to carry out critical chain management
3.4.4.Matters that require attention when implementing critical chain
management
3.4.5 Supplement: Management processes of multiple projects

(5) 3. Time Management

3-1. Outline of time management
3.1.2 Relation between the schedule and the cost

(5). 4. Cost Management

Table – 4-5-17 Outling of Cost Management
Work Progress – Setting of the budget

(5) 4. Cost management

4-1. Outline of cost management
4-2. Cost management and cost engineering
4-3. Mode of estimate techniques (cost estimate techniques) and items of
quasi-cost
(5) Objectives Management
3. Time Management
Table 4-5-2 Interrelations among objectives management process

Note: Not explicitly stated in the P2M

5. Project Objectives Management
(5) 3. Time Management
Table 4-5-12 Outline of time management
Work-process – Analysis of the trend of progress & forecasting
- devising a correction plan adjustment to the achievement to the target
(5). 3. Time Management
- Progress Monitoring & Control
(5). 4. Cost Management
Table – 4-5-17 Outling of Cost Management
Work Progress – Progress management/monitoring
- Devising means of improving
(5) 5. Earned Value Management
5-1. Outline of earned value management
5-2. Planning
5-3. Control
5-4. Change in the performance measurement baseline (PMB)

5. Project Objectives Management

(5) 3. Time Management
Table 4-5-12 Outline of time management
Work-process – Analysis of the trend of progress & forecasting
- devising a correction plan adjustment to the achievement to the target
(5). 3. Time Management
- Progress Monitoring & Control
(5). 4. Cost Management
Table – 4-5-17 Outling of Cost Management
Work Progress – Progress management/monitoring
- Devising means of improving

6. Project Resources Management

(6) 5. Resource Check and Control
5-1. Monitoring
5-2. Analysis, evaluation, prediction
Table – 4-5-17 Outling of Cost Management
Work Progress – Progress management/monitoring
- Devising means of improving

(6) 6. Improvement/Correction Plan

7. Figure 4-7-1 Overview of Risk Management

Work Process – Evaluation of the situation where risk management is
implemented (re-assessment, monitoring, drafting of measures through the
project period)
- Implementation of the measure

7. Figure 4-7-1 Overview of Risk Management

Work Process – Evaluation of the situation where risk management is
implemented (re-assessment, monitoring, drafting of measures through the
project period)
- Implementation of the measure
7. Figure 4-7-1 Overview of Risk Management
Work Process – Evaluation of the situation where risk management is
implemented (re-assessment, monitoring, drafting of measures through the
project period)
- Implementation of the measure

7. Figure 4-7-1 Overview of Risk Management

Work Process – Evaluation of the situation where risk management is
implemented (re-assessment, monitoring, drafting of measures through the
project period)
- Implementation of the measure

Note: Assumed action – not explicitly stated in the P2M

(5) 7. Report and Change Management

- Project performance and communications

(6) 7. Accumulation of Resources

7-1. Significance of resource accumulation
7-2. Recycling of intellectual, technical and information resources
7-3. Practical measures for resource accumulation

2.4.1 (1) Activites to produce and deliver a project product

2.4.2 Work Process to Create Project Product(s)

Figure 2-2-8 Work Processes of Activities to Create Project Products

- Conception
- Design
- Implementation
o Detailed Design
- Termination
Figure 2-2-6 Project Management Skills and Three Management Activities
- Activities to Create Project Product (s)
6-4. Quality planning
(5) 6. Quality Management

5. Project Objectives Management

(5) 6. Quality Management
6-5. Quality assurance
6-6. Quality control

(5) 7. Report/Change/Problem Management

7-2. Change management
(5) 7. Report/Change/Problem Management
7-2. Change management
(5) 8. Delivery Management
8-1. Process of project turnover
8-2. Test run and guarantee of performance

Figure 1-5-1 Overview of P2M

- Project Goal Management
Delivery Management
(5) 8. Delivery Management
8-3. Turnover and acceptance of a project

Note: No explicit mention in P2M.

Note: No explicit mention in P2M.

Note: No explicit mention in P2M.

Note: No explicit mention in P2M.

Note: No explicit mention in P2M.

(5) 8. Delivery Management

8-1. Process of project turnover
8-2. Test run and guarantee of performance
8-3. Turnover and acceptance of a project

(4) 7. Report/Change Management

- Close-Out Report

(6) 7. Accumulation of Resources

7-1. Significance of resource accumulation
7-2. Recycling of intellectual, technical and information resources
7-3. Practical measures for resource accumulation

Note: No explicit reference in P2M

Note: No explicit reference in P2M

Note: No explicit reference in P2M

Note: No explicit reference in P2M

 (6) 7. Accumulation of Resources
7-2. Recycling of intellectual, technical and information resources

(7) 6. Compilation of Lessons on Risk

6-1. Collection of similar project risk cases
6-2. Probability distribution data on accuracy for each schedule activity
6-3. Collection of risk handling cases
Note: No explicit reference in P2M

Note: No explicit reference in P2M

Note: No explicit reference in P2M

ENDING BEYOND THAT OF THE GAPPS FRAMEWORK

1. Project Strategy Management

(1) 1. Project Base System

1-1. Project domain

1-2. Process domain

1-3. Organisational domain

1-4. Financial domain

1-5. Knowledge domain

1-6. Operation domain

(1) 2. Project Governance

2-1. Evaluation of project

2-2. Project synergy

 2-3. Decision-making and project

2-4. CSR and project

2. Project Finance Management

(2) 1. Basics of Project Finance Management

1-1. Necessity of finance knowledge

1-2. Basic concept towards finance

(2) 2. Creation of Basic Concept (Design)

2-1. Basic concept of project (project design)

2-2. Basic concept of funding (funding design)

2-3. Basic concept of security (security design)

(2) 3. Selection of Elements and Specification

3-1. Concept of selection of elements and specification

(2) 4. Creation of Feasible and Optimum Structure (Structuring)

4-1. Structuring

4-2. Project scheme

 4-3. Finance scheme

4-4. Procedure for structuring

4-5. Entrance and exit of entity

(2) 5. Optimum Risk Allocation, Coordination, Contract

5-1. Concept

5.2 Concept of risk allocation and optimum allocation

5-3. Project contract, loan contract, various security-related contracts

5-4. Refinance and decentralisation of small-lot finance risks

(2) 6. Evaluation of Financial Viability and Economic Efficiency

6-1. Evaluation of financial viability and economic efficiency

6-2. Loan eligibility

6-3. Financial accounting analysis/evaluation

6-4. Procedure of financial accounting analysis/evaluation

3. Project Systems Management

(3) 1. Systems Approach

 1-1. What is a system

1-2. What is a systems approach

1-3. Systems approach and project model

1-4. Modeling to support decision-making

1-5. Soft systems approach

(3) 2. Systems Engineering

2-1. What is systems engineering

2-2. Phases of systems engineering

2-3. Systems engineering process

(3) 3. Systems Management

3-1. What is systems management

3-2. Dealing with items that cannot be captured as a system

3-3. Various problem solving techniques

(4) 4. Maturity of Organisation

4-1. Level definition of maturity model

4-2. Detail of each level

6. Project Resources Management

(6) 1. Resource Management Process Style

1-1. Process cycle

1-2. Information sharing and the use of IT

(7) 7. Risk Management of Programs

7-1. Risk related to programs

7-2. Difference in risk management between the project and the program

7-3. Program risk management

8. Program and Project Information Management

(8) 1. Information related Resources and Project Management

1-1. Information related resources and intellectual assets

1-2. Information technology management

1-3. Information technology management to support project management

(8) 2. Definition of “Information”

(8) 3. Utilisation of Information Technology Management

3-1. Objectives and subjects of information technology management

3.1.1 Objectives of information technology mgt.

3.1.2 Subjects of information technology mgt.

3-2. Methods and procedures of information transmission

3-3. Modification of information and control of latest information

(8) 4. Project Information System

4-1. Program mgt. cycle supporting function

4-2. Project mgt. cycle supporting function

4-3. Project work process supporting function

4-4. Common supporting function

(8) 5. Project Information and Organisation Information

5-1. Role of organisation information

5-2. Information repository

5-3. Information utilisation in project life cycle

(8) 6. Internal Control and Compliance

6-1. Internal control of project

6-2. Information security of project

(8) 7. Information Structure and IS/IT

(9) 3. Restructuring of Relationship

3-1. Restructuring and maintenance of multiphase client relationships

10. Project Value Management

(10) 1. Recognition of the Value

1-1. Recognition of the value

1-2. Classification of the value

(10) 3. Creation and Provision of the Value

3-1. Value creation from viewpoint of service

3-2. Value creation from the viewpoint of client

3-3. Provision of value

(10) 4. Realisation and Achievement of the Value

 4-1. Transition to the operation stage

4-2. Evaluation at the operation stage

4-3. Conditions for continuous value achievement

4-4. Continuous value realisation and achievement activities examples

(10) 5. Source of the Value

5-1. Value capitalisation

5-2. Accumulation of technological value

5-3. Knowledge management

5-4. The viewpoint of core competency

5-5. The viewpoint of organisational culture

(10) 6. Environment

NO Mapping

Partial/Some Mapping
Full Mapping
nd the program

ct management
elationships
es examples
 Mapping: PMBoK® Guide 2013 5th Edition to GAPPS Project Manager Standard
The intent of the GAPPS mapping process is to use the GAPPS standard as a common basis or spine for mapping o
COVERAGE of other project management standards for the purpose of comparison. Therefore, this is a mapping o
COVERAGE only of the PMBoK® Guide against the GAPPS Project Manager Standards. The PMBoK® Guide thes
been mapped against the GAPPS standards.

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial mapping by a subject matter expert or informed independent party
2. Review of the mapping by a working party at a GAPPS Working Session
3. Draft mapping send to the owner of the mapped standard for review and feedback – specifying a time period for
response
4. If no response is received from the mapped standard's owner within the specified time period, proceed to (6)
5. Review and respond to feedback from mapped standard's owner, and make any proposed changes to the mappi
subject to agreement by a
working party at a GAPPS Working Session
6. Submit mapping to GAPPS Board for approval
7. Publish on the GAPPS website – noting whether or not the mapping has been reviewed and approved by the stan
owner.

As each set of standards that can be mapped to the GAPPS standards has its own purpose, focus and format a direc
to-one) mapping is not expected or sought. The aim is merely to provide a basis for the comparison of coverage. A
GAPPS framework is intended to be used to assess threshold competency — demonstration of the ability to do som
at a standard considered acceptable in the workplace - it is expected that the coverage of other standards is most lik
be considerably broader than that of the GAPPS standard. Topics or activities that are included in other standards,
included in the GAPPS standard, are listed at the bottom of the document. These additional topics are what differe
the mapped standards from the GAPPS standard.
The right hand column below is coloured according to the following Legend to indicate the extent to which the cov
the standard (in this case the PMBoK® Guide) maps against the GAPPS standard.

GAPPS (2007)
A Framework for Performance Based Competency
Standards for Global Level 1 and 2 Project Managers,
Johannesburg: Global Alliance for Project Performance Standards.
1 Manage Stakeholder Relationships
1.1 Ensure that stakeholder interests are identified and addressed.
1.1.1 Relevant stakeholders are determined.

1.1.2 Stakeholder interests are investigated and documented.

1.1.3 Stakeholder interests are considered when making project
decisions.
1.1.4 Actions to address differing interests are implemented.

1.2 Promote effective individual and team performance.

1.2.1 Interpersonal skills are applied to encourage individuals and teams
to perform effectively.

1.2.2 Individual project roles are defined, documented, communicated,

assigned, and agreed to.

1.2.3 Individual and team behavioural expectations are established.

1.2.4 Individual and team performance is monitored and feedback

provided.
1.2.5 Individual development needs and opportunities are recognised
and addressed.
1.3 Manage stakeholder communications.
1.3.1 Communication needs of stakeholders are identified and
documented.

1.3.2 Communication method, content, and timing is agreed to by

relevant stakeholders.
1.3.3 Information is communicated as planned, and variances are
identified and addressed.

1.4 Facilitate external stakeholder participation.

1.4.1 External stakeholder participation is planned, documented, and
communicated.

1.4.2 External stakeholder participation is supported as planned, and

variances are addressed.

2 Manage Development of the Plan for the Project

2.1 Define the work of the project.
2.1.1 A shared understanding of desired project outcomes is agreed to
with relevant stakeholders.
2.1.2 Processes and procedures to support the management of the
project are identified, documented, and communicated to relevant
stakeholders.
2.1.3 Work-items required to accomplish the product of the project are
determined.
2.1.4 The work-items and completion criteria are agreed to by relevant
stakeholders.

