APM - Project Management Licensing Scheme by 42jyB0q1

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									Project Management Chartership:
     What it means for you



        Andrew Bragg

       18 October 2007
Structure
 What is Chartered Status?
 Why now?:
   – External context
   – Internal context
 Benefits of Chartered Status:
   – “What it means for you”
 Timetable
 Getting involved.
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
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.
Chartered Body vs Chartered Practitioner
                                   3rd party
                                Chartered Body
Phase 1
                Chartered
                                   Under licence
                  Body

  Phase 2

 Chartered       Chartered         Chartered
Practitioners   Practitioners     Practitioners
5 main criteria to become a Chartered Body
 1. Pre-eminent in its field; a unique profession
    “without significant overlap with other bodies”
 2. Full members normally qualified to at least first
    degree level in relevant discipline
 3. Financially sound, with track record of
    achievement
 4. Acts in the public interest
 5. Substantial size > 5,000 members.
Structure
 What is Chartered Status?
 Why now?:
   – External context
   – Internal context
 Benefits of Chartered Status:
   – “What it means for you”
 Timetable
 Getting involved.
External context: demand
 All project roles, including in-house and contracted supply chain
 All sectors
 Accelerating pace of change
                             40% of all non-PM specialist

                              managers engage in some
    Larger and longer lasting projects

                                PM (Microsoft research,
    Offshore activities and overseas

                                         2006)
    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”:
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.
                               "There is one thing stronger
                                 than all the armies in the
                                 world, and that is an idea
So that means …                   whose time has come."
                                         -- Voltaire

 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.
Structure
 What is Chartered Status?
 Why now?:
   – External context
   – Internal context
 Benefits of Chartered Status:
   – “What it means for you”
 Timetable
 Getting involved.
APM’s Mission


 To develop and promote the professional
  disciplines of Project and Programme
  Management for the public benefit
APM’s internal context
 Knowledge

 Professional development

 Membership

 International outlook

 Governance & Administration.
Knowledge

 To become the recognised source
  and portal for the development and
  dissemination of knowledge for
  project and programme management
   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”.
APM’s internal context
 Knowledge

 Professional development

 Membership

 International outlook

 Governance & Administration.
Professional Development
  To develop and maintain an internationally
   recognised … structure of qualifications
   which are constantly relevant to emerging
   pan-sector practice
  Career-long qualifications

                                                         Organisational
                                                           capability
Competence


                                         Certificated


                              Practitioner

                       APMP

              Introductory
Knowledge
             0 years                              8 – 10 years
APM 4 point plan for CPD


          4. Assess
                           1. Review
         achievement




      3. Learn & develop    2. Plan
Qualifications are only part of CPD

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

 Qualification in Programme Management

 Project Management competence framework

 Accreditation schemes.
APM’s internal context
 Knowledge

 Professional development

 Membership

 International outlook

 Governance & Administration.
Membership

 To support project professionals throughout their
  career, ensuring recognition of their
  professionalism and enabling them to achieve their
  full potential.
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.
APM’s internal context
 Knowledge

 Professional development

 Membership

 International outlook

 Governance & Administration.
International

 To promote and protect the current and
  future interests and standards of APM and
  its members – at home and at abroad
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.
 APM’s internal context
 Knowledge

 Professional development

 Membership

 International outlook

 Governance & Administration.
Governance

 To undertake best practice,
  modern governance, compliant
  with statutory and contractual
  requirements.
                           Stakeholders




               HQ           Council arrangements
               Embedded new governance




                                                   Stakeholders
Stakeholders




                            Board of
                            Trustees

                           Executive
                      HQ    Board


                            Stakeholders
Administration

 To provide an efficient, cost-effective,
  transparent core for APM to deliver its
  plans, services and products
  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.
 So put together, that means …

                   "There is one thing stronger
   And APM          than all the armies in the
                    world, and that is an idea
itself is ready      whose time has come."
                            -- Voltaire
Structure
 What is Chartered Status?
 Why now?:
   – External context
   – Internal context
 Benefits of Chartered Status:
   – “What it means for you”
 Timetable
 Getting involved.
Different perspectives
 Individual members

 Corporate members

 The profession

 APM

 The public ….
Over-arching benefits of Chartered Status
 Practitioners will be acknowledged 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.
                       Key finding
                       from recent
Individual perspective     APM
                       membership
 Acknowledges the professional status of project
                          survey
  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”.
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.
Structure
 What is Chartered Status?
 Why now?:
   – External context
   – Internal context
 Benefits of Chartered Status:
   – “What it means for you”
 Timetable
 Getting involved.
Indicative Timetable
November        Hold AGM with key resolution:
2007            Going Chartered as an organisation
                Intention to operate Register of Chartered
                Practitioners
July 2008       Submit petition to Privy Council

August 2008     Implementation planning for Chartered Practitioner
                Status
February 2009 Privy Council decision process – including
              contacting supporting organisations and individuals
April 2009      Implementation of the Royal Charter
April 2010      Implementation of Chartered Practitioner Status
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.
Structure
 What is Chartered Status?
 Why now?:
   – External context
   – Internal context
 Benefits of Chartered Status:
   – “What it means for you”
 Timetable
 Getting involved.
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.
Structure
 What is Chartered Status?
 Why now?:
   – External context
   – Internal context
 Benefits of Chartered Status:
   – “What it means for you”
 Timetable
 Getting involved.
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
Questions

								
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