POST DIPLOMA PROJECT MANAGEMENT REVIEW 2013

Transcription

1 POST DIPLOMA PROJECT MANAGEMENT REVIEW 2013 DISCUSSION PAPER Version 1.0 September 2013 PO Box 159, Elwood, 3184, Victoria Ph: / abilityassociates@gmail.com

2 Modification history Date Version Responsible Action 30 Sept Dennis Trevarthen Initial draft IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 2 of 31

3 POST DIPLOMA PROJECT MANAGEMENT REVIEW 2013 DISCUSSION PAPER TABLE OF CONTENTS 1 OVERVIEW 5 2 BACKGROUND Innovation and Business Skills Australia Project Management within the BSB07 Training Package Ability Associates Australia 6 3 PROJECT PLAN OUTLINE Governance Scope Project Stakeholders Consultation Strategy Project Timelines 9 4 SNAPSHOT OF PROJECT MANAGEMENT IN AUSTRALIA Project management as a profession Professional Associations and Institutes 11 Australian Institute of Project Management (AIPM) 11 Project Management Institute (PMI) 11 Global Alliance for Project Performance Standards (GAPPS) 12 International Project Management Association (IPMA) 12 PRINCE2 Method (UK Cabinet Office) 13 International Organisation for Standardisation (ISO) 13 Other Associations / Institutes / Organisations Industry and Employment Demand 15 Government Data 15 IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 3 of 31

4 Marketplace Demand 15 IBSA ESCAN Provision of Training 17 'Nationally Recognised' Stream 17 Private Stream Existing VET Training Participation 19 Enrolment Data 19 Completions (Qualifications Issued) Data 19 5 SNAPSHOT EXISTING QUALIFICATIONS AND STANDARDS Post Diploma Project Management Qualifications and Certification 20 VET 20 Industry standards 20 Snapshot Analysis Post Diploma Competency Units 22 Summary 22 Snapshot Analysis 22 6 LOG OF REVIEW ISSUES Occupational Structure Skill Sets Recognition & Articulation Credential Demand Structure of Units 24 7 CONSULTATION AND FEEDBACK 26 Contact Details 26 ATTACHMENTS 27 A Members of IBSA's National Project Review Group 27 B Project Timeline Graphic 28 C Attachment F from the 2009 Mapping Report 29 D WEB URL of interest 31 IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 4 of 31

5 1 OVERVIEW This discussion paper has been prepared to stimulate discussion, and assist consultation, with stakeholders in vocational education and training (VET) project management training, concerning the way forward for standards and qualifications at post diploma levels. Post diploma may cover requirements in directing projects, program and portfolio management. The current VET level national qualification in this area is the Advanced Diploma of Project Management (BSB60707) The paper presents background information to the current project, and the methodology and timeline being implemented. An analysis of existing post diploma level project management training and participation rates is followed by an assessment of the existing standards and qualifications. The paper concludes with a draft "Log of Review Issues" that may need to be resolved as part of the review process, and details of the opportunities for consultation. Attachments, reference material and online links are provided for information, and industry use during the review. The discussion paper is not a comprehensive review of project management training within Australia, and stakeholders may be able to provide new and additional information during the consultation process that will enhance the material presented here. This process is encouraged and welcome. 2 BACKGROUND 2.1 Innovation and Business Skills Australia Innovation and Business Skills Australia (IBSA) works in partnership with industry and key stakeholders in the VET sector to develop the business and innovation skills that are critical to the success of Australian industries, enterprises and their workforce. IBSA is one of eleven Industry Skills Councils recognised and funded by the Australian Government to provide advice regarding the training needs of Australians and Australian industry. IBSA covers the industry sectors of Business Services; Cultural and Creative industries; Education; Financial Services; Information and Communication Technologies; and Printing and Graphic Arts. Further information: (IBSA) IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 5 of 31

