Member Competence Guidance

Self-assessment


For each of Context, Governance, Assurance, Improvement and Leadership you must provide a self-assessment score of your own professional competence.

You must score yourself on a scale of 0 to 4. Explanations of what each of these scores mean are below:

0 - Does not have sufficient knowledge or skills to successfully complete any activities relevant to the competency.
1 - Has gained some knowledge and skills relevant to this competency and is able to successfully undertake a limited range of activities.
2 - Has sufficient understanding of this competency to be able to execute most activities relevant to the competency. Has undertaken them successfully multiple times, in at least one context, under supervision.
3 - Is able to execute the activities relevant to the competency. has undertaken the majority of them multiple times, unsupervised and in a number of different contexts. May have developed or managed the activities.
4 - Is able to adapt and improve the activities relevant to the competency. Could act as a subject matter expert. Has developed, deployed and/or managed the majority of the activities in a number of contexts.
Please remember that in order to be eligible to become a Chartered Member you must meet the following scoring requirements:

  • One of Governance, Assurance or Improvement must have a score of 3 or 4, and the others must have a minimum score of 1
  • A minimum score of 3 in both Leadership and Context
  • An overall total score of 13 or higher.


Case Studies


For each competence, you must provide two case studies that:
  • Demonstrate your competence (knowledge and skills in practice) at the level of your self-assessment score
  • Are supported with evidence
  • Are a maximum of 500 words in length
  • At least one of which should be an example from the past 5 years.
We recommend using the following structure for your case studies:

Situation - Provide the operational context for your case study.
Objective - What did you have to achieve? What were your key deliverables?
Action - What methodologies, tools and techniques did you employ, and why did you use those rather than alternatives?
Results - What was the outcome to your actions?
Aftermath - What did you learn from this experience and how have you used this learning since?

You must submit at least one piece of evidence for each case study. This evidence could take the form of a document such as a project report, or it could be a referee with first hand knowledge of your case study (colleague, manager, customer etc.).
 


Context case studies

This competence is about how you use domain and/or industry specific knowledge to ensure effective implementation of governance, assurance and improvement.
Your organisation context experience may be from the whole organisational value chain perspective, and/or from a project/business unit/product/service perspective. The following are examples that you could use in your case studies:
Product, service, process expertise
How have you established effective lines of communication with the customer/stakeholder to understand specific requirements/expectations and ensure that appropriate plans, specifications and controls are in place?
How have you tailored governance, assurance and improvement methods and tools to an organisation's sector and business environment?

Compliance
What methods have you sued to establish legal, regulatory, societal and standards-related compliance requirements?
How have you ensured that these are coherently reflected the organisation's policies, processes and strategy and communicated throughout the organisation?

Governance case studies

This competence is about how you ensure that organisation, customer and stakeholder requirements are reflected in policies, processes and plans.
Your operational governance experience and impact maybe from the whole organisational value chain perspective and/or from a project/business unit/product/service perspective. The following are examples that you could use in your case studies:

External Focus
What methods have you used to establish customer or stakeholder needs, expectations and views, and ensured that the organisation's policies, processes and plans reflect these needs?
How have you evaluated risks, problems and potential solutions from a customer/stakeholder point of view?

Internal Focus
How have you developed process management capacity across the organisation to deliver consistent results and ensure the organisation's policies, processes and plans are effective in meeting stakeholder expectations, removing variation, minimising operational risk and maximising efficiency?
How have you supported the management team to ensure the operational approach and system of business management are continually assessed and improved?

Assurance case studies

This competence is about how you embed a culture of assurance to ensure that policies, processes and plans are effectively implemented, and that all outputs are consistent with requirements.
Your assurance experience and impact may be from the whole organisational value chain perspective and/or from a project/business unit/product/service perspective. The following are examples that you could use in your case studies:

Internal Business Assurance
How have you established the flow-down of customer and stakeholder requirements across the organisation and ensured effective planning and internal controls are in place?
How have you established the appropriate balance of self vs independent assurance to ensure policies, processes and plans are effectively implemented?
Have you supported the identification of risk/issues and ensure effective action is taken to resolve issues and identify root cause?

External Supply Chain Focus
What methods have you used to select suppliers and ensure flow-down of customer and stakeholder requirements through the supply chain?
What methods have you used to assess supplier performance?
How have you supported the evaluation of supplier risk/issues and ensured effective action is taken to resolve issues?

Improvement case studies

This competence is about how you facilitate a culture of evaluation (both qualitative and quantitative), learning and improvement which drives more effective, efficient and agile ways of working to support business strategy, enhance reputation and increase profitability.Your business improvement experience and impact may be from the whole organisational value chain perspective and/or from a project/business unit/product/service perspective. The following are examples that you could use in your case studies:

Gathering Insight
What methods have you used to understand changing customer / stakeholder needs and changes to the organisation’s context?
What tools and techniques have you used to evaluate performance and identify improvement priorities?

Evaluating Performance
How have you facilitated the development and use of appropriate measures of operational performance and product /service quality across the organisation to establish priorities for change?

Implementing improvement
How have you evaluated the nature and magnitude of change required and achieved the required changes?
How have you considered the organisation’s culture with respect to achieving and sustaining the desired levels of operational performance and product / service quality?

Leadership case studies

This competence is about how you use leadership behaviours to maximise influence and develop a culture of evaluation and improvement.
Please outline how you have adapted your quality leadership style to help you achieve an objective or to tackle a specific situation. Your examples could include one or more of the following:

The quality advocate
How have you articulated a clear vision for quality as a strategic imperative that supports the organisation’s broader aims and objectives?

The stakeholder advocate
How have you acted as the conscience in the organisation, making interventions whenever necessary to ensure  customer and stakeholder requirements are addressed?

The systems thinker
How have you looked across business functions and hierarchies to promote a holistic view of the organisation and its requirements?

The fact-based thinker
How have you promoted a culture of decision-making based on factual evidence and the measurement of performance?

The quality planner
How have you advocated the principle of planning for quality to prevent potential problems with product and service quality?