APM Annual Report and Accounts 2013/14

36 Pages·2014·1.29 MB·English

APM Annual Report
and Accounts 2013/14
APM Trustees’ Annual Report 2013/14
Legal and administrative information
The organisation is a charitable company Board of trustees Secretary
limited by guarantee, incorporated on 3 R Baker J Salisbury
July 1975 and registered as a charity on (elected 11 November 2013) (retired 20 September 2013)
23 January 1985. K Barton P Van Duzer
(elected 11 November 2013) (appointed 12 November 2013)
The company was established under
S Boyce (resigned 11 March 2014)
a memorandum of association which
(elected 11 November 2013) M Robinson
outlined the objects and powers of the
C Burt (appointed 11 March 2014)
charitable company which is governed
(elected 11 November 2013)
under its Articles of Association. Chief executive
P Chapman
A Bragg
Company number 1218334 (appointed 11 March 2014)
S Coleman Principal address
Charity number 290927
C Egbu Ibis House
A Godbold Regent Park
(retired 11 November 2013) Summerleys Road
J Gordon Princes Risborough
D Hart Buckinghamshire
(retired 11 November 2013) HP27 9LE
A Macklin
Auditor
M McKinlay
Kingston Smith LLP
M Nichols
Devonshire House
(retired 3 December 2013)
60 Goswell Road
N Redon
London
(appointed 14 January 2014)
EC1M 7AD
M Sasso
J Simcock Bankers
F Van Schelle Bank of Scotland
(retired 1 December 2013) 38 St Andrew Square
S Wake Edinburgh
(Chair) EH2 2YR
Solicitors
Blake Morgan
New Kings Court
Tollgate
Chandler’s Ford
Eastleigh
SO53 3LG
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APM Trustees’ Annual Report 2013/14
Introduction
The board of trustees of the APM has continued to proactively meet the new and emerging challenges
Association for Project Management infl uence and respond to its changing of the profession to ensure that project
(APM) presents its annual report and environment. The profession faces management enjoys the recognition it
audited accounts for the year ending the challenges of globalisation and richly deserves.
31 March 2014. These comply with technology, together with the ever-
the Companies Act 2006, APM’s ggrroowwiinngg eexxppeeccttaattiioonnss hheelldd bbyy aa ppuubblliicc
governing documents and the latest which increasingly recognises what
Charities Statement of Recommended pprroojjeecctt pprrooffeessssiioonnaallss ddoo aanndd wwhhaatt tthheeyy
Practice (SORP 2005) – Accounting ccaann aacchhiieevvee.. AAss aa rreessuulltt ooff tthhiiss ppoossiittiivvee
and Reporting by Charities published rreessppoonnssee ttoo cchhaannggee,, AAPPMM hhaass eennjjooyyeedd AAnnddrreeww BBrraagggg CChhiieeff EExxeeccuuttiivvee
in October 2005. another record year of growth.
The APM conference held in June By the end of March 2014 the
2013 carried the theme ‘Adapt!’. association had exceeded the 21,000
This theme refl ected the changing individual member mark and seen
expectations that are being placed on a over 14,000 people taking APM
project management profession that is qualifi cations annually. Candidates
required to deliver more, often for less, taking APMP, now titled the ‘Project
and in an ever changing, complex and Management’ qualifi cation, grew
global environment. by 26% from last year. We saw both
the annual APM conference and
Opening the conference, Professor
APM awards ceremony enjoy record
Richard Wiseman challenged the
numbers of delegates. Over and above
audience to think about the concept
these results, we have continued to
of ‘luck’. As a psychologist who
embrace change and adapt to the
specialises in the public understanding
needs of our members, the profession
of his subject, luck is something he has
and the wider public.
researched extensively.
