APC – PER ROUTE

CASE STUDIES
GUIDELINES

- Ramesh Palikila BTech ,MRICS,ACIArb, MIS

Acting Head of Construction Procurement , Engineer’s Office , Dubai
Director – IIQS Global Professional Development
RICS- MENEA- QS& Construction Board Member
RICS- APC Trained Assessor and Panel Chairman
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 Things to do for your APC
 APC Final Submissions
– Case Studies
Target 1: 10 April 2012
– Experience / Competencies Record
Target 2: 01 May 2012
– Professional Development Record
Target 3: 01 June 2012
 Presentation of Case Studies
Target 4: 01 July 2012
 Competencies
– Ready for interview
Target 3: 01 August 2012
Page  2 Final Target : October 2012
APC PHASES

Case
Studies

Interview Final
Skills Submiss’ns

APC
Present’n Core
Skills Compet’s

Mandatory Optional
Compet’s
Compet’s

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APC Mission

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Agenda
 1. Case Studies
 2. Format of Case Studies
 3. Check list for Case Studies
 4. Description of Chosen Project /(s)
 5. Introduction of Case Study
 6. Implementation of Options/solutions
 7. Problem Solving
 8. Decision Making / Your proposed solution
 9. Strategy
 10. Client Relationship Management
 11. List of Competencies to be checked
 12.Appendices
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 1. Case Studies

Two case studies - written reports of a

maximum 500-1000 words each.

The case studies allow you to

The focus of a case study is on one specific

project.

Demonstrate as wide a range as possible of  Project /s which

your technical competencies and the mandatory
(general business) competencies, and an you were directly
understanding of the ethical dimensions of your work. involved in
 A professionally
One project, several competencies presented piece of
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work
2. Format of Case Studies
1. Description of Case Study
2. Introduction : Description of your project ,
Client’s requirements , your leading role in
the chosen project
3. Objective of the Case Study
4. Implementation
5. Process and Management
6. Decision Making
7.Problems Solved
8.Strategy
9. Client Relationship Management  Set format for CS
10.Competencies Check list  A Professional Report
11. Appendices – Attachments  Easy to follow
 Page 7
Include a word count at the end
Things to remember in Case Studies preparation

 Bear in mind that you will use one  Each case study should focus on a
of your case studies to make a single project or piece of work
10-minute presentation to undertaken in the last 24
the final assessment panel. months where you played a
 List the technical leading role in terms of any or all of
competencies and the following
mandatory competencies  implementation
demonstrated in each case study  management (where applicable)
in the box provided in the case
study template.  decision making
 problem solving
 The content of your case
studies is more important  strategy
than the style.  client relationship management
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Check List for Case Studies
 Context section completed (optional)
 Case study focuses on only one project or piece of work
 Project/work was undertaken in last 24 months
 Two technical competencies are demonstrated (minimum)
 One mandatory competency is demonstrated (minimum)
 Your level of responsibility is demonstrated
 One example of level 3 technical competence (reasoned advice) is
demonstrated for a level 3 competency (minimum)
 Client confidentially is upheld
 Technical and mandatory competencies covered are listed beneath
each case study
 •Word count is between 500 and 1,000 words per case study.

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Be Remember
 While writing the case studies you should be aware of
what evidence you have already provided in
your competency statements and ensure that the
level and scope of activities you are describing is
consistent with the claims you made in your competency
statements.

 The assessor will look at the competency

statements
and case studies individually, but will also
take a holistic view.
 Review all your written evidence together
before you submit it, and make sure there are no gaps or
contradictions.

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What type of Subjects shall I take for Case Studies ?