2.1.5 Assumptions, constraints, and exclusions are identified and

documented.
2.1.6 Relevant knowledge gained from prior projects is incorporated into
the plan for the project where feasible.

2.2 Ensure the plan for the project reflects relevant legal requirements.

2.2.1 Relevant legal requirements are identified, documented, and

communicated to relevant stakeholders.

2.2.2 Potential for conflicts caused by legal requirements are identified

and addressed in the plan for the project.
2.3 Document risks and risk responses for the project.
2.3.1 Risks are identified in consultation with relevant stakeholders.

2.3.2 Risk analysis techniques are used to evaluate risks and then
prioritise them for further analysis and response planning.
2.3.3 Responses to risks are identified and agreed to by relevant
stakeholders.
2.4 Confirm project success criteria.
2.4.1 Measurable project success criteria are identified and documented.

2.4.2 Project success criteria are agreed to by relevant stakeholders.

2.5 Develop and integrate project baselines.

2.5.1 Resource requirements are determined.

2.5.2 Schedule is developed based on resource requirements, resource

availability, and required sequence of work-items.
2.5.3 Budget is developed based on resource requirements.

2.5.4 Conflicts and inconsistencies in the plan for the project are
addressed.

2.5.5 The plan for the project is approved by authorised stakeholders

and communicated to relevant stakeholders.
3 Manage Project Progress
3.1 Monitor, evaluate, and control project performance.
3.1.1 Performance of the project is measured, recorded, evaluated, and
reported against the project baselines.
3.1.2 Processes and procedures are monitored and variances
addressed.
3.1.3 Completed work-items are reviewed to ensure that agreed
completion criteria were met.
3.1.4 Corrective action is taken as needed in support of meeting project
success criteria.
3.2 Monitor risks to the project.
3.2.1 Identified risks are monitored.
3.2.2 Changes to the external environment are observed for impact to
the project.
3.2.3 Applicable legal requirements are monitored for breaches and
conflicts.
3.2.4 Actions are taken as needed.
3.3 Reflect on practice.
3.3.1 Feedback on personal performance is sought from relevant
stakeholders and addressed.
3.3.2 Lessons learned are identified and documented.

4 Manage Product Acceptance

4.1 Ensure that the product of the project is defined.
4.1.1 Desired characteristics of the product of the project are identified in
consultation with relevant stakeholders.

4.1.2 Characteristics of the product of the project are documented and

agreed to by relevant stakeholders.
4.2 Ensure that changes to the product of the project are monitored and
controlled.
4.2.1 Variances from agreed product characteristics are identified and
addressed.
4.2.2 Requests for changes to the product of the project are
documented, evaluated, and addressed in accordance with the change
control processes for the project.
4.2.3 Approved product changes are implemented.
4.3 Secure acceptance of the product of the project.
4.3.1 The product of the project is evaluated against the latest agreed
characteristics and variances addressed where necessary.

4.3.2 The product of the project is transferred to identified stakeholders

and accepted.
5 Manage Project Transitions
5.1 Manage project start-up.
5.1.1 Authorization to expend resources is obtained from the appropriate
stakeholders.
5.1.2 Start-up activities are planned and conducted.
5.2 Manage transition between project phases.
5.2.1 Acceptance of the outputs of a prior phase is obtained from the
relevant stakeholders.
5.2.2 Authorisation to begin work on a subsequent phase is obtained
from the appropriate stakeholders.
5.2.3 Transition activities are planned and conducted.
5.3 Manage project closure.
5.3.1 Closure activities are planned and conducted.

5.3.2 Project records are finalised, signed off, and stored in compliance
with processes and procedures.
6 Evaluate and Improve Project Performance
6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are determined.

6.1.2 Relevant evaluation techniques are determined.

6.2 Evaluate the project in accordance with plan.

6.2.1 Performance data is collected and analysed in accordance with the
evaluation plan.
6.2.2 Evaluation process engages relevant stakeholders.
6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is encouraged among
relevant stakeholders.

6.3.2 Results of evaluations are documented and made available for

organisational learning.
6.3.3 Potential improvements are identified, documented and
communicated to relevant stakeholders.

6.3.4 Improvements agreed for this project are applied.

COVERAGE EXTENDING BEYOND THAT OF THE GAPPS FRAMEWORK
Edition to GAPPS Project Manager Standards
GAPPS standard as a common basis or spine for mapping of the
r the purpose of comparison. Therefore, this is a mapping of the
APPS Project Manager Standards. The PMBoK® Guide these have

GAPPS standard is as follows:

d independent party
PS Working Session
dard for review and feedback – specifying a time period for

s owner within the specified time period, proceed to (6)

ard's owner, and make any proposed changes to the mapping

ot the mapping has been reviewed and approved by the standards

PPS standards has its own purpose, focus and format a direct (one-
merely to provide a basis for the comparison of coverage. As the
shold competency — demonstration of the ability to do something
t is expected that the coverage of other standards is most likely to
rd. Topics or activities that are included in other standards, but not
m of the document. These additional topics are what differentiates

he following Legend to indicate the extent to which the coverage of

ainst the GAPPS standard.

PMBOK 5th Edition

13.1 Identify Stakeholders

1.3 What is Project Management?
4.1 Develop Project Charter
13.2 Plan Stakeholder Management
13.1.3 Indentify Stakeholders Outputs
13.3 Manage Stakeholder Engagement
2.2 Project Stakeholders and Governance
13.1.3 Indentify Stakeholders Outputs
13.3 Manage Stakeholder Engagement

1.7.2 Interpersonal Skills of a Project Manager

9.3.2 Develop Project Team: Tools and Techniques
9.4 Manage Project Team
X3 Interpersonal Skills
9.1 Plan Human Resource Management
9.2 Acquire Project Team
9.3.1 Develop Project Team: inputs
9.3.2 Develop Project Team: Tools and Techniques
X3 Team Building
9.4.2 Manage Project Team: Tools and Techniques
9.3.3 Develop Project Team: outputs
9.3 Develop Project Team
9.3.2 Develop Project Team: Tools and Techniques

10 Project Communication Management

10.1.3.1 Communications Management Plan
13.2.3.1 Stakeholder Management Plan
10.2 Manage Communication
10.1.2.4 Communication Methods
10.2 Manage Communication
10.3 Control Communications
13.2.3.1 Stakeholder Management Plan
13.3 Manage Stakeholder Engagement

A1.4 Initiating Process Group

2.2.1 Project Stakeholder
10 Project Communication Management
10.1.3.1 Communications Management Plan
13.2.3.1 Stakeholder Management Plan
12.2 Conduct Procurement

2.2.1 Project Stakeholder

10.2 Manage Communication
10.1.2.4 Communication Methods
13.2.3.1 Stakeholder Management Plan
13.3 Manage Stakeholder Engagement
12.2 Conduct Procurement

3.3 Initiating Process Group

4.1.1 Develop Project Charter: Inputs
5.2 Collect Requirements
5.3 Define Scope
5.3.3.1 Project Scope Statement
3.4 Planning process group
4.2 Develop Project Management Plan
10.1 Plan Communications Management
5.4 Create WBS
6.2 Define Activities
5.2.3.1 Requirements Documentation
5.2.3.2 Requirements Tracebility Matrix
5.5 Validate Scope
6.2.1 Define Activities: Inputs
5.3.3 Define Scope: Outputs
4.3.1.4 Organizational Process Assets
6.1.2.1 Expert Judgement
11.3.1.5 Organizational Process Assets

4.1.1 Develop Project Charter: Inputs

7.1.2.3 Scope Baseline
12.1 Plan Procurements

11.1 Plan Risk Management

11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses

3.3 Initiating Process Group

4.1.3 Develop Project Charter: Outputs
3.3 Initiating Process Group
4.1 Develop Project Charter

6.4 Estimate Activity Resources

4.2.3 Develop Project Management Plan: Outputs
6.3 Sequence Activities
6.6 Develop Schedule
7.2 Estimate Costs
7.3 Determine Budget
1.4.1 Program Management
2.2.1 Project Stakeholders
7.2.1 Estimate Costs: Inputs

3.6 Monitoring and Controling Process Group

6.7 Control schedule
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
5.5 Validate Scope

4.5 Perform Integrated Change Control

11.6 Control Risks

11.6 Control Risks

11.6 Control Risks

2.1.4.1 Processes and Procedures

3.7 Closing Process Group
9.4 Manage Project Team
10.3.3 Control Communications: Outputs

4.1.1 Develop Project Charter: Inputs

5.2 Collect Requirements
5.3 Define Scope
5.3.3 Define Scope: Outputs

5.6 Control Scope

4.5 Perform Integrated Change Control

4.5 Perform Integrated Change Control

5.5 Validate Scope

8.2 Perform Quality Assurance
8.3 Control Quality
4.6.3 Close Project or Phase: Outputs
5.5 Validate Scope

4.1 Develop Project Charter

2.4.2 Project Phases

3.7 Closing Process Group
 2.4.2 Project Phases
3.3 Initiating Process Group

3.7 Closing Process Group

4.6 Close Project or Phase
4.2 Develop Project Management Plan
3.7 Closing Process Group
4.6 Close Project or Phase

2.1.4.1 Processes and Procedures

3.7 Closing Process Group
4.3.3.2 Work Performance Data
5.6.2 Control Scope Tools & Techniques
6.1.3 Plan Schedule Management Outputs
7.4.2.1 Earned Value Management

4.3.3.2 Work Performance Data

6.7.2.1 Performance Reviews

9.3 Develop Project Team

10 Project Communications
10.1.2.2 Communication Technology
X3.9 Trust Building
4.6.1.3 Organizational Process Assets
8.2.1.4 Quality Control Measurements
7.4.3. Control Costs: Outputs
3.7 Closing Process Group
4.3 Direct and Manage Project Work
4.6 Close Project or Phase
5.5.6 Control Scope
10.3.3 Control Communications: Outputs

OND THAT OF THE GAPPS FRAMEWORK

1.1 Project Management Standard Purpose

1.2 What is a project
1.4 Relationship between project program and portfolio management
1.5 Project management in operations management
1.6 Role of the project manager
1.7 Project managemetn body of knoweldge
1.8 Enterprise environmental factors
2.2 Projects versus operational work
2.4 Organisational influences on project management
3.1 Common project management process interactions
3.2 Project management process groups
3.5 Execution process group
6.2 Sequence activities
6.4 Estimate activity durations
12.2 Conduct procurement
12.3 Administer procurement
12.4 Close procurement
NO Mapping
Partial/Some Mapping

Full Mapping
Mapping: GAPPS to PRINCE2 2009
The intent of the GAPPS mapping process is to use the GAPPS standard as a common basis or spine for mappin
other project management standards for the purpose of comparison. Therefore, this is a mapping of the COVERA
2009 against the GAPPS Project Manager Standards.

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial mapping by a subject matter expert or informed independent party
2. Review of the mapping by a working party at a GAPPS Working Session
3. Draft mapping send to the owner of the mapped standard for review and feedback – specifying a time period
4. If no response is received from the mapped standard's owner within the specified time period, proceed to (6)
5. Review and respond to feedback from mapped standard's owner, and make any proposed changes to the map
by a
working party at a GAPPS Working Session
6. Submit mapping to GAPPS Board for approval
7. Publish on the GAPPS website – noting whether or not the mapping has been reviewed and approved by the s

As each set of standards that can be mapped to the GAPPS standards has its own purpose, focus and format a d
is not expected or sought. The aim is merely to provide a basis for the comparison of coverage. As the GAPPS f
used to assess threshold competency — demonstration of the ability to do something at a standard considered a
- it is expected that the coverage of other standards is most likely to be considerably broader than that of the GA
activities that are included in other standards, but not included in the GAPPS standard, are listed at the bottom o
additional topics are what differentiates the mapped standards from the GAPPS standard.
The right hand column below is coloured according to the following Legend to indicate the extent to which the c
(in this case the PRINCE2 2009) maps against the GAPPS standard.

GAPPS (2007)
A Framework for Performance Based Competency
Standards for Global Level 1 and 2 Project Managers,
Johannesburg: Global Alliance for Project Performance Standards.

1 Manage Stakeholder Relationships

1.1 Ensure that stakeholder interests are identified and addressed.
1.1.1 Relevant stakeholders are determined.
1.1.2 Stakeholder interests are investigated and documented.

