PMI global Pittsburgh presentation - revised - 20131201
1. Project Management Institute (PMI)
and
The PMI Pittsburgh Chapter
Joe DiFalco
PMP, PMI-ACP, CSPO, Systems Engineer
PMI Pittsburgh Chapter
02-DEC-2013
www.pittsburghpmi.org
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2. Agenda
Introduction
What is PMI?
Overview of PMI Global
Organization
Standards/Credentials
Value of Membership
Overview of PMI Pittsburgh
Organization
Events
Value of Membership
How to Get Involved
www.pittsburghpmi.org
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3. What is PMI?
Global, Not-for-Profit, Professional Organization
Founded in 1969 by working project managers
Over 700k members and 615k credential holders across 170 countries
Global Standards
14 standards provide a common framework and lexicon for projects
across industries and regions
Credentials
6 widely recognized credentials
Based upon education, knowledge, and work experience
Educational Activities
Continuing education for credential maintenance
Registered Education Providers (REPs) and Non-REPs
Accreditation of academic PM programs
And Much More
www.pittsburghpmi.org
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4. Global Membership
As Of 31 December 2012
North
America
69%
EMEA
12%
Asia Pacific
14%
Latin
America
5%
Total Members: 700,000
265 Chapters and 38 Communities of Practice
www.pittsburghpmi.org
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6. PMI Family of Credentials
•
•
•
•
•
•
Agile Certified Practitioner (PMI-ACP®): (3,893)
Certified Associate in Project Management (CAPM®): (23,793)
Scheduling Professional (PMI-SP®): (1,033)
Risk Management Professional (PMI-RMPSM): (2,512)
Project Management Professional (PMP®): (585,040)
Program Management Professional (PgMP®): (969)
(Number of Credential Holders as of 30 September 2013)
www.pittsburghpmi.org
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7. Career Development
Why Choose a PMI Certification?
Are flexible. PMI certifications are not based on one specific methodology, so they’re
flexible and adaptable. You can easily transfer them between industries, market
segments and geographic locations.
Keep you up-to-date. PMI continually conducts in-depth studies to ensure that their
credentials actually reflect the current skills, knowledge and best practices you need
to succeed.
Encourage professional growth. You never have to worry about a PMI certification
becoming obsolete. PMI’s certification maintenance program requires you to earn
professional development units (PDUs), which encourages you to continually develop
your skills and stay current as the profession changes.
Help you get ahead. PMI certification offers financial benefits — The PMI Project
Management Salary Survey — Seventh Edition shows that certification positively
impacts project manager salaries — and helps you stand out and better market yourself
to prospective employers.
Are renowned throughout the world. Part of that marketability comes from the
prestige of PMI certifications. PMI has provided project management certifications for
over 25 years, and their PMP® credential was the first one designed specifically for
project managers. Also, the quality of PMI’s certification governance is an advantage
to those who earn or seek a PMI certification.
www.pittsburghpmi.org
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8. Career Development
A jumpstart for beginners
Credentials
Learning
Networking
Resources for career building
SeminarsWorld®, e-learning
PMI Leadership Institute
Advanced tools for team
leadership
Career HQ, PathProTM
www.pittsburghpmi.org
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9. Education
• Support for academic PM
programs
• 1994: 2 bachelor and 9 master
level degrees
• 2012: Over 690 programs at
more than 480 institutions
• PMI Global Accreditation Center
• Over 40 educational institutions,
including over 55 degree
programs accredited
• More candidates in evaluation
www.pittsburghpmi.org
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10. Professional Training
More than 1,500 Registered Education Providers (R.E.P.s):
Commercial training firms
Colleges and universities
Corporations
Government agencies
PMI components & communities
Offering Professional Development Units (PDUs) for Continuing Education
PDUs required to maintain most PMI Credentials
www.pittsburghpmi.org
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11. Research
More than 350 publications
PM Network - Monthly to all members
Project Management Journal
$16M in research support since 1997
Biennial research conferences
Researching the Value of Project
Management
www.pittsburghpmi.org
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12. PMI Educational Foundation
PMI Educational Foundation
Scholarships – 2012 alone:
39 Academic Student Scholarships
71 Teacher Training Scholarships
Over 30 Professional Scholarships
Support for project-based learning in
schools
PM training for NGOs (disaster relief,
humanitarian, etc.)