The association has welcomed a
What he discovered is that the concept
new chairman, Steve Wake, to the
of luck is more complicated than simply
board of trustees. Steve brings
splitting the world into those who
many years of experience gained
appear to have it and those who don’t.
from his involvement with APM’s
As a result of his research, Professor specifi c interest group network. One
Wiseman found that those who of his early initiatives has been the
considered themselves unlucky have a introduction of ‘Listening, Learning
similar number of positive and negative and Leading’, a community wide
experiences as those who consider enabling behaviour which will help
themselves to be lucky. What makes APM respond further to the changing
the difference between the two groups expectations of its stakeholders.
is their ability and willingness to shape
As in previous years, APM’s
and adapt to the change that happens
achievements in 2013/14 were not
around them.
born out of luck, but resulted from
The theme of ‘Adapt!’ is as relevant to the close collaboration between
APM as it is to the profession as a whole. trustees, volunteers, professional staff,
specialist advisors and like-minded
supporters. Through this collaborative
commitment, APM will continue to
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AAPPMM TTrruusstteeeess’’ AAnnnnuuaall RReeppoorrtt 22001133//1144
Mike Nichols
With great sadness APM had to Mike was part of the steering group
say farewell to its former chairman, that advised on the development of the
Mike Nichols, who passed away in APM Body of Knowledge 6th edition,
December after a short illness. was a driving force behind the APM
Registered Project Professional standard
Mike enjoyed a long and varied
and was an enthusiastic supporter of the
career at the forefront of some of the
first Higher Apprenticeship in Project
most ground-breaking projects of
Management.
the late 20th century. As an adviser
on the London 2012 Olympic Games In November 2013, he was awarded
he was the catalyst behind APM’s both an honorary fellowship and the Sir
relationship with the Olympic Delivery Monty Finniston award, celebrating a
Authority which saw APM become its life of achievement.
learning legacy partner for project and
Mike’s passing was a sad loss to the
programme management.
profession as a whole and to APM in
Mike became an APM member in particular. He provided leadership,
1992 and joined the APM council encouragement, guidance, integrity
in 2004. He became chairman of its and calmness with a friendly grace.
newly constituted board of trustees His legacy is an association of huge
in 2006, managing the transition to its strength, fired by the ambition and
new governance arrangements. He led courage to realise his vision of a world
the creation of a clear and ambitious in which all projects succeed.
strategy to position APM as a key
influencer in the profession. He was
re-elected as chairman six consecutive
times by his fellow board members.
Under his leadership, the APM board
committed to achieving Chartered
status on behalf of the profession.
Mike played a leading part in the
subsequent campaign which has taken
APM to the cusp of achieving a Royal
Charter. In doing so, Mike galvanised
the profession behind a radical and
challenging vision of a world in which
all projects succeed.
Over the last six years he led APM
to achieve ever greater heights. The
association’s membership grew to
over 21,000, its qualifications now
attract 14,000 candidates a year and
its annual turnover has grown to over
£7.4 million. In 2012/13, Mike’s final
year as chairman, APM enjoyed a
record year of growth.
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APM Trustees’ Annual Report 2013/14
Structure, governance and management
Governance structure Appointment of trustees
APM is an educational charity APM has a board of 12 elected trustees
registered with the Charity Commission and up to three appointed trustees. The
in England and Wales. It is incorporated 12 elected trustees are nominated by full
as a company limited by guarantee members of APM who also then elect
under the Companies Act. As such, their preferred candidates to the board.
it has a constitution comprising Four vacancies are fi lled each year by
a memorandum and articles of rotation with the appointments being
association. The articles are adopted for three years. Up to three appointed
by the membership of APM and trustees may be selected by the board to
approved by the Charity Commission provide additional expertise as required.
which grants charitable status. In The chair is elected annually by the
accordance with the articles, the board board from amongst the trustees.
of APM also agrees regulations to cover
The members of the board act as
more detailed aspects of governance.
both charity trustees and company
The articles and the regulations are
directors. They cannot be remunerated
published on the APM website.
for the role but may receive
Full members of the association reimbursement for expenses. They
provide a guarantee that they will may be paid for any work undertaken
contribute £5 in the event of APM for APM outside of their position as
being dissolved. APM members a trustee, but within restrictions in
are bound by a code of accordance with the constitution and
professional conduct. APM Charity Commission requirements.
holds a formal meeting
for members in
Trustee induction and
November each
training
year.
