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The 5 Dimensions of Professionalism Project Challenge 25 March 2009

The 5 Dimensions of Professionalism Project Challenge 25 March 2009. The 5 Dimensions of Professionalism Andrew Bragg Chief Executive, APM. Structure. Who are APM? Context for the Profession: Maturity model for profession Demand & supply Credit crunch

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The 5 Dimensions of Professionalism Project Challenge 25 March 2009

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

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

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

  4. Full-time project professional community: ca. 250,000 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.

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

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

  7. 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.

  8. 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.

  9. Universal acknowledgement of need • to further increase supply: • Head-count • Skill levels •  The drive for increased professionalism 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: • Utilities, energy, infrastructure … • Recession puts a premium on effective project management.

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

  11. Five dimensions of professionalism Accountability Membership Qualifications CPD Commitment Achievement 5 Body of Knowledge Competence Framework Depth Breadth

  12. Breadth Knowledge

  13. Depth 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.

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

  15. Achievement Professional capability Experience Knowledge Competence Career-longqualifications Certificated Practitioner APMP Introductory

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

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

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

  19. 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.

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

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

  22. Guiding principles for ChPP 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.

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

  24. Indicative Timetable Note: timetable is outside APM direct control; dependent upon Privy Council process.

  25. Indicative Timetable Note: timetable is outside APM direct control; dependent upon Privy Council process.

  26. Indicative Timetable Note: timetable is outside APM direct control; dependent upon Privy Council process.

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

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

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

  30. APM in transition • From Gentlemen’s Club, to • Professional Membership Organisation, to • Chartered Body: • “creator and then owner of the profession for society”.

  31. 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.

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

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

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