Post on 23-Dec-2015
Project Management InstituteMaking Project Management Indispensable forBusiness Results
Linn J. Wheeling, CAE
Project Management Institute
Dimensions of theProject Management Profession
PMI estimates…
4.5 million potential U.S. practitioners
16.5 million potential global practitioners (4.5 million in the USA)
$10 trillion (U.S.) spent globally on projects yearly
PMI Membership Distribution
U S A
C an ad a
R e st o f W o r ld
66% USA10% Canada24% Rest of World
PMI statistics as of 31 December 2004.
PMI Membership Growth since 1985
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Interest in Project Management:Growth in PMI PMP Certification
PMP® is a registered mark of the Project Management Institute
PMI’S ENVISIONED GOAL
Worldwide, organizations will embrace, value and utilize project management and attribute their
success to it.
PMI: Our Value Proposition to You
Be the Eminent Influence
for the advancement of
project management
throughout the world.
Global Advocate for the Profession
Superior practice of project management Thought Leadership on PM Leading edge professional enablers
Global acceptance of project management Partnering with leading global organizations 24/7 Advocate for PM
Building a Superior Practice
Expanding Portfolio of Certification Credential
Growing Portfolio of Standards
Focus on Accredited University Programs
Exciting New Career Path Planning and Counseling
Superior Practice…Enhanced Credentials
2005 - landmark year Global role delineation study completed
PMP Project Manager Program Manager
Rationalization process by more than 3000 in each category
New PMP examination: September 30, 2005 Currently available in ten languages: Brazilian
Portuguese, English, French, German, Italian, Korean, Japanese, Spanish, Simplified Chinese and Russian
Hebrew translation to be available in third quarter of 2005 Possible advanced Credential: 2006
Superior Practice…Revised CAPM Credential
Geared toward… Project team members Graduate or undergraduate students Individuals new to the project management
profession Designed to establish an individual’s credibility
based on his or her understanding of fundamental project management knowledge
Distinguishing factor in a competitive job market
Superior Practice…Thought Leadership through PMI’s Standards Program
PMBOK® Guide, Third Edition
Over 1 million copies in 10 languages including: Arabic (Simplified) Chinese French German Italian Japanese (Brazilian) Portuguese Russian Spanish
Superior Practice…Growing Portfolio of Standards
Program Management Standard Exposure Draft: May 2005 Publication: Q1, 2006
Portfolio Management Standard Exposure Draft: May 2005 Publication: Q2, 2006
Practice Standard for Earned Value Management (EVM) – Due out Q2, 2005
Practice Standard for Configuration Management (CM) Exposure draft: June 2005 Publication: Q4, 2005
Practice Standard for Scheduling Exposure Draft: Q3 2005 Published: Q2 2006
Practice Standard for Work Breakdown Structure (WBS)
PMBOK® Extensions Government - ED: Q4 2005; PD: Q3 2006 Automotive – ED: Q4 2005; PD: Q3 2006
OPM3®, 2007 Edition
Superior Practice…Growing Portfolio of Standards
Organizational Project Management Maturity Model (OPM3®)
OPM3 takes project management to the organizational level to support strategic goals
Measures an organization’s ability to consistently complete projects successfully
Bridges the gap between corporate strategy and project execution
Improving PM Across Organizations –
Achieve Strategy Through Successful Projects
• Ancillary Products & Services
– Assessor Training and Certification
– Improvement Training and Certification
– Developed to enhance organizational ability to quickly measure and improve maturity
– Comparison to global best practices
Professional Enablers Begin with Education and Training
PMI Component Professional Development Programs
PMI SeminarsWorld®
E-Learning Registered Education Providers (R.E.P.s) PMI Global Congresses Global Accreditation Center PMI® James R. SnyderCenter for Project
Management Knowledge & Wisdom PMI Educational Foundation
Career Development Initiative
Critical Aid to organizations and individuals Integrated system
Learning Content Management System (LCMS)
Assessment Capability Development Planning Continuous Assessment Push/Pull System Available 24/7
Available January 1, 2006
Project Management Career Framework
Specialist
ProjectManager
PortfolioManager
ProjectTeamMember
ProgramManager
Consultant
PMI-Gaining Global Acceptance
Government and Business Relations
Global Corporate Council
Advocacy Program
Volunteer Leadership Development
Government Relations North America
Washington, D.C. Government relations office Serving U.S. and Canada
Expand project management in the U.S. Federal Government Project Management Working Group Office of Management and Budget–Quad Council Homeland Security–Trail Boss Department of Defense/Defense Acquisition University (Level II
Certification) Departments of Energy, Commerce, NASA, CIA, GSA, etc. Government Forums
Expanded project management in Canadian Government
Government Relations - EMEA
European Union -European Parliament -Council of Ministers -European Commission
France-French Planning Board
Germany Ministry of Economy Ministry of Education Ministry of Interior
United Kingdom Office of Government Commerce Cabinet
Business Relations
Focus on building relationships and partnerships with multi-national corporations globally and grow in the following industries:
Aerospace and Defense Automotive Consumer Products Pharmaceuticals IT Financial Services
PMI Corporate Council
History Established in 2000 Annual education forums
Mission Establish a community through which organizations
can exchange information Act as advisory group to PMI Provide a Safe Harbor environment Engage in collaborative learning
PMI Corporate Council
Global Recognition Information Roundtables The Corporate Council Update Direct Feedback to PMI Regarding Organizational Needs
and Services Peer to Peer Networking Collaborative Learning
Corporate Council Partners
IBM BAE Systems Bank of America Booz Allen Hamilton Boston University Capital One Deloitte (London, UK) Huawei Technologies Co.,
Ltd (China)
Corporate Council Partners-cont.