1.1.3 Stakeholder interests are considered when making project decisions.

1.1.4 Actions to address differing interests are implemented.

1.2 Promote effective individual and team performance.

1.2.1 Interpersonal skills are applied to encourage individuals and teams to
perform effectively.

1.2.2 Individual project roles are defined, documented, communicated,

assigned, and agreed to.
1.2.3 Individual and team behavioural expectations are established.

1.2.4 Individual and team performance is monitored and feedback provided.

1.2.5 Individual development needs and opportunities are recognised and

addressed.
1.3 Manage stakeholder communications.

1.3.1 Communication needs of stakeholders are identified and documented.

1.3.2 Communication method, content, and timing is agreed to by relevant

stakeholders.

1.3.3 Information is communicated as planned, and variances are identified

and addressed.

1.4 Facilitate external stakeholder participation.

1.4.1 External stakeholder participation is planned, documented, and

communicated.
The Project Board includes the three stakeholder groups, both internal and
external (5.3.2.2)
1.4.2 External stakeholder participation is supported as planned, and
variances are addressed.

2 Manage Development of the Plan for the Project

2.1 Define the work of the project.
2.1.1 A shared understanding of desired project outcomes is agreed to with
relevant stakeholders.

2.1.2 Processes and procedures to support the management of the project

are identified, documented, and communicated to relevant stakeholders.

2.1.3 Work-items required to accomplish the product of the project are

determined.

2.1.4 The work-items and completion criteria are agreed to by relevant

stakeholders.
2.1.5 Assumptions, constraints, and exclusions are identified and
documented.

2.1.6 Relevant knowledge gained from prior projects is incorporated into the
plan for the project where feasible.

2.2 Ensure the plan for the project reflects relevant legal requirements.
2.2.1 Relevant legal requirements are identified, documented, and
communicated to relevant stakeholders.
2.2.2 Potential for conflicts caused by legal requirements are identified and
addressed in the plan for the project.
2.3 Document risks and risk responses for the project.
2.3.1 Risks are identified in consultation with relevant stakeholders.

2.3.2 Risk analysis techniques are used to evaluate risks and then prioritise
them for further analysis and response planning.

2.3.3 Responses to risks are identified and agreed to by relevant

stakeholders.

2.4 Confirm project success criteria.

2.4.1 Measurable project success criteria are identified and documented.

2.4.2 Project success criteria are agreed to by relevant stakeholders.

2.5 Develop and integrate project baselines.

2.5.1 Resource requirements are determined.

2.5.2 Schedule is developed based on resource requirements, resource

availability, and required sequence of work-items.

2.5.3 Budget is developed based on resource requirements.

2.5.4 Conflicts and inconsistencies in the plan for the project are addressed.

2.5.5 The plan for the project is approved by authorised stakeholders and
communicated to relevant stakeholders.

3 Manage Project Progress

3.1 Monitor, evaluate, and control project performance.

3.1.1 Performance of the project is measured, recorded, evaluated, and
reported against the project baselines.

3.1.2 Processes and procedures are monitored and variances addressed.

3.1.3 Completed work-items are reviewed to ensure that agreed completion

criteria were met.

3.1.4 Corrective action is taken as needed in support of meeting project

success criteria.

3.2 Monitor risks to the project.

3.2.1 Identified risks are monitored.

3.2.2 Changes to the external environment are observed for impact to the
project.

3.2.3 Applicable legal requirements are monitored for breaches and

conflicts.
3.2.4 Actions are taken as needed.

3.3 Reflect on practice.

3.3.1 Feedback on personal performance is sought from relevant

stakeholders and addressed.

3.3.2 Lessons learned are identified and documented.

4 Manage Product Acceptance

4.1 Ensure that the product of the project is defined.

4.1.1 Desired characteristics of the product of the project are identified in

consultation with relevant stakeholders.

4.1.2 Characteristics of the product of the project are documented and

agreed to by relevant stakeholders.

4.2 Ensure that changes to the product of the project are monitored and
controlled.
4.2.1 Variances from agreed product characteristics are identified and
addressed.

4.2.2 Requests for changes to the product of the project are documented,
evaluated, and addressed in accordance with the change control processes
for the project.

4.2.3 Approved product changes are implemented.

4.3 Secure acceptance of the product of the project.

4.3.1 The product of the project is evaluated against the latest agreed
characteristics and variances addressed where necessary.

4.3.2 The product of the project is transferred to identified stakeholders and

accepted.

5 Manage Project Transitions

5.1 Manage project start-up.
5.1.1 Authorization to expend resources is obtained from the appropriate
stakeholders.

5.1.2 Start-up activities are planned and conducted.

5.2 Manage transition between project phases.

5.2.1 Acceptance of the outputs of a prior phase is obtained from the
relevant stakeholders.

5.2.2 Authorisation to begin work on a subsequent phase is obtained from

the appropriate stakeholders.

5.2.3 Transition activities are planned and conducted.

5.3 Manage project closure.

5.3.1 Closure activities are planned and conducted.

5.3.2 Project records are finalised, signed off, and stored in compliance with
processes and procedures.

6 Evaluate and Improve Project Performance

6.1 Develop a plan for project evaluation.

6.1.1 Purpose, focus, and criteria of evaluation are determined.

6.1.2 Relevant evaluation techniques are determined.

6.2 Evaluate the project in accordance with plan.

6.2.1 Performance data is collected and analysed in accordance with the

evaluation plan.

6.2.2 Evaluation process engages relevant stakeholders.

6.3 Capture and apply learning.

6.3.1 Knowledge sharing and skill transfer is encouraged among relevant
stakeholders.
6.3.2 Results of evaluations are documented and made available for
organisational learning.

6.3.3 Potential improvements are identified, documented and

communicated to relevant stakeholders.

6.3.4 Improvements agreed for this project are applied.

OVERS
PPS standard as a common basis or spine for mapping of the COVERAGE of
mparison. Therefore, this is a mapping of the COVERAGE only of PRINCE2

PPS standard is as follows:

dependent party
Working Session
d for review and feedback – specifying a time period for response
wner within the specified time period, proceed to (6)
s owner, and make any proposed changes to the mapping subject to agreement

he mapping has been reviewed and approved by the standards owner.

standards has its own purpose, focus and format a direct (one-to-one) mapping
asis for the comparison of coverage. As the GAPPS framework is intended to be
he ability to do something at a standard considered acceptable in the workplace
likely to be considerably broader than that of the GAPPS standard. Topics or
ded in the GAPPS standard, are listed at the bottom of the document. These
ards from the GAPPS standard.
ollowing Legend to indicate the extent to which the coverage of the standard
andard.

PRINCE2
2009

Stakeholder Engagement technique includes an ‘identification’ step (5.3.5.2)

Stakeholder identification is included in activity to Prepare the
Communication Management Strategy (14.4.4)
Stakeholder analysis and engagement is part of the Communication
Management Strategy (A4)
Stakeholder engagement is part of the Project
Stakeholder Engagement technique includes an ‘analysis’ step (5.3.5.2)
Stakeholder identification is included in activity to Prepare the
Communication Management Strategy (14.4.4)
Stakeholder analysis is documented in the Communication Management
Strategy (A4)

The three project interests, ie, Buiness, User and Supplier, must always be
represented in decision making (5.2.5)
Project Board duties includes ensuring stakeholders needs are addressed
(5.3.2.2)
Project Board considers stakeholder analysis in the activity to Authorise the
project (13.4.2)
Project Board considers stakeholder analysis in the activity to Authorise a
Stage or Exception Plan (13.4.3)
Project Board considers stakeholder analysis in the activity to Give Ad-Hoc
Direction (13.4.4)
Project Board considers stakeholder analysis in the activity to Authorise
Closure (13.4.5)

Project Approach is based on an agreement between the Business, User

and Supplier stakeholder interests (12.4.5)
The project establishes controls for the Communication Management
Strategy (14.4.5)
The project plan includes the activities for the Communication Management
Strategy (14.4.6)
The Stage Plan includes the products required by the three project interests
(17.4.1)
The Communication Management Strategy defines how stakeholder
interests will be implemented (A4)
PRINCE2 uses tolerance and Managing by Exception throughout to ensure
that plans are implemented as agreed.

Leadership is defined as core competency for Project Board Members

(c1.2)
People management is defined as core competency for Project Managers
(c5.2)
People and conflict management are defined as core competency for Team
Managers (c6.2)
Evaluate the project (18.4.4)

Roles and responsibilities are defined and allocated in Prince2. All roles
need to be formally accepted.
Defined roles and responsibilities principle (2.3)
Organisation theme (all of section 5)
There is a defined Project Management Team Structure (12.4 subsections,
14.4 subsections, 17.4 subsections)
All members of the Project Management Team have Role Descriptions (12.4
subsections, 14.4 subsections, 17.4 subsections)
Supplier responsibilities further defined and agreed in Work Packages
(15.4.1 and 16.4.1)
Project expectations are included as part of the Project Manager’s
responsibilities (c5.1)
Balancing the project, team and individual (5.3.3.1)
Team Manager expectations defined and agreed in Work Packages (15.4.1
and 16.4.1)
Individual behavioural expectations are not covered as part of Prince2

Feeding project performance back to Line Management / Functional

Management (5.3.4.1)
Team Performance includes in End Stage Report (A.10) and End Project
Report (A.9)

Training needs for project teams need to be identified and incorporated into
the project’s plans ( 5.3.3.2)

The Communication Management Strategy defines stakeholder

communication (A4)
Stakeholder Engagement includes communication ( 4.3.5.2)
The Project Manager prepares the Communication Management Strategy
(14.4.4)

The Communications Strategy defines the method and content of the

communications (A.4)
The three project interests, ie, the Business, User and Supplier, must
always be represented (5.2.5)
The Project Board approves the Communication Management Strategy
(throughout chapter 13, 6.4 and C1.1)

The Communications Mamnagement Strategy defines the communications

procedure, tools and technique to be used, timing, roles & responsibilities
(14.4.4)
Authorise a Stage or Exception plan(13.4.3)
Report stage end (17.4.4)
Produce an Exception plan (17.4.5)
End Stage Report (A.10)

Stakeholder Engagement includes internal and external parties. (5.3.5.2)

Stakeholder identification is included in activity to Prepare the
Communication Management Strategy. This includes both internal and
external stakeholders. (14.4.4)
Stakeholder analysis is documented in the Communication Management
Strategy (A4)
The three project interests, ie, the Business, User and Supplier, must
always be represented in decision making. The supplier may be both in-
house and external suppliers. (5.2.5)
The Project Board may include representation of user groups and supplier
groups, some of whom may be external to the organisation (Fig 5.4)
Authorise a Stage reviews and approves the End Stage Report that
explains the variance and provide a forecast. (13.4.3)
Report stage end gives a view on the continuing ability of the project to
meet the project plan and business case. (17.4.4)
End Stage Report (A.10)
Project Board are responsible for ensuring stakeholder participation (5.4
and c1.1 )

Desired outcomes agreed and documented in the baselined Project Brief

that is approved by the Project Board and is in context of the Business Case
(12.4.4, 12.4.5, A.19)
6.2.2 Scope
Throughout Initiating a Project the project’s strategies and controls are
defined (chapter 14)
The project’s strategies and controls are approved by the Project Board
(13.4.2)
The strategies and controls are documented in the Project Initiation
Documentation (A.20)
The relevant components of the PID are issued to stakeholders in
accordance with the Communications Management Strategy (A.4)
7.3.8. Document the plan
8.3.3 Risk management strategy
9.3.2 Configuration management procedure
A.24 Risk management strategy

The overall output from the project is documented in a Project Product

Description (12.4.4 and A.21)
The Project Plan and Stage Plans are broken down into products, each of
which as a Product Description (7.3.3, 14.4.6, A.16, A.17)
Managing Product Delivery objective to ensure work allocated in the work
packages is authorized and accepted (16.2, 16.3 & 16.4)
Accept a Work Package (16.4.10)
Execute a Work Package (16.4.2)
Deliver A Work Package (16.4.3)
Initiation Stage is planed (12.4.6)
Create the Project Plan (14.4.6)
Plan the next stage (17.4.1)
PRINCE2 has a ‘Plans’ theme (chapter 7)
Product Description for a Plan (A.16)
A.26 Work package

Develop the Project Product Description (12.4.4, A.21)

Create Product Descriptions (6.3.1.5, 7.3.3, A.17)
Authorise a Project and Authorise a Stage (13.4.2, 13.4.3)
Accept a Work Package (16.4.10)
A.26 Work package
Covered throughout the Plans Theme (chapter 7)
Define and analyse the product (7.3.3)
Write the Project Product Description (7.3.3.1)
All project assumptions, constraints, dependencies and exclusions are
documented in the Plan (A.16)
A.26 Work package

