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Project ManagementProfessional Development

This presentation describes the mainstream project management competence development options.

Included is my recommendation for the professional development path aUK based, whole product lifecycle PM should take to develop their career.

This recommendation and the statements in italics are my own views.

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CertifiedProject Director

CertifiedSenior Project Manager

A

CertifiedProject Manager

CertifiedProject Management Associate

B

C

0.3%588

5.5%10,690

25.2%49,027

69%134,420

IPMA Certifications2013

Source: IPMA Certification Yearbook, 2013

D

Founded in Switzerland in 1965, the International Project Management Association is a non-profit making federation of National Member Associations, NMAs, representing 55 project management associations from all continents of the world.

The Organisational Competence Baseline, OCB, defines organisational competence in managing projects, as successful project delivery requires more than competent project managers alone.

The IPMA only accepts individuals as members in the absence of a national association, when annual membership costs €100. NMA membership includes indirect IPMA membership.

The IPMA Competence Baseline, ICB, is the IPMA standard for PM competence development.This is supplemented by the Addition to the ICB for PM Consultants, ICBC.

The IPMA universal four level certification, 4-L-C, system defines levels A to D for PM competence on which NMAs base their own competence models and certification programmes.

International Project Management Association

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Certifications & Qualifications

Certification IPMA Valid Renewal Acquisition Pre-requisite

ICIntroductory Certificate

- - - 1 hour multiple choice exam:60 questions, pass ≥60%

Confirms fundamental awareness of project management terminology. Online exam available.Can be taken as a 2 day course, cost £900 (inc. exam fee). Open exam fee £144 (£120 for APM members).

Risk Certificate,Level 1

- - - 1 hour multiple choice exam:60 questions, pass ≥60%

Confirms knowledge sufficient to allow contribution to risk management within a project.Can be taken as a 2 day course, cost £1,100 (inc. exam fee). Open exam fee £164 (£146 for APM members).

Risk Certificate,Level 2

- - -

3.25 hour exam:section A, 100 marks;section B, 100 marks, 2 from 4 questions, 2 relate to case study, pass ≥60%

Risk Certificate Level 1 knowledge(not certification)

Confirms knowledge, understanding and capability, sufficient to undertake project risk management.Can be taken as a 2 day course, cost £1,100 (inc. exam fee). Open exam fee £430 (£310 for APM members).

Combined Risk Levels 1 & 2 Open exam fee £558 (£384 for APM members).

The Association for Project Management, founded in 1972, is the largest professional body of its kind in Europe with over 21,000 individual and 550 corporate members and is the IPMA NMA in the UK.The APM Competence Framework, aligned with the ICB, is the UK standard for PM competence development.

APM certifications arealigned with the IPMA4-L-C system and areundergoing revisionthroughout 2014, toinclude a new Level Acertification.

APM annual membershipfee is £152, plus a £109registration fee.

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Certifications & Qualifications (2)

Certification IPMA Valid Renewal Acquisition Pre-requisite

APMP

Level D - -

3 hour exam: 10 from 16 questions, pass ≥55%

Reduced APMP for PRINCE2 Practitioners also available

Confirms knowledge of all elements of project management.Can be taken as a 5 day course, cost £2,000. Open exam fee £425 (£305 for APM members).PRINCE2 Practitioners reduced 3 day course, cost £1,300. Open exam fee £311 (£221 for APM members).

PQPractitionerQualification

Level C 5years

35h CPDper year

2.5 day assessment: exams, group work & interview

APMP or similar.Typically more than 3 years’ experience

Relatively experienced project management practitioners demonstrate an ability to manage a non-complex project. 2.5 day assessment centre cost £2,400. 2 day preparation workshop recommended, cost £1,100.

CPMCertificatedProject Manager

Level B - - Application, self-assessment, CV, project précis, project report and a panel interview

Extensive experience at an appropriate level of responsibility

CPM closed to new applications since 2011RPPRegisteredProjectProfessional Level B - 35h CPD

per year

Portfolio assessment:Demonstrate capability in 29 core and knowledge of 18 complementary competences.Professional review:Two assessors in a 45 minute interview format including a 10 minute candidate presentation.

