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  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

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.

APM Publications & Awards

APM NI Activities The Northern Ireland Branch of the APM was established in 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

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

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

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.

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 Rigorous bench-mark of relevant competence and commitment to professionalism 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 Increased demand for project professionals Enhanced profile for APM  increased influence.

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.

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 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.

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

Career-long qualifications Professional capability Introductory APMP Practitioner Certificated Knowledge Experience Competence ChPP? Entry standards and criteria

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

Paul Cooke Reform Delivery Unit Department of Finance and Personnel (DFP) Delivery and Innovation Division (DID) Tel: / 76867Clare House Mobile: Airport Road West BT3 Thank You