Transcript Making Project Management Indispensable for Business

Project Management Institute
Making Project Management Indispensable for
Business Results
Linn J. Wheeling, CAE
Project Management Institute
Dimensions of the
Project Management Profession
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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
66% USA
10% Canada
24% Rest of World
USA
Canada
Rest o f Wo rld
PMI statistics as of 31 December 2004.
19
1980
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1989
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1991
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1997
1998
2099
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2003
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PMI Members
80,000
60,000
40,000
100,000
160,000
140,000
120,000
180,000
20,000
0
149,504
99,483
123,000
70,035
86,698
43,101
54,998
PMI Membership Growth since 1985
Interest in Project Management:
Growth in PMI PMP Certification
105,000
95,000
85,000
Total PMPs
75,000
65,000
55,000
45,000
35,000
25,000
15,000
5,000
1998
1999
2000
2001
2002
2003
2004
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
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Certification Credential
Growing Portfolio of
Standards
Focus on Accredited
University Programs
Exciting New Career Path
Planning and Counseling
Superior Practice…Enhanced Credentials
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2005 - landmark year
Global role delineation study completed
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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
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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
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PMBOK® Guide, Third
Edition
Over 1 million copies in
10 languages including:
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Arabic
(Simplified) Chinese
French
German
Italian
Japanese
(Brazilian) Portuguese
Russian
Spanish
Superior Practice…Growing Portfolio of
Standards
 Program Management Standard
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Exposure Draft: May 2005
Publication: Q1, 2006
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Exposure Draft: May 2005
Publication: Q2, 2006
 Portfolio Management Standard
 Practice Standard for Earned Value
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Management (EVM) – Due out Q2, 2005
Practice Standard for Configuration
Management (CM)
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Exposure draft: June 2005
Publication: Q4, 2005
Superior Practice…Growing Portfolio of
Standards
 Practice Standard for Scheduling
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Exposure Draft: Q3 2005
Published: Q2 2006
 Practice Standard for Work Breakdown
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Structure (WBS)
PMBOK® Extensions
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Government - ED: Q4 2005; PD: Q3 2006
Automotive – ED: Q4 2005; PD: Q3 2006
 OPM3®, 2007 Edition
Organizational Project Management
Maturity Model (OPM3®)
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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
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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
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(LCMS)
 Assessment Capability
 Development Planning
 Continuous Assessment
 Push/Pull System
 Available 24/7
Available January 1, 2006
Project Management Career Framework
Portfolio
Manager
Consultant
Program
Manager
Project
Manager
Specialist
Project
Team
Member
PMI-Gaining Global Acceptance
 Government and Business Relations
 Global Corporate Council
 Advocacy Program
 Volunteer Leadership Development
Government Relations North America
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Washington, D.C. Government relations office
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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
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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:
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Aerospace and Defense
Automotive
Consumer Products
Pharmaceuticals
IT
Financial Services
PMI Corporate Council
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History
 Established in 2000
 Annual education forums
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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
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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
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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
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PMI Institutional Knowledge
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Association Governance
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PMI Component Organizations
Membership Program Portfolio
Not for profit organizational structures
Volunteer management
Individual Leadership Development
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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:
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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
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Develop an experiential learning environment, that is
competency based and curriculum driven, accessible
by all PMI volunteer leaders throughout the Institute
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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
Analysis of PMI Executive Research
Who? 383 presidents, vice presidents, directors and
division heads
Results:
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74% of the companies follow a standardized/formal procedure for
executing projects
− 75% process is aligned with national, global, or industryspecific standards
− 83% process is followed throughout the entire organization
Opportunities for Focus
 Among executives surveyed:
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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:
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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
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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
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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?