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Project Manager : Project Manager April May 2012
in depth certification as a strategy Why Coffey Projects sought IPMa certification, its roll out, and the benefits for its project managers, clients and the organisation. CORPORATe AIPM MeMbeR Coffey Projects recently rolled out IPMA certification across the business. Its objectives: raise the professionalism of the organisation, identify a career path for its project managers and provide a consistent service to existing and potential clients. “Clients have always been keen for us to demonstrate alignment with contempora ry practice,” said Gervase haimes, Project director at Coffey Projects. “Given we’re not a registered profession in the same way as architects, for exa mple, certification helps us provide those assurances.” he added: “Certification is key to our people development. “There is a real benefit to the individual. The process helps identify areas for i mprovement and deliver additional coaching, mentoring or on-the- job training.” the challenge When the program was announced, many were apprehensive about the impact on individual workloads. “Our people initially regarded the program as secondary to their work commitments. however, people started to acknowledge the benefits. “They were able to use the process to sit back, take a breath, and reflect on their successes and areas for improvement to help develop their career path based on what they discovered.” why IPMA? With offices in Australia, new Zealand and South Africa, Coffey Projects sought a certification program that would be recognised internationally. Consistency is vital, explained haimes. “ We wanted to be able to compare and benchmark across different jurisdictions and be confident the development of, and delivery by, our people is consistent.” Already an AIPM Corporate Major Member and supporter of RegPM certification, Coffey Projects looked to IPMA for certification that would cross borders and translate consistently. “ We consider IPMA complementary to other regions’ local accreditations and memberships,” said haimes. “ IPM A’s competency- based model, covering behavioural as well as technical and contextual competencies as part of its 46 core competencies, was compelling. “ We believe behavioural competencies – or soft skills – are fundamental and help us differentiate the technically good project managers from outstanding, inspirational ones.” 8 Project Manager ClIents have alWays Been keen For us to demonstrate alIgnment WIth Contemporary praCtICe
Project Manager Feb March 2012
Project Manager June July 2012