Learning from experience is a PRINCE2 principle (2.4)

Lessons are sought as input to the project’s strategies, controls and plans
throughout the Initiating a Project process (chapter 14)
The Project Board verifies that the project’s strategies, controls and plans
incorporate lessons (chapter 13)
Lessons from previous similar projects are captured on the lessons log
(A.14)
Lessons are incorporated into the plan (A.16)

Quality Criteria for a plan (A.16.5)

Management of Risk includes 'legal' risks as part of the risk breakdown

structure ( A.25.2)

Risk identification includes engaging with stakeholders (8.3.5.2)

Major risks captured in the outline Business Case (A.2) during the Starting
Up a Project process (chapter 12)
Detailed risks first captured in a Risk Register (A.25) and examined during
the Initiating a Project process (14).
Management of Risks is a theme in PRINCE2 (chapter 8)
Risk Register updated during the Controlling a Stage process (chapter 15)
Risk Register updated when planning a stage (chapter 17)
Risk responses are documented in the Risk Register (A.25)

Risk Assessment (8.3.5.2) includes estimating and evaluating risks in order

to prioritise them.
Risk responses formulated as part of risk planning (8.3.5.3)
7.3.7 Analyse the risks
8.3.4 Risk register

Risk responses formulated as part of risk planning (8.3.5.3)

Risk responses are assigned to risk owners as part of risk implementation
(8.3.5.4)
Risk responses are communicated (8.3.5.5)
Agreed risk tolerance determines what level of stakeholder agreement is
required (8.3.3)
Project Product Description (A.21) includes Acceptance Criteria that
determines the success of the project
Acceptance criteria must be measurable (6.3.1.2, glossary)
Project Product Description (A.21) includes Customer Quality Expectations
and Acceptance Criteria
Acceptance Criteria agreed by the Project Board is used to determine the
project success criteria (13.3.2)
Benefits are stated in the Business Case (A.2) and agreed by the Project
Board (13.3.2)
Acceptance criteria is proven during the closing a project process (Chapter
18)
Post-project benefits reviews prove benefits that cannot be measured until
after the project has been disbanded (A.1)

Project Product Description reviewed and approved by the Project Board

(13.3.1, 13.3.2)
Project Product Description includes the customer quality expectations and
acceptance criteria and methods (A21)

Resource requirements are assessed for availability (7.3.6.2), are assigned

(7.3.6.3) and are levelled (7.3.6.4)
Resource requirements are documented in a Plan (A.16)

Preparing the schedule (7.3.6)

Resource requirements are assessed for availability (7.3.6.2), are assigned
(7.3.6.3) and are levelled (7.3.6.4)
Plans (A.16) include a Product Flow Diagram (7.3.3.4) and activities are
sequenced (7.3.4.1)
Schedule is part of the plan. It can be in the form of Gnatt chart, Product
Flow Diagram, Activity Network or others (A16)

Calculate total resource requirements and costs. The budget include

resource cost and all other costs to cover the cost of the plan. (7.3.6.7)
Plans and Controls are reviewed for inconsistencies and conflicts (14.4.5
and 14.4.6)

The Project Board represents the stakeholders (Business, User and

Supplier) and approves the plans (13.3.2 and 13.3.3)
The Project Board is responsible for communicating to stakeholders
(5.3.2.2)
Communication with stakeholders is in accordance with a Communications
Management Strategy (A.5)

.
 The Team Manager provides the Project Manager with regular Checkpoint
Reports (16.4.2 and A.3)
The Project Manager provides the Project Board with regular Highlight
Reports (15.4.5 and A.11), End Stage Reports (17.4.4 and A.9) and End
Project Report (18.4.4 and A.8)
10 Progress

Performance of the project’s processes and procedures are captured in a

Lessons Log (A14)
The Project Manager evaluates and reports on the performance of the
process and procedures as part of the Highlight Reports (15.4.5 and A.11),
End Stage Reports (17.4.4 and A.9) and End Project Report (18.4.4 and
A.8)
Quality management procedure (A.22.2)
8.3.2 Risk management in projects
9.2.1 Issue and change control
10 Progress

Quality Control (6.3.2)

Quality Records includes references to the quality inspection
documentation. The quality records provide evidence that each product has
met its requirements as specifiednm(6.3.2.2)
Approval Records (6.3.2.3)
Executing a Work Package (16.4.2)
Delivering a Work Package to the Project Manager includes a review of the
Quality register and the approval records (16.4.3)
10 Progress

If within tolerance the Project Manager will record an issue and Take
Corrective Action (15.4.8)
If beyond tolerance the Project Manager will raise an Exception Report
(15.4.7 and A.10) and if directed produce an Exception Plan (17.4.5).
Exception Reports and Exception Plans are reviewed and approved by the
Project Board (13.4.2 and 13.4.4)
10 Progress

Individual Risks are monitored by the Risk Owner (8.3.5.4)

All Risks are reviewed by the Project Manager when reviewing stage status
(15.4.4)
Reviewed by the Project Manager when planning each stage (17.4.1)
8.3.1 Management of risk principles

Kontext (17.3)
Plan the next stage (17.4.1)
Covered principally by the Project Board’s activity of Give Ad Hoc direction
(13.4.4)

Not explicityly covered

What is risk management? (8.2.3)
Risk Management Procedure (8.3.5
Implement - the primary goal of this step is to ensure that the planned risk
responses are actioned, their effectiveness monitored and corrective
actions taken as required (8.3.5.4)

Team performance is fed back to the Project Board via End Stage Reports
(A.8) and End Project Reports (A.9).
PRINCE2 does not cover how feedback on ‘personal performance’ should
be sought.

Learning from experience is a PRINCE2 principle (2.4)

Lessons log (A.13) is set up during the Starting Up a Project process
(12.4.2) and added to throughout the project (15.4.4) and reported in a
Lessons Report ort (A.14) at the end of each stage (Chapter 17) and the
end of the project (Chapter 18)

Develop the Project Product Description (12.4.4)

Project Product Description is used to gain agreement from the user on the
project scope, requirements and quality expectations.(A.21)

Develop the Project Product Description (12.4.4)

Project Product Description is used to gain agreement from the user on the
project's scope, requirements and quality expectationsn(A.21)
Create Product Descriptions (6.3.1.5)

PRINCE2 treats such variances as off-specs (9.2.4 and A.13)

They are identified through quality controls (6.3.2)
The Prince2 approach to change -Changes are approved by the Project
Board (9.3.1.1)

Issue and change control procedure (9.3.3) is documented in the

Configuration Management Strategy (9.3.1.1 and A.6).
The Project Product Description (A.21) is subject to change control (A)
Changes are monitored and reviewed when update the Project Plan
(17.4.2) and controlled through configuration management and change
control (chapter 9)
9.2.2 Configuration management

Approved changes are implemented either by taking corrective actions or

create and exception plan for approval by the board (9.3.3.5)
Noted in the Issue Report (A.13) and Issue Register (A.12)
 Acceptance of the project product (A.21) is secured during the Closing a
Project process of ‘hand over products’ (18.4.3)
Variances are handled by off-specifications (9.2.4 and A.13) or follow-on
action recommendations (18.4.3 and glossary)
Quality methods (6.3.2.1)

Ownership of the project product (A.21) is transferred during the Closing a

Project process of ‘hand over products’. The responsibility for the product is
transferred from the project to the operations and maintenance
organisation.The products' configuration item record is updated (18.4.3)
Acceptance of the project product (A.21) is secured during the Closing a
Project process of ‘hand over products’ (18.4.3)
It is verified by Approval Records for all the products (6.3.2.3) and an
Acceptance record for the project product (6.3.2.4)

The Project Board represents the stakeholders (Business, User and

Supplier) and authorises initiation (13.4.1) and the project (13.4.2) and each
subsequent stage (13.4.3)

Initiation activities are planned during the Starting Up a Project process

(Chapter 12)

Products are approved as they are developed and quality controlled

(16.4.2), verified by the project manager when receiving completed Work
Packages (15.4.3) and confirmed by the Project Board (13.4.3) when
approving the End Stage Report (A.9)
Report stage end (17.4.4)

The Project Manager prepares a Stage Plan (A.16) for the next stage in
consultation with the stakeholders (17.4.1) and seeks authorisation to
proceed from the Project Board (13.4.3)
The Project Manager uses the Managing a Stage Boundary (chapter 17) to
manage the transition between stages subject to Project Board approval
(13.4.3)

Closure activities are included in the Stage Plan (A.16) for the final stage
(Figure 11.2 and 18.1, 18.2))
The Project Manager closes the project logs and registers and archives the
project documentation (in accordance with the Configuration Mangement
Strategy) during the Closing a Project process (18.4.5)

Project management performance evaluation criteria is defined in the End

Project Report (A.8)
The project product performance evaluation is determined when developing
the Business (A1 and 4.3.3) and defined in the Benefits Review Plan (A.1)
Evaluation activities are included in the final stage plan (Figure 11.1,and
18.1).
The Closing a Project process includes an activity to evaluate the project
(18.4.4 and Figure 18.5)
The stage plan (A.16) for the final stage will include the evaluation activities
(Figure 11.1 and 18.4.4)

Project performance data will be collected in the projects registers/logs

(A.12 Issue Register, A.14 Lessons Log, A.23 Quality register and A.25 Risk
Register) and the Stage Plan actuals (A.16).
Project performance data is reported in the End Stage Report (A.9) and End
Project Report (A.8)
Product performance data will be collected as per the Benefits Review Plan
and reported as ‘actuals’ within the Benefits Review Plan (A.1)

The Project Board includes the three stakeholder groups (5.3.2.2)

Project performance is evaluated in consultation with the Project Board
(18.4.4 and 13.4.5)
Evaluation of product performance in post-project Benefits Reviews (A.1)
will be undertaken by corporate and/or programme management (18.4.3).

Outside the scope of PRINCE2.

Prepared by the Project Manager at the end of each stage (17.4.4) and
when closing a project (18.4.4) a Lessons Report (A.15) is reviewed by the
Project Board (13.4.5) and issued to the relevant stakeholders in the
corporate or programme organisation(s)
Prepared by the Project Manager at the end of each stage (17.4.4) and
when closing a project (18.4.4) a Lessons Report (A.15) is reviewed by the
Project Board (13.4.5) and issued to the relevant stakeholders in the
corporate or programme organisation(s)
Learn from experience (2.2)
overs doen´t include introduction and purpose statements
2.1 Continued Business Justification
2.5 Managed by Exception
2.6 Focus on products
2.7 Tailor to suit the project environment
4.2 Business case defined
4.3.1 Developping the business case
4.3.2 Varifying and maintaining the business case
4.3.4 The contents of a business case
4.4 Responsibilities
5.2.1 Project
5.2.2 Programme
5.2.3 Corporate Organisation
5.2.4 Roles and Jobs
5.3.1 Levels of organisation
6.2.1 Quality
6.2.4 Quality planning
6.2.5 Quality control
6.2.6 Quality assurance
7.2 Plans defined
7.3.1 Philosophy
7.3.2 Prerequisites for planning
7.3.5 Prepare estimates
7.4 Responsibilities
8.2.1 What is a risk?
8.2.2 What is at risk?
8.3.6 Risk budget
8.4 Responsibilities
9.2.3 Issues
9.4 Responsibilities
12.2 Objective
12.3 Context
13.2 Objective
A.7 Daily log
A.18 Product status account
B Governance
C.2 Executive
C.3 Senior user
C.4 Senior supplier
C.7 Project assurance
C.8 Change authority
C.9 Project support
D Product based planning example
E Health Check
no evidence of effective performance
upgraded to yellow
downgraded to yellow
this is not done by the project manager
downgraded to red
no personal performance
upgraded to green
NO Mapping
Partial/Some Mapping
Full Mapping
 Mapping: SAQA NQF Level 5 58309 to GAPPS Project Manager
The intent of the GAPPS mapping process is to use the GAPPS standard as a common basis or spine for mapping of
management standards for the purpose of comparison. Therefore, this is a mapping of the COVERAGE only of the S
GAPPS Project Manager Standards. The SAQA NQF Level 5 Standards these have been mapped against the GAPPS

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial mapping by a subject matter expert or informed independent party
2. Review of the mapping by a working party at a GAPPS Working Session
3. Draft mapping send to the owner of the mapped standard for review and feedback – specifying a time period for
4. If no response is received from the mapped standard's owner within the specified time period, proceed to (6)
5. Review and respond to feedback from mapped standard's owner, and make any proposed changes to the mappin
working party at a GAPPS Working Session
6. Submit mapping to GAPPS Board for approval
7. Publish on the GAPPS website – noting whether or not the mapping has been reviewed and approved by the stan

As each set of standards that can be mapped to the GAPPS standards has its own purpose, focus and format a direc
sought. The aim is merely to provide a basis for the comparison of coverage. As the GAPPS framework is intended
— demonstration of the ability to do something at a standard considered acceptable in the workplace - it is expected
likely to be considerably broader than that of the GAPPS standard. Topics or activities that are included in other sta
standard, are listed at the bottom of the document. These additional topics are what differentiates the mapped stan
The right hand column below is coloured according to the following Legend to indicate the extent to which the cove
NQF Level 5 Standards) maps against the GAPPS standard.

