Chartered status – what next?

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On Friday we were delighted to finally announce the news we have been waiting many years for; that APM had received its Royal Charter. Seeing the Charter arriving at Ibis House was a personal highlight for me and the result of a lot of hard work by many people over many years. I find myself in the privileged position of being chairman when this has happened and I would like to express my personal thanks to all those who have worked tirelessly as members, volunteers, board directors, chairman and presidents to help achieve this.

The Grant of Royal Charter will generate lots of debate about the future of the profession and the impact that Chartered will have. Inevitably the moment the news broke the team at Ibis House started receiving calls about what happens next.

So what does happen next? The arrival of the Charter, which is printed on vellum and sealed with the Great Seal of the Realm, confirms the creation of the Chartered body. Significantly the Chartered body is a different organisation to APM. Our job now is to move the assets of the current charity into the Chartered body so that it operates fully and most importantly fulfils its obligations. While this is a largely administrative process, it means transferring members, contracts, offices, IT, people, intellectual property and so on into the new body. We plan to activate and work through the new body on the 1st April.

One immediate question many people have asked is whether we will change our name. The answer is no. The Charter still calls us the Association for Project Management. The process of changing our name and all our materials would be a significant undertaking in itself and we’re keen for the Chartered body to begin to operate as soon as practicably possible. Instead, we will adopt a new ‘strapline’ which encompasses our new status, this will feature on our website, emails and printed materials so that it is clear we are a Chartered body.

Our priority, once the Chartered body is operational, will be to focus on the creation of a Register of Chartered Project Professionals. The standards and processes required for the Chartered Project Professionals register will go through a process of public consultation before it is launched.

Obviously something that is keenly debated in the profession is what will happen to APM Registered Project Professional (RPP). While we can’t pre-empt the findings of the public consultation, we can reiterate again that we envisage that current RPP holders will have attained the competence required to become Chartered.

Beyond these immediate next steps, there is a big opportunity for the scope of our work to expand hugely from working with similar bodies to research to influencing public policy. As good project professionals our job is to review and prioritise all these opportunities to maximise the benefits to the profession and beyond.

So, as you can see, Chartered status really is a journey, but it is one that is now fully in our hands. I hope you will join me in making it a successful one for everyone involved in and benefiting from project management.


Read more on the process behind APM's chartered story

Posted in Chartered Status
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Posted by John McGlynn on 13th Jan 2017

About the Author

John McGlynn, APM chair

John is a director at Atkins, one of the worlds leading design, engineering and project management consultancies known for its breadth and depth of expertise in responding to the most technically challenging and time critical projects. He has 30 years experience of delivering projects in Europe and the Middle East and the last decade he specialised in complex acquisition programmes. He is a Chartered Engineer, a Fellow of three institutions the IET, CIPS, APM and is an APM Registered Project Professional (RPP).

He co-chairs the joint working group between APM and the UK International Council on Systems Engineering (INCOSE UK) looking at ways project managers and system engineers can work together to deliver better programme outcomes through doing the right things at the start of projects and then doing things right through project and programme delivery. He believes that complex projects need both managerial and technical leaders who understand each others needs and can work in an integrated way.

John is an avid supporter of APMs 2020 Strategy and aims to ensure he does all he can to represent members interests in achieving this. He believes APM has done an outstanding job in professionalising the discipline of project management throughout its 40 year history and is passionate about continuing that journey, pushing the boundaries of collective knowledge particularly in the delivery of complex projects.

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