Experience of managing others in a complex project environment plus APM membership

Confirms the capabilities of a responsible leader, with the ability to manage a complex project and use appropriate tools, processes and techniques. APM application fee £900 (£700 for APM members).

The APM has applied for a Royal Charter, which if granted will allow APM to confer Chartered Project Manager status.

RPP certified membersmay automaticallybecome CharteredProject Managers in duecourse, making thisthe most respected certification – just asChartered status worksfor other professions.

For a UK based PM,APM offers the bestroute for professionalcareer development,in a similar way thatUK professional bodiesdo for other disciplines.

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Corporate Membership and Accreditation

Corporate membership benefits for companies and their APM member employees include company recognition and promotion, access to project management information and training, and financial discounts for APM products and services. A company with up to 50 project managers can become APM corporate members for a registration fee of £464 plus a rolling 3 year £464 subscription.

APM accreditation of a company project management professional development scheme provides recognition in the form of APM web site accreditation listing and case study, assurance to key business stakeholders, use of APM Accredited logo, and an assessor report to help guide future development. It can also attract and retain PM talent, in a similar way to other professional body accreditation schemes.

Assessors look for evidence of support for the APM Five Dimensions of Project Management Professionalism, scoring on a 1 – 5 scale for scheme commitment to the APM Body of Knowledge, Competence Framework, Qualifications, Continuing Professional Development and Membership.Successful applicants are accredited for three years, after which a re-assessment is required. Accreditation assessment and annual renewal costs £1,250.

APM Five Dimensions of Project Management Professionalism

Breadth Defined by the APM Body of Knowledge – the knowledge needed to manage any kind of project.

Depth Assessed against the APM Competence Framework which defines and guides project management competence development.

Achievement Defined by APM qualifications, recognised across the profession and aligned with IPMA’s 4 level Certification Program.

Commitment A targeted development plan (Continuing Professional Development) helps develop project management practice and enhance a career in project management.

Accountability This is defined by APM membership and with it adherence to the APM Code of Professional Conduct, which outlines the ethical practice expected of a professional.

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Competence Framework

Five key concepts are the foundation of the APM competence framework.

APM Competence Framework Elements

Technical (30 Elements)TC01 ConceptTC02 Project Success & Benefits ManagementTC03 Stakeholder ManagementTC04 Requirements ManagementTC05 Project Risk ManagementTC06 EstimatingTC07 Business CaseTC08 Marketing & SalesTC09 Project ReviewsTC10 DefinitionTC11 Scope ManagementTC12 Modelling & TestingTC13 Methods & ProceduresTC14 Project Quality ManagementTC15 SchedulingTC16 Resource ManagementTC17 Information Management & ReportingTC18 Project Management PlanTC19 Configuration ManagementTC20 Change ControlTC21 ImplementationTC22 Technology ManagementTC23 Budgeting & Cost ManagementTC24 ProcurementTC25 Issue ManagementTC26 DevelopmentTC27 Value ManagementTC28 Earned Value ManagementTC29 Value EngineeringTC30 Handover & Closeout

Behavioural (9 Elements)BC01 CommunicationBC02 TeamworkBC03 LeadershipBC04 Conflict ManagementBC05 NegotiationBC06 Human Resource ManagementBC07 Behavioural CharacteristicsBC08 Learning & DevelopmentBC09 Professionalism & EthicsContextual (8 Elements)CC01 Project SponsorshipCC02 Health, Safety & Environmental ManagementCC03 Project LifecyclesCC04 Project Finance & FundingCC05 Legal AwarenessCC06 Organisational RolesCC07 Organisational StructureCC08 Governance of Project Management

Score Knowledge / Experience

1-3 Low Knows / Some

4-6 Medium Solid / Average(Average Results)

7-10 High Detailed / Broad(Good Results)

Each competence is self-assessed by a project manager, scoring separately for knowledge and

experience on this scale:

APM Competence Framework Key ConceptsKC01 Project ManagementKC02 Programme ManagementKC03 Portfolio ManagementKC04 Project ContextKC05 Project Office

To achieve IPMA levels A and B, competence must be demonstrated through management of APM defined complex projects.