6 2.2 Project Management within the BSB07 Training Package The BSB07 Business Services Training Package was developed by IBSA and endorsed by the National Quality Council in December Current version 9 was endorsed on 15 th August It includes three project management qualifications: BSB41513 Certificate IV in Project Management Practice BSB51413 Diploma of Project Management BSB60707 Advanced Diploma of Project Management. Both the Certificate IV and Diploma were reviewed during 2012, and successfully redrafted and endorsed in March The project management competencies within these qualifications are also used extensively in other IBSA industries (especially ICT, printing and education) and imported into many other industry Training Packages as electives. At the post diploma level, IBSA has identified this as an area of critical interest and concern across all IBSA industries and beyond and is seeking to gauge the currency of the qualification and units of competency. It is also seeking closer alignment with contemporary industry practices, for example AIPM, Prince2 and PMBOK methodologies, so as to better meet industry needs and ensure VET sector (Vocational Education and Training) training is better linked to industry accreditation arrangements in this area. At the same time, IBSA is seeking to ensure that its project management qualifications are compliant with the NSSC (National Skills Standards Council) standards for training package, and are suitably attractive to a wide range of training providers and users. Further information: (BSB07) (NSSC) 2.3 Ability Associates Australia Dennis Trevarthen, Principal Consultant with Ability Associates Australia, has been contracted by IBSA to undertake the review of post diploma project management in consultation with industry and other stakeholders. Dennis has an extensive background in both project management and national standards development. He brings to the project key benefits including: extensive and recent experience in the development and review of national training packages IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 6 of 31

7 proven and highly regarded industry consultation skills in depth knowledge and current experience in project management processes industry experience as a senior project manager in both the private and public sectors independent and objective approach qualified and accredited project manager Further information: (Ability Associates) (Dennis Trevarthen) 3 Project Plan Outline 3.1 Governance The project is funded by Government through IBSA and as such the IBSA Board is both the project client and sponsor. However, endorsement of revised standards and qualifications is attained from the NSSC (who in turn reports to COAG, the Council of Australian Governments). An industry representative NPRG (National Project Reference Group) has been established to provide expert opinion and guidance to IBSA and the project consultant. Day to day project management is undertaken by the IBSA Office. The role of the consultant is to work with the industry and NPRG in bringing forth agreed revisions, prepare project materials, and to provide technical and expert advice to IBSA. The following figure outlines the key roles within the project. IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 7 of 31

8 3.2 Scope The scope of the project can be incorporated into these five objectives. 1. To identify the relevant currency of existing units of competency and qualifications within BSB07 covering post diploma project management. 2. To seek closer alignment of BSB07 project management with contemporary industry practices and certification programs. 3. To improve the pathways and recognition between VET, industry accreditation arrangements, and other education sectors. 4. To ensure project management qualifications / skill sets meet the requirements of the National Skills Standards Council (NSSC). 5. To ensure post diploma project management qualifications / skill sets are attractive to training providers and users across a range of industries and disciplines 3.3 Project Stakeholders Stakeholders with an interest in project management training are extensive, based on both their specific interests and geographic distribution. This listing provides an outline of the type of organisations/individuals who may wish to contribute to the review. Professional Project Management Associations/Institutes Practicing project managers and consultants Interested industry associations (not project management specific) Interested industrial relations organisations (Union / Employer) State and National Skills Councils/ Advisory Boards State and Federal Training Regulation Authorities State Training Authorities Enterprises and business utilising project management capability Registered Training Organisations Trainers and facilitators in project management Suppliers of support services and resources to the project management sector 3.4 Consultation Strategy The consultation strategy is embedded in the project timeline which follows. However, these principles will guide the consultation processes: A broad and inclusive industry and stakeholder definition encompassing organisations who utilise project managers, industry associations, IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 8 of 31