New board members receive both
internal induction and external trustee
training. They are given access to an
electronic repository of governance
material and are provided with the
mentoring support of an established
board colleague. All new board
members receive a detailed briefi ng
from members of the executive
team and are encouraged to attend a
volunteers’ orientation day.
APM operates a formal code of conduct
for board members and has a policy
in relation to confl icts of interest. The
board is updated on governance related
matters as required and has established
a governance committee to review
documentation and procedures.
Additional training and briefi ng is
available for individual board members
on request. Regular briefi ngs are given
to the whole board on various aspects
of APM’s activities.
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APM Trustees’ Annual Report 2013/14
Trustee indemnity insurance Subsidiary company and Risk registers embody the required
APM purchases trustee indemnity related parties risk management processes and set
insurance which covers trustees The charity’s wholly owned subsidiary, out the topic, risk assessment, risk
against personal liability if legal claims Ibis Trading Limited, was established as owners, impacts, mitigations/actions
were to be made against them. a trading arm. It provides conference and net risk/risk acceptability. A set of
and event services for APM, and work instructions has been developed
facilitates the running of the APM to support staff in meeting the aims of
Board structure
branch in Hong Kong. Essentially, the policy and all staff received a risk
The board sets APM’s strategy
Ibis Trading undertakes commercial management briefing in 2013/14.
and monitors its implementation,
activities which are not classed as
assuring itself that performance is on Risk registers are maintained as live
charitable primary purpose trading,
track. For example, it approves and documents and are available to the
or that might expose the charity to
then monitors performance against trustees and management at all times.
unnecessary risk. The objects of the
the business plan and portfolio of The strategic risk register is subject
company include generating a profit
programmes and projects. The board to review at each board meeting and
which it can then donate to APM by
ensures that APM acts within its also at executive meetings. Other risk
way of gift aid. The presentation of the
charitable objects and the law. As registers are reviewed at team, project
subsidiary in the accounts is explained
trustees, the board is required to and programme meetings and are
in the notes to the accounts (1.1).
manage the assets of the charity on overseen for consistency by the risk
behalf of its members. The board The accounts detail any related party champion.The risk policy is reviewed
usually meets every other month. transactions between APM and its and approved by the board annually.
trustees. See note 22.
The APM board has established a Oversight of the risk management
number of committees which report policy is undertaken by the audit
to the board on a number of matters. Risk management committee and the APM board
These include strategic policy, APM has a policy for the management has satisfied itself that systems and
audit, nominations, remuneration, of risk. The aim is to operate a system procedures have been appropriately
professional standards and knowledge, to manage risk by minimising threats established to manage risks. A
governance and investment. Members and maximising opportunities. The thorough review of risk management
of the board also act as ‘champions’ for board acknowledges responsibility was carried out during the year. This
various areas such as engagement with for the management of risk within the included an internal audit programme
branches and specific interest groups, organisation. It is embedded within carried out by a highly qualified audit
academia and IT. operational management and APM’s firm. The resulting recommendations
project and programme management are being progressed and are being
Responsibility for operational
processes. tracked by the audit committee.
management and delivery of the agreed
strategies and business plan objectives APM appointed the company secretary
are delegated to the chief executive. The as risk champion to support the policy
executive team is part of a headquarters during 2013/14. The risk champion
staff numbering around 71, based at Ibis maintains the strategic risk register.
House in Princes Risborough. APM has developed a new process
for risk management which cascades
risk management and risk registers
to operational and programme
management across APM. Each
functional area manages its own risks,
which are reviewed at the appropriate
level and escalated as necessary. The risk
champion is responsible for raising the
risk management competency of
the association.