•
www.pittsburghpmi.org
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13. PMI Advocacy and Outreach
Encouraging organizations to use and value project
management (career opportunities for you), via:
Global Corporate Council and business forums
Government outreach: US, EU, China, India
Presentations to targeted corporate accounts
www.pittsburghpmi.org
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15. About Pittsburgh PMI
Age: 33 years (Chartered 1980)
Membership: Over 1,435
PMPs: Over 995
Industry Representation: Engineering,
Construction, Information Technologies,
Financial, Government, Health Care,
Manufacturing, Software Development,
Retail, Transportation, and Utilities.
www.pittsburghpmi.org
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16. Pittsburgh Chapter Events
Monthly Chapter Meetings
2nd Thursday of each month
Engineers’ Society of Western PA, 337 4th Ave.
Downtown Pittsburgh
Local Interest Groups (LIG’s) – bi-monthly
Information Technology LIG
Healthcare LIG
Financial Services LIG
Engineering LIG
Educational Opportunities
PMP Prep Course every Spring
Nationally Known Educational Providers
Professional Development Day
www.pittsburghpmi.org
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17. PMI Pittsburgh Board Strategy
Service to the Membership
Programs and Meetings
Education and Training
Effective Chapter Operations
Communications
Membership
Finance
Outreach
www.pittsburghpmi.org
Corporate
Professional
Community
Academic
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18. Pittsburgh Chapter – Academic Outreach
Supporting development of on-campus
project management clubs.
Providing speakers/panel discussions on
project management.
Providing advertising support for filling
open faculty positions.
Providing opportunities for students’
free admission to Chapter meetings.
Sponsoring & supporting the
Intercollegiate Project Management
Triathlon.
www.pittsburghpmi.org
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19. Membership
Annual dues
$129 for PMI Global
$35 for Pittsburgh PMI Chapter
$32 for Students for PMI Global
$8 for Students for Pittsburgh PMI Chapter
Benefits of the investment
Access to all PMI resources at www.pmi.org
and www.pittsburghpmi.org
Free dinner at monthly chapter meetings
Discounted fees for Educational offerings
from chapter and PMI Global
and much, much more
www.pittsburghpmi.org
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20. Global Demand for Project Management
• $12 trillion per year spent on fixed capital projects
worldwide – 20% of global economy
• Trillions more in projects for IT, new product and
service development, entertainment/IP, NGOs
• More than 20 million practitioners of project
management
• Yet trillions at risk due to shortage of trained/skilled
project management practitioners
October 2008 data
www.pittsburghpmi.org
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21. Thank You
For More Information
How to Get Involved
www.pmi.org
www.pittsburghpmi.org
www.pittsburghpmi.org
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Editor's Notes
This presentation is intended for the starting segment: project management practitioners who don’t know much about PMI, and/or beginners, students, and others considering a career or specialization in project management. PMI members already know (or should know!) most of what’s in it. It provides a basic look at what PMI is, what it does, and why membership and PMI credentials are smart moves for practitioners. It should take about 20 minutes at a conversational pace.
Component leaders who are addressing organizations – businesses, government bodies, or non-profits -- should use “The Value of Project Management,” which concentrates on organizational rather than personal benefits.
Obviously every audience is different, and there’s a lot of information that won’t fit into the slides and speaker notes. Learn as much as you can about the audience in advance and use your judgment: feel free to delete a slide, skip past it quickly – or to expand on the speaker notes if there’s a topic of special interest to this group.
Some slides have action buttons in the top right corner. If you’re online during the presentation, and want to dig a little deeper, those buttons will open the relevant page at the PMI website. The corresponding URLs are found in the speaker notes (and are also live links when you’re using PowerPoint’s “notes page” view).
LAST UPDATED February 2009
Joe DiFalco
Systems Engineer – credentialed project manager
Large companies – startups – currently working with small businesses
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to over 700k members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
Hundreds of thousands of people participate in activities of the 250 local PMI chapters around the world. In addition to those geographic communities, there have long been “virtual communities”: specific interest groups or SIGs organized around topics, and the Colleges of Scheduling and Risk Management. In the Virtual Communities Project (VCP,) PMI is enhancing these components with a shared Web infrastructure to support more active knowledge exchange and networking.
In 2008 nearly 8000 people attended our four Global Congresses, in Sydney, Malta, São Paulo, and Denver. They took advantage of those meetings as educational and networking opportunities. Sponsors and exhibitors responded with record levels of participation.
In 2007, PMI opened a service center in New Delhi, to serve more than 13,000 members in India, like those we operate for membership support in the United States, Brussels and Singapore. In 2008 business development office opened in Mumbai and Bangalore, India, joining those already operating in Washington, DC, Brussels and Beijing. In 2009 another will open in Australia.
There are now 14 PMI standards have been developed by experienced practitioners ─ professionals who volunteer their time to capture the knowledge accumulated in thousands of projects around the world. Each standard is regularly updated.
