2. The 5 Dimensions of Professionalism Project Challenge 25 March 2009

3. The 5 Dimensions of Professionalism Andrew Bragg Chief Executive, APM

4. Structure Who are APM? Context for the Profession: –Maturity model for profession –Demand & supply –Credit crunch APMs 5 dimensions of professionalism Chartered Status: –What is it? –Benefits Building on success Summary & Questions.

5. APM UK-based with international influence Largest independent professional body of its kind in Europe 17,000 + individual members across 4,000 + organisations 500 + corporate members across public and private sectors: –across all industry sectors Growing very rapidly Campaigning for increased professionalism: –delivery of public benefit –helping make it happen in practice. Full-time project professional community: ca. 250,000

6. Structure Who are APM? Context for the Profession: –Maturity model for profession –Demand & supply –Credit crunch APMs 5 dimensions of professionalism Chartered Status: –What is it? –Benefits Building on success Summary & Questions

7. Profession Maturity Model Source: Profession Maturity Model, reported in the Study of Established Professions to validate the IT Professionalism Model, British Computer Society, 2006 Organised Qualified Public Statutory Governed Recognition as a community Defined qualification regime Regulated by law for benefit of the public Nine tests of public obligation for a profession are satisfied Industry field governed by framework of professional institutions

8. Context: demand Accelerating pace of change Larger and longer lasting projects Greater focus on improving governance More discriminating and demanding users Recognition that effective project and programme management needs its own distinctive set of professional skills.

9. Context: supply Increasingly positive perception of project and programme management: –APM research evidence of profession of first choice High profile communities of practice Explosion of in-house training and development Higher student numbers within higher education.

10. Credit crunch UK Recession now confirmed Inevitable impact on many sectors served by the profession BUT Profession includes sectors which are forecast to buck the trend: –U–Utilities, energy, infrastructure … Recession puts a premium on effective project management. Universal acknowledgement of need to further increase supply: Head-count Skill levels The drive for increased professionalism

11. Structure Who are APM? Context for the Profession: –Maturity model for profession –Demand & supply –Credit crunch APMs 5 dimensions of professionalism Chartered Status: –What is it? –Benefits Building on success Summary & Questions.

12. Depth Achievement Breadth Accountability Commitment Five dimensions of professionalism Body of Knowledge Competence Framework QualificationsCPD Membership

13. Knowledge Breadth

14. Competence Framework Promotes agreed professional standards Creates common approach and shared language Facilitates transferability Optimises deployment of project professionals Avoids re-inventing wheel Creation of virtuous circle. Depth

15. Continuing Professional Development APM knowledge resources APM Branch events APM Specific Interest Group events …. Commitment

16. Career-long qualifications Professional capability Introductory APMP Practitioner Certificated Knowledge Experience Competence Achievement

17. Code of Conduct Underpins concept of Chartered Project Professional: –Voluntary regulation –Delivers public benefit. Accountability

18. Delivering public benefit Standard-setters & influencers Learning & development providers Individuals Corporate organisations Competence Framework Qualifications Body of Knowledge Membership CPD

19. Structure Who are APM? Context for the Profession: –Maturity model for profession –Demand & supply –Credit crunch APMs 5 dimensions of professionalism Chartered Status: –What is it? –Benefits Building on APM success Summary & Questions

20. What is Chartered Status? 750 chartered bodies in UK Leaders in the field Demonstrates achievement of professionalism Self-regulating: –Codes of Conduct with teeth Administered by Privy Council Can include a register of Chartered Practitioners.

21. Create a valued and respected profession Raise the standards of project professionals Deliver benefit to the public through enhanced project and programme management. Chartered & BEYOND objectives

22. APM as Chartered Body Chartered Project Professionals Phase 1 Phase 2 Phase 3 Harvest the benefits The importance of influence Phase 2 Phase 3 Harvest the benefits APM as Chartered Body Chartered Project Professionals Benefits include: Mark of excellence for individual project professionals Parity of esteem with other Chartered practitioners. Over 50 letters of support: Government Departments Professional Bodies Major organisations. Benefits include: External recognition of profession Enhanced professional standing.

23. Chartered Project Professional status should be: simple to understand and consistent attainable, worth attaining and worth maintaining comparable to other Chartered professions consistent with the APM Competence Framework credible, giving confidence to employers. Guiding principles for ChPP

24. Professional career Know Do Manage Lead ? Knowledge Experience Entry standards and criteria Competence

25. Indicative Timetable November 2007 AGM support for: Going Chartered as an organisation Intention to operate Register of Chartered Practitioners Summer 2009Implementation of the Royal Charter (Phase 1) April 2010Implementation of register of Chartered Project Professionals (ChPP) (Phase 2). Note: timetable is outside APM direct control; dependent upon Privy Council process.

26. Indicative Timetable November 2007 AGM support for: Going Chartered as an organisation Intention to operate Register of Chartered Practitioners Summer 2009Implementation of the Royal Charter (Phase 1) April 2010Implementation of register of Chartered Project Professionals (ChPP) (Phase 2). Note: timetable is outside APM direct control; dependent upon Privy Council process.

27. Indicative Timetable November 2007 AGM support for: Going Chartered as an organisation Intention to operate Register of Chartered Practitioners Autumn 2009Implementation of the Royal Charter (Phase 1) April 2010Implementation of register of Chartered Project Professionals (ChPP) (Phase 2). Note: timetable is outside APM direct control; dependent upon Privy Council process.

28. Structure Who are APM? Context for the Profession: –Maturity model for profession –Demand & supply –Credit crunch APMs 5 dimensions of professionalism Chartered Status: –What is it? –Benefits Building on success Summary & Questions

29. Approx 500 corporate members Corporate Forum Conference Branches Annual Awards SIGs Student weekend ca. 90% retention rate No sector accounts for > 14% of membership 29 October 2009

30. Practising what we preach Relocating for enhanced professionalism: –November 2008 move achieved objectives of: time, cost and quality.

31. APM in transition From Gentlemens Club, to Professional Membership Organisation, to Chartered Body: –creator and then owner of the profession for society.

32. Continued support from the profession Encouraging use, and promoting supply, of appropriately qualified project professionals Promoting awareness amongst key decision- makers of discrete profession Increasing board representation and influence Identifying the heroes Fostering drive for increased professionalism.

33. Structure Who are APM? Context for the Profession: –Maturity model for profession –Demand & supply –Credit crunch APMs 5 dimensions of professionalism Chartered Status: –What is it? –Benefits Building on success Summary & Questions. There is only one thing stronger than all the armies in the world, and that is an idea whose time has come. Victor Hugo

35. The 5 Dimensions of Professionalism Project Challenge 25 March 2009