By John Cropper, LINGOs Director of Project Services
Seven thousand. I just received the latest statistics from APMG and over seven thousand people have sat the PMDPro exam. I get excited by every landmark with PMDPro but I was reflecting over the weekend on just how incredible this is and on what has happened with PMDPro since it was launched in 2010.
World Vision engaged at regional and country level, training hundreds of staff and they now have their own trainers in East and Southern Africa. Mercy Corps merged its program guidelines with PMDPro and has rolled this out globally. Staff in one Mercy Corps office even talks about “PMDPro fever.” Catholic Relief Services has trained hundreds of staff and partners across Africa and PMDPro now forms part of its CRS Fellows program. Rainforest Alliance has trained staff across its global operations and has started a project to standardise their project management approach. The Inter- American Development Bank trained its local partners in Latin America and as a result, local training organisations are now delivering PMDPro. Plan International has trained staff across Africa and two of their staff still hold the highest pass mark! Heifer is in the process of training staff and developing their own trainers. Save, AFSC, Oxfam, the Aga Khan Foundation, UNICEF and Islamic Relief have held courses and many more organisations have sent staff to ‘open’ courses. One organisation is even talking about how to take PMDPro to two thousand staff!
What is striking is the variety of approaches. Some want their own trainers. Others want to engage at a regional level. Some focus on the country. Some organisations are going for face to face training approaches. Others want the training to be virtual/blended. Some want to train their partner organisations. Others want to include their finance and support staff. Some organisations want to focus on PMDPro 1 – others are engaging with PMDPro 2 as well and some want to do a combination of all of these.
Amongst all this diversity, it is interesting to think about why this is happening. Clearly, there are many motivations and needs being addressed. However, there are some common themes. One major area is that organisations want to professionalise their ability to deliver projects and take advantage of the skills and techniques that the profession of project management can offer. Some want to develop a career stream for project managers. Some organisations want to develop a common language and even processes across their projects. One senior manager told me that for the first time, their finance and program staff were holding productive conversations! Some organisations are reaching out to develop their implementing partners’ capacity and also develop a shared vocabulary for project management. Other organisations are seeking to tackle identified project management issues such as under or overspends, audit weaknesses or donor perceptions.
Overall, I feel that this represents a fascinating picture of change. Project management capacity building is clearly being used to solve a wide range of organisational challenges and what is especially rewarding is that the message is being spread by participants themselves. There has been almost no publicity or marketing and yet … seven thousand people have engaged.
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