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Project Manager : Project Manager April May 2012
albeit with the eternal quest for continuous improvement of our collective and individual practice. I have personal disdain for popularised project failure statistics, such as those of the Chaos Report. The Chaos Report is widely criticised for failure to disclose its research source and its research method, and any research published by an organisation that ostensibly has a conflict of interest in the publication of alarmist information is questionable in my professional opinion. Professional development Over the past decade, more of us have undertaken a massive effort of professional development via education and experiential development. Our project organisations have invested enormous amounts of time, money and effort in project management capacity development. Certification levels are increasing locally and internationally – and project management maturity benchmark figures are providing empirical proof of improvement in organisational project management delivery capability. All of these suggest that the reports of sustained project management failure rates are, frankly, counter intuitive. Our global reputation I need to say as well, with the benefit of almost a decade of international experience, that Australian project managers count among the best in the world. We are close to unique in having a truly competency-based model for professional certification. Our ongoing work with the International Project Management Association (IPMA) suggests that the AIPM certification system is as good as any, and arguably better than any. Australian project managers are highly sought after because of their intrinsic competency, their strong work ethic and a sometimes alarming, but nonetheless well regarded, capacity for plain speaking. Apart from representing you in the IPMA community as the Australian delegate, I also lead the IPMA upgrade program for a global competency standard and a refresh of the IPMA certification model. I hold out great hopes that we can develop a global standard that AIPM can enter into without any loss of value or integrity to our current model. I think that goal can be attained, but be assured any future decisions by AIPM in the direction of our professional model will be made in the best interests of you, our members. We will remain as good as any in our simple and humble Australian way. David hudson National President 4 Project Manager first word The vAlue COnTRIbuTed by projects to global domestic product is truly staggering. The importance of projects to future GdP growth cannot be underestimated, and we as project managers play a critical role in the value chain. World bank figures placed the value of global GdP in 2010 at uS$60 trillion. Other studies put the value of next year’s GdP at, at least, uS$75 trillion. Similar research indicates that up to one fifth of global GdP (around uS$15 trillion) is delivered through projects. vilfredo Federico damaso Pareto would lead us to believe that a large proportion of this value is delivered through megaprojects. but there is still a substantial slice of real monetary value delivered through run-of-the-mill projects led by people like you and I, mere mortals of the project management profession. We obviously carry a somewhat large burden, and owe it to ourselves and others to consider how well we are managing that burden. My personal view is that we are actually doing alright, the IMPORtANce Of PROjects tO fUtURe gDP gROwth cANNOt Be UNDeR- estIMAteD A trillion-dollar business
Project Manager Feb March 2012
Project Manager June July 2012