9 professional associations, state and federal government agencies, registered training organisations and practicing project managers. Effective engagement of stakeholders allowing for respectful and meaningful consultation, alternative pathways for input and feedback, and adequate response times. Broad exposure of the project, processes and timelines within the industry and among stakeholders. A variety of engagement methods (web, cloud, feedback, face-to-face) to ensure a broad cross section of advice is readily enabled and received. The methods to be incorporated include: broad availability of this discussion paper advising and inviting participation conducted of face to face consultations with key industry representatives access to current project documentation on the IBSA web site 24/7 project feedback facility on the web and telephone access to project consultant conducted of industry development workshop (by invitation - Melbourne) conduct of open validation forums (selected locations) project promotion with key organisations and media 3.5 Project Timelines The project has a number of milestones associated with key deliverables, as shown below. 1st NPRG Meeting 21 Oct 2013 Project Discussion Paper available 22 Oct 2013 Stage 1 National Stakeholder Consultation 23 Oct - 15 Nov nd NPRG Meeting 6 Dec 2013 Stage 1 Report available 11 Dec 2013 Prepare revised standards & qualifications 12 Dec - 24 Jan 2014 National Industry Workshop (Melbourne) 16/17 Jan 2014 Draft materials for national validation available 3 Feb 2014 Stage 2 National Validation Forums 10 Feb 21 Feb 2014 Revised materials finalised and industry support obtained 7 Mar rd NPRG Meeting 21 Mar 2014 Quality Assurance sign-off obtained 11 Apr 2014 Submission to NSSC for endorsement 28 Apr 2014 A Timeline Graphic is included in the Attachments to provide a visual view of these key tasks and delivery dates. IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 9 of 31

10 4 SNAPSHOT OF PROJECT MANAGEMENT IN AUSTRALIA What follows is a brief overview, or 'snapshot' of the current status of project management and project management training in Australia. It is presented in this discussion format so as to stimulate ideas and thinking about project management training. The information is not complete, and many in industry may have new, revised or amendments that can be added during the project consultation stages. Most of the information has been obtained from public sources, and as such the validity and reliability cannot be guaranteed. This section does not review the nature and status of the existing post diploma standards and qualifications. This is covered in section 5 following. 4.1 Project management as a profession An overview of the profession was established in early 2012 as part of the work to recast the Certificate IV and Diploma in project management. For the most part, this is still relevant and reproduced below. Project management is a relative new way of looking at the processes needed to deliver agreed enterprise outcomes. That is not to say that 'projects' have not been undertaken for thousands of years, but rather the idea of 'project management' as a definable method with a discrete 'body of knowledge' is a modern one. The origins of modern project management can be traced to the 1950's with the development of specific tools for controlling project time (scheduling) and cost (budgeting), and in subsequent years broadened to cover scope, quality, risk, communications and other accepted aspects. Today, project managers working as professionals are found across all economic, industry and government sectors. The skills and tools of project management are usually thought of as 'context' independent. That is, project management methods can be applied irrespective of the business or subject of the project. Of course, that is the theory. In practice there are alternative and in some cases competing project 'methods', sometimes based on different emphasis, (eg. focus on budget and/or stakeholder engagement) and in other cases a different mind set ( eg. linear vs iterative methods, like the Agile method used in many current IT projects). Further, many organisations develop their own internal project framework and methods, believing that without a 'custom' approach the general industry models provide no leverage for achieving required results. From an anecdotal observation, there are many different project approaches used in organisations that whilst similar, are separated by terminology and language. In this context, there are ongoing attempts to achieve a unified 'Body of IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 10 of 31

11 Knowledge', or professional standard driven in the most part by the professional associations and institutes, both within Australia and internationally. This diverse landscape provides a challenge for the current review process in ensuring VET standards can meet the needs of sometimes diverse approaches to similar problems. 4.2 Professional Associations and Institutes Note: An extract from a 2009 IBSA AIPM / BSB07 Mapping report is included as an Attachment which provides further detail on these organisations. Within Australia there are two major institutes with significant membership, both offering professional recognition for project managers against proprietary standards. Australian Institute of Project Management (AIPM) The AIPM commenced in the mid 1970's and has over 7,000 members (to be confirmed) in Australia. Head Office is in Sydney, with branches in each State and mainland Territory. The AIPM has developed a comprehensive set of 'Professional Competency Standards for Project Management'. As referenced earlier, work was done in 2009 by IBSA and AIPM to identify the degree of alignment with the BSB07 project management standards. The AIPM offers four levels of certification with competency based assessment against the AIPM competency standards. Certified Practicing Portfolio Executive (CPPE) Certified Practicing Project Director (CPPD) Certified Practicing Project Manager (CPPM) Certified Practicing Project Practitioner (CPPP) Ongoing certification is linked to a Continuous Professional Development program. Project Management Institute (PMI) The PMI is a global organisation with 'Chapters' in over 175 countries. Headquarters are in Pennsylvania, USA. Listed members globally is over 340,000. In Australia, there are Chapters in Adelaide, Canberra, Melbourne, Queensland, Sydney and Western Australia with over 1600 members Australia wide. There are proposals to form an 'Australian' peak body covering each of the Chapters, and the first national PMI conference was run in The PMI created the first PMBOK (Guide to the Project Management Body of Knowledge) in the mid 1990's, now in it's fifth edition (2013) and a recognised American Standard. PMI also publish other standards in IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 11 of 31