GAPPS L1
Manage Stakeholder Relationships
1.1 Ensure that stakeholder interests are identified and
addressed.
1.1.1 Relevant stakeholders are determined.

1.1.2 Stakeholder interests are investigated and documented.

1.1.3 Stakeholder interests are considered when making project decisions.

1.1.4 Actions to address differing interests are implemented.

1.2 Promote effective individual and team performance.

1.2.1 Interpersonal skills are applied to encourage individuals and teams to
perform effectively.

1.2.2 Individual project roles are defined, documented, communicated,

assigned, and agreed to.

1.2.3 Individual and team behavioural expectations are established.

1.2.4 Individual and team performance is monitored and feedback provided.

1.2.5 Individual development needs and opportunities are recognised and
addressed.

1.3 Manage stakeholder communications.

1.3.1 Communication needs of stakeholders are identified and documented

1.3.2 Communication method, content, and timing is agreed to by relevant

stakeholders
1.3.3 Information is communicated as planned, and variances are identified
and addressed

1.4 Facilitate external stakeholder participation

1.4.1 External stakeholder participation is planned, documented, and
communicated
1.4.2 External stakeholder participation is supported as planned, and
variances are addressed.
Manage Development of the Plan for the Project
2.1 Define the work of the project

2.1.1 A shared understanding of desired project outcomes is agreed to with

relevant stakeholders.
2.1.2 Processes and procedures to support the management of the project
are identified, documented, and communicated to relevant stakeholders.

2.1.3 Work-items required to accomplish the product of the project are

determined.

2.1.4 The work-items and completion criteria are agreed to by relevant

stakeholders.
2.1.5 Assumptions, constraints, and exclusions are identified and
documented.

2.1.6 Relevant knowledge gained from prior projects is incorporated into the
plan for the project where feasible
2.2 Ensure the plan for the project reflects relevant legal
requirements.

2.2.1 Relevant legal requirements are identified, documented, and

communicated to relevant stakeholders.

2.2.2 Potential for conflicts caused by legal requirements are identified and
addressed in the plan for the project.

2.3 Document risks and risk responses for the project.

2.3.1 Risks are identified in consultation with relevant stakeholders

2.3.2 Risk analysis techniques are used to evaluate risks and then prioritise
them for further analysis and response planning.

2.3.3 Responses to risks are identified and agreed to by relevant

stakeholders

2.4 Confirm project success criteria.

2.4.1 Measurable project success criteria are identified and documented.

2.4.2 Project success criteria are agreed to by relevant stakeholders.

2.5 Develop and integrate project baselines.
2.5.1 Resource requirements are determined

2.5.2 Schedule is developed based on resource requirements, resource

availability, and required sequence of work-items.
2.5.3 Budget is developed based on resource requirements

2.5.4 Conflicts and inconsistencies in the plan for the project are addressed

2.5.5 The plan for the project is approved by authorised stakeholders and
communicated to relevant stakeholders.

Manage Project Progress

3.1 Monitor, evaluate, and control project performance.
3.1.1 Performance of the project is measured, recorded, evaluated, and
reported against the project baselines.

3.1.2 Processes and procedures are monitored and variances addressed.

3.1.3 Completed work-items are reviewed to ensure that agreed completion

criteria were met.

3.1.4 Corrective action is taken as needed in support of meeting project

success criteria.

3.2 Monitor risks to the project.

3.2.1 Identified risks are monitored.

3.2.2 Changes to the external environment are observed for impact to the
project.

3.2.3 Applicable legal requirements are monitored for breaches and

conflicts.

3.2.4 Actions are taken as needed.

3.3 Reflect on practice.

3.3.1 Feedback on personal performance is sought from relevant
stakeholders and addressed.
3.3.2 Lessons learned are identified and documented.
Manage Product Acceptance
4.1 Ensure that the product of the project is defined.
4.1.1 Desired characteristics of the product of the project are identified in
consultation with relevant stakeholders.

4.1.2 Characteristics of the product of the project are documented and

agreed to by relevant stakeholders.

4.2 Ensure that changes to the product of the project are

monitored and controlled.

4.2.1 Variances from agreed product characteristics are identified and

addressed.

4.2.2 Requests for changes to the product of the project are documented,
evaluated, and addressed in accordance with the change control processes
for the project.

4.2.3 Approved product changes are implemented.

4.3 Secure acceptance of the product of the project.

4.3.1 The product of the project is evaluated against the latest agreed
characteristics and variances addressed where necessary.

4.3.2 The product of the project is transferred to identified stakeholders and

accepted.

Manage Project Transitions

5.1 Manage project start-up.
5.1.1 Authorisation to expend resources is obtained from the appropriate
stakeholders.

5.1.2 Start-up activities are planned and conducted.

5.2 Manage transition between project phases.

5.2.1 Acceptance of the outputs of a prior phase is obtained from the
relevant stakeholders.
5.2.2 Authorisation to begin work on a subsequent phase is obtained from
the appropriate stakeholders.
5.2.3 Transition activities are planned and conducted.
5.3 Manage project closure.
5.3.1 Closure activities are planned and conducted.

5.3.2 Project records are finalised, signed off, and stored in compliance with
processes and procedures.
Evaluate and Improve Project Performance
6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are determined.
6.1.2 Relevant evaluation techniques are determined.
6.2 Evaluate the project in accordance with plan.

6.2.1 Performance data is collected and analysed in accordance with the

evaluation plan.

6.2.2 Evaluation process engages relevant stakeholders.

6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is encouraged among relevant
stakeholders.

6.3.2 Results of evaluations are documented and made available for

organisational learning.
6.3.3 Potential improvements are identified, documented and communicated
to relevant stakeholders.

6.3.4 Improvements agreed for this project are applied.

A NQF Level 5 58309 to GAPPS Project Manager Standards
he GAPPS standard as a common basis or spine for mapping of the COVERAGE of other project
on. Therefore, this is a mapping of the COVERAGE only of the SAQA NQF Level 5 Standards against the
F Level 5 Standards these have been mapped against the GAPPS standards.

the GAPPS standard is as follows:

med independent party
APPS Working Session
standard for review and feedback – specifying a time period for response
ard's owner within the specified time period, proceed to (6)
andard's owner, and make any proposed changes to the mapping subject to agreement by a

or not the mapping has been reviewed and approved by the standards owner.

GAPPS standards has its own purpose, focus and format a direct (one-to-one) mapping is not expected or
comparison of coverage. As the GAPPS framework is intended to be used to assess threshold competency
standard considered acceptable in the workplace - it is expected that the coverage of other standards is most
APPS standard. Topics or activities that are included in other standards, but not included in the GAPPS
These additional topics are what differentiates the mapped standards from the GAPPS standard.
to the following Legend to indicate the extent to which the coverage of the standard (in this case the SAQA
andard.

243815-SO1-AC1 Potential stakeholders are identified and listed in the required format.

243815-SO1-AC2 The interests that potential stakeholders have in the project are determined and
documented in the required format.
243815-SO1-AC3 The influence that potential stakeholders have on the outcomes of the project is
determined and documented in the required format.
243815-SO1-AC4 Stakeholders are grouped in terms of their interest and influence on the project.
243815-SO1-AC5 Key stakeholders are identified based on their interest and influence on the project.
243815-SO3-AC3 Key stakeholders' interests are considered when making project decisions in
accordance with the stakeholder relationship management plan.
243815-SO3-AC2 Interactions and communication with key stakeholders are conducted in accordance with
the stakeholder relationship management plan and recorded in the required format
243815-SO3-AC3 Key stakeholders' interests are considered when making project decisions in
accordance with the stakeholder relationship management plan.
243815-SO3-AC4 Issues associated with key stakeholders are addressed to minimise the impact on
project success
243815-SO3-AC5 The stakeholder relationship management plan is revised to provide for changes to key
stakeholders and their requirements.

243814-SO2-AC3 Team and or individual roles and responsibilities are delegated according to the project
management plan
243814-SO2-AC6 Project team rules are discussed and agreed with team members and recorded in
required format
15230-SO1-AC2 Performance standards are agreed in consultation with the relevant individuals
15230-SO1-AC3 Performance standards are clear and concise and specify the activities to be performed
and the standards to which they are to be performed
15230-SO1-AC4 Performance standards are recorded and documented
243813-SO4-AC3 Roles and responsibilities associated with cost management are agreed and recorded in
accordance with organisational practices and procedures
243816-SO3-AC4 Roles and responsibilities for quality management activities are defined and agreed with
relevant stakeholders
243824-SO1-AC1 Project organisation structure, roles, responsibilities and authorities are refined in
consultation with the client and/or management
243824-SO1-AC2 Project team profiles and structure are refined and documented in line with
organisational standards and procedures

243814-SO2-AC6 Project team rules are discussed and agreed with team members and recorded in
required format
243814-SO5-AC1 A team charter is compiled in the required format that describes the team expected
behaviours

15230-SO2-AC2 Preliminary assessment of performance against the agreed standards is conducted using
monitoring systems
15230-SO2-AC3 Performance against standards is documented in a form that is usable in future
15230-SO2-AC4 Methods for giving constructive feedback are identified so as to be able to report on
positive as well as negative findings.
15230-SO3-AC1 Time, place and format are in accordance with that previously agreed
15230-SO3-AC2 Positive and negative performance is documented for report back purposes
120380-SO2-AC1 Performance outcomes of teams are assessed against agreed standards using agreed
reference framework
120380-SO2-AC2 Assessment activities are conducted using established procedures and within agreed
time frames.
120380-SO2-AC3 Assessment activities are conducted using established procedures and within agreed
time frames.
120380-SO4-AC1 Feedback provided on performance is factual, concise and relevant to agreed standards
120380-SO4-AC2 Feedback is provided in a manner, time and place appropriate to improvement of team
performance
15230-SO3-AC3 An action plan to further improve performance and to build on positive performance is
established with the employee
15230-SO3-AC4 Agreed actions are documented and signed by both parties
120380-SO4-AC3 Opportunities to facilitate performance improvement are identified and applied
120380-SO4-AC4 Improvement activities are implemented in accordance with assessment findings and
within agreed time frame.
120380-SO4-AC5 Coaching and mentoring to assist in team performance improvement are implemented
within established procedures

243815-SO2-AC1 The attitude of key stakeholders is investigated and recorded to reflect whether they are
supportive of the project`s objectives or not.
243815-SO2-AC2 The interaction and communication requirements of key stakeholders are determined
and recorded in the required format.
243815-SO2-AC3 Protocols applicable to the project are identified and documented in accordance with
project requirements.
243815-SO2-AC4 Key stakeholders` risks are identified, analysed and documented in accordance with
project requirements.
243815-SO2-AC5 Activities to manage stakeholder relations are defined and documented in accordance
with organisational standards and procedures.
243815-SO2-AC6 A stakeholder communication plan is compiled to address the communication
requirements of the key stakeholders.
243815-SO2-AC7 A stakeholder relationship management plan is compiled incorporating the defined
activities, protocols, risks and the stakeholder communication plan.
243822-SO2-AC1 Communication needs are identified in accordance with scope of the project, project
constraints and assumptions and the needs of project stakeholders.
243822-SO2-AC2 Information needs are analysed, summarised and prioritised using the communication
needs and the contribution or value of the information transfer to the project success