Mapped to the ICB, the APM Body of Knowledge and APM qualifications, this competence framework provides a tool to assess PM knowledge and experience and help identify training & development needs, including readiness to obtain APM professional qualifications.

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Competence Framework as applied for RPP

RPP Core Competencies (29 Elements)The APM competencies are grouped for applications for Registered Project Professional. Written evidence of knowledge of the core competencies, up to 150 words each, must be submitted as part of the RPP application.Evidence should reference previous projects that make up a project portfolio. Typically these projects must have been undertaken within the last eight years and must include management of APM defined complex projects.

1 Responsible Leadership

BC03 LeadershipBC09 Professionalism & Ethics

2 People Management

TC03 Stakeholder ManagementBC01 CommunicationBC02 TeamworkBC04 Conflict ManagementBC05 NegotiationBC07 Behavioural Characteristics

3 Planning

TC05 Project Risk ManagementTC14 Project Quality ManagementTC15 SchedulingTC16 Resource ManagementTC18 Project Management Plan

4 Organisation & Governance

TC17 Information Management & ReportingTC20 Change ControlTC23 Budgeting & Cost ManagementCC03 Project LifecyclesCC06 Organisational RolesCC08 Governance of Project Management

5 Executing

TC09 Project ReviewsTC11 Scope ManagementTC25 Issue Management

6 Tools & Techniques

TC02 Project Success & Benefits ManagementTC04 Requirements ManagementTC06 Estimating

7 Business and Commercial Context

TC07 Business CaseCC01 Project SponsorshipCC02 Health, Safety & Environmental ManagementCC07 Organisational Structure

RPP Complementary Competencies (18 Elements)

Technical

TC01 ConceptTC08 Marketing & SalesTC10 DefinitionTC12 Modelling & TestingTC13 Methods & ProceduresTC19 Configuration ManagementTC21 ImplementationTC22 Technology ManagementTC24 ProcurementTC26 DevelopmentTC27 Value ManagementTC28 Earned Value ManagementTC29 Value EngineeringTC30 Handover & Closeout

Behavioural

BC06 Human Resource ManagementBC08 Learning & Development

Contextual

CC04 Project Finance & FundingCC05 Legal Awareness

Written evidence of knowledge of the complementary competencies must be submitted, but APM Members and Fellows and those awarded

APMP, PQ or CPM already meet this RPP requirement.

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The Office of Government Commerce was an independent office of HM Treasury, established to help Government deliver best value.

Between 2000 and 2010, the OGC acted as sponsor for best practice of Project, Programme, Risk and Service Management.

The portfolio includes PRINCE2, M_o_R, MSP, MoP, MoV, ITIL and P3O.

This best management practice portfolio ownership was moved to the Cabinet Office in 2010.The portfolio was managed under contract by APM Group (APMG) until 2014 when Axelos, a joint venture between UK government and Capita, took over management of the portfolio.

The portfolio covers many project management competencies and there is significant value for project management professionals. However, it is at turns insufficiently comprehensive, specialized, or aimed at a corporate level not always the most appropriate to all project managers.

Office of Government Commerce (now Cabinet Office)

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PRINCE was first developed in 1989 by the OGC as the standard approach to IT project management.Since enhanced and updated to become a generic, best practice approach suitable for the management of all types of projects. Launched in 2009, PRINCE2 is an update of this process-based approach.

Certificates have been issued in over 150 countries with 57% in the UK. This is the most widely held project management certification in the world. Not aligned to the IPMA 4-L-C system.

PRINCE2: Projects IN Controlled Environments

Source: The Popularity of PRINCE2 Examinations, KnowledgeTrain (APMG, data, 1996 to 2012).

Certification IPMA Valid Renewal Acquisition Pre-requisite

PRINCE2Foundation

- - - 1 hour multiple choice exam: 75 questions of which 70 count, pass ≥50% (35/70)

Confirms sufficient knowledge and understanding of the PRINCE2 method to enable effective working with, or as a member of, a PM team in a PRINCE2 supporting environment.Pass rate 97% in 2012. 675,506 certificates issued.

