Association for Project Management Annual General Meeting 2020 16 - - PowerPoint PPT Presentation

Association for Project Management Annual General Meeting 2020

16 November 2020

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Agenda

• (Vice) President‘s Address
• Approval of 2019 AGM Minutes
• Annual Report and Accounts for Year Ended 31

March 2020

• Election Results
• Members’ Questions

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Agenda Item 1 (Vice) President’s Address

Paul Chapman

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Agenda Item 2 Approval of 2019 Minutes

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Agenda Item 3 Annual Report and Accounts to 31 March 2020

Debbie Lewis, Chair Debbie Dore, CEO Mark Hepworth, CFO

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Debbie Lewis, Chair

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APM Vision, Mission and Objectives

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2020 Coronavirus Pandemic

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• Close monitoring of situation by Executive team and Board
• Took all steps necessary to protect health and wellbeing of staff
• Took all necessary precautions to minimise impact on business activities
• Ensured members and stakeholders fully supported through this period
• Organisation continues to adapt and is emerging stronger
• Significant revenue impact but APM remains in a strong position to retune

to growth in 21/22

Governance Through This Crisis

• Increased frequency of Board meetings
• Detailed financial planning scenarios
• Mitigations put in place, acting promptly but flexibly
• Thinking both short and longer term on the actions taken
• Managing risk and reserves
• Providing focus
• Adopting new ways of working and leading

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Update on 3 Key Strategic Developments

• topics discussed at the last AGM
• Project Data Analytics (PDA)
• Climate Change
• APM Brand

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APM Role in Project Data Analytics (PDA)

Data Advisory Group

• Bringing together partner organisations including

professional bodies, government departments, funding providers and thought leaders in the field to explore how we can support the project profession on its data journey

• Aim to raise awareness of the use of data and analytics,

sharing knowledge and improve ‘data literacy’, sponsoring research and working with partners to set

• standards. APM is creating a content hub to build

knowledge and understanding signposting relevant activity and developments

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• Funded X3 research studies on: Can AI learn to be a

professional project manager? (University of Manchester), The use of Project data in complex projects (University of Southampton) and Leveraging the value of lessons learnt through the power of intelligent agents (University of Sheffield). All to be published spring 2021.

• PDA Pathfinder report – published

Oct 20

• Supporting PDA Task Force led by

Projecting Success

• Supporting PDA Research Network

led by Warwick Uni

• Supporting Project X theme on Data,

and hosting and supporting APM and external PDA webinars

Wider project data and analytics work

Climate Change Statement and Focus

• Raise awareness and encourage debate about the

consequences of climate change and how individuals and organisations can make a difference now and in the future

• Guide, advocate and promote the need for

investment in climate change adaption, mitigation and sustainable development

• Encourage, identify and celebrate good practice

within the project profession that responds to the climate change challenge

• Share and disseminate knowledge and research to

encourage the take up of project innovations which are responsive to climate change and sustainability challenges

• Promote education, training and professional

development opportunities to help members gain the knowledge and skills to respond effectively to climate change

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• Leading by example – committed to APM being carbon

neutral by 2050

• Joint statement signed with 27 other professional bodies

(including CIC, UK Building Council and the Edge)

• APM as case study in PARN 'Greening Professionalism'

paper

• Challenge paper released on climate change, clean

growth and sustainability as part of projecting the future

• Action plan for coordinated action by project

professionals across all sectors developed with five key

• bjectives
• Strong interest in sustainability being included in revised

competence framework

Statement and Focus Actions

APM Brand

• APM’s current brand identity was launched 15 years ago
• Decided in 2019 to review our brand to determine how it

should evolve to best reflect the organisation we’ve become

• Ensuring we stand out and remain relevant to our current

members, as well as appealing to new members and audiences

• To ensure the opportunities of chartered status were

being leveraged

• Engaged Frank Bright & Abel, a brand communications

consultancy, to conduct the review and develop a strategy to meet these demands

• Comprehensive internal and external research

programme – the largest qualitative research we’ve ever undertaken – spoke in person to around 100 members and non-members, and conducted surveys