243822-SO2-AC5 Communication strategy and tactics are developed and agreed in accordance with
identified needs, potential risks, available technologies and project constraints or opportunities.
243822-SO2-AC6 A communications management plan is developed in accordance with agreed strategy
and tactics and communications needs
243822-SO2-AC7 A communications management plan is agreed and incorporated into overall project
management plan.
The unit standard range includes "Communications management plan may include but is not limited to:
Frequency/timing of communication"
243815-SO3-AC2 Interactions and communication with key stakeholders are conducted in accordance with
the stakeholder relationship management plan and recorded in the required format
243815-SO3-AC5 The stakeholder relationship management plan is revised to provide for changes to key
stakeholders and their requirements.
243822-SO3-AC1 A project management information system is implemented to collect, disseminate and
record project information in accordance with the communications management plan
243822-SO3-AC2 Templates and procedures to support implementation of the communications
management plan are developed in accordance with project and/or organisation standards.
243822-SO3-AC5 Information is distributed in accordance with the project communication management
plan
243822-SO3-AC6 Performance reports are prepared and distributed in accordance with the
communications management plan
243822-SO4-AC1 Risks and/or issues are identified, recorded, analysed and responded to in accordance
with project procedures
243822-SO4-AC2 Effectiveness of project communication is evaluated and reported on in accordance with
project objectives, success criteria and project management plan
243822-SO4-AC3 Meeting effectiveness is evaluated and improvements identified and implemented in
accordance with project procedures.
243822-SO4-AC4 Improvement measures to communications are identified and implemented in
accordance with needs and results of evaluation

243823-SO1-AC1 Reasons for undertaking the project are interpreted and described to reflect the desired
outcomes of project.
243823-SO1-AC2 Goals and objective of the project are identified and described in line with project charter
243823-SO1-AC3 The way the project integrates with the overall business strategy is interpreted and
described in line with the project charter.
243823-SO4-AC2 Revisions to correct discrepancies between components are agreed with relevant
stakeholders and in the required format
243823-SO4-AC4 The preliminary scope statement document is submitted and presented for approval by
the authorised individuals in the required format and time frame
243823-SO4-AC5 The approved preliminary scope statement is communicated to all relevant stakeholders
in the required format and time frame.
243811-S01-AC4 The project scope statement is documented in the required format and agreed with
relevant stakeholders in required timeframe.
and recorded in required format
243816-SO2-AC3 Organisational quality policies, procedures and standards are identified and reviewed for
applicability.
243816-SO2-AC4 Established quality management methods, tools and techniques are identified and
reviewed for applicability
243816-SO3-AC1 Quality policies, procedures and standards applicable to the project are selected and
documented in the required format
243816-SO3-AC2 Quality criteria are determined with input from the relevant stakeholders and
documented in the required format
243816-SO3-AC3 Quality management activities and resource requirements are determined and
incorporated in the project schedule
243816-SO3-AC6 The project quality management system is defined to meet requirements and agreed
with relevant stakeholders
243816-SO3-AC7 All project quality management planning components are gathered and consolidated into
a project quality management plan in the required format
243816-SO3-AC8 The project quality management plan provides for quality assurance, quality control and
process improvements
243816-SO4-AC3 The project quality management plan is communicated to all relevant stakeholders
243811-SO1-AC4 The project scope statement is documented in the required format and agreed with
relevant stakeholders in required timeframe
243823-SO2-AC2 Cost management standards and policies are sourced and adapted for a project in
agreement with relevant parties and in accordance with organisational policy.
243813-SO4-AC6 Cost management plan is compiled incorporating all components as per agreed
procedures
243813-SO4-AC7 Cost management plan is agreed by relevant parties following organisational procedure
243824-SO1-AC3 Procedures to refer issues and/or decisions to higher levels of authority, are refined and
documented in line with organisational practices and procedures
243824-SO2-AC1 Change request, monitor and control procedures are set up in accordance with
organisational and/or client standards and procedures and project needs
243824-SO2-AC2 Change control approval procedures and responsibilities are defined in required format
243824-SO2-AC3 Configuration control procedures are defined in line with project objectives, product
needs and organisational standards and procedures
243824-SO3-AC3 Project control mechanism and processes are defined in accordance with project needs
243820-SO5-AC2 Schedule management plan is produced incorporating agreements in accordance with
procedures and standards
243820-SO5-AC3 Resource management plan is produced incorporating agreements in accordance with
procedures and standards

243823-SO2-AC1 The products of the project required to achieve the objectives of the project, are
identified and described.
243823-SO2-AC2 The major deliverables required to produce the products of the project, are identified,
described and recorded in the required format
243811-SO2-AC1 Components into which work needs to be decomposed (horizontal division) are
determined using project management principles to support the planning and control of the project
243811-SO2-AC2 The level of detail to which work is decomposed (vertical division) is determined using
project management principles in order to support the planning and control of the project
243811-SO3-AC1 The work of the project is decomposed into major deliverables or subprojects to support
the planning and control of the project.

243811-SO3-AC3 Completion criteria is determined for each component to support the planning and
control of the project.
243811-SO3-AC4 Details of the components are documented in the Work Breakdown Structure dictionary
to explain and communicate the requirements and completion criteria.
243811-SO3-AC6 The Work Breakdown Structure is verified and approved in the required format by
relevant stakeholders.
243811-SO3-AC7 Roles and responsibilities for work components are defined in required format and in
accordance with project requirements
243823-SO3-AC1 The major project assumptions and constraints are identified and documented in the
required format
243823-SO3-AC2 Major project assumptions and constraints are interpreted and the impact thereof on the
project is explained.
243811-SO1-AC2 Project requirements, assumptions and constraints are refined using project
management principles to meet project objectives.
243811-SO1-AC3 The project scope statement is compiled so that it provides for the project requirements,
assumptions and constraints

243816-SO2-AC6 Lessons learned from previous project are identified and reviewed for applicability
15225-SO1-AC1 All legislation relevant to the team, department or division is identified and listed for future
use
15225-SO1-AC2 Legislation relevant to labour, occupational health and safety, the environment, trade
constraints, financial framework, legal framework and any other areas specific to the team, department or
division can be accessed when required
15225-SO1-AC3 Documents will include all relevant internal documents and rules and all external,
statutory documents
15225-SO1-AC4 Documents are categorised and filed for later retrieval
15225-SO2-AC1 Legal obligations for the department/division are identified to assist compliance
15225-SO2-AC2 Stakeholders are consulted to avoid misinterpretation
15225-SO2-AC3 The implications of compliance and non-compliance are understood and an explanation
of the advantages and disadvantages of each are given with examples.
15225-SO2-AC4 Company rules are identified and a decision made as to the degree of compliance by the
section/division/department
15225-SO3-AC1 Legal documentation used is correct, current, appropriate ands complies with all legal and
statutory requirements
15225-SO3-AC2 Terminology used in all documents, contracts and transactions is accurate and
unambiguous
15225-SO3-AC3 Experts are contracted to develop documents and contracts that fall outside own level of
authority or expertise
15225-SO3-AC4 Reporting systems are in place according to the requirements

15225-SO4-AC1 Possible areas where non-compliance is possible for the section/ division/department are
identified for possible corrective action
15225-SO4-AC2 Possible areas where non-compliance is possible for the section/ division/department are
identified for possible corrective action
15225-SO4-AC3 Appropriate corrective action is listed for areas where non-compliance is identified or
where compliance could be closer to the letter of the law
15225-SO4-AC4 A report on non-compliance/compliance with applicable legislation is submitted to
management for consideration
15225-SO3-AC5 Compliance issues are communicated to all stakeholders
OUTCOME RANGE Identify risks may include the facilitation of relevant stakeholders' knowledge to obtain
a list of risks
243815-SO2-AC7 A stakeholder relationship management plan is compiled incorporating the defined
activities, protocols, risks and the stakeholder communication plan.
243815-SO3-AC2 Interactions and communication with key stakeholders are conducted in accordance with
the stakeholder relationship management plan and recorded in the required format.
243817-SO2-AC1 Participants who contribute to risk identification and planning are identified in the context
of the project scope and procedures.
243817-SO2-AC2 Sources of potential risk are identified in conjunction with other planning activities
243817-SO2-AC3 Risks associated with the stakeholders of the project are identified and recorded in
accordance with agreed formats and procedures
243817-SO2-AC4 Risks associated with the products of the project are identified and recorded in
accordance with agreed formats and procedures.
243817-SO2-AC5 Risks associated with the project management processes, resources and deliverables
are identified and recorded in required format
243813-SO2-AC6 Risks associated with cost estimates are analysed and preventative or recovery action
with cost implications are agreed in required format
243822-SO2-AC4 Potential communication risks are identified and mitigation actions considered to
address these risks

243817-SO3-AC1 Causes and effects of threats and/or opportunities are determined and recorded in
accordance with agreed procedures
243817-SO3-AC2 A risk register is created and maintained for the project in accordance with agreed
procedures
243817-SO3-AC3 Risk owners are identified and documented in accordance with agreement procedures
243817-SO3-AC4 Levels of likelihood (probability) and impact of risk events are assessed and recorded in
consultation with experts
243817-SO3-AC5 Timing of risk occurrence is defined and documented in accordance with agreed
procedures
243817-SO4-AC1 Strategies could include but are not limited to: avoid, transfer, mitigate, accept, exploit,
243817-SO3-AC6 Risks areresponse
share, enhance, contingent categorised and prioritised in terms of impact on the project in accordance
strategy
with agreed procedures
243817-SO4-AC2 Contingency requirements and approach are developed and agreed in required format
243817-SO3-AC7 Contingency
243817-SO4-AC3 Impacts of therequirements
risks on project
andobjectives
approach are analysed,
developedagreed and documented
and agreed in
in required format
accordance with agreed
243817-SO4-AC5 procedures activities are assigned to team members and risk owners
Risk management
243820-SO4-AC3
documented Risk analysis
in accordance with of work responsibilities
agreed and resources is undertaken
and and documented according to agreed
procedures
procedures
243815-SO2-AC7 A stakeholder relationship management plan is compiled incorporating the defined
activities, protocols, risks and the stakeholder communication plan.
243815-SO3-AC2 Interactions and communication with key stakeholders are conducted in accordance with
the stakeholder relationship management plan and recorded in the required format.

243824-SO3-AC4 Performance measurement baselines are developed and agreed in accordance with
agreed success criteria and planned controls
243824-SO3-AC4 Performance measurement baselines are developed and agreed in accordance with
agreed success criteria and planned controls
243823-SO2-AC3 The major resources groupings required to achieve the major deliverables are identified
and documented in the required format.
243820-SO3-AC1 Resource requirements are defined by activity in accordance with agreed procedures
and or standards
243820-SO3-AC2 Quantities of resources are defined per activity as per initial work schedule and in
accordance with established procedures and or standards
243820-SO3-AC3 Quantities of resources are defined per activity as per initial work schedule and in
accordance with established procedures and or standards
243820-SO3-AC4 Resource plan is developed and agreed with relevant stakeholder in accordance with
procedures and in required format

243820-SO2-AC1 Activities are identified and described in terms of the work required to address the scope
of the project
243820-SO2-AC2 Dependencies between activities are defined and activities are sequenced to reflect the
logic relationship of the work
243820-SO2-AC3 Durations of activities are estimated, in consultation with experts, and/or in accordance
with procedures
243820-SO2-AC4 Time based work schedules are produced in accordance with procedures and in
required format
243820-SO2-AC5 Initial critical path is identified and explained in accordance with standard organisational
procedures
243820-SO4-AC4 Resource usage and work/activity timing is adjusted to produce a realistic schedule
243820-SO5-AC1 Work and resource schedule is base lined in accordance with standards and procedures
243823-SO2-AC1 Activities are identified and described in terms of the work required to address the scope
of the project
243823-SO2-AC2 Dependencies between activities are defined and activities are sequenced to reflect the
logic relationship of the work
243823-SO2-AC3 Durations of activities are estimated, in consultation with experts, and/or in accordance
with procedures
243823-SO2-AC4 Time based work schedules are produced in accordance with procedures and in
required format
243823-SO2-AC5 Initial critical path is identified and explained in accordance with standard organisational
procedures
243823-SO2-AC6 The initial project budget is compiled to determine the feasibility of the project and is
documented in the required format
243813-SO2-AC3 Project scope, needs and constraints are interpreted and their impact on cost estimates
recorded in accordance with organisational procedures.
243813-SO2-AC4 Resource needs are verified and resource costs are sourced in accordance with agreed
procedure
243813-SO2-AC5 Cost estimates are developed and recorded in accordance with project needs
243813-SO2-AC7 Contingency or reserve estimates are developed and recommended in accordance with
organisational procedures
243813-SO3-AC1 Cost estimates are consolidated and figures checked for correctness and accuracy in
terms of agreed standards, rules and project needs
243813-SO3-AC2 Cost of related groups of activities are aggregated according to agreed needs and
structures
243813-SO3-AC5 Contingency and reserve management needs are estimated and recorded according to
required methods
243813-SO3-AC6 Budget outputs are consolidated into a cost baseline in accordance with required
organisational format and procedure
243816-SO3-AC5 The budget for quality management activities is determined and agreed with relevant
stakeholders