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APM Trustees’ Annual Report 2013/14
Objectives and activities
APM is dedicated to the development of professional project, programme and portfolio
management. It enjoys the benefits of a large and committed volunteer base, dedicated
professional staff and out-sourced specialist services.
In May 2010, the board began the It cannot deliver this vision alone, The vision was announced at the
process of formulating a vision for the therefore the APM mission is: APM awards in October 2011, and
association that built on its then existing subsequently discussed at both branch
To provide leadership to the
strategy which ran to March 2012. and specific interest groups (SIGs)
movement of committed organisations
forums as well as with government
The resulting vision and strategy and individuals who share our passion
departments, academic institutions and
(Strategy 2020) recognised the for improving project outcomes.
major corporate organisations.
growing public demand for a step
The association will lead activities that
change in the delivery of projects and During 2013/14 a programme of
deliver benefit:
programmes and the realisation that projects was initiated to build the
UK membership bodies must deliver For individuals; by developing capability to effectively deliver the
ever greater public benefit. The the leadership capability of all knowledge and standards required
board recognised that standards and those impacting on project success of the profession. In 2014/15 the
knowledge continue to lie at the heart through globally recognised association will build on this capability
of APM’s offering. professional qualifications and through a portfolio of programmes
certifications. and projects designed to ensure
The strategic horizon of 2020 was set
that the provision of knowledge and
to enable a more ambitious vision. It For organisations; by enhancing
standards meets the needs of the
sought to identify themes and guiding organisational capacity to
profession and wider stakeholders
principles, recognising the dynamic deliver successful change
now and in the future.
nature of the profession and of society through accredited standards of
as a whole. management practice.
The vision is ambitious, challenging For society; by investing in
and radical. Above all, it reflects what the creation and dissemination
society expects: a world in which all of valuable knowledge in the
Projects Succeed. management of projects and driving
its effective application.

A world in
£600k
which all
was invested in projects to
Projects
support the realisation of the
aspirations laid out in Strategy
Succeed 2020. This was the next phase
in realising APM’s ambitious
vision of ‘a world in which
All Projects Succeed’.
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APM Trustees’ Annual Report 2013/14
Public benefit
The association’s charitable objects are APM actively supports other bodies
’to advance the science, theory and working in the public interest such
practice of project and programme as the British Standards Institute and
management for the public benefit’. International Standards Organisation.
The association supports the
Project management is essential in
development and awareness of project
today’s competitive domestic and
management through its accreditation
international markets. Projects are
of university courses, and has set aside
expected to be quicker, better and
funds for future research into project
deliver greater value for money. The
management. APM also maintains
improvement of professional standards
a working relationship with other
is at the heart of APM through its ‘FIVE
professional bodies including the
Dimensions of Professionalism’ and the
Institution of Civil Engineers (ICE),
APM ‘Registered Project Professional’
the Royal Institution of Chartered
(RPP) designation. Project management
Surveyors (RICS), and the Chartered
professionalism is a key benefit to the
Institute of Building (CIOB). Specific
public and the UK, particularly during a
interest groups are set up by APM to
The APM website attracted period of austerity.
research and investigate particular
530,000
APM promotes professionalism by project management topics which
providing opportunities for continuing result in publications available to both
unique visitors in the year, professional development (CPD) through membership and the wider public.
accessing almost four publications, qualifications and events.
This statement takes account of Charity
million pages during the It has hosted in excess of 1,000 events
Commission guidance on public benefit.
over the last four years which are open to
year. In addition, APM’s
all and operate throughout the UK.
LinkedIn community has
34,500 members, its APM members are bound by its
code of professional conduct, which
Twitter account attracts
is supported by a complaints and
8,200 followers and
disciplinary procedure. This provides
its Facebook page has
protection to the users of project
2,290 likes.
management services.