PRINCE2Practitioner

- 5years

1hr exam,pass ≥55%

2.5 hour exam: 8 questions, 10 marks each, open book (PRINCE2 manual only),pass ≥55% (44/80)

PRINCE2Foundation

Confirms sufficient understanding of how to apply and tailor PRINCE2 in a scenario situation.Pass rate 75% in 2012. 371,707 certificates issued.

PRINCE2 Foundation and Practitioner can be taken together in a 5 day course, cost £1,900.

PRINCE2Professional

- - -2.5 day assessment, interview & group work based on project case study, assessed against 19 performance criteria

PRINCE2Practitioner

Tests ability to manage a non-complex full lifecycle PRINCE2 project.

Extremely popular, but below IPMA level D and worth undertaking only if mandated by an employer or client or working in a PRINCE2 environment.

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MSP is a set of principles and processes for use when managing a programme.

Managing Successful Programmes

Certification IPMA Valid Renewal Acquisition Pre-requisite

MSPFoundation

- - - 1 hour multiple choice exam: 75 questions of which 70 count, pass ≥50% (35/70)

Confirms sufficient knowledge and understanding to interact effectively withthose involved with the management of a programme.

MSPPractitioner

- 5years

1.25 hour exam,

pass ≥50%

2.5 hour exam: 4 questions, 20 marks each, open book (MSP Guide only),pass ≥50% (40/80)

MSPFoundation

Confirms sufficient knowledge and understanding of how to apply MSP.

MSP Foundation and Practitioner can be taken together in a 5 day course, cost £2,300.

MSPAdvancedPractitioner

- 5years

1.25 hour exam,

pass ≥50%

3 hour essay based exam: 2 questions, 75 marks in total, open book,pass ≥50% (38/75)

MSPPractitioner

Confirms if a candidate is likely to be able to lead and manage a programme.

MSP Advanced Practitioner can be taken in a 2 day course, cost £900.

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Considers risk from different organizational perspectives: strategic, programme, project and operational,aimed at corporate governance, aligned with ISO 31000, the risk management family of standards.

Management of RiskCertification IPMA Valid Renewal Acquisition Pre-requisite

M_o_RFoundation

- - - 1 hour multiple choice exam: 75 questions of which 70 count, pass ≥50% (35/70)

Confirms sufficient knowledge and understanding to contribute to the identification, assessment and control of risks across any organization.

M_o_RPractitioner

- 5years

1hr exam,pass ≥55%

3 hour exam: 4 questions, 20 marks each, open book (specified M_o_R books only),pass ≥50% (40/80)

M_o_RFoundation

Confirms sufficient understanding of how to apply and tailor M_o_R in a scenario situation.

M_o_R Foundation and Practitioner can be taken together in a 5 day course, cost £2,300.

Certification IPMA Valid Renewal Acquisition Pre-requisite

MoPFoundation

- - - 40 minute multiple choice exam: 50 questions,pass ≥50% (25/50)

Confirms sufficient knowledge and understanding to work as an informed member of a Portfolio Office or in a portfolio management role. Launched 2010.

MoPPractitioner

- - -3 hour exam: 4 questions, 20 marks each, open book (MoP Guide only),pass ≥50% (40/80)

MoPFoundation

Confirms sufficient understanding of how to apply and tailor MoP and to analyse portfolio data, documentation and roles in relation to a scenario. Launched 2011.

MoP Foundation and Practitioner can be taken together in a 5 day course, cost £2,300.

Management of Portfolios

Perhaps not the most appropriate risk management certification for a PM.

Introduces the key concepts of portfolio management, benefits to an organization, and fit with current business processes.Aimed at those who prioritise investment across an organization's programmes and projects.

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An evolution from the practice of value management across many sectors and over many years. Aimed at those involved in directing, managing, supporting and delivering portfolios, programmes and projects.

Management of Value

Certification IPMA Valid Renewal Acquisition Pre-requisite

MoVFoundation

- - - 40 minute multiple choice exam: 50 questions,pass ≥50% (25/50)

Confirms sufficient knowledge and understanding to explain MoV to others and contribute to MoV activities led by others.

MoVPractitioner

- - -2.5 hour exam: 8 questions, 10 marks each, open book (MoV Guide only),pass ≥50% (40/80)

MoVFoundation

Confirms sufficient understanding of how to apply and tailor MoV in a scenario situation.