243823-SO4-AC1 All components of the preliminary scope statement are gathered, interrogated and
checked for cohesion and balance between them to ensure alignment between them
243823-SO4-AC2 Potential resource constraints, conflict, under or over utilisation situations are identified
and explained in terms of their impact on the project work
243823-SO4-AC3 Risk analysis of work and resources is undertaken and documented according to agreed
procedures
243823-SO4-AC4 Resource usage and work/activity timing is adjusted to produce a realistic schedule
243824-SO3-AC1 All component elements and/or plans are gathered, checked and interrogated for
cohesion and balance between them to ensure alignment to each other
243824-SO3-AC2 Revisions to correct discrepancies between components are agreed with relevant
stakeholders and in the required format
243824-SO3-AC6 The project management plan document is checked for accuracy, completeness and
compliance to required format
243820-SO4-AC2 Potential resource constraints, conflict, under or over utilisation situations are identified
and explained in terms of their impact on the project work

243820-SO4-AC5 Optimised work and resource schedule is agreed with responsible parties in accordance
with agreed procedures
243816-SO4-AC1 The project quality management plan is presented to relevant project authorities for
approval
243824-SO4-AC1 The integrated project management plan is presented to the authorised individuals in
required format and time frame.
243824-SO4-AC2 Approval is obtained for the integrated project management plan from the authorised
individuals in accordance with organisational standards and procedures
243824-SO4-AC3 The approved integrated project management plan is communicated to all stakeholders
in the required format and time frame
243813-SO3-AC3 Agreement is obtained on the time-phases to be used for recording expectation of
occurrence of funding and or commitments and or income and or expenditure
243812-SO1-AC1 Performance is monitored and measured in accordance with project procedures
243812-SO1-AC2 Performance results are evaluated against the project management plan in accordance
with project procedures
243812-SO1-AC7 Performance is reported to stakeholders in required format and time frame.

243819 SO4-AC2 Effectiveness of the project management approach is evaluated against project
objectives and findings are recorded for review purposes.
243819 SO4-AC3 Change to policies, procedures, and standards are recommended in required format.
243819 SO4-AC4 Improvement areas are identified and reported on in required format and time frame.

243819-SO1-AC1 Verify and validate that the products of the project are ready for handover (Range: this
includes checking that work done by others is complete.)
243812-SO1-AC2 Performance results are evaluated against the project management plan in accordance
with project procedures (ASSESSMENT CRITERION RANGE Performance results include but are not
limited to schedule, costs and quality of project deliverables or work elements.)

243812-SO1-AC3 Preventative and/or corrective actions are developed to ensure compliance to the
project management plan
243812-SO1-AC4 Opportunities are identified and actions are developed to benefit from such opportunities
in support of project objectives
243812-SO1-AC5 Developed actions are validated to ensure that it will achieve the desired outcomes.
243812-SO1-AC6 Developed actions are implemented in accordance with project procedures

243812-SO3-AC1 Issues are identified and addressed in accordance with project procedures to achieve
project objectives.
243812-SO3-AC2 New risks are identified and addressed in accordance with project procedures to
achieve project objectives
243817-SO1-AC5 Monitoring and controlling of risk and management of issues are explained in
accordance with project needs and requirements

15225-SO4-AC1 Possible areas where non-compliance is possible for the section/ division/department are
identified for possible corrective action
15225-SO4-AC2 Possible areas where non-compliance is possible for the section/ division/department are
identified for possible corrective action
15225-SO4-AC3 Appropriate corrective action is listed for areas where non-compliance is identified or
where compliance could be closer to the letter of the law
15225-SO4-AC4 A report on non-compliance/compliance with applicable legislation is submitted to
management for consideration
243812-SO3-AC3 Issues and new risks that may have an change impact on the project, are dealt with in
accordance with project change control procedures.
243817 -S04-AC5 Risk management activities are assigned to team members and risk owners
documented in accordance with agreed responsibilities and procedures.
243812-SO4-AC1 Opportunity is provided to clarify product requirements with relevant stakeholders.
243823-SO2-AC1 The products of the project required to achieve the objectives of the project, are
identified and described
243823-SO2-AC2 The products of the project required to achieve the objectives of the project, are
identified and described
243816-SO2-AC2 Project quality objectives are determined with input from the relevant stakeholders and
documented in the required format
243816-SO2-AC7 Product quality requirements and criteria are identified with input from the relevant
stakeholders and documented in the required format

243812-SO4-AC2 Product acceptance criteria are agreed upon and documented in appropriate level of
detail.
243812-SO4-AC3 Proposed product solutions are agreed with relevant stakeholders in appropriate level of
detail and in the required time frame

243812-SO2-AC1 Change needs are identified and recorded in accordance with project change control
procedures.
243812-SO4-AC4 Product performance evaluations are scheduled and conducted with relevant
stakeholders to ensure compliance with product requirements.

243812-SO2-AC2 The impact of the change needs are assessed and evaluated in terms of the relevant
baselines
243812-SO2-AC3 Recommendations to address the change needs are compiled in required format and
approval obtained in accordance with project change control procedures
243812-SO4-AC5 Defect resolution and/or change needs are identified and delt with in accordance with
project change control procedures

243812-SO2-AC4 Approved changes are implemented in accordance with project change control
procedures
243812-SO2-AC5 Change information is communicated to relevant stakeholders in accordance with
project change control procedures
243812-SO4-AC5 Defect resolution and/or change needs are identified and dealt with in accordance with
project change control procedures.

243819-SO1-AC1 All product compliance tests are checked for completion in accordance with project
requirements
243819-SO1-AC3 Non-compliance issues are analysed and resolved to the satisfaction of all relevant
parties, and documents are ready for handover to the client or to operation status

243819-SO2-AC1 The products of the project are handed over to authorised individual in accordance with
organisational practices and project agreements
243819-SO2-AC2 Signed product acceptance certificates are obtained using agreed formats and
procedures
243819-SO2-AC3 All handovers and related documents are logged and the records incorporated in project
files
243819-SO1-AC4 Client agreements are closed in accordance with contractual and/or project
requirements
243824-SO4-AC1 The integrated project management plan is presented to the authorised individuals in
required format and time frame.
243824-SO4-AC2 Approval is obtained for the integrated project management plan from the authorised
individuals in accordance with organisational standards and procedures
243824-SO4-AC3 The approved integrated project management plan is communicated to all stakeholders
in the required format and time frame
243814- SQ3-AC1 Resources are acquired in accordance with the agreed project management plan and
or internal or external acquisition procedures.

243814-SO2-AC1 Project team members are identified and acquired in line with defined project roles and
responsibilities
243814-SO2-AC2 Team members are briefed and orientated on the project and work environment within
required time frame
243814-SO2-AC3 Team and or individual roles and responsibilities are delegated according to the project
management plan
243814-SO2-AC4 Project work is allocated to individual project team members in accordance with the
project management plan
243814-SO2-AC5 The needs of Individual team members are identified and addressed in accordance with
legislative and/or organisational policy and/or project policy
243814-SO2-AC6 Project team rules are discussed and agreed with team members and recorded in
required format
243814-SO3-AC1 Resources are acquired in accordance with the agreed project management plan and or
internal or external acquisition procedures
243814-SO3-AC2 Resources are allocated in accordance with the agreed project management plan
243814-SO3-AC3 Resources required by team members to conduct project work are made available as
and when required
243814-SO3-AC4 Project asset register is maintained in line with project and or organisational standards
and procedures
243814-SO4-AC1 Available facilities are investigated and needs to accommodate project team members
and other resources are identified in accordance with legislation, the project management plan and team
member needs
243814-SO4-AC2 A safe working environment is established in accordance with relevant legislation
243814-SO4-AC3 A secure working environment is established in line with integrated project plan
243814-SO5-AC1 A team charter is compiled in the required format that describes the team expected
behaviours
243814-SO5-AC2 Project control procedures are compiled in accordance with project management plan
requirements
243814-SO5-AC3 Documentation procedures and standards are compiled in accordance with the project
management plan requirements
243819-SO3-AC1 Project closure activities are scheduled in accordance with project management plan
243819-SO3-AC3 Project resources are released within required time frame and in accordance with
project management plan
243819-SO3-AC4 Client agreements are closed in accordance with contractual and/or project
requirements
243819-SO5-AC1 Project closure is communicated to all stakeholders in accordance with the project
communication plan
243819-SO5-AC2 Results of the project review are communicated to all stakeholders in required format
and time frame
243819-SO5-AC3 Knowledge bases are updated in required format and made available in required format
for future use
243819-SO5-AC4 Details of incomplete deliverables or potential product modifications are communicated
to the group charged with future support of the final product in its operational life in the required format

243819-SO3-AC2 Project records are finalised, signed off and stored in compliance with policies and
procedures

243824 -SO3-AC4 Performance measurement baselines are developed and agreed in accordance with
agreed success criteria and planned controls

243819 -SO4-AC1 Client and stakeholder management strategies are evaluated for effectiveness against
project objectives and findings are recorded for review purposes
243819 -SO4-AC2 Effectiveness of the project management approach is evaluated against project
objectives and findings are recorded for review purposes
243819 -SO4-AC3 Change to policies, procedures, and standards are recommended in required format
243822-SO4-AC2 Effectiveness of project communication is evaluated and reported on in accordance with
project objectives, success criteria and project management plan
243822-SO4-AC3 Meeting effectiveness is evaluated and improvements identified and implemented in
accordance with project procedures
243815-SO4-AC1 Information relating to the effectiveness of stakeholder participation and communication
is gathered and assembled according to project requirements
243815-SO4-AC2 The information gathered is analysed to establish trends in relation to the contribution to
project outcomes

243819 -SO5-AC2 Results of the project review are communicated to all stakeholders in required format
and time frame

120380-SO3-AC2 Lessons learnt are documented and communicated according to organisational

requirements
243819 -SO4-AC5 Lessons learned are developed, documented and reported according to project
requirements
243819 -SO5-AC2 Results of the project review are communicated to all stakeholders in required format
and time frame
243819 -SO5-AC3 Knowledge bases are updated in required format and made available in required format
for future use
243819 -SO4-AC3 Change to policies, procedures, and standards are recommended in required format
243819 -SO4-AC4 Improvement areas are identified and reported on in required format and time frame
243815-SO4-AC3 Remedial actions or recommendations for improvement are determined, documented
and presented to higher authority for consideration in projects
243819-SO5-AC2 Results of the project review are communicated to all stakeholders in required format
and time frame.
243812-SO1-AC6 Developed actions are implemented in accordance with project procedures
243822-SO4-AC4 Improvement measures to communications are identified and implemented in
accordance with needs and results of evaluation

