Primary reasons for interest in a global approach to the project management body of knowledge, standards and qualifications have been:

• Demand by corporations for standards and qualifications that are applicable throughout global operations as a basis for project management methodologies and for selection, development and deployment of project management personnel
• Demand from practitioners for global recognition and transportability of professional and academic qualifications in project management
• Concern for international competitiveness by nations, corporations, and individuals
• Potential fragmentation of an emergent project management profession due to competition rather than cooperation in development and promotion of project management standards and qualification.

In developing a global framework of performance standards for project management personnel as a basis for mapping of existing standards and guidance for development of new standards that will facilitate transportability across national boundaries, the GAPPS group explicitly recognises that there are many different approaches to the management of projects to achieve satisfactory results and that there are many different ways for project managers to develop their competence.  The GAPPS standards for G1 and G2 project managers are intentionally generic as they are written to complement other project management standards including those of professional associations (eg PMBOK®Guide, IPMA Competence Baseline and associated National Competence Baselines, APMBoK, P2M) as well as other standards such as BS6079 Guide to Project Management and methodologies such as PRINCE2.  All of these documents can be used in association with the GAPPS to provide further detail, underpinning knowledge and understanding or specific applications. 

The GAPPS initiative encourages professional associations to consider adopting these standards to support existing standards and qualifications processes by adding and/or strengthening the performance based dimension.  Additions and modifications can be made to suit specific local and regulatory requirements.  Standards and qualifications bodies are similarly encouraged to consider adopting the global performance based standards to facilitate transportability and mutual recognition of qualifications.  Professional associations that do not have their own standards or qualifications are encouraged to adopt the standards and several associations have already begun this process.

Public and private organisations may also adopt the global standards as a basis for internal development and accreditation systems that will facilitate consistency across their global operations.  Even organisations that only operate locally are required to operate, source and assess their project management personnel in an increasingly global marketplace where assurance of the global relevance of qualifications is of value. 

There are a number of ways in which organisations and individuals can be involved in the activities of the Global Alliance for Project Performance Standards. 

• Participation at Working Sessions as a representative of a Member Organisation
• Registration as a Volunteer Reviewer
• As an Endorsed Provider