12 Program Management, Portfolio Management, Risk Management, among others. The PMI offers these levels of certification through examination. Certified Associate in Project Management (CAPM) Project Management Professional (PMP) Program Management Professional (PgMP) PMI Agile Certified Practitioner (PMI-ACP) PMI Risk Management Professional (PMI-RMP) PMI Scheduling Professional (PMI-SP) OPM3 Professional Certification Again, on ongoing professional development program is aimed at keeping the credential holder current within the profession. Global Alliance for Project Performance Standards (GAPPS) The GAPPS is an alliance of government, industry, professional associations and training/academic institutes working together to develop globally applicable project management competency based standards, frameworks and mappings. The GAPPS objective is to provide an independent benchmark for alignment and transportability of competency based Project and Program standards and qualifications. GAPPS have a range of member associations, government agencies (including IBSA) and industry members, and purse ongoing development of standards. Mapping of other project management standards to the GAPPS framework is encouraged, and to date these standards have been mapped: Australian Institute of Project Management Standards (AIPM) Australian National Competency Standards for Project Management (ANCSPM) IPMA Competence Baseline V3.0 (ICB ) P2M Project Management Institute's PMBoK Guide 2008 PRINCE SAQA National Qualifications Level 5 Standard International Project Management Association (IPMA) Commencing in Europe in 1965, the IPMA is a confederation of national project management associations (including the AIPM), with members from Europe, Asia, Africa, the Middle East, Australia, and North and South America. IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 12 of 31

13 The IPMA has developed a Competence Baseline based on the standards within member organisations, and offers certification, assessment (exam and evidence based) and training at these four levels: Level A: Certified Projects Director Level B: Certified Senior Project Manager Level C: Certified Project Manager Level D: Certified Project Management Associate The IPMA also provide certification for consultants and organisations under the IPMA Delta-Model against the three levels individual, organisation and projects. PRINCE2 Method (UK Cabinet Office) PRINCE2 (PRojects IN a Controlled Environment) is a project process method developed initially by the UK government, and now used globally across many organisations, public and private. It is currently controlled by the UK Cabinet Office as part of the Best Practice Portfolio. As a process method, PRINCE2 provides a focus on structured 'management' activities for the conduct of projects irrespective of industry, organisation type or project context. The industry and practitioner interface is managed under licence by APMG- International who accredit third party training organisations and assessors in the method. Two levels of certification are achieved by undertaking prescribed examinations: PRINCE2 Foundation Certificate PRINCE2 Certified Practitioner International Organisation for Standardisation (ISO) The ISO released ISO 21500:2012 Guidance on project management in October The guidance provides high-level concepts and processes relevant to organisations and both new and experienced project managers. ISO 21500:2012 also alignes with other ISO standards in quality and risk. There is a strong alignment between ISO 21500:2012 and the PMBOK 5 th Edition (2013) Other Associations / Institutes / Organisations There are numerous other methods and processes for project management in the market place, including some aligned specifically to an industry (eg IT, Building, Engineering etc) or project management tools sets (eg Scheduling, IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 13 of 31

14 Cost Estimating etc). These are also relevant to the current review, the IBSA welcomes input from organisations and institutes representing these alternative approaches. IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 14 of 31