Raising awareness of the effectiveness
of professional project management is
achieved through presentations at third
party conferences and events, the APM
project management awards, the APM
conference, regional conferences and
the provision of free-access advice and
guidance on the APM website.

candidates sat the association’s
professional qualifications, with
APMP leading the way, reflecting
the value that the profession places
in APM qualifications.
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APM continued to play a leading role in the International
Successes
Project Management Association (IPMA). In September
2013 it launched a collaboration with the Finnish project
2013/14
management association, PMAF, based around APM’s
‘FIVE Dimensions of Professionalism’.
Refreshed syllabuses were
introduced for the
Introductory Certifi cate
and APMP qualifi cations in
line with the APM Body of
Knowledge 6th edition.

APM’s fi rst online qualifi cation was launched in
the form of the APM Introductory Certifi cate
(now renamed the ‘Project Fundamentals’
qualifi cation). This is an important
step in making APM’s qualifi cations
o
more accessible both domestically r t
a
and globally. e
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candidates sat the association’s hig as and included presentations from leading
professional qualifi cations, with re psychologist Professor Richard Wiseman and
a
APMP leading the way, refl ecting ‘undercover economist’ Tim Harford. It had the
the value that the profession places
highest attendance of any APM conference to date.
in APM qualifi cations.
7 7
APM Trustees’ Annual Report 2013/14: Strategic Report
Successes 2013/14
APM enjoyed a record year of growth. The APM conference was well APM launched the new ‘enabling
By the year end, it had recorded its received. The event was themed change’ SIG, and published a
highest number of members to date, as ‘Adapt!’ and included presentations guide on the emerging trend of
well as achieving record revenues from from leading psychologist Professor gamification, created by members
qualifications. Selected highlights are Richard Wiseman and ‘undercover of APM’s Thames Valley branch.
as follows: economist’ Tim Harford. With 262 Successful collaboration with
delegates, it had the highest attendance other professional bodies included
Membership continued to grow,
of any APM conference to date. a second well-received joint
reaching 21,150 individual and 547
RICS-APM conference, this year
corporate members by the end of the The APM awards, hosted in
examining the differences between
financial year. This furthers APM’s November 2013, saw a fresh roster
‘management’ and ‘leadership’.
aim to improve professionalism of winners with the BBC, B&Q and
within project management and is DHL Supply Chain representing new The APM website attracted 530,000
another step towards the aspirations sectors and fresh names to be added unique visitors in the year, accessing
contained within Strategy 2020. to the list of past winners, as an almost four million pages during
increasing number of organisations the year. In addition, APM’s
A record 14,400 candidates sat
place value on APM endorsement. LinkedIn community has
the association’s professional
34,500 members and
qualifications, with APMP leading APM continued to play a leading
its Twitter account
the way, reflecting the value that role in the International Project
attracts 8,200
the profession places in APM Management Association (IPMA).
followers.
qualifications. In September 2013 it launched
a collaboration with the Finnish
Revenues grew by £300k from
project management association,
last year to £7.5m highlighting the “My aim
PMAF, based around APM’s ‘FIVE
growth across all areas of the charity.
Dimensions of Professionalism’.
has always
£600k was invested in projects
APM was the first professional body
to support the realisation of the
to be awarded the ‘Investing in been to ensure
aspirations laid out in Strategy 2020.
Volunteers’ accreditation,
This was the first phase in realising
a reflection of the invaluable that APM members
APM’s ambitious vision of a world in
contribution of time,
which All Projects Succeed.
expertise and are at the heart of the
APM’s first online qualification was commitment by
launched in the form of the APM APM’s loyal profession in general and
Introductory Certificate (since the volunteers.
year end renamed the ‘Project the association in particular.”
Fundamentals’ qualification). This is
an important step in making APM’s
Steve Wake – APM Chairman
qualifications more accessible both
domestically and globally.
Refreshed syllabuses were
developed for the Introductory
Certificate and APMP
qualifications in line with
the APM Body of
Knowledge 6th
edition.

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