MoV Foundation and Practitioner can be taken together in 5 day course, cost £2,300.

Information Technology Infrastructure Library

ITIL is the most widely accepted approach to IT service management in the world and provides a cohesive set of best practice, drawn from the public and private sectors internationally.IT Service Management is driven both by technology and the huge range of organizational environments in which it operates and is in a state of constant evolution. Best practice, based on expert advice and input from ITIL users is both current and practical, combining the latest thinking with common sense.

Not so relevant for project managers outside the IT service domain, so not described any further here.

MoV is about maximizing value in line with the programme and project objectives and the key stakeholder requirements, and not just minimizing costs.

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P3O guidance is a set of principles, processes and techniques to facilitate effective portfolio, programme and project management via enablement, challenge and support structures.

PRINCE2, MSP, and M_o_R aligned.

Portfolio, Programme and Project Offices

Not particularly relevant for project management competence development, unless working within an office with a P3O model.

Certification IPMA Valid Renewal Acquisition Pre-requisite

P3OFoundation

- - - 1 hour multiple choice exam: 75 questions of which 70 count, pass ≥50% (35/70)

Confirms sufficient knowledge and understanding to interact effectively with,or act as an informed member of, an office with a P3O model.

P3OPractitioner

- - -2.5 hour exam: 4 questions, 20 marks each, open book (P3O Guide only),pass ≥50% (40/80)

P3OFoundation

Confirms sufficient knowledge and understanding of the P3O guidance to design,implement, manage or work in any component office within a P3O model.

P3O Foundation and Practitioner can be taken together in 5 day course, cost £1,900.

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The Project Management Institute, founded in 1969, is a world leading not-for-profit membership association for the PM profession. PMI has 424,657 members and 565,469 credential holders in ‘nearly every country in the world’.

The PM Competency Development, PMCD, Framework is the PMI standard for project manager competence development, aligned with PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide).

PMI: Project Management Institute

Certification IPMA Valid Renewal Acquisition Pre-requisite

CAPMCertifiedAssociateinProjectManagement

- 5years Re-exam

3 hour multiple choice exam: 150 questions, 135 scoring, 'Modified Angoff Method' to determine pass

Degree and 1 year project experience or 23 hours PM training

Confirms knowledge of the principles and terminology of PMBOK Guide.2003 launch, 21,397 credential holders by 30 April 2013.Formal PM education element can be taken as 3 day course, cost £1,600.Certification fee $300 ($225 for PMI members).

PMPProjectManagementProfessional

- 3years

60 PDUsover

3 years

4 hour multiple choice exam: 200 questions, 175 scoring, 'Modified Angoff Method' to determine pass, allowed 3 attempts within 1 year

Degree and 3 years as a project manager within the last 8 years plus 35 hours PM training

Demonstrates experience, education and competency to lead and direct projects.1984 launch, 537,413 credential holders by 30 April 2013.Formal PM education element can be taken as 5 day course, cost £2,100.Certification fee $555 ($405 for PMI members).

PgMPProgramManagementProfessional

- 3years

60 PDUsover

3 years

4 hour multiple choice exam: 170 questions, 150 scoring,'Modified Angoff Method' to determine pass, allowed 3 attempts within 1 year

Degree, 4 years each as a project and a program manager

Recognizes advanced experience, skill, and performance in the oversight of multiple, related projects and their resources aligned with an organizational objective. 2007 launch, 875 credential holders by 30 April 2013.Certification fee $1,000 ($800 for PMI members).

PfMPPortfolioManagementProfessional

- 3years

60 PDUsover

3 years

4 hour multiple choice exam: 170 questions, 150 scoring,'Modified Angoff Method' to determine pass

Degree, 4 years as a portfolio manager in last 15 years inc. 8 years business experience

Recognizes ability in the coordinated management of one or more portfolios to achieve organizational objectives. 2013 launch.Certification fee $1,000 ($800 for PMI members).

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PMI Practice Standards further define PM best practice.PMI certifications are not aligned to the IPMA 4-L-C system.Annual membership is $129, plus local chapter fee ($40 for UK) plus $10 registration fee.

