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PMO Community of Interest Event 30 th January 2009

PMO Community of Interest Event 30 th January 2009. Structure. APM Background APM NI Quest for Chartered Status Continuing Professional Development APM and CoE. Paul Cooke – profile. IT Systems Development Financial Services, Northern Bank, National Australia Group and Danske Bank

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PMO Community of Interest Event 30 th January 2009

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  1. PMO Community of Interest Event 30th January 2009

  2. Structure APM Background APM NI Quest for Chartered Status Continuing Professional Development APM and CoE

  3. Paul Cooke – profile IT Systems Development Financial Services, Northern Bank, National Australia Group and Danske Bank Project and Programme Management Programme Management Office Portfolio Management Implementing Business Strategy Currently working in Reform Delivery Unit within Delivery & Innovation, PMO Support and Benefits Realisation APM NI Vice Chairman & Treasurer

  4. APM Mission / Activities "To develop and promote the professional disciplines of project and programme management for the public benefit" Our aim is to develop and promote project management across all sectors of industry and beyond.

  5. APM Publications & Awards

  6. APM NI Activities The Northern Ireland Branch of the APM was established in 1990. The leading professional body in project and programme management in Northern Ireland. It is supported by an elected committee of members who are passionate about success.  Secretariat which deals with local administration and member services. 5 Best Practice Groups (BPGs) Public Sector Information Technology (IT) Construction Business Project Performance 

  7. Project Management in UK Accelerating pace of change Larger and longer lasting projects Greater focus on improving governance More discriminating and demanding users Recognition that effective project management requires its own distinctive set of professional skills Increasingly positive perception of project management: APM research evidence of “profession of first choice”. Project management community: ca. 250,000

  8. ca. 90% retention rate No sector accounts for > 14% of membership

  9. APM’s Quest for Chartered Status • Become the Chartered UK professional body for project management • Administered by Privy Council • Self-regulating: • Code of Conduct • Develop and operate a register of Chartered Practitioners: • Chartered Project Professionals.

  10. Benefits include: • Mark of excellence for individual project professionals • Rigorous bench-mark of relevant competence and commitment to professionalism • Parity of esteem with other Chartered practitioners. The importance of influence 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 • Benefits include: • External recognition of profession • Enhanced professional standing • Increased demand for project professionals • Enhanced profile for APM •  increased influence. Chartered Project Professionals Chartered Project Professionals Phase 3 Phase 3 Harvest the benefits Harvest the benefits

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

  12. Chartered Project Professional Will demonstrate the capabilities of a responsible leader, have the ability to manage a complex project and use appropriate project management tools, processes and techniques. 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.

  13. Launched in January 2008… Continuing Professional Development 47 competence elements, grouped into 3 domains: • 30 Technical • 9 Behavioural • 8 Contextual Plus 5 underpinning Key Concepts, referring to the environment within which a project is undertaken: • Project management • Programme management • Portfolio management • Project context • Project office

  14. Career-longqualifications Professional capability Experience ChPP? Knowledge Competence Entry standards and criteria Certificated Practitioner APMP Introductory

  15. APM and CoE Increasing strategic relationship between OGC and APM Develop regular contact “on the ground” Involvement/influence at NI Committee and Branch Level APM NI support for NICS PPM Professionalism Supporting / Building expertise in NI PPM community An exciting opportunity to progress your career through professional development

  16. Paul Cooke Reform Delivery Unit Department of Finance and Personnel (DFP) Delivery and Innovation Division (DID) Tel: 028 908 16867 / 76867 Clare House Mobile: 07795 083009 303 Airport Road West e-mail: paul.cooke@dfpni.gov.uk Belfast BT3 9ED Thank You

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