by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Apr May 2013
www.aipm.com.au Project Manager 5 FIRST WORD Developing human capital SIMPLY TAKE THE STEPS TO DEVELOP REAL COMPETITIVE ADVANTAGE THROUGH EXCELLENT AND SUSTAINED HUMAN CAPITAL DEVELOPMENT A DISCUSSION WITH A colleague con rmed the theme of this article and, to be honest, my thoughts are born pa rtly out of frustration. One of my chief interests is project management human capital development. For the project management 'stew', Grandma's famous cookbook recipe begins: "First take one Project Manager". Grandma was lucky to only need one; today's project organisations need them in droves! PMs don't grow on trees and without investment in professional development we may as well put the cookbook back on the shelf. ere is such a disparity in human capital development practices. I've been lucky to be involved and advise on several great examples, but I have also been disappointed by some pretty 'ordinary' ones. It is discouraging to see an organisation kick the tyres of some good ideas for human capital development and then go on to 'snatch defeat from the jaws of victory'. This is about the corporate development of project management human capital, keeping that capital and linking that good achievement to great project management delivery. My call to arms is rst at an organisational level and second to us as individual practitioners. e organisational challenge is to ful l all of those worthy commitments that our organisations make in corporate value statements, such as 'our people are our strength'. You have read as many of these as I have. Very simply, we just have to back those commitments with tangible action and good strategies. e examples are out there: solid mid- to long-term development plans, good conte xtualisation of competencies to meet local requirements, and alignment of individual competencies with real world project management processes and frameworks. We have to avoid 'three steps for ward and two steps back'. It would be great to get to a point where we do not 'shred' good human capital strategies as the rst casualty of a budget war. My mantra to a project-based organisation is to aspire to be an employer of preference, both in the good times and the lean. Show genuine commitment to the same people that we eulogise in value statements. Pragmatically, simply take the steps to develop real competitive advantage through excellent and sustained human capital development. It doesn't take much to develop really good corporate models. Make plans to integrate training, work experience and coaching. Look for learning and development ROI ful lment through evaluation frameworks such as Kirkpatrick et al. Above all, do something. e key is to grasp every opportunity available. If the corporate response to a proposal for development is "Why?" simply ask, "Why not?". I am currently working with an international business that is making a major realignment to AIPM competency-based certi cation for one principle reason: the troops have made a compelling request to do so. And this organisation sees great value in putting action across their value statement verbiage. e opportunities are there, so we cannot say pursuing professional development is too hard. Self study through the abundance of web- based material is too easy; it just takes time and commitment. Beyond that are a plethora of opportunities. AIPM will be contributing at an increased level. We provide an excellent panel of endorsed learning providers. AIPM itself will deliver an Advanced Practice Workshop series starting mid-year. Of course, we are in the process of launching new standards at Senior PM and Portfolio Management level. I would be remiss not to mention the National Conference. AIPM is nothing without the people, and the National Conference is a magic event where we meet our peers. I look forward to meeting you in Perth. David Hudson National President
Project Manager Feb Mar 2013
Project Manager June July 2013