Posts tagged project management conference
Professional Practitioners and the Professionalisation of PPM
Jun 29th
The Best Practice Showcase 2010 held recently at Victoria in London provided a lively day of discussion, networking and learning for the Arras People team and the many programme and project personnel who attended. Attracting over 500 delegates, the format of the event was highly interactive and Arras hosted a series of round table discussions during the day on the subject of professionalism as well as running a short survey on the subject.
The aim of the discussion was to explore professionalism and its many aspects in terms of the field of PPM (Programme & Project Management) and with specific reference to the APMs (Association for Project Management) push for professional recognition.
The starting point for the discussion was to explore the views of the individuals involved in the discussion to ascertain their personal views regarding their own status and that of PPM in the wider community. Unsurprisingly the consensus was that the groups saw themselves as professionals and the art of programme and project management as a profession. However there was significantly less confidence that the wider world shared their view, the majority agreeing that it is still seen as an occupation.
The groups further explored the reasons why they saw themselves as professionals and identified many elements that are widely accepted as being indicative of this status. The list included;
- Specialist Skills
- Accreditation
- Accountability
- Responsibility
In summary, we agreed that as individuals the group all possessed levels of applicable knowledge, the know how to apply this knowledge and a commitment to our field of expertise. After further discussion we also agreed that we had some sort of personal code of ethics against which we set our standards of behaviour and also judge others.
Pushing further the point of Accountability and Ethics we discussed the next level of influence which impacts how we operate as professionals, namely our environment. Be this the employer if you are an employee or the company within which you are operating as a contractor; our environment has a significant impact on our professionalism at all levels. The highest impacting element of environment being the rules and regulations which we are requested to adhere to, which may formalise or go against the code of ethics which we personally used to define our own professionalism. As a member of a community we may still have personal freedom in our pursuit of professionalism, though this may well be constrained or influenced. In all probabilities we will also be subject to levels of accountability which we have no control over.
So we have moved from being an individual to being a member of a community, though this may well be a community of one! Our professionalism at this level is still not consistent, nor measurable, as environments A to Z may all define their standards differently.
Taking the issues of standards to the next level we examined the external influencers who look to shape or impact the way programme and project management develops both in the UK and internationally. The list of influencers differs by sector or discipline within PPM, so we kept it simple for the cause of the discussion. In this band we included the APM-Group/OGC, PMI, APM and the IPMA all of whom are relatively well known in the PPM space in the UK. Again this group look to influence our state of professionalism, offering us shrink wrapped knowledge, bodies of knowledge, badges, access to continued professional development and even their own brands of ethics and accountability.
As individuals we may choose to adopt any of these offerings as we see fit, within the context of our own professionalism. Our environment may also influence how we see and interact with these influencers as organisations and markets adopt their standards or cherry pick what they feel is applicable. The wider environment may also impact on us individually, such as the situation caused by Prince2 becoming for many a defacto standard in project management.
Each organisation brings along a brand, theme or flavour of PPM which is aligned to their individual thinking; all of them being aimed at shaping the market with the offer of consistency. Unfortunately though, we are still left in a position where we do not have a singularly recognisable path to become a profession, we may align as individuals and organisations but once again fragmented consistency takes it toll.
To take the discussion forward we looked at the question of consistency in terms of traditionally recognised professions such as Doctors, Dentists and Accountants where this is progressed through the act of formal charter. The major differences that these professional grouping would appear to have over PPM are:
- Public recognition & acceptance
- Practitioners recognition & acceptance
- Acceptance as a regulatory body
- Defined entry criteria for practitioners
- Accepted and publicly accessible disciplinary procedures
- Longevity of the practice
There would appear to be differing methods of implementation such as the GMC which registers doctors to practice medicine in the UK, with the stated purpose of to protect, promote and maintain the health and safety of the public by ensuring proper standards in the practice of medicine. Accountants meanwhile have six accountancy institutes which operate under Royal Charter which make up a singular body CCAB (Consultative Committee of Accountancy Bodies).
Whatever the form, these bodies are seen as the monopolistic controller(s) of the individuals who choose to operate within their domain with influence over all matters of professionalism and particularly accountability and ethics.
Ultimately it would seem that if we wish to move on from our state of individual professionalism to that of being a recognised member of a profession, we will have to be willing to give up some of our personal freedoms.
Maybe this is a step too far at this stage for PPM practitioners, though maybe as the domain matures suitable bodies will evolve who can gain the trust and respect of practitioners and the wider population to secure this advancement in the field of programme and project management.
Survey Results
Throughout the day at the Best Practice Showcase 2010 Arras People conducted a mini survey entitled PPM Professional? which questioned practitioners about their views on professionalism. There were 48 respondents and the data was compared against the 2010 Arras People Project Management Benchmark report to check for consistency.
When asked for their primary function the respondent groupings were as follows:
Compared to the 2010 PMBR the demographic for this mini survey has an increase in the percentage of Programme / Project Support practitioners whilst the Project Managers are consistent. In terms of status the number of contractors is down by 10% which may be a reflection of the audience drawn by this kind of event.
