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Project Management Chartership: What it means for you
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  1. Project Management Chartership:What it means for you Andrew Bragg 18 October 2007

  2. Structure • What is Chartered Status? • Why now?: • External context • Internal context • Benefits of Chartered Status: • “What it means for you” • Timetable • Getting involved.

  3. What is Chartered Status? “Royal Charters are granted by the Sovereign on the advice of the Privy Council ….  new Charters are normally reserved for bodies that work in the public interest (such as professional institutions and charities) and which can demonstrate pre-eminence, stability and permanence in their particular field.” Privy Council, 2007

  4. What is Chartered Status? • 750 chartered professional bodies in UK • “Leaders in the field” • Self-regulating: • Codes of Conduct with teeth • Administered by Privy Council • Can include Register of Chartered Practitioners.

  5. Chartered Body vs Chartered Practitioner

  6. 3rd party Chartered Body Phase 1 Chartered Body Under licence Phase 2 Chartered Practitioners Chartered Practitioners Chartered Practitioners

  7. 5 main criteria to become a Chartered Body • Pre-eminent in its field; a unique profession “without significant overlap with other bodies” • Full members normally qualified to at least first degree level in relevant discipline • Financially sound, with track record of achievement • Acts in the public interest • Substantial size > 5,000 members.

  8. Structure • What is Chartered Status? • Why now?: • External context • Internal context • Benefits of Chartered Status: • “What it means for you” • Timetable • Getting involved.

  9. External context: demand • All project roles, including in-house and contracted supply chain • All sectors • Accelerating pace of change • Larger and longer lasting projects • Offshore activities and overseas • Greater focus on improving governance and increasing fear of project failure • More discriminating and demanding clients • Growing recognition of importance of professional competence • Recognition that effective PM requires a discrete set of professional skills: • The end of the “gifted amateur”: 40% of all non-PM specialist managers engage in some PM (Microsoft research, 2006)

  10. External context: supply • Increasingly positive perception of the PM profession and of its work • In-house supply, training and development within clients and supplier organisations • Increasing numbers studying PM in higher education • Increasing international mobility • Government skills agenda.

  11. "There is one thing stronger than all the armies in the world, and that is an idea whose time has come." -- Voltaire So that means … • Everybody is focusing on project management • Demand is out-stripping supply • Not just numbers: • Quality difference between a really good PM and an average PM is a multiple, not percentage, difference in project performance.

  12. Structure • What is Chartered Status? • Why now?: • External context • Internal context • Benefits of Chartered Status: • “What it means for you” • Timetable • Getting involved.

  13. APM’s Mission • To develop and promote the professional disciplines of Project and Programme Management for the public benefit

  14. APM’s internal context • Knowledge • Professional development • Membership • International outlook • Governance & Administration.

  15. Knowledge • To become the recognised source and portal for the development and dissemination of knowledge for project and programme management

  16. Knowledge • Updated APM Body of Knowledge 5th edition now in fourth reprint • Sustained publishing activity • E.g. guides to be published end October: • Introduction to programme management • Models to improve the management of projects • Governance of multi-owned projects • Host APM Conference: • 30 – 31 October 2007 • “The business of projects”.

  17. APM’s internal context • Knowledge • Professional development • Membership • International outlook • Governance & Administration.

  18. Professional Development • To develop and maintain an internationally recognised … structure of qualifications which are constantly relevant to emerging pan-sector practice

  19. Organisational capability Competence Knowledge 0 years 8 – 10 years Career-long qualifications Certificated Practitioner APMP Introductory

  20. APM 4 point plan for CPD

  21. Gaining qualifications Job rotation / secondment Open and distance learning packages Events and courses Books, journals, technical magazines Writing articles for technical and professional press APM Branch attendance Coaching Mentoring On-the-job research Sharing knowledge with colleagues and peers Visiting technical exhibitions Committee work which extends professional knowledge and experience Out of work activities Qualifications are only part of CPD

  22. Professional development work-in-progress • Qualification in Programme Management • Project Management competence framework • Accreditation schemes.

  23. APM’s internal context • Knowledge • Professional development • Membership • International outlook • Governance & Administration.

