GAPPS

GAPPS
Name	GAPPS
Founded	2001
Focus	Project and program management standards
Headquarters	Sydney
Key people	Lindsay Scott, Paul Dinsmore
Website	https://www.globalpmstandards.org

GAPPS. The Global Alliance for Project Performance Standards (GAPPS) is an international, not-for-profit organization dedicated to the development and promotion of globally applicable performance-based standards for project, program, and portfolio management. Established in the early 2000s, it brings together a consortium of leading professional bodies, academic institutions, and industry experts to address the need for consistent competency frameworks across borders and industries. Its work is recognized and utilized by major certification bodies and corporations worldwide, influencing the practice of project management in diverse sectors from construction to information technology.

Overview

GAPPS operates as a collaborative alliance rather than a traditional standards-setting body like the International Organization for Standardization. Its primary mission is to facilitate the mutual recognition of project management standards and credentials, thereby enhancing the mobility and recognition of professionals globally. The alliance focuses on performance-based competencies, assessing what a project manager must be able to do, rather than solely what they must know. This approach has been influential in shaping the frameworks of prominent organizations such as the Project Management Institute and the International Project Management Association. Key deliverables from GAPPS include the CIFTER model for context and a suite of competency standards for various role levels.

History

GAPPS was formally launched in 2001 following a series of discussions among global project management leaders who identified a lack of consistency in competency standards. Foundational work was supported by the University of Technology Sydney and involved early contributors like Lindsay Scott and Paul Dinsmore. A significant early milestone was the 2007 publication of the "Framework for Performance Based Competency Standards for Project Management," which provided a common reference model. The organization has since evolved, with its governance model being formalized and its membership expanding to include entities from Australia, the United States, Japan, South Africa, and the European Union. Its research and development efforts have been presented at major forums like the IPMA World Congress.

Standards and Guidelines

The core intellectual property of GAPPS is a set of performance-based competency standards. These include standards for the Project Manager, Program Manager, and Project Sponsor roles, each defined by units of competency and performance criteria. A flagship tool is the CIFTER (Complexity and Framework for Translating Environmental Risk) model, which helps in assessing project context and tailoring management approaches. These standards are designed to be neutral, not favoring any single existing body of knowledge like the PMBOK Guide or PRINCE2, but providing a basis for mapping and equivalency. They have been adopted or referenced by certification bodies in countries including China, India, and Brazil to localize their credentialing systems.

Applications and Use Cases

GAPPS standards are applied in multiple domains. Corporations such as IBM and Shell plc have used the frameworks for internal competency development and career pathing. Academic institutions, including the University of Cape Town and SKEMA Business School, integrate the models into their MBA and specialized master's curricula. Furthermore, government agencies in Canada and the United Kingdom have referenced GAPPS work in developing national competency standards for public sector projects. The standards also provide a benchmark for assessing and recognizing prior learning, a practice employed by organizations like the Australian Institute of Project Management.

Member Organizations and Governance

GAPPS is governed by a council comprising representatives from its member organizations. Key member bodies have included the American Society for the Advancement of Project Management, the Project Management Association of Japan, and the South African Project Management Institute. Strategic direction is provided by an executive director and advisory board featuring noted figures from the global project management community. The alliance maintains formal partnerships with entities like the International Project Management Association to promote research and cross-recognition. Membership is structured to ensure representation from different geographic regions, including Asia, Africa, and North America.

Criticisms and Challenges

Despite its influence, GAPPS has faced criticisms. Some practitioners argue that its performance-based models can be complex to implement and assess compared to knowledge-based exams like those from the Project Management Institute. The voluntary nature of adoption means penetration can be uneven, with stronger uptake in Australia and South Africa than in regions dominated by established methodologies like PRINCE2. Challenges include securing sustainable funding as a non-profit and maintaining relevance amidst rapidly evolving practices in agile project management and digital transformation. Critics also note that the proliferation of standards bodies, including ISO with its ISO 21500 standard, can create confusion in the marketplace.

Category:Project management organizations Category:International professional associations Category:Standards organizations