– What went well,

– What did not go well

– What could you have done differently

– What have you learned from your

involvement

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GOOD CASE STUDIES AND REQUIRED ESSENTIALS

Knowledge
Applicati
on

Experience

Mandatory competencies : 25% Professional Report

Technical competencies : 60%
Conduct rules & ethics : 15%
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Examples of Case Studies
Something, which has a major influence on the project as a whole,
or on the particular element(s) that are being discussed in your
critical analysis. Examples:

Your client’s requirement The contract

for an early completion
date, which made
contract influenced
decisions about
procurement and post
acceleration.
administrator not
following contract
procedures in issuing
instructions, which
impacted on your post-
contract cost control.

Was it the basis of a

Could the project have
substantial claim?
been terminated due to
Does it seriously affect
this issue?
time, cost or quality?

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. Chosen Project /(s)

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Which project and topic should I choose?
 How many projects should I choose?– Can be more than one if
appropriate?
 Does it need to be a big project?
 No, but needs to have the depth of issues to give sufficient
discussion
 Do I need to cover the whole project?– No, the key issue or issues is
all that should be included
 What is important is that the project shows you dealing with
problems and that you can demonstrate that you understand
the key issues.

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Critical Thinking

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Decision Making and reasons for rejected options

Why? Why? How?

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Problem Solving and Your proposed solution

 Be appropriate
 Reasonable advise
 Professional ability
 Proper judgment
 Critical thinking
 Analysis
 Detailed account
 Your role in the solution
 Be realistic

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Conclusion and Analysis of experience gained

 Critical Appraisal of the outcome

 Learning from the experience
 Shall be ¼ of word count
 Your own views and feelings
 Show your aspiration
 Be realistic

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Appendices -What should I put in the appendix?

 Include - Photographs, plans,

charts, diagrams, tables, • Programme • Contract
schedules, lists or examples if
relevant.
X X
 Assessors are not impressed Layouts Photographs

by a thick report, so do not

pad out the appendices with
irrelevant documents. Calculations Diagrams

 Refer to the documents in the • Confidential • Agreements

appendix throughout the
report.
X X
 Do not put in the contractor’s
programme, contract clauses,
lease agreements unless it is
relevant to the issues
discussed
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Report Writing Skills

 Number pages and include a content page

 Cross reference items clearly, particularly
those in the appendix
 Put diagrams, drawings, plans, schedules
Word Page
etc. in the appendix Count Numbers
 Use clear, simple language
 Keep your paragraphs short
Simple
 Use the word ‘I’ whenever you can Spelling
Language
 Make sure that your thought processes on
the project are clear
 Check your spelling and grammar (do not
rely on the computer’s spell checker) Grammar
 Show your critical analysis to your
supervisor and counsellor for comment
(also, any APC assessors you can find)

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Follow the ten-point plan set out
 1. The objective of the report
 2. Brainstorm the subject
 3. Prepare an outline and consider the appendices
 4. Consider the use of visual aids, plans and photographs
 5. Stand back and review where you have got to
 6. Write the report out in full
 7. Once again review and Polish the report
 8. Test the report for potential areas of questioning
 9. Think about the objective once again
 10.Go back to where you started and consider the following:
(a) have the key issues been made clear?
(b) have you considered the options and, in particular, the reasons for rejecting certain
options/solutions?
(c) is the proposed solution supported by detailed reasoning?
(d) does the conclusion include a critical appraisal of the outcome and a reflective analysis of the
experience gained?
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INTERVIEW PROCESS

 1.Chairman’s opening and introductions : 3-4 minutes

 2.Your presentation on your case study : 10 minutes
 3.Panel’s questions on the presentation : 10 minutes
 4.Discussion on overall experience : 25 minutes
including optional competencies not
covered by the written submissions and
mandatory competencies
 5.Chairman’s questions include :10 minutes
professional and technical matters,
Rules of Conduct, mandatory competencies,
CPD
 6.Chairman to close : 1–2 minutes
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Page
7.Total 60 minutes
GENERAL QUERIES RELATED TO CASE STUIDES

