Building professionalism in project management
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Building professionalism in project management Julie Legge Head of Membership Association of Project
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Julie Legge is the Head of Membership at APM and one of the creators of the APM’s 5 Dimensions of Professionalism. Julie has been working with organisations and individuals to embed professional standards into a wide range of organisations and sectors over the last 6 years. In this session, she will give an overview on the development of professional standards and qualifications.
Transcript of Building professionalism in project management
Building professionalism in
project management
Julie LeggeHead of Membership
Association of Project Management
Defining Professionalism
As defined by the UK Interprofessional Group Professional Regulation Position Statement 2002
An occupation in which an individual uses an
intellectual skill based on an established body of
knowledge and practice to provide a specialised service in a defined area, exercising independent judgement in accordance with a code of ethics and in the public
interest’
A professional is a practitioner with specific skills rooted in a broad base, has appropriate qualifications from a
recognised body, undergoes continuous development and operates to a code of
conduct
Characteristics of a profession
Benefits to society
Minimum capability understood
More business value created
Fair and open practice
Project success is consistently delivered
ProfessionalInstitutions
Professionals communities formed
Profession clearly defined
Leadership role recognised
Representation and regulation separated
Profession’s status
Professionals recognised
Professionals valued
Professional membership the norm
Professional development CPD defined CPD monitored CPD
mandatory
Standards framework
Qualifications framework defined
Standards widely adopted
Chartered (or equivalent) standard in place
Range of routes to chartership available
Adapted from BCS Professionalism Research Paper 2006
Developing Established
What is the need?
“Project and programme delivery performance is not improving”
PWC Insights and Trends: Current Portfolio, Program and Project Management Practices 2012
“It’s time for the profession to
stand up and be counted”
PWC Insights and Trends: Current Portfolio, Program and Project Management Practices 2012
What is the need?
Global Demand for New PM Roles
PMI Pulse of the Profession Report 2013
375K 1,364K 582K 24,906K
1,642K 8,857K 2,610K 103K 58K 946K
“Between 2010 and 2020 the
global PM workforce is expected to increase by
13.4M to 41.4M”
Global Professional Certifications
APM PRINCE/SWIRL
PMI IPMA TOTAL0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
1800000
Professional Certifications By Level
Expert
Practitioner
Foundation
APM4%
PRINCE/SWIRL57%
PMI30%
IPMA9%
Market share
Estimated 7% total global PM workforce with professional
certifications
APM estimates based on published data from a range of sources
Why develop professionalism?
Who is doing it?
For Individuals
For IndividualsA framework or methodology which defines the processes and practices for the organisation
A competence framework to map levels of knowledge and experience at appropriate levels
Qualifications to provide developmental opportunities and recognition of competence at appropriate levels
A continuing professional development scheme that broadens horizons and builds understanding through sharing of good practice
Recognition that true professionals should be accountable for their actions and adhere to a code of ethics and professional conduct
Breadth: Discover the new Bok Plus
Depth: Assess your competence
Achievement: Qualifications
Professionalism = knowledge +
experience + ethics + leadership
Senior practitioner /
expert
Practitioner
Foundation
Ca
pa
bil
ity
le
ve
l
Many standards
Some standards
Few standards
IC
APMP
PQ
Competence =
knowledge + experience
Knowledge
Assessment
Commitment: Stay connected
Accountability: through membership
