APM strategy 2009-2012 - the end of the beginning and being bold.....

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With Mike Nichols unable to attend the January APM Board meeting it was my pleasure to take the Chair for the first board meeting of the New Year.
 
As always, our day is split between a strategy session in the morning and the business of the board in the afternoon. Together with the Ibis House team we make sure APM remains on track with its current strategy, is well run and connected to project management through its members and the wider industry.

The strategy sessions, which started back in May, have lead us to the conclusion that we need to be bold and that APM needs to lead the profession of project management to the next level. Exciting stuff!
 
Our current strategy runs until 2012 and has three thrusts - develop professional standards and knowledge, promote those standards and provide an infrastructure to support their delivery. These will provide a platform for growth and development for the next decade and more.
 
Like good project professionals we ensure that the 2009-2012 strategy is effectively delivered. By the end of 2011, the new APM Registered Project Professional standard, launching on March 1st will be in place and we look forward to professionals with RPP after their name becoming the recognised standard of choice across all project management industries. It is already enjoying unprecedented interested with our London roadshow selling out in four hours. RPP represents another step towards our ambition to achieve Chartered status on behalf of the profession – which is, and will remain our top priority.
 
In addition, our groundbreaking APM Body of Knowledge Refresh Programme – a collaboration project involving over 700 people - will result in the APM Body of Knowledge 6th edition being launched towards the end of the year, and our new website is on the runway and ready to go.
 
Other projects you may not see, but you will inevitably feel the benefit of include a new Quality Management System which has already seen many customer service improvements – response times for for your emails have been reduced from 5 days to 0 days over the last year. We also have a stronger IT infrastructure and a PMO to deliver all these initiatives.
 
And so, being bold and to thinking the unthinkable. Where do you start? Over the past months we’ve looked at the way professional bodies function and their future purpose, the needs of current and future project professionals and we’ve trawled far beyond the boundaries of professional bodies for case studies to inform our thinking. It’s exciting and uncomfortable territory, which we agree is exactly how it should feel.
 
By April we are looking to have the high level strategy established. This will give us 12 months to communicate our thoughts, build our plans with the Branches, SIGs and the wider membership to embark on our bold and exciting programme towards 2020.

Alistair Godbold

Posted by Alistair Godbold on 4th Feb 2011

About the Author

I am a Senior Consultant with the Nichols Group and a Programme Manager with over 30 years' experience delivering projects and programmes. These have ranged from large multi-disciplinary high integrity safety related systems in regulated environments, building and relocation, through organisation wide business change and IT projects. I have also advised companies on improving their project control and delivery effectiveness, setting up Programme Management Offices, project control systems and processes with the accompanying governance, skills and behaviours.

I have conducted a number of project and organisational reviews, designed and led a group providing assurance for a portfolio of over £14bn. I have led the development of individual Project Management capability, competency and organisational maturity and worked on projects and reviews in the UK, Australia and in Brazil. I have worked in a wide range of industries including; aviation, rail, nuclear and mining. I have a BSc(Hons) in computer science, and MBA in project management, I am a Fellow of the APM, the Institute of Engineering and Technology and the Royal Society of Arts Manufacturing and Commerce. I am also an RPP and a CEng.

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