15 4.3 Industry and Employment Demand The management of projects has become a common activity across all industry sectors over the last 30 years. Previously, project management was the domain of the engineer, the builder and perhaps manufacturer. Government Data The Australian Bureau of Statistics collates data at each Census (latest available is 2011) for occupations within industry. Unfortunately the general occupation of 'project manager' is not currently listed within the various occupation categories. Rather, generic management roles across differing industries incorporate this function. There are exceptions, however, with current shortages projected for 'Construction Project Manager' as an example. The closest approximations are: Program or Project Administrator Project Coordinator which for our purposes group project and program together. DEEWR's "Australian Jobs" 2013 provides some more detailed information on the category for " Contract, Program and Project Administrators" which is a high level aggregation for the project management function. The data and projections for this category show strong demand. Job Prospects High Employed at Nov ,000 Change last 5 years % Gender Females 58% Median Age 40 Future predictions 4 star - very strong growth Source: Marketplace Demand Based on a search on seek.com.au, 'Australia's #1 jobs site', in September 2013, vacancies were identified for these searches. Project Manager 3,250 Program Manager 317 Portfolio Manager 85 Project Director 123 Project/Program Manager 11 Portfolio Director 10 Project Management Office 52 IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 15 of 31

16 Whilst the terms project manager and project director are reasonably clear, the terms program and portfolio are not always used in industry to mean project related. So these figures are not that helpful. This indicates that, by a factor of almost 10 to 1, project directors / program managers / portfolio managers are in less demand than project managers. This could be because of the generic nature of the title and/or the smaller occupational demand as indicated in the pyramid model below. Indicative relative demand within industry Whilst this data is fluid, and principally anecdotal, it shows weak demand for employment in the classifications covering 'project director, program, portfolio manager". A geographic analysis of the relevant post diploma vacancies reveals this distribution: Program Manager Portfolio Manager Project Director Total NSW WA QLD VIC SA ACT NT TAS Total Seek principally advertises vacancies in the remuneration range up to $200k/year. Based on this data, Victoria and New South Wales represent over 60% of the occupational groups in the post diploma area. IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 16 of 31

17 The analysis has implications for the current review in helping to focus stakeholder consultation within key industries and geographic locations. IBSA ESCAN 2013 The Environment Scan undertaken annually by IBSA identified very strong growth in the ASCO classification for "Contract, Program and Project Administrators" in 2011, 2012and again in This places the need for review in the context high employment growth and associated training demand. Of interest, over 50% of this occupational group were female in 2012, and the median age was in the low 40's. Further information: Post Diploma Project 'Occupations' There are a number of job roles within the post diploma project management field that provide an insight into likely functions performed. The more general job titles include: Project Director Project Executive Senior Project Manager Project Lead Project Architect Program Manager Program Director Portfolio Manager Project Management Office Director Lead Program Manager Further industry input will be required as to whether the existing qualifications and standards service these group adequately. 4.4 Provision of Training The provision of training for post diploma project management within Australia is diverse, with both 'Nationally Recognised' and private streams. 'Nationally Recognised' Stream Public provision is through the network of Registered Training Organisations (RTO's) who have been endorsed by relevant agencies to offer the Advanced Diploma (BSB07 Training Package Qualifications). RTO's may be either a public organisation (eg a TAFE College) or a private provider (Business, Association or Institute etc). IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 17 of 31

18 An analysis of RTO's with endorsement to offer the BSB07 qualifications on training.gov.au indicated the following: National Qualification Codes BSB Certificate IV in Project Management BSB Diploma of Project Management BSB Advanced Diploma of Project Management Qualification Aust. RTO's with Scope Endorsement Certificate IV 236 Diploma 263 Advanced Diploma 75 Source: January 2012 There were 263 organisations approved to deliver the Diploma program and 236 for the Certificate IV. This does not necessarily mean each RTO delivers the qualification in any particular year. The site presented inconsistent data for state by state analysis, so was not presented here, however individual registration authorities may provide more accurate information if required. The post diploma Advanced Diploma providers are relatively low in number and may indicate less industry / student interest in this qualification. Alternatively, the qualification may not currently reflect industry needs, and may need revision accordingly. Of interest, the Federal Government's training information site (training.gov.au) also lists these post diploma national, context specific, project management qualifications: 52437WA Vocational Graduate Diploma of Project Management in Industrial Automation 80956ACT Advanced Diploma of Hyperbaric Operations (Dive Project Management) ICA60411 Advanced Diploma of Information Technology Project Management Private Stream There is no readily accessible database of private project management training providers, however the major associations / institutes 'endorse' training providers and courses as part of their commitment to certification and continuous professional development. The AIPM endorse over 60 providers (Private and Government funded) across Australia to provide project management training through a variety of delivery modes. Post diploma level courses listed include: Advanced Diploma of Project Management Graduate Certificate in Project Management Graduate Diploma in Project Management Leading Project Managers Master of Business Administration (Project and Program Management) Master of Project Management IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 18 of 31

