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

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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?