It is 1990 and Elton John’s ‘Sacrifice/Healing Hands’ was the longest running number 1 single with five weeks at the top, followed by Vanilla Ice’s classic ‘Ice Ice Baby’ which topped the chart featuring among others Partners in Kryme* – who?. Apart from being a ‘classic’ year for music, it was also the year I did my first careers questionnaire at school.
I was 16 years old and wanted to be an architect. I remember answering questions on my interests to match up to my perfect job. Unsurprisingly, architecture came out as my ideal profession. Of course, the very fact I am writing these blogs, means I never made it as an architect. But how many of you reading this filled out a careers questionnaire at school and came out as a project manager? Was project manager even an option at the time?
More recently, I needed to renew the passports of my two children. Knowing a lot of project managers who are also friends, I thought I would ask one of them to countersign the photos – yet, alas, Project Manager is not a ‘Recognised Profession’ according to the GOV.UK website.
So, why is a Project Manager not seen as a bona fide profession? Why wasn’t it an option for me as a teenager? In my career as a professional project management trainer and learning consultant, I have taught thousands of people and engaged with many different organisations on their project management learning needs. Based on this experience, I would conclude that being a project manager is more likely regarded as something a lot of people undertake on ‘on top of their day job’.
The good news is, the world is changing and that makes it an exciting time to get into, or be, a project manager. Never more than now does an individual have options to progress and excel in their chosen career in project management – from Apprenticeships right through to ‘Registered Project Professional (RPP)’.
Since 2012, there has been a Higher Apprenticeship framework in Project Management at QCF – level 4. A Trailblazer group, led by Sellafield, has now developed a new Associate Project Manager Level 4 standard, which provides a professional career option for school leavers. Furthermore, development is underway for degree Trailblazers in Project, Programme and Portfolio Management (QCF levels 6 and 7 – Degree and Masters’ levels respectively), which will offer further career progression. Add into the mix professional skills certifications – such as PRINCE2 and The Project Management Qualification - accredited by organisations including: APMG-International, the Association for Project Management (APM), AXELOS, British Computer Society, Project Management Institute, and delivered by approved training organisations such as QA, and there is a breadth and depth of learning for someone to undertake for continuing professional development. Registered Project Professional (RPP) is the highest accolade for a Project Manager and those who attain it have been able to “demonstrate the competence in responsible leadership, who have the ability to manage a complex project and use appropriate tools, processes and techniques”. I can’t comment specifically on the relationship between RPP and any future Chartered standard. However it is expected that anyone holding RPP will have achieved the competence level required for any future Chartered standard. If motivated enough, a career as a Project Manager is waiting!
The APM Body of Knowledge defines a project as “a unique, transient endeavour undertaken to achieve planned objectives” – a vehicle for introducing change, if you like. Project management is the “application of processes, methods, knowledge, skills and experience to achieve the project objectives”, yet I always append the words “in the most efficient and effective way”.
As I say to the people I train, after all, a project is “a journey not a destination”. By this, I mean project management is not the application of processes, methods, knowledge, skills and experience to achieve the project objectives by any means, and at any cost – rather we need to focus as much on the transient aspects of a project as on the delivery of the final output. This requires a multi-disciplinary approach.
Projects are all around us – professionally and personally. Whether upgrading to a new Windows operating system, or creating new organisational processes, or building an extension on your house, these all fit the definition of a project above, and all require some form of management.
And projects are here to stay. As industries and organisations are required to adapt to changing economic conditions, post-Brexit environment, market and competitive forces, legislation, to name but a few influences, the need for competent and professional Project Managers is only likely to increase.
Look out for my next blog in the series which will give you 10 top tips for successful projects.
Contact us to see how we can help you map out your plan for professional development and success.
*Turtle Power, in case you were wondering!
Dr Ian Clarkson is Head of Organisational Consultancy at QA. Ian is a highly experienced consultant, author, trainer and speaker with over 20 years’ experience in project, programme and portfolio management, organisational change and learning – working with organisations in all sectors. Ian leads a team of consultants who work with organisations to develop their project, programme and portfolio management capability, so they are ready for the future of work.
Ian’s experience has been as a project and programme manager in the defence and automotive industries, running multi-million-pound projects and programmes. He was an author of the Association for Project Management (APM) Body of Knowledge edition 6 (BoK 6), and a cited reviewer to the most recent update of the PRINCE2 publication. Ian was also on the technical advisory board for the development of the APM Higher Apprenticeship in Project Management and the update of the APM suite of certifications for BoK 6. He is a regular contributor to Project Manager Today, and a prolific publisher of articles, blogs and webinars on the subject.
Ian is an accredited trainer in PRINCE2, MSP (Managing Successful Programmes), MoP (Management of Portfolios), Programme and Project Sponsorship, APM Project Fundamentals Qualification, and APM Project Management Qualification.
He is passionate about helping organisations prepare for the future – and when he’s not helping organisations transform, Ian reads the latest articles and research on the topic. Maybe he should just get out more instead!
More articles by Ian
Artificial intelligence, project management and the skills we'll need in 2030
Digital Transformation: Rise of the Machines
The project manager and small business owner: we need more entrepreneurial thinking
PRINCE2 versus APM Certifications: Don't be a silly billy... The Billy Bookcase analogy
Is project management in your DNA?
I'm OK – You're OK: How to have adult-adult conversations in the workplace
Gains and losses: What are your prospects for a successful project?
Project leadership advice from George Michael
Don’t ignore the gorilla in the room
How does psychology affect business decisions?