For a US based PM the PMI certification system is the best choice for career development.A UK based PM might also choose this route, especially if working predominantly with US based clients or perhaps in a US owned company.

PMI: Project Management Institute (2)

Certification IPMA Valid Renewal Acquisition Pre-requisite

PMI-ACPPMIAgileCertifiedProfessional

- 3years

30 PDUsover

3 years

3 hour multiple choice exam: 120 questions, 100 scoring,'Modified Angoff Method' to determine pass

2,000 hours in a project team in last 5 years (or active PMP or PgMP), 1 year in Agile team or Agile methods work in last 3 years and 21 hours Agile practices training

Demonstrates knowledge of and commitment to Agile approach to project management. 2012 launch, 2,858 credential holders worldwide by 30 April 2013. Certification fee $495 ($435 for PMI members).

PMI-SPPMISchedulingProfessional

- 3years

30 PDUsover

3 years

3.5 hour multiple choice exam: 170 questions, 150 scoring, 'Modified Angoff Method' to determine pass

Degree and 3500 hours project scheduling experience plus 30 hours project scheduling formal training

Recognises competence to develop and maintain project schedules, while still possessing core knowledge skills in all areas of project management. 2008 launch, 893 credential holders worldwide by 30 April 2013.Certification fee $670 ($520 for PMI members).

PMI-RMPPMIRiskManagementProfessional

- 3years

30 PDUsover

3 years

3.5 hour multiple choice exam: 170 questions, 150 scoring, 'Modified Angoff Method' to determine pass

Degree and 2 years’ project risk management experience and 30 hours formal project risk management training

Recognises competence in assessing and identifying project risks, mitigating threats and capitalizing on opportunities, while still possessing a core knowledge and practical application in all areas of project management. 2008 launch, 2,033 credential holders worldwide by 30 April 2013.Certification fee $670 ($520 for PMI members).

Exam pass rate in range 40% to 75%.Source: Members and credential holders: PMI Today, June 2014.

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SummaryProject management suffers from a lack of professionalism.Only recently has professional project management been properly defined.Improvement efforts are often hampered by senior executives, many having managed projects during their careers, often persuading them that project management can be undertaken successfully by people whose career focus is not project management. In many companies, managing projects is a part of most career paths. However, there is a vast difference between managing a small project and managing a large, complex project.Developing any professional competence is a significant investment. However, until a rigorous professional competence development is the norm for project managers leading large, complex projects we will continue to see little improvement in project results.Most environments require tailoring of the PM development system to suit a particular domain. However, this is only a layer in addition to a common PM competence development.It is also important that the environment is conducive to professional project management. The best project management competence development system will be insufficient without fully committed executive sponsorship and a structured and consistent delivery framework.

The real benefit that justifies investment in PM professionalism is better project results. It should be no surprise that what is true for other disciplines is true for project management: the most significant change required to consistently produce better results is more professionally competent practitioners.

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In my board role I led a team of 22 professional Project Managers and 5 Quality Engineers, and ensured Roke’s £79M project portfolio delivered better than budget profit. I ran a virtual PMO and created the Roke Engineering Process, REP, also managing the engineering tools to support it.

I created a project management competency framework, the PM Excellence Programme, which achieved APM corporate accreditation, scoring 24 out of a possible 25 points in the APM assessment.

I chaired a quarterly PM forum which shared best practice and built a supportive PM community – seven of the project managers I coached achieved APM RPP, five have PQ, and all gained APMP.Together, these investments in PM professionalism led to a turn-around and annual improvement in project results across a typical portfolio of 400 projects a year and delivered an above budget performance in five consecutive years with profits totalling £7.9M above budget.I am a passionate advocate of PM professionalism, a Fellow of the APM and the IET, and author of articles published in Project and PM Today.

After 4 years as an electronics engineer for Siemens, achieving Chartered Engineer, I moved into project management for 14 years, at Siemens and Roke Manor Research. At Roke, my ability to successfully deliver the most challenging whole lifecycle product development projects on time and under budget led to a role as Projects Director and board member for 6 years. In 2013 I went back to hands-on project management, taking a Programme Director role at Cambridge Consultants, in the Cambridge Science Park.

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