When asked about their membership of a professional association they grouped as follows;
This breakdown is again roughly consistent with the PMBR 2010 responses in that of those that are members 59% are associated with the APM, whist PMI has 22%. The numbers of those who are not associated at 44% is 10% lower than the PMBR, which is probably influenced by the narrow respondent group.
*One note of interest is the ongoing confusion regarding membership of the APM where it still appears that some practitioners believe they are members when in fact they are confusing this with their dealings with the APM-Group.
Moving on to the key question of professionalism we asked the respondents to identify how the see themselves, as either practitioners or professionals?
Overall the professionals have the vote with 54%, though as can be seen from the table the more senior the role status the higher the classification as a professional. Programme Managers being the highest group with 71%. This result suggests that respondents see themselves as professional as they accumulate the skills and knowledge required to undertake their assigned roles and climb the career ladder as identified in previous surveys and the PMBR 2010.
We then asked the respondents to identify how the see Project Management, as either an occupation or a profession?
Once again the respondents fell heavily on the side of a profession, with a 80/20 split in favour of Project Management as a profession.
This would suggest that within the group of respondents there is the aspiration to achieve the recognition and status of professionals.
Finally in this group of questions we asked the respondents how they believe the market views Project Management at this time.
The respondents offered a result that once again presented an 80/20 split though this time in favour of the market seeing Project Management as an occupation.
So we have a result that suggests we have a situation where the individual practitioners aspire to be professional, they believe their function deserves professional recognition but are realistic enough to realise that the market (their employers) currently see the function as an occupation!
It would appear that we still have much work to do if we are to raise the bar and achieve the goal of professional recognition. The outer circles of our diagram are still evolving and need to push on to drive the profession forward not only with the family of practitioners but also in the wider public domain if this vision is to become a reality.
Arras People to Attend BPUG Congress
Jan 8th
Arras People, the Project Management Recruitment Specialist are delighted to announce they will be exhibiting at the forthcoming International Congress for Project, Programme and Risk Management 2010, taking place at the Royal Lancaster, London on 9th 10th February 2010. www.bpugcongress.com
BPUG Congress now in its third year, is established as the UK’s number one event for project, programme and risk managers who actively look forward to an intense 48 hours of meeting, networking and sharing ideas on project, programme and risk management. Arras People is particularly proud to be taking part in the BPUG Congress especially as it has become widely recognised for its impressive speakers and ample opportunities for delegates to actively learn about key Project, Programme and Risk Management issues.
Lindsay Scott Director at Arras People said; BPUG Congress is one of the best conferences you could attend in the Project/Programme/Risk Management field today. It has fantastic experienced speakers talking about the real project management themes which are important for project practitioners today. There is also great networking opportunities available to meet peers who work in leading public and private sector organisations.
ARRAS PEOPLE PROVIDING 1-2-1 ADVICE AND FEEDBACK
Delegates attending the Congress will also have the opportunity to meet Arras People. Arras will be providing 1-2-1 feedback sessions on CVs and advice on the current Project and Programme management climate. Arras will also share newly released information on issues PM professionals are currently facing from their 2010 Project Management Benchmark Report. Now in its fifth year, the 2010 Report takes an in-depth look at current issues and hot topics within the PPM field, issues such as work/life balance, gender equality, public vs. private sector, training and accreditation, along with data points on salaries, remuneration and market rates.
Whether youre a candidate looking for market information or a client who wants an informal chat on future business requirements and resourcing needs, Arras will be available between seminars sessions and talks said Lindsay Scott.
It really is a great event which makes the most of breaks and networking opportunities.
BPGU Congress highlights;
Building on the 2009 event run by BPUG, this years congress will be:
- Case study led – featuring actual project, programme and risk managers from leading public and private sector organisations
- Highly relevant – with focused workshops on key issues such as methodology refreshes, making change happen, adding value and making the most of your qualifications
- Inspiring – with keynote sessions led by practitioners on real, practical lessons learned, warts-and-all
- Immediately useful – covering the core topics that we are all facing: gaining stake holder buy-in, benefits realisation, change management and strategic risk management and many others
- Comprehensive covering all the major methodologies including M_o_R, MSP, PRINCE2, Agile, P3M3, P3O and OGC Maturity Models.
The opening keynote speaker on day one is Sir Nicholas Montagu who will lead a session on:
Lead & Manage in Complex Organisations
Lessons & inspiration for people at all levels A UK Civil Servant for 30 years, Sir Nicholas Montagu led the Inland Revenue through the greatest change in its 200 year history. This session will outline the key challenges he faced and how he confronted them, tackling issues such as bureaucracy and apathy, working with limited time and resources, and facilitating leadership at all levels.
Other impressive speakers include:
- Tony Smith, Regional Director, UK Border Agency – London and the South East, The Home Office
- Lucinda Garrett, Head of New Business and Change, Upstream Production & Development, Centrica
- Richard Tucker, Advisor to the CIO of the US Governments Department of Education, USA
- Amanda Comber, Head of Programme Office, Rabobank
- Glyn Evans, Director of Change, Birmingham City Council
- Keith Berryman, Managing Director, Crossrail
- Peter Taylor, EMEA Project Management Office Director, Siemens
Both BPUG congress and Arras People look forward to meeting project professionals in February








