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Project Manager : Project Manager Dec Jan 2014
www.aipm.com.au Project Manager 39 these practitioners see project management as a core element of their occupational identity. • 'TECHNICAL' PROJECT MANAGERS: this group consists largely of practitioners in senior project, program or portfolio management roles, or senior consulting roles. For these individuals, project management is seen as a skill set or body of knowledge, rather than a key deter minant of their professional identity, generally because the learning process through which this group gained their pre-existing professional identity takes precedence. As such, these practitioners never come to 'be' project managers, they 'do' project management. ese technical practitioners are aware of the importance of advancing the body of knowledge of project management and are interested in developing their skills; however, they are less sensitive to the symbolic value of certi cations and the social capital increase opportunities presented by joining a project manager community. • 'ACCIDENTAL' PROJECT MANAGERS: this group consists of those who "have become project managers by accident, principally as a result of a sudden demand for project management for which their organisations are not prepared"1. As a result, they have usually received limited formal training for the role, do not hold project management certi cations, and operate in conte xts where project management has been recently introduced and is often not well understood (e.g. the public sector). ese individuals play a pioneering and missionary role in their organisations; to them certi cation and membership to an association could provide both moral and technical support, and even personal legitimacy. 'Professional' project managers 30-50,000 'Technical' project managers 125-145,000 'Accidental' project managers 60,000 Ancillary project roles 315,000 TOTAL 550,000 • ANCILLARY PROJECT ROLES: this category includes practitioners whose activities are typically performed in project- based organisations and/or in project activity, but who hold junior or support roles within the project. ese are the direct collaborators, assistants and aides of project managers. ey don't possess the same professional identity as project managers, but they share a similar work environment and can become aware of the challenges. Some practitioners can be 'project managers in the making' and represent a potential secondary audience for AIPM. In any case, raising awareness on the overall size of the workforce involved in project work can be instrumental in promoting the importance of project management to public decision makers. Estimate of the project workplace size ese gures highlight the demographic relevance and impact of project management on the economy. is data was prepared by AIPM Project Management Consultant Marco Berti as part of a draft report the AIPM Knowledge and Research Council is cur rently preparing, which will form the basis of future sur veys and data collection. ••• • The idea of a cumulative learning process through which one practitioner comes to 'be' a professional is introduced by Hodgson (2002: 59). • 1Baccarini et al (2010: 56). ASSOCIATION WITH THE PROJECT MANAGEMENT PROFESSION IS OFTEN CHARACTERISED BY LATENCY, EMERGENCE AND SELF- IDENTIFICATION
Project Manager Oct Nov 2013
Project Manager Feb Mar 2014