OVERS

243821 - Manage the procurement process for a simple to moderately complex project
15096 - Demonstrate an understanding of stress in order to apply strategies to achieve optimal stress
levels in personal and work situations
113274 - Demonstrate and apply an u derstanding of the Basic Conditions of Employment Act
243811-SO3-AC2 Each component of work is coded in accordance with required organisational
procedures to enable unique identification
243811-SO3-AC5 Details of the components are documented in the Work Breakdown Structure dictionary
to explain and communicate the requirements and completion criteria
243813-SO1 Demonstrate an understanding of cost management planning processes and techniques
243813-SO2-AC1 Tools and templates for developing and recording cost estimates are sourced and
agreed with relevant parties
243813-SO3-AC4 Cash flows that reflect control needs of the project and/or organisation are produced in
accordance with agreed formats
243813-SO4-AC1 Supporting information is consolidated and recorded in agreed formats
243813-SO4-AC4 Financial data is presented in required format
243813-SO4-AC5 Risk contingency and reserve management needs, process and responsibilities are
agreed and documented
243816-SO1 Demonstrate an understanding of project quality management principles
243816-SO2-AC1 Participants in defining quality requirements for the project are identified and involved in
the project quality planning process
243816-SO2-AC5 Requirements for a project quality management system are determined in support of the
project quality objectives
243816-SO4-AC2 The project quality management plan is communicated to all relevant stakeholders
243817-SO1-AC1 The purpose of risk management on a project is explained in terms of meeting project
objectives
243817-SO1-AC2 The relationship of risk management to project planning is explained with examples of
their impact of each other.
243817-SO1-AC3 The development and content of a risk management plan is described in accordance
with accepted best project management practise.
243817-SO1-AC4 Methods of identifying risks are explained with examples in terms of organisational risk
standards and procedures
243824-SO3-AC5 All components are integrated into the project management plan document
243820-SO1 Demonstrate an understanding of scheduling tools and techniques
243820-SO4-AC1 Resources are allocated to activities on the schedule according to resource plan, their
availability, standards and procedures
243814-SO1 Demonstrate an understanding of the project and the project management procedures
120380-SO1 Explain and use a given team performance reference framework (Performance monitoring
criteria).
120380-SO3-AC1 Collected assessment information is accurate, current and complete and recorded in
agreed format
243822-SO1 Demonstrate an understanding of the characteristics of communication
243822-SO2-AC3 Available communication technologies are researched and viable alternatives proposed
in accordance with project environment and constraints
243822-SO3-AC3 Project team members are briefed on procedures and provided with necessary project
communication templates and data
243822-SO3-AC4 Documentation and/or object management is implemented for a project in accordance
with organisation or project standards
243815-SO3-AC1 The stakeholder relationship management plan is communicated to the project
management team in a format understood by the team
243821 Manage the procurement process for a simple to moderately complex project
15230-SO1-AC1 A variety of performance monitoring systems are identified and reviewed for possible use in the section/division/department
15230-SO1-AC5 Systems for monitoring performance against standards are set up
15230-SO2-AC1 Time, place and format for performance review are agreed with team member
15230-SO2-AC5 Documentation for use during the review is prepared
243818 Negotiate agreements in simple to moderately complex situations
NO Mapping
Partial/Some Mapping

Full Mapping
GAPPS DEFINITION: b. Variances may includ
I've added AC 2 - BLUE - together with AC4 va
n the section/division/department as well as their alignment with the overall ethos and method of operation of the organisation as a whole
b. Variances may include missing reports, incorrect or misleading content, and late distribution. Communications that fail to satisfy the stak
E - together with AC4 variances in terms of stakeholder satisfaction and success criteria are covered
hat fail to satisfy the stakeholders’ needs may also be considered variances. Minor variances may not require corrective action.
rective action.
 Mapping: APM Body of Knowledge 2012 to GAPPS Project Manager Standard
The intent of the GAPPS mapping process is to use the GAPPS standard as a common basis or spine for mapping of
COVERAGE of other project management standards for the purpose of comparison. Therefore, this is a mapping of
COVERAGE only of the APM Body of Knowledge against the GAPPS Project Manager Standards. The APM Body o
these have been mapped against the GAPPS standards.

The process used for mapping of standards against the GAPPS standard is as follows:
1. Initial
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of standards matter
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7. Publish(in
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GAPPS (2007)
A Framework for Performance Based Competency
Standards for Global Level 1 and 2 Project Managers,
Johannesburg: Global Alliance for Project Performance Standards.

1 Manage Stakeholder Relationships

1.1 Ensure that stakeholder interests are identified and addressed.

1.1.1 Relevant stakeholders are determined.

1.1.2 Stakeholder interests are investigated and documented.

1.1.3 Stakeholder interests are considered when making project

decisions.
1.1.4 Actions to address differing interests are implemented.
1.2 Promote effective individual and team performance.
1.2.1 Interpersonal skills are applied to encourage individuals and
teams to perform effectively.
1.2.2 Individual project roles are defined, documented,
communicated, assigned, and agreed to.

1.2.3 Individual and team behavioural expectations are established.

1.2.4 Individual and team performance is monitored and feedback
provided.
1.2.5 Individual development needs and opportunities are recognised
and addressed.

1.3 Manage stakeholder communications.

1.3.1 Communication needs of stakeholders are identified and
documented.
1.3.2 Communication method, content, and timing is agreed to by
relevant stakeholders.
1.3.3 Information is communicated as planned, and variances are
identified and addressed.
1.4 Facilitate external stakeholder participation.
1.4.1 External stakeholder participation is planned, documented, and
communicated.
1.4.2 External stakeholder participation is supported as planned, and
variances are addressed.
2 Manage Development of the Plan for the Project
2.1 Define the work of the project.
2.1.1 A shared understanding of desired project outcomes is agreed
to with relevant stakeholders.
2.1.2 Processes and procedures to support the management of the
project are identified, documented, and communicated to relevant
stakeholders.
2.1.3 Work-items required to accomplish the product of the project
are determined.
2.1.4 The work-items and completion criteria are agreed to by
relevant stakeholders.
2.1.5 Assumptions, constraints, and exclusions are identified and
documented.
2.1.6 Relevant knowledge gained from prior projects is incorporated
into the plan for the project where feasible.
2.2 Ensure the plan for the project reflects relevant legal
requirements.
2.2.1 Relevant legal requirements are identified, documented, and
communicated to relevant stakeholders.

2.2.2 Potential for conflicts caused by legal requirements are

identified and addressed in the plan for the project.
2.3 Document risks and risk responses for the project.
2.3.1 Risks are identified in consultation with relevant stakeholders.
2.3.2 Risk analysis techniques are used to evaluate risks and then
prioritise them for further analysis and response planning.
2.3.3 Responses to risks are identified and agreed to by relevant
stakeholders.
2.4 Confirm project success criteria.
2.4.1 Measurable project success criteria are identified and
documented.
2.4.2 Project success criteria are agreed to by relevant stakeholders.

2.5 Develop and integrate project baselines.

2.5.1 Resource requirements are determined.

2.5.2 Schedule is developed based on resource requirements,

resource availability, and required sequence of work-items.
2.5.3 Budget is developed based on resource requirements.

2.5.4 Conflicts and inconsistencies in the plan for the project are
addressed.
2.5.5 The plan for the project is approved by authorised stakeholders
and communicated to relevant stakeholders.
3 Manage Project Progress
3.1 Monitor, evaluate, and control project performance.
3.1.1 Performance of the project is measured, recorded, evaluated,
and reported against the project baselines.

3.1.2 Processes and procedures are monitored and variances

addressed.
3.1.3 Completed work-items are reviewed to ensure that agreed
completion criteria were met.
3.1.4 Corrective action is taken as needed in support of meeting
project success criteria.
3.2 Monitor risks to the project.
3.2.1 Identified risks are monitored.
3.2.2 Changes to the external environment are observed for impact
to the project.
3.2.3 Applicable legal requirements are monitored for breaches and
conflicts.
3.2.4 Actions are taken as needed.
3.3 Reflect on practice.
3.3.1 Feedback on personal performance is sought from relevant
stakeholders and addressed.
3.3.2 Lessons learned are identified and documented.
4 Manage Product Acceptance
4.1 Ensure that the product of the project is defined.
4.1.1 Desired characteristics of the product of the project are
identified in consultation with relevant stakeholders.
4.1.2 Characteristics of the product of the project are documented
and agreed to by relevant stakeholders.
4.2 Ensure that changes to the product of the project are monitored
and controlled.
4.2.1 Variances from agreed product characteristics are identified
and addressed.
4.2.2 Requests for changes to the product of the project are
documented, evaluated, and addressed in accordance with the
change control processes for the project.
4.2.3 Approved product changes are implemented.
4.3 Secure acceptance of the product of the project.
4.3.1 The product of the project is evaluated against the latest
agreed characteristics and variances addressed where necessary.
4.3.2 The product of the project is transferred to identified
stakeholders and accepted.
5 Manage Project Transitions
5.1 Manage project start-up.
5.1.1 Authorization to expend resources is obtained from the
appropriate stakeholders.
5.1.2 Start-up activities are planned and conducted.
5.2 Manage transition between project phases.
5.2.1 Acceptance of the outputs of a prior phase is obtained from the
relevant stakeholders.
5.2.2 Authorisation to begin work on a subsequent phase is obtained
from the appropriate stakeholders.
5.2.3 Transition activities are planned and conducted.
5.3 Manage project closure.
5.3.1 Closure activities are planned and conducted.
5.3.2 Project records are finalised, signed off, and stored in
compliance with processes and procedures.
6 Evaluate and Improve Project Performance
6.1 Develop a plan for project evaluation.
6.1.1 Purpose, focus, and criteria of evaluation are determined.
6.1.2 Relevant evaluation techniques are determined.
6.2 Evaluate the project in accordance with plan.
6.2.1 Performance data is collected and analysed in accordance with
the evaluation plan.
6.2.2 Evaluation process engages relevant stakeholders.
6.3 Capture and apply learning.
6.3.1 Knowledge sharing and skill transfer is encouraged among
relevant stakeholders.
6.3.2 Results of evaluations are documented and made available for
organisational learning.
6.3.3 Potential improvements are identified, documented and
communicated to relevant stakeholders.
6.3.4 Improvements agreed for this project are applied.
COVERAGE EXTENDING BEYOND THAT OF THE GAPPS FRAMEWORK
edge 2012 to GAPPS Project Manager Standards
he GAPPS standard as a common basis or spine for mapping of the
for the purpose of comparison. Therefore, this is a mapping of the
gainst the GAPPS Project Manager Standards. The APM Body of Knowledge
ds.

he GAPPS standard is as follows:

med
APPS independent
standards hasparty
its own purpose, focus and format a direct (one-to-one)
APPS Working
y to provide Session
a basis for the comparison of coverage. As the GAPPS
tandard for review
competency and feedbackof–the
— demonstration specifying
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rd's owner
d that within the
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ment. These additional topics are what differentiates the mapped standards

o the following Legend to indicate the extent to which the coverage of the
rmaps
not the mapping
against has been
the GAPPS reviewed and approved by the standards owner.
standard.

APM Body of Knowledge 6th Version

NO Mapping

1.1.1 Project Management Partial/Some Mapping

3.1.6 Stakeholder Management
2.1.1 Communication Full Mapping
3.1.6 Stakeholder Management
3.1.6 Stakeholder Management

3.1.6 Stakeholder Management

1.1.1 Project Management

1.1 Governance
1.1.1 Project Management
1.1.4 Infrastructure
2.1.3 Delegation
3.1 Integrative Management
3.1.5 Planning

1.1.5 Knowledge Management

1.1.4 Infrastructure
2.2.4 Learning and Development
4.3 Human Resource Management
3.1.6 Stakeholder Management

3.1.6 Stakeholder Management

1.1.4 Infrastructure

3.1.5 Planning

1.1.1 Project Management

3.1.5 Planning

3.1.5 Planning

3.1.5 Planning

3.1.3 Information Management

3.2.5 Requirements Management
3.4.3 Investment Appraisel
3.7.1 Contract
3.7.3 Procurement
4.1 Accounting
4.4 Law

3.5 Risk Management

3.5 Risk Management
3.5.2 Risk Techniques
3.5 Risk Management

3.1.5 Planning
1.1.7 Sucess Factors and Maturity
3.1.5 Planning
1.1.1 Project Management
3.1.5 Planning
3.3.1 Resource Scheduling
3.1.5 Planning

3.1.5 Planning
3.4.1 Budgeting and Cost Control

3.1.5 Planning

1.1.1 Project Management

3.1.2 Control
3.1.3 Information Management
3.3.2 Time Scheduling
3.4.1 Budgeting and Cost Control

3.1.2 Control
3.6.2 Reviews
2.1.1 Communication
3.1.2 Control

3.5 Risk Management

3.5 Risk Management

2.1.5 Leadership

3.6.2 Reviews

2.1.7 Teamwork
3.2. Scope Management
 1.1.6 Life Cycle

1.1.6 Life Cycle

1.1.6 Life Cycle

1.1.6 Life Cycle

2.2.1 Communities of Practise

G BEYOND THAT OF THE GAPPS FRAMEWORK

1.1.2 Programme Management
1.1.3 Portfolio Management
1.1.8 Sponsorship
1.2.1 Environment
1.2.2 Operations Management
1.2.3 Strategic Management
2.1.2 Conflict Management
2.1.4 Influencing
2.1.6 Negotition
2.2.2 Competence
2.2.3 Ethics Frameworks
3.1.1 Business Case
3.1.4 Organisation
3.2.1 Benefits Management
3.2.2 Change Control
3.2.3 Configuration Management
3.2.4 Change Management
3.2.6 Solutions Development
3.4.2 Funding
3.5.1 Risk Context
3.6.1 P3 Assurance
3.7.2 Mobilisation
3.7.4 Provider Selection and Management
4.2 Health and Safety
4.5 Security
4.6 Sustainability
artial/Some Mapping