• Looked across our communications and applications –

publications, website, events, brochures, etc Phase 1

• Brand story

– A clear story emerged that is framed by the wider world context, setting the bar high for the future, and provides a rich community for our members – We have a key role in the project management world

• Brand attributes, values and behaviours and tone of voice

principles – A clear direction that builds on our strengths and builds in a bolder voice and more truly progressive stance Phase 2

• Visual brand

– What’s served us well may need change, to reflect the

• rganisation we’ve become and where we’re going

– Consider a name change to incorporate charter but there are very limited options available so needs careful consideration and so no decision yet

Development Implementation

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Delivering Public Benefit and Looking Forward

• Continue to support the organisation through COVID
• Continue to develop the membership proposition
• Refresh the 5-year strategy for flexibility in uncertain times
• Develop the best Board to support but challenge the
• rganisation
• APM's 50th Anniversary in 2022

Keep our charitable objects as the compass : “advance the science, theory and practice of project and programme management for the public benefit”

Looking Forward

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Debbie Dore, CEO

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2019/20 Highly Successful Year for APM

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Revenue growth of 9.5% overall Qualifications revenue + 14%

• MAPM increase 4%
• FAPM increase 20%
• Student increase 45%

Membership revenue +4% Association Awards Golden Thread Best Companies Top 100

Membership Survey

35% 30% 25% 20% 15% 10% 5% 0% 0 = Extremely unlikely 1 2 3 4 5 6 7 8 9 10 = Extremely likely How likely would you be to recommend APM membership? NPS +45 Promoters 55% of surveyed members Detractors 10% of surveyed members Passives 34% of surveyed members

NPS has considerably improved, rising from +29 to +45

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2019/20 Highlights

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• 20,000+ people achieved an APM Qualification/Standard
• 1,000 ChPPs achieved December 2019
• APM Body of Knowledge 7th Edition launched
• Over 100 university, school and college events
• Extended our international reach e.g. United Nations Office of

Project Services

• Wellbeing, diversity and inclusion focus groups established
• Increased diversity of opportunity in volunteering leading to many new

volunteers engaging with APM

Portfolio Deliverables 2019-20

Chartered updates November 2019

• Pro-rata renewal dates
• Improved online directory for

Register of ChPPs Community Platform Early 2020 A secure community space for the profession Qualifications Platform From March 2020

• Improved and seamless

candidate experience

• Candidates can take the APM

PMQ online from June 2020 Paperless Direct Debit / Automated Renewals January / February 2020 Simpler customer journey when it comes to renewing Digital Development Project Rollout from 2020 Develops the ability to bring

• nline features to Members faster

Revised PMQ and PFQ aligned to the APM Body of knowledge 7th edition May 2020 Ensures our qualifications continue to equip learners with the most relevant knowledge PFQ Online - Open Exam May 2020 Allows candidates to sit the one- hour multiple choice exam at anytime from anywhere PPQ Revision August 2020 Shaped by input from the profession and corporate

• rganisations

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• Continued to engage across government with IPA, NAO, NIC and

various government departments

• Collaborated with other professional bodies and associations

where working together has greater impact

• Continued to develop the APM voice contributing to and

commenting on relevant reports and research outcomes

• Key research delivered 2019/20 includes Research Fund papers,

Research Summary Series and Salary Survey

• 'Responding to Complexity’ (with Brighton University), and

'Wellness’ (Manchester University ) research

• Partner in Government's Project X research partnership

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External Affairs & Research

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Golden Thread Research

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Projecting the Future – The Big Conversation

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www.apm.org.uk/projecting-the-future/

We Significantly Invested in Our Digital Services

• Online Qualifications
• Digital partner
• MS Teams and InEvent
• APM Learning

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Focus Now is on the Remainder of 2020