19 Master of Science (Project Management) Master's Certificate in Project Management Portfolio Management PRINCE2 Practitioner Source: January 2012 The PMI lists 50 providers in Australia who are 'Registered Education Providers', with many providers being jointly registered with the AIPM and the PMI. Of interest, both organisations focus on the training / educational quality of the provider and don't necessarily require rigid alignment with specific standards or methodology. 4.5 Existing VET Training Participation Information on participation in private (non government funded) project management training is not readily available in the public domain. Accordingly, industry stakeholders are most welcome to provide participation information to assist the review. The National Centre for Vocational Education Research (NCVER) collates statistics on enrolments and qualifications for publicly funded programs in public institutions. The trend data for the three current project management qualifications follow, however NCVER warn that data collection processes can result in 'over-reporting of enrolments and under-reporting of completions' in some cases. Enrolment Data Total BSB60904 / BSB60707 Advanced Diploma of Project Management The enrolment data shows steady growth from 2007, with a marked increase in 2010 (averaging over 50%). However, these figures are around 10% of the enrolments at the Certificate IV and Diploma levels. Completions (Qualifications Issued) Data BSB60904 / BSB60707 Advanced Diploma of Project Management Total The completion data suggests completions runs at approximately 30-50% of enrolments. Notwithstanding data inconsistencies, this may indicate either low interest in the actual qualification, or more likely an interest in using the qualifications to 'grab' particular skill sets in different areas. Unfortunately, unit level enrolment data is not available, but this is an issue to be discussed further with stakeholders. IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 19 of 31

20 5 Snapshot Existing Qualifications and Standards 5.1 Post Diploma Project Management Qualifications and Certification VET Qualifications can be downloaded from: VET The existing VET advanced diploma of project management qualification at AQF6 is the subject of this review. BSB60707 Advanced Diploma of Project Management The defining characteristics of this qualification appear in the table below. ADVANCED DIPLOMA (Project / Program Direction) Descriptor Entry / Pathways Packaging This qualification reflects the role of individuals who analyse, design and execute judgements using wide-ranging technical, creative, conceptual or managerial competencies. Their knowledge base may be specialised or broad. These individuals are often accountable for group outcomes. No entry requirements. Entry pathways: Path ways through the Diploma OR extensive project leadership. Exit pathways: Higher education Total units = 9 All core. Direct...of project/s program BSBPMG601A integration of projects BSBPMG602A scope BSBPMG603A time management BSBPMG604A cost management BSBPMG605A quality management BSBPMG606A human resources management BSBPMG607A communications management BSBPMG608A risk management BSBPMG609A procurement and contracting Industry standards There is a range of industry based standards, guidance and certification at the post diploma level. Those focused on program management, project director and/or portfolio management are listed in the table following. IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 20 of 31

21 Source* Focus Title AIPM Director AIPM Professional Competency Standards Certified Practising Project Director AIPM Portfolio AIPM Professional Competency Standards Certified Practising Portfolio Executive PMI Program The Standard for Program Management (3 rd Edition) PMI Portfolio The Standard for Portfolio Management (3 rd Edition) GAPPS Program GAPPS Program Managers Standards ISO Manager+ ISO 21500:2012 Guidance on project management ICCPM Complex+ Complex Project Manager Competency Standards IPMA Manager+ IPMA Competence Baseline V3.0 * AIPM Australian Institute of Project Management * PMI Project Management Institute * GAPPS Global Alliance for Project Performance Standards * ISO International Organisation for Standardisation * ICCPM International Centre for Complex Project Management * IPMA International Project Management Association The variation, and in some cases competing claims for a clear articulation of competency at levels above project manager, is extensive. The relationship between the various standards frameworks and the VET level post diploma qualifications will be the subject of consultation and discussion throughout the current project. Snapshot Analysis The existing VET qualifications are based on a three level hierarchy within the project management profession, namely: Project Practice : Project Manager : Project Director From a brief review of the current industry standards available, it would appear the following levels are acknowledged in industry, and may align with the AQF as follows: Industry Level Common Descriptor Nominal AQF 7 Complex Project Manager 8 6 Portfolio Manager / Executive 8 5 Program Manager 6 4 Project Director 6 3 Senior project manager 6 2 Project Manager 5 1 Project Practitioner / Associate / Team 4 IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 21 of 31