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fifth Edition (Jul 2013) foundationalThe Standard for Program Management—Third Edition The Standard for Portfolio Management—Third Edition Organizational Project Management Maturity Model (OPM3®)—Third Edition Practice Standard for Project Risk Management Practice Standard for Earned Value Management—Second Edition Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures—Second Edition (Reaffirmed)
Practice Standard for Scheduling—Second Edition
Practice Standard for Project Estimating) Project Manager Competency Development Framework—Second Edition
Software Extension to the PMBOK® Guide Fifth Edition
Construction Extension to the PMBOK® Guide Third Edition
Government Extension to the PMBOK® Guide Third Edition
http://www.pmi.org/AboutUs/Pages/Standards.aspx
Certified Associate in Project Management (CAPM®) –
HS degree or more, 1500 hours experience –or- 23 hours PM classes(no PDUs needed to maintain)
$225-$300
Project Management Professional (PMP®) -- recognized and transferable worldwide
HS degree plus 5 yrs/7500 hrs PM –or– 4 year degree plus 3 yrs/4500 PM [35 hrs training for either]
$405-$555
Program Management Professional (PgMP®) – introduced in 2007; 149 as of October 2008
This credential is aimed at advanced practitioners responsible for building and managing multiple teams
http://www.pmi.org/AboutUs/Pages/Credentials.aspx
One of the most valuable benefits of PMI membership is knowledge sharing at every stage of a project manager’s career.
If you’re starting out: 27% of PMI members have spent fewer than 5 years in the field. Their interests are in basic information, networking and career paths. If that describes you, try the online Basic Knowledge Assessment. Familiarize yourself with PMI’s credentials and their requirements, and plan a course of preparation through self-study or with an R.E.P. Check out the journal articles and research papers at the Virtual Library, and the books and study aids available at PMI marketplace. And most of all, take advantage of the many networking opportunities, from chapter meetings to virtual communities online to the Global Congresses.
If you’re building your career: 63% of members have 5 to 19 years in the field, and are more likely to hold the PMP credential. They have a clear idea of their strengths and interests: many of them make use of the multi-day courses offered through SeminarsWorld®, or online versions at eSeminarsWorldSM. PMPs are the backbone of volunteer activity in components.. Volunteer leaders can take part in the PMI Leadership institute.
If you’ve advanced to program or portfolio management (or lead a team of project managers), you may be among the 10% of members with 20 or more years’ experience. They use PMI membership and credentials to identify candidates for high-performing project teams, posting opportunities at PMI Career Headquarters. Some have earned the PgMP credential as recognition of their expertise. And they’re positioned as champions of project management in their organizations. For example, they’re often the pioneers in using PathProTM, an interactive career planning tool that helps organizations recruit, retain, assess and promote their brightest stars.
http://www.pmi.org/CareerDevelopment/Pages/Default.aspx
One of the most valuable benefits of PMI membership is knowledge sharing at every stage of a project manager’s career.
If you’re starting out: 27% of PMI members have spent fewer than 5 years in the field. Their interests are in basic information, networking and career paths. If that describes you, try the online Basic Knowledge Assessment. Familiarize yourself with PMI’s credentials and their requirements, and plan a course of preparation through self-study or with an R.E.P. Check out the journal articles and research papers at the Virtual Library, and the books and study aids available at PMI marketplace. And most of all, take advantage of the many networking opportunities, from chapter meetings to virtual communities online to the Global Congresses.
If you’re building your career: 63% of members have 5 to 19 years in the field, and are more likely to hold the PMP credential. They have a clear idea of their strengths and interests: many of them make use of the multi-day courses offered through SeminarsWorld®, or online versions at eSeminarsWorldSM. PMPs are the backbone of volunteer activity in components.. Volunteer leaders can take part in the PMI Leadership institute.
If you’ve advanced to program or portfolio management (or lead a team of project managers), you may be among the 10% of members with 20 or more years’ experience. They use PMI membership and credentials to identify candidates for high-performing project teams, posting opportunities at PMI Career Headquarters. Some have earned the PgMP credential as recognition of their expertise. And they’re positioned as champions of project management in their organizations. For example, they’re often the pioneers in using PathProTM, an interactive career planning tool that helps organizations recruit, retain, assess and promote their brightest stars.
http://www.pmi.org/CareerDevelopment/Pages/Default.aspx
Many independent studies have shown a growing gap between the need for skilled project managers and the projected supply. To keep this vital “pipeline” filled, PMI has always encouraged the academic community to embrace project management as a discipline.