1. What are the assessors looking for in my critical analysis?

2. Selection of the Subject
3.Approach to take in the report
4.Follow the RICS APC guide lines
5.What can go wrong in APC ?
6. Be ready to face challenges on your CA
7.Presenting of Case Studies
8. Main Criteria the Assessors will be looking
9. Final Checklist
RICS APC assessors are looking for ( in CS )

• They are not looking for the story of

what happened on the project, but rather
your understanding of why it happened
and what the alternatives were.
CAUSE , EFFECT
• It should be written from your & RELIEF
perspective. The assessors are not
interested in the project or in your WRITTEN
employer, they are interested in you. SKILLS

• Good written and graphical ANALYTICAL

communication, Analysis,reflective SKILLS
thought and problem solving.

• Learning from experience gained.

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Selection of Subject for Case Studies

 A subject you have detailed knowledge of

 Demonstrates your involvement in the knowledge

decision making Process options so Has
that you can analyse alternatives

 You can reflect on the outcome and learn

from this for the future decision
making
 Not so complex that you cannot explain
the issues or answer questions on the
subject with confidence
confidence
 Choose from one of your level 3
competencies
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Approach to take

 Within the critical analysis you should be

using the word “I” as much as possible.
 Generally, in a report we would say “we
spoke to the client”, or “we analysed the
results”, but in the critical analysis the
• spoke
assessors need to know what you did as
opposed to what happened project on the I • analysed
generally.
• advised
 Wherever you can, say “I spoke to the
client”, or “I analysed the results”. Do not lie. I • involved
If your supervisor spoke to the client, use
“we”, but if you did, use “I”. Use “I” whenever • solved
you can. I • Finally did
 Of course you will have been working under
supervision, but you should have been taking
responsibility for problem solving and have
had direct contact with the client and other
members of the project team.

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Follow the RICS APC guide lines

Produced by RICS in detail so use them.

Re-read and check that you are following
them carefully.
Get supervisor to check your then your
outline and final draft.
Do not rush this as it is a key part of the
APC.

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What can go wrong in APC ?

 If you do not follow the guide lines

 If you produce a narrative rather
than an reflective analysis
 If you do not understand issues in
the depth (and cannot explain
these well)
 If submission is poor and /or
incomplete

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Be ready to face challenges on your CS

 What key issues are you

considering?
 – is there sufficient depth
for alternative options?
 – were you directly
involved in the decision
making?
 – do you understand the
– problem and solution?
 – draft your CS carefully,
if you include a word
because it is the current
buzz word ensure you
fully understand it.
 – The panel will pull your
CS apart so take time
over this
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Presenting
 Follow the structure of your analysis.
 Put key words and phrases on visual aids, including
photos where appropriate if you feel it necessary.
 Add the content rather yourself if to than repeating
possible.
 Speak to the panel, maintain eye contact, project
your voice clearly, speak confidently.
 Time yourself carefully ( 10 minutes exactly)
 Preparation should be thorough – practice your
presentation repeatedly.
 You should know your work inside out and be able
to questions surrounding issues answer any the

 Be confident

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Main Criteria the Assessors will be looking

 Have the key issues been identified?

 Have all the options been considered?
 Are the reasons for rejection of certain options clearly
stated?
 Is the preferred solution supported by sound
judgment?
 Does the conclusion contain a critical appraisal and
reflective analysis of the experience?
 Has the candidate demonstrated high standards of
spelling and grammar?
 Does the report indicate high standards of technical
and professional skills?
The above criteria clearly set out what the assessors
will be additionally looking for in the critical analysis.
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Great Presenter’s characteristics:

 Confident  Knowledgeable
 Relaxed  Rapport with audience
 Interesting  Understanding the business issues
 Sincere  Relevant
 Animated  Natural
 Energetic  Individual
 In control  Concise
 Authoritative  Sense of humour
 Spontaneous  Reactive
 Quick, Witty  Believable
 Interested  Passionate
 Interacting  Experienced

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Q&A

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