22 Member This presents a number of options in term of the VET sector response including: Should an advanced diploma focus across the role of senior project manager, project director and/or program manager? Are these roles the same with different titles, or is the work performance substantially different? Should the VET sector look at qualifications at AQF 8 (Graduate Diploma) in addressing the portfolio and/or complex project domains? Whether this model is relevant, and if it aligns with other industry perspectives will need to be determined during stakeholder discussions. The existing qualifications do not support the development of skill sets that may address specific skills, perhaps not requiring a full qualification but all the same being recognised within the national system. 5.2 Post Diploma Competency Units Competency units can be downloaded from: Summary There is a total of 9 project management competency units specifically packaged into the current advanced diploma. BSBPMG601A BSBPMG602A BSBPMG603A BSBPMG604A BSBPMG605A BSBPMG606A BSBPMG607A BSBPMG608A BSBPMG609A Direct the integration of projects Direct the scope of a project program Direct time management of a project program Direct cost management of a project program Direct quality management of a project program Direct human resources management of a project program Direct communications management of a project program Direct risk management of a project program Direct procurement and contracting for a project program Snapshot Analysis The structure of the units follow the PMI's PMBOK structure for project 'Knowledge' areas, or 'Functional Areas'. The concept of a project life cycle is embedded within the elements and performance criteria without being specific, and may be a challenge for the review to consider. As identified in the IBSA 2009 Mapping with the AIPM standards, there is strong commonality, and the role of project manager is moved from manage to direct in the current standard. IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 22 of 31

23 In many of the other standards identified above, the post diploma levels often divert from this approach. For example the PMI and GAPPS deal with strategy alignment, benefits analysis, phase gate etc. Current trends covering project governance, gateway management, stakeholder engagement, benefits realisation and project information systems are largely omitted in the current VET standards at this level and may need further consideration. There will need to be confirmation from industry that the implied industry occupational structures match the director role embed in the current materials. Although not demonstrated here, the terminology used in the performance criteria is often complex and the intent not always clear. Further discussion on individual units, elements and performance criteria can be undertaken as part of the consultation processes, and IBSA welcomes detailed advice on providing improved structure and clarity. 6 LOG OF REVIEW ISSUES This is a draft list of issues that have been identified in part through looking at the implications of the foregoing data and commentary, with some additional ideas based on the consultant's work to date with the current materials. These review issues will be subject to stakeholder discussion, comment and advice during industry consultation, and other ideas / issues will be welcome. 6.1 Occupational Structure What is the structure in industry of project functions and roles above the level of project manager? Are there specialist program / director / portfolio roles found within industry that can be considered as part of the review, and what is the best way to accommodate specific needs of these groups? 6.2 Skill Sets A Skill Set is a formally recognised unit / group of units of competency that delivers competency in 'small chunks of skills'. They may lead to a qualification, but are most useful where training time is limited and/or the full breadth of a qualification is not required Is there scope for Skill Sets within the post diploma project management field, and what areas should they cover? How would they be aligned with more IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 23 of 31

24 general qualifications? Further information: Recognition & Articulation What is the best way to attain recognition between the National qualifications / competency units and the various systems supported by the professional associations / institutes? Should there be formal or informal alignment? Should there be mutual recognition, with credit for attainment granted? Is it possible to obtain meaningful recognition arrangements with more than one professional body? Should there be formal articulation arrangements between the VET qualifications / competency units and project management courses in the higher education sector? What is the preferred model to achieve this? At the present time access to the Advanced Diploma qualifications is unrestricted, meaning that no pre-requisites exist. There is an implicit pathway between Certificate IV, Diploma and the Advanced Diploma but it is unclear whether this is followed in practice. Should defined development pathways be introduced, or are the current arrangements suitable? The existing competency model implemented through the NSSC requires that qualifications only be award after candidates are assessed as competent in the work environment. In effect this means one must be performing the work, before or during training for a qualification to be issued. Is there a need, perhaps through Skills Sets, to enable recognition of progressive attainment of skills and knowledge before full competency at the qualification level is required to be demonstrated? 6.4 Credential Demand There is relatively low demand from both RTO's, industry and students for the current Advanced Diploma. What is the reason for this? How can the review provide for greater demand and interest at the post diploma level? 6.5 Structure of Units The current standards follow the PMBOK knowledge / function areas at the unit level. In so doing does this capture the full extent of skill requirements often associated with program / director and portfolio functions? Is there a better way to structure the units? IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 24 of 31