• Forward focus with clear plans and

deliverables

• Remains a highly uncertain period
• Recovery will be slow
• Sustaining energy and productivity

will become more challenging

• Find new ways to deliver what people

are missing

• Ensure we don’t lose a year of

creativity and future planning

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• Webinars
• Meet ups
• Blogs
• Articles
• Conference speakers
• +10,000 attendees at webinars during this

period

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Volunteers

2019/20 Financial Report

Mark Hepworth Chief Financial Officer

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Summary Income and Expenditure

£'000 2019/20 2018/19 Total Income 12,689 11,583 Total Expenditure (12,509) (11,167) Operating surplus 180 416 Net Gain/(Loss) on Investments (307) 151 Net Income/(Expenditure for the year) (127) 567 Funds brought forward 6,565 5,998 Funds carried forward 6,437 6,565

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Operating Income

£'000 2019/20 2018/19 Subscriptions 4,205 4,010 Examinations and other contractual income 7,148 6,258 Publications 554 502 Events 716 761 Investment Income 66 52 Total Income 12,689 11,583

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Total Expenditure

£'000 2019/20 2018/19 Subscriptions 5,075 4,116 Examinations and other fees 5,074 4,422 Publications 863 978 Research and development projects 549 457 Events 928 1,176 Investment management costs 20 19 Total Expenditure 12,509 11,168

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Individual Membership

31 March 31 March 2020 2019 Life Members 10 10 Honorary Fellows 103 97 Fellows 574 463 Members 14,874 13,763 Associates 7,846 8,808 Students 9,620 6,604 Total 33,027 29,745 Paying Members 23,294 23,033 Non-Paying Members 9,733 6,712 33,027 29,745

20,000 22,000 24,000 26,000 28,000 30,000 32,000 34,000

2016 2017 2018 2019 2020 Year ending 31 March

Individual membership 2016-2020

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Balance Sheet

£'000 March March March March 2020 2019 2020 2019 Fixed Assets Current Liabilities due within one year Intangible Fixed Assets 1,026 914 Trade creditors (597) (642) Tangible Fixed Assets 925 1,126 Other creditors & accruals (1,097) (1,108) Investment Portfolio 3,753 4,008 Subscriptions received in advance (1,936) (1,885) Taxes and social security (261) (257) 5,704 6,048 (3,891) (3,892) Current Assets Net Current Assets/(Liabilities) 1,196 1,073 Investments - Term Deposits 2,192 2,589 Total assets less current liabilities 6,900 7,121 Stocks 22 13 Debtors 1,973 1,717 Liabilities due in more than one year (463) (556) Cash at bank and in hand 900 646 5,087 4,965 Net Assets 6,437 6,565

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Coronavirus Pandemic – Financial Impact

• Membership base holding up
• Chartered applications remain strong
• Immediate and significant impact on qualification income

– Online qualifications’ platform accelerated by three months to April 2020

• Shift to digital content delivery and engagement

– Physical conferences replaced by virtual

• Investment portfolio recovered
• Costs reviewed

– Contracts re-negotiated, lower priority expenditure deferred

• Management of reserves through rigorous planning

– Ready to exploit opportunities as and when confidence returns

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Agenda Item 4 Election Results

Mike Robinson Company Secretary

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APM Board Election Results 2020

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• Reflecting APM's desire to reduce its carbon footprint, 2020 was our first ballot

conducted entirely online. This saved funds and a significant quantity of paper.

• The number and calibre of candidates was excellent once again.
• Turnout was a new record at 26.6% reflecting excellent levels of engagement. A third

more votes were cast than last year's during last year's previous record.

• The ballot delivers proxy votes to the AGM. We can confirm three new trustees, each

with three-year terms of office.

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APM Board Election Results 2020

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Agenda Item 5 Members’ Questions

Debbie Dore

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Final Thoughts and Closing Remarks

Paul Chapman Debbie Lewis

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…for attending