Making Project Management Indispensable for Business

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Project Management Institute
Making Project Management Indispensable
for Business Results
Linn J. Wheeling, CAE Project Management Institute
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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

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PMI Membership Distribution
66 USA 10 Canada 24 Rest of World
PMI statistics as of 31 December 2004.
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PMI Membership Growth since 1985
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Interest in Project ManagementGrowth in PMI PMP
Certification
PMP is a registered mark of the Project
Management Institute
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PMIS ENVISIONED GOAL
Worldwide, organizations will embrace, value
and utilize project management and attribute
their success to it.
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PMI Our Value Proposition to You

• Be the Eminent Influence
• for the advancement of
• project management
• throughout the world.

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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

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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

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Superior PracticeEnhanced 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

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Superior PracticeRevised CAPM Credential

• Geared toward
• Project team members
• Graduate or undergraduate students
• Individuals new to the project management
  profession
• Designed to establish an individuals credibility
  based on his or her understanding of fundamental
  project management knowledge
• Distinguishing factor in a competitive job market

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Superior PracticeThought Leadership through
PMIs 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

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Superior PracticeGrowing 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

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Superior PracticeGrowing Portfolio of Standards

• 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

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Organizational Project Management Maturity Model
(OPM3)

• OPM3 takes project management to the
  organizational level to support strategic goals
• Measures an organizations ability to
  consistently complete projects successfully
• Bridges the gap between corporate strategy and
  project execution

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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

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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

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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

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Project Management Career Framework
PortfolioManager
Consultant
ProgramManager
ProjectManager
Specialist
ProjectTeamMember
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PMI-Gaining Global Acceptance

• Government and Business Relations
• Global Corporate Council
• Advocacy Program
• Volunteer Leadership Development

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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 BudgetQuad Council
• Homeland SecurityTrail 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

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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

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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

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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

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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

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Corporate Council Partners

• IBM
• BAE Systems
• Bank of America
• Booz Allen Hamilton
• Boston University
• Capital One
• Deloitte (London, UK)
• Huawei Technologies Co., Ltd (China)

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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

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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

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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

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PMIs 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

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PMIs Volunteer Leadership Development Program

• 4 Levels of Volunteer Learning
• The Face of PMI
• The Volunteer Leader
• The Volunteer Coordinator
• The Learning Volunteer

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PMIs 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

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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

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Advocacy Through Leadership

• Volunteer Leadership Development
• Professional PM Leadership Development

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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

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What About the Challenges Ahead?

• Conclusions and Observations

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Analysis of PMI Executive Research

• 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

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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

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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)

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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) cant recall reading, seeing or
  hearing anything about project management
  certification

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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

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Leadership is the capacity to translate vision
into reality
--Warren G. Bennis
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Thank you!

• Questions?