25 6.5.2 The existing units, especially performance criteria, suffer from complex language (not plain English, a requirement of recent NSSC reforms) and in some cases incorrect or doubtful correlation of concepts. Should performance criteria be re written in a clearer form? There are a number of areas that seem to be trending toward prominence at the post diploma level e.g. governance, stakeholder engagement, project information management, gateway management, benefits realisation, strategy alignment etc. Should these areas be given more prominence? Are there others that need to be considered? Do the existing units adequately differentiate between the levels of "Manage" (Diploma) and currently "Direct" (Advanced Diploma). It can be argued that the actual content is similar (except for the Integration Unit), and very little effort is made to differentiate. Is the distinction artificial? How can these differences be better expressed? Can the current structure of the units be used to support alternative methods in the marketplace e.g. PRINCE2 Practitioner or Agile Scrum Master? In what way could the linkages be improved? IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 25 of 31

26 7 CONSULTATION AND FEEDBACK This discussion paper has been distributed to provide information and simulate ideas for discussion that will assist the review of post diploma project management training within the existing Business Service (BSB07) Training Package. Formal consultation will be undertaken with key industry representatives during the project, and information on consultation dates and locations will be available on the IBSA Web site. However, advice or input is welcome at any time from stakeholders by either: contacting IBSA or the project consultant directly commenting via the IBSA Feedback Hub making comments using the Feedback Form supplied with this Discussion Paper, responding to the above questions and returning these comments to Steven Deer or Dennis Trevarthen. Comments provided will be dealt with in accordance with the IBSA Privacy Policy. For more information on how to become involved, contact Steven Deer. Thank you for taking the time to read this Discussion Paper, and we look forward to your further participation in the review. Contact Details IBSA Innovation & Business Skills Australia Level 11, 176 Wellington Parade East Melbourne, VIC, 3002 Phone: (+61) Fax: (+61) Project Manager: Steven Deer Project Officer: Jane Brennan Project Consultant Dennis Trevarthen Principal Consultant Ability Associates Australia Pty Ltd PO Box 159 ELWOOD VIC 3184 Phone: Mobile: Online Project Information Online Feedback Forum Project Feedback Template IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 26 of 31

27 Attachments A Members of IBSA's National Project Review Group Name Organisation State Anna Henderson Business Skills Victoria VIC Lee Carter Higher Education and Skills Group Department of Education and Early Childhood Development Leh Simonelli AIPM NSW David Hudson AIPM NSW Julia Checchia Hitachi Data Systems NSW Penny Dent Western Water VIC Fenella Gesch South QLD TAFE QLD Michael Young Transformed NSW Alicia Aitken GAPPS NSW Sandra Robinson Skills Strategies International WA Maire Sheehan Industry Skills Unit, Ultimo NSW VIC IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 27 of 31

28 B Project Timeline Graphic IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 28 of 31

29 C Attachment F from the 2009 Mapping Report IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 29 of 31

30 IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 30 of 31

31 D WEB URL of interest Australian Institute of Project Management (AIPM) Global Alliance for Project Performance Standards (GAPPS) IBSA ESCAN 2013 IBSA: Business Services Training Package (BSB07) IBSA: Innovation & Business Skills Australia International Project Management Association (IPMA) National Centre for Vocational Education Research (NCVER) National Skills Standards Council (NSSC) National VET Training Package Database PRINCE2 Project Management Institute (PMI) Australia International Organisation for Standardisation (ISO) International Centre for Complex Project Management (ICCPM) ervices%20industry%20sector%20environment%20scan% pdf m?refid=ref IBSA Post Diploma Project Management Review 2013, Discussion Paper, Version 1.0 Page 31 of 31