  24. Membership • To support project professionals throughout their career, ensuring recognition of their professionalism and enabling them to achieve their full potential.

  25. Corporate Forum Annual Dinner Branches Annual Awards SIGs Student weekend Membership • Sustained development of new-look Project magazine • Raising APM profile: • establish Policy Unit: • Promote APM as the opinion of choice on project management issues with government, the media and the project management profession • wide programme of high-profile events • Chartered Status a key part of profile-raising: •  virtuous circle.

  26. APM’s internal context • Knowledge • Professional development • Membership • International outlook • Governance & Administration.

  27. International • To promote and protect the current and future interests and standards of APM and its members – at home and at abroad

  28. International • Leading role within International Project Management Association (IPMA) • Exert international influence • Involved in current development of the new ISO Project Management Standard, based on BS6079.

  29. APM’s internal context • Knowledge • Professional development • Membership • International outlook • Governance & Administration.

  30. Governance • To undertake best practice, modern governance, compliant with statutory and contractual requirements.

  31. Embedded new governance arrangements Stakeholders Council Executive Board Board of Trustees HQ HQ Stakeholders Stakeholders Stakeholders

  32. Administration • To provide an efficient, cost-effective, transparent core for APM to deliver its plans, services and products

  33. Administration • Significant organic growth: • 2004/05: £2.5m income (actual) • 2007/08: £4.5m income (budget) • Practising what we preach: • Delivering the Future change programme.

  34. So put together, that means … "There is one thing stronger than all the armies in the world, and that is an idea whose time has come." -- Voltaire And APM itself is ready

  35. Structure • What is Chartered Status? • Why now?: • External context • Internal context • Benefits of Chartered Status: • “What it means for you” • Timetable • Getting involved.

  36. Different perspectives • Individual members • Corporate members • The profession • APM • The public ….

  37. Over-arching benefits of Chartered Status Practitioners will beacknowledged as professionals in their field, offering a professional differentiator in the employment market For organisations, Chartered Status will enhance the professional status for project managers aiding recruitment and retention and providing a framework for improving project performance Increases the profile of project management internally and to external customers Re-inforces APM’s influence on behalf of the profession Provides APM with regulating powers, offering protection to users of project management services.

  38. Key finding from recent APM membership survey Individual perspective • Acknowledges the professional status of project management • Confers recognition on practitioners • Defines the standards for project management and provides opportunity to raise those standards • Represents employment differentiator • Positions project management as “a profession of first choice”.

  39. Corporate perspective • Enhanced professional status for project managers - aids recruitment and retention • Raises profile of project management internally and to external customers • Chartered Status for project managers employed by organisations provides additional competitive differentiator • Defines the standards for project management and provides opportunity to raise those standards • Supports in-house drives for increased professionalism amongst project management community.

  40. Structure • What is Chartered Status? • Why now?: • External context • Internal context • Benefits of Chartered Status: • “What it means for you” • Timetable • Getting involved.

  41. Indicative Timetable

  42. Streams within Chartered Status programme • Privy Council project: • focuses on the process to obtain Chartered Status for APM • Communication project: • ensure that all key stakeholders are engaged in the Chartered process • Project Ibis: • ensure that the benefits of Chartered Status are realised.

  43. Structure • What is Chartered Status? • Why now?: • External context • Internal context • Benefits of Chartered Status: • “What it means for you” • Timetable • Getting involved.

  44. Getting involved • Support the drive for Chartered Status for APM • Vote “Yes” at November 2007 AGM, and encourage others to vote • Talk it up with third-parties • Offer feedback on Chartered Status progress and issues • Actively participate in the over-arching campaign to increase project management professionalism: • Experience • Qualifications • CPD •  Chartered Practitioner.

  45. Structure • What is Chartered Status? • Why now?: • External context • Internal context • Benefits of Chartered Status: • “What it means for you” • Timetable • Getting involved.

  46. Keeping in contact Association for Project Management, 150 West Wycombe Road, High Wycombe, HP12 3AE Tel: 0845 458 1944, Fax: 01494 458 937, Email: chartered@apm.org.uk, Web: www.apm.org.uk/chartered.asp

  47. Questions