What’s next for the project profession?

APM has revealed the findings from its Projecting the Future ‘big conversation’. The core message? Thriving over the next decade means becoming adaptive.

In June 2019, APM launched its Projecting the Future campaign as a ‘big conversation’ about the future of the profession. Its latest report reveals the key findings, explores the impact of COVID-19 and sets out eight key ideas to shape the future of the profession (see box) with selected action steps.

At the heart of change

The first of these key ideas is that the project profession must be adaptive if it is to be at the heart of creating and delivering change. Adaptive project professionals are characterised as responsive to the shifting contexts in which they work, continually learning and able to implement new technology. They are also highly proficient as leaders and managers of their project teams and in engaging stakeholders.

Also key is strengthening project management’s talent pipeline by embedding new routes into the profession for young entrants and pathways for more mature, mid-career switchers. As well as building on project apprenticeships (including at degree level), the report finds, efforts must be made to increase awareness of the profession as a desirable career, with an emphasis on the transformational, inspirational benefits of projects.

It also emphasises that the COVID-19 pandemic, if anything, has reinforced and accelerated the need for professionals to be adaptive and anticipate the pace of the change in projects during times of high uncertainty.

A seat at the top table

The Projecting the Future debate has demonstrated the desire of project professionals to have a more influential role in shaping the strategy of projects, and the strategy of organisations where projects are launched and developed. APM advocates that, in organisations with significant portfolios of projects, there should be a seat at the top table for those responsible for projects – perhaps building on the concept of the chief project officer or by bringing more project management experience into the boardroom.

Turning these ideas into reality and ensuring that the project profession thrives over the next decade demands action today from individuals, organisations, policymakers and influencers. APM provides a starting point for individual and collective responses with a list of suggested actions. For individual project professionals, cultivating an adaptive mindset is critical. For many professionals, CPD and learning should focus on developing an understanding of, and ability to use, new technology, as well honing leadership and people skills.

Looking up

Project professionals need to go beyond classic technical project management skills and be able to engage with and provide leadership to stakeholders. Aspiring project leaders must cultivate an ability to develop creative ‘out of the box’ thinking and a broader perspective on project and organisational aims and how they can be achieved, with a view to shaping strategy, not just delivery.

Organisations meanwhile must start to bring project expertise into strategic discussions, with a stronger voice for projects among the C-suite. This may mean developing the notion of a chief project officer. Project professionals within an organisation must be properly supported, trained and developed. APM’s Conditions for Project Success research (which identified 12 key factors for project success) should be embedded in organisations to maximise success rates. The benefits of projects, including social impact and change, must be better communicated and shared.

Finally, policymakers and influencers must support employers in creating more opportunities for new entrants into the project profession, as well as giving project professionals the chance to access training throughout their career. Specifically, the government’s ability to act as a smart client for major infrastructure must be supported if it is to deliver on its ambitious agenda for national infrastructure.