International Institute for Learning JP Morgan Chase & Co. Lockheed Martin PricewaterhouseCoopers SAP (Walldorf, Germany) Siemens (Munich, Germany) Southern Company U.S. Department of Defense, Defense
Acquisition University ICF Consulting Group
Advocacy Through Leadership
PMI 2004 PMI Membership Needs Assessments, “people” skill development was identified as one of the top stakeholder priorities
To further delineate and verify the leadership skill development needs among our members, PMI deployed the annual Leadership in Project Management Survey to 10,000 PMI members
Advocacy Through Leadership
PMI 2004 PMI Membership Needs Assessments, “people” skill development was identified as one of the top stakeholder priorities
To further delineate and verify the leadership skill development needs among our members, PMI deployed the annual Leadership in Project Management Survey to 10,000 PMI members
PMI’s Volunteer Leadership Development Program
Three Core Knowledge Areas PMI Institutional Knowledge
PMI Component Organizations Membership Program Portfolio
Association Governance Not for profit organizational structures Volunteer management
Individual Leadership Development Interpersonal skills and development Strategic Thinking Skills
PMI’s Volunteer Leadership Development Program
4 Levels of Volunteer Learning
The Face of PMI
The Volunteer Leader
The Volunteer Coordinator
The Learning Volunteer
Leadership
PMI’s Volunteer Leadership Development Program
Communication Skills Trustworthiness Ethics Cultural and Diversity Awareness Influence through personal behavior Talent advocate Captivator Tutor, Mentor and Coach for results Strive for personal performance
Advocacy Through Leadership
Communication Skills were identified as the most important leadership skill.
When asked why this is the most important area of Leadership Skill Development, respondents stated the following: Communication permeates most leadership areas Communication aides in delegation and getting tasks
accomplished Effective communication skills are needed to attain
team buy-in Knowing how to speak like an executive will help
garner executive support for a project
Advocacy Through Leadership
Volunteer Leadership Development
Professional PM Leadership Development
Advocacy Through Leadership
Leadership of the organization will be skilled, experienced and knowledgeable to lead in their volunteer roles
Develop an experiential learning environment, that is competency based and curriculum driven, accessible by all PMI volunteer leaders throughout the Institute
Create and foster an enticing environment for both new and experienced volunteer leaders to expand leadership capabilities
What About the Challenges Ahead?
Conclusions and Observations
Who? 383 presidents, vice presidents, directors and division heads
Results: 74% of the companies follow a standardized/formal procedure for
executing projects
− 75% process is aligned with national, global, or industry-specific standards
− 83% process is followed throughout the entire organization
Analysis of PMI Executive Research
Opportunities for Focus
Among executives surveyed: 76% plan to increase project manager utilization in the
coming years 94% agree that “project management is a valuable
asset to my company” 78% rank project management on par with, or above
other functions within their organization (e.g. sales, information services, finance) in terms of value provided
96% agree that “utilizing professional project managers is an effective way to ensure success”
Opportunities for Focus
Among executives surveyed: 98% agree that they “often attribute the successful
completion of projects and change initiatives to effective project management” (The converse is also true!)
55% identify a career path within their companies for project managers
65% believe certification is useful in evaluating employees’ management abilities
Awareness of PMI: 48% (60% US)
Focus on the Future
New projects or change initiatives are as likely to be led by an employee from the same functional area as a full-time project manager
Senior executive recognition and valuation 64% (79% US) cannot recall seeing, reading
or hearing information about project management recently
94% (60% US) can’t recall reading, seeing or hearing anything about project management certification
Focus on the Future for PMI
Expanding services in Organizational Project Management maturity
Expanding Career Path Planning for organizations and individuals
Conduct Global Advocacy program to increase acceptance of project management as a cross-industry management capability, rather than an industry-specific technical capability
Ramping up capability of project personnel Launching major research projects to gather quantitative
data and case studies linking measures of success to proper execution and alignment
“Leadership is the capacity to translate vision into reality”
--Warren G. Bennis
Thank you!
Questions?