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There have been big changes at the APM's People SIG in 2011; with Jane Roydens appointment as the new Chair and the new activities, we caught up with Mark Oliver from the People SIG committee to see what's going on and what the future holds. 

'Mark Oliver' is a practising programme director in the Aerospace industry.  He is also on the committee of APM's People SIG, working on its future direction and how it engages with the project management community.  The People SIG has gone through some interesting changes this year and so Steve Lloyd, People Matter Editor, asked Mark 'what's going on?'  It could be that readers of People Matter will be interested in getting involved...

Steve: Mark, what is the People SIG, and what does it do?

Mark: The Association for Project Management operates a number of Specific Interest Groups to encourage learning, discussion and good practice exchange.  We are the people one. 

We run workshops to help thinking and knowledge in key people-related issues, and we develop new stuff, what we call 'assets' that people can use to develop their knowledge and skills in people-related areas.  These then can lead to published guides and articles, presentations and providing speakers for events.  In general we are engaging the wider project, programme and portfolio community in contributing to the people aspects of project success.

Steve: Is this a big community or a small band of zealots?

Mark: Well it's growing, which is great.  We have 1500 registered members and an active committee of 11 people from a cross section of the project management community. Our regular events often attract around 50 people.

Steve: What's your role in the SIG Mark? And how long have you been involved?

Mark: I've been on the SIG committee for a couple of years now. I got involved because I have had frequent personal experience of where the significance of the people aspects was either not realised within organisations or individuals did not have the necessary skills and experience to manage these critical aspects of project delivery. 

My current areas of focus on the committee are the medium to long term planning of the SIG direction and also the engagement of our membership. The engagement role is key to ensure we understand the needs of our individual, corporate and academic members and then deliver a programme of activity to deliver on these needs throughout the community.

Steve: There has been a lot of change at the SIG this year...what have you been up to?

Mark: The SIG is in a good place. We have a new energy and a great pool of regular supporters. In 2011 we re-wrote eight sections of the BoK, published the "The Lens Collective: A Guide to Seeing Different Perspectives in Project Management," and conducted a survey to assess the significance of the people issues in projects.  We are now running successful workshops covering Leadership, Coaching, Communication and Culture, and you might find us doing presentations at APM regional branch events.

Steve: ...and what's new and what's in store for 2012?

Mark: For 2012 we aim to do more of the same as the drum beat of activity has been well received. The change for 2012 is the adoption of an overarching theme for the year. Our theme of "Building Resilience" enables us to position a series of half day workshops to explore and develop the personal attributes of today's Project Managers and ensure that they are equipped with the personal skills to face the challenges of real world project delivery.

Steve: There is growing debate on the importance of PEOPLE and LEADERSHIP in project management now. At People Deliver Projects we are totally biased about it, so as a practising programme director, could you give us a more objective view about how you see the 'people theme' going forward in UK project management?

Mark: Any research into project failure or fireside chat with an experienced project manager will immediately confirm the importance of the people factors in successful projects. Historically the balance of development focus and resource has been biased towards the technical aspects of process and tools and although these are both essential they need to be balanced with the people skills to make things happen.

In my view, to make significant progress towards achieving the APM's vision of a world where 'All Projects Succeed', the project management profession needs to develop its knowledge, skills and competences in people areas. Project managers need to be able to understand the context and culture in which they work and be able to adopt appropriate behavioural and leadership styles.  Surely a project manager will only be successful by communicating effectively, engaging the client, stakeholders and team, and only then will be able to provide clear vision, leadership and inspiration...

...And the increasingly complex world in which we deliver our projects demands a broader level of understanding and people competence

Steve: Finally then, as a representative of the People SIG committee and with the new 'energy' that you describe, what would you say to our PEOPLE MATTER readers about the SIG and getting involved?

Mark: The fact that your readership is reading this article means they probably "get it" already. So the people theme is not 'news'. What the APM People SIG is about though, is widening the population out there who recognise the importance of the people aspects and then developing the level of knowledge through discussion with other enthusiasts in the field. 

It's worth saying that SIG membership is free to APM members and many events are also free of charge. Being involved is rewarding and the SIG is always looking for new people willing to bring their expertise and experience along. Get in touch!    

If you would like more information about the APM People SIG please go to www.apm.org.uk/content/contact-people-sig

Closing comment, from Andy Taylor, Managing Director of People Deliver Projects.

Mark and I share a common background in project delivery in British Aerospace (though we didn't know each other then).  It makes me smile that we learned our trade in an organisation highly respected for its project culture, and yet (at least way back then) rather uninterested in how people make projects succeed (or not).  I have dipped in and out of the People SIG for a few years, and always felt frustrated by a feeling of unfulfilled potential with it.  It's great to hear that it is blossoming, and especially good to have 'real' project deliverers, like Mark, more involved.  It's on my job list for 2012 to get back involved myself, and I hope I'll see some of you there.