Constant change is all around us. In business, change should be delivered by somebody who is in charge of the process, -this is effectively what project management (PM) is all about. A project can be defined as ‘a management environment that is created for the purpose of delivering one or more business product(s) according to a specified business case’. Any project must be capable of analysis and costing, and the business case is essentially a balancing of benefits against costs.

Modern PM started in civil engineering; proper management was essential because the costs of not having it were too high. At first, other industries did not recognise the relevance of civil engineering PM. So there were a number of vastly expensive disasters because:

• people did not know what they were trying to achieve
• business benefits from the change were not understood
• customers kept changing their minds
• change was not adequately controlled
• late technological changes were incorporated into the project at disproportionate cost.

The project manager is the person on the ground delivering the customer’s wishes and dealing with suppliers, although the contractual relationship is usually between customer and supplier. Top management must understand the implications of the project for the way business is conducted.

The result of the project process is measured before it starts, and encompasses the precise amount of change that was envisaged. There are three factors in every project:

1. time
2. cost
3. performance.

These are interdependent, so any changes to one will impact on one or both of the others.
The significance of Projects in Controlled Environments (PRINCE), now in version 2 (PRINCE2 – see below), lies in the phrase ‘Controlled Environments’, which means:

• tight, agreed specifications
• quality control of the product and the process
• reliability
• full participation of the customer throughout
• involvement of suppliers so requirements are understood
• no surprises on delivery.

Project management skills gained in the Services

Many Service people will have delivered projects of varying complexity, whatever their rank or specialisation, although it is essential to distinguish between planning and carrying out relatively simple routine activities, and specific projects like the refit of a warship or the design of a cockpit. However, experience gained by, say, moving a unit to a new base or running an NCOs’ course would certainly be relevant.

PM knowledge and experience are crucial skills in many civilian jobs. Those intending to leave the Forces in the near future should consider enhancing their project-related skills, particularly leadership, team building and risk management. For those still building a career, PM is an increasingly useful discipline – good project managers are in great demand, both within the Services and outside. It is also an industry that is expanding into new areas every year, with control of the three factors mentioned above increasingly being seen as both relevant and important.

Qualifications and training

PM is a field in which there are specific qualifications and also general ones that include an element of PM within them. Many degrees, for example, have modules on PM and even more test students by requiring them to carry out a project as part of the qualification.

PRINCE2

There are several methodologies used for projects, and some important ones include Atern, Managing Successful Programmes and Management of Risk. Probably the most common generic methodology is PRINCE2. It is not cheap, though, and people may have to meet some of the costs themselves. However, the Practitioner certificate is mandatory for civilian project managers employed in the MoD.

PRINCE2 is a processed-based approach, with each element defined with its key inputs and outputs, together with the specific objectives to be achieved and the activities to be carried out. The project is split into manageable stages, enabling efficient control of resources and regular monitoring of progress. The process is product-based; plans focus on delivering results and are not simply a set of timelines by which various actions must have occurred.

The project is driven by the business case, describing the organisation’s justification, commitment and rationale for the deliverable (or outcome). This case is reviewed regularly to ensure that the business objectives (which may change) are being met. PRINCE2 enables projects to have an organised and controlled start, middle and end, with a series of processes that cover all necessary activities. The project manager organises and controls the project team, which actually does the work. The customer (or executive) pays for the project, the user will use its outcome, while suppliers (or specialists) have the expertise to carry it out. All will be represented on the project board to ensure that the right outcome is delivered within budget, on time and to the appropriate quality. Project assurance provides an independent view of how the project is progressing.

There are two qualification levels: Foundation and Practitioner (see box below). The Foundation exam must be taken before the Practitioner exam.

You can sit both exams in the same week or even day, or you can split them and sit them months (or even years) apart. You do not have to take a course to sit the examinations – it is down to your personal preference.

Foundation level provides enough knowledge for people who are then able to act as an informed member of a project management team – it indicates understanding of the principles and terminology. Practitioner is appropriate for those who need the competence to run and manage specific projects. APMG-UK administers the exams, and also accredits training providers to teach PRINCE2 and conduct the exams. (APMG-UK also offers a number of other qualifications relevant to this sector.)

PRINCE2 Registered Practitioners must take a re-registration exam every three to five years, to maintain their certification. This is a similar exam to the original Practitioner paper, except it is only one hour with three scenario-based questions.

Another source of advice is the Association for Project Management (APM). It publishes a Body of Knowledge that provides baseline information on the competences required by a project manager. There are also training courses and education programmes for those who want to advance their knowledge in this field. It has aligned its qualifications with the standards set by the International Project Management Association (IPMA):

• APM Introductory Certificate – for anyone looking to understand the principles of PM
• APMP (IPMA level D) – aimed at project managers and aspiring project managers who wish to demonstrate their knowledge of project management at a foundation level
• Practitioner Qualification (IPMA level C) – for people with three to five years’ experience in managing non-complex projects
• CPM: Certificated Project Manager (IPMA level B) – for project managers with extensive experience in managing complex, multi-disciplinary projects
• APM Project Risk Management Certificates – APM offers levels 1 and 2 certificates for project and programme managers involved in project risk assessment in any way.

Short courses in PM are run regularly throughout the UK, and the APM can provide a list of approved training providers (see ‘Key contacts’). Many British universities and institutes offer a range of PM courses and programmes. Some are specialist while others are aimed at the general project manager. The Best Practice User Group supports the Office of Government Commerce’s best practice products, including PM qualifications.

Employment in PM

An obvious area of work for Service leavers is the defence industrial sector, with many projects to choose from. There are the benefits of immediate skills transferability, possibly working on familiar equipment but from a different perspective. Looking beyond the defence sector, project management skills are of great value and in high demand in every conceivable occupation. Continuing professional development (CPD) is required to keep abreast of changes in the PM world.

The more junior ranks will tend to be employed on the basis of their technical skills and expertise, while Service managers will be attractive to employers if they have management, and specifically PM, skills. Some people will wish to find an employer, in which case the job-finding process will be much the same as for other forms of employment; for those seeking to work freelance, there are agencies, magazines and other intermediaries that can help.