In 1994, PMI was able to identify only a handful of project management programs — primarily in construction management. By 2008, the number had grown to almost 400 degree programs at 277 institutions worldwide. They are found in schools of business management, engineering, architecture and information technology. In 2001 PMI established the Global Accreditation Council in 2001 to review and recognize the qualifications of degree programs.
Accredited institutions:
http://www.pmi.org/CareerDevelopment/Pages/Degree-Directory.aspx
An R.E.P. is an organization approved by PMI® to issue Professional Development Units (PDUs) for its training courses.
Courses offered by R.E.P.s, PMI components — chapters, SIGs, colleges — and PMI are pre-approved for Contact Hours in fulfillment of certification eligibility requirements, as well as PDUs to fulfill Continuing Certification Requirements (CCR) . The R.E.P. program is designed to enhance the professional development of PMI's members, those credentialed through PMI and others in the project management profession.Over the years, the R.E.P. program has been revised and improved to ensure those that have earned R.E.P. status are capable of providing effective training. All R.E.P.s are reviewed every three years.
Find an R.E.P. at: http://www.pmi.org/CareerDevelopment/Pages/Find-a-Registered-Education-Provider.aspx
PMI’s commitment to research began with the first issue of the peer-reviewed Project Management Journal in 1970. Over the years, PMI has published hundreds of books and monographs.
PMI is the only project management organization with a dedicated research program. Formed in 1997, the program is the acknowledged leader in support of global PM research, knowledge creation and the application of research to practice. It currently supports 15 to 20 research projects per year, drawing on a worldwide virtual community of hundreds of scholars and practitioners.
http://www.pmi.org/AboutUs/Pages/Research.aspx
The most prominent recent publication was Researching the Value of Project Management, the result of a three-year, $2.5 million study enlisting 48 researchers around the globe to conduct extensive case studies and interviews at more than 60 corporations, government agencies and other organizations. The project yielded quantifiable proof that project management delivers real value – in better integrated operations, in organizational learning, and in communications. It keeps projects aligned with organizational strategy, and executes that strategy more effectively.
http://www.pmi.org/BusinessSolutions/Pages/Researching-Value-of-Project-Management-Study.aspx
The PMI Educational Foundation is the philanthropic arm of PMI, dedicated to improving global society through project management knowledge and skills. Its goals include:
A better prepared workforce for the future, helping bridge the project management talent gap by funding more and greater-value academic scholarships, awards and other support for the study of project management and related fields.
A better prepared society for future success, implementing and expanding project-based learning programs in primary and secondary schools and community-based organizations around the world.
A better prepared response in future times of need, providing project management training to front-line disaster relief personnel and improving the project management maturity of humanitarian and other non-governmental organizations so that they may use their limited resources more efficiently and effectively.
http://www.pmi.org/pmief/
One part of PMI’s activity that is rarely visible to members -- but crucial in expanding the scope for their careers – is its advocacy and outreach to organizations. This effort prepares the ground for still wider acceptance of project management in business, government, and non-profit organizations. And that means more opportunities for you as a project manager.
28 respected organizations (among them Bank of America, Boeing, the US Dept. of Energy, Huawei Technologies, Nokia, and Siemens), are members of PMI’s Global Corporate Council, participating in a two-way flow of information and experience.
PMI executives and members of its Board of Directors take part in business forums around the world. At a recent Forbes conference, editor Rich Karlgaard said of PMI: “If you don’t know PMI, find out what they do. The practice of project management will be the activity that makes or breaks many global companies in this economic environment.”
PMI also reaches out to government agencies from Washington, DC to Brussels to Beijing, spreading the message of project management as a strategic competency in achieving public goals. And it targets executives at large and medium-sized corporations on six continents, showing them the value of project management in achieving their organizations’ results.
This presentation is intended for the starting segment: project management practitioners who don’t know much about PMI, and/or beginners, students, and others considering a career or specialization in project management. PMI members already know (or should know!) most of what’s in it. It provides a basic look at what PMI is, what it does, and why membership and PMI credentials are smart moves for practitioners. It should take about 20 minutes at a conversational pace.
Component leaders who are addressing organizations – businesses, government bodies, or non-profits -- should use “The Value of Project Management,” which concentrates on organizational rather than personal benefits.
Obviously every audience is different, and there’s a lot of information that won’t fit into the slides and speaker notes. Learn as much as you can about the audience in advance and use your judgment: feel free to delete a slide, skip past it quickly – or to expand on the speaker notes if there’s a topic of special interest to this group.
Some slides have action buttons in the top right corner. If you’re online during the presentation, and want to dig a little deeper, those buttons will open the relevant page at the PMI website. The corresponding URLs are found in the speaker notes (and are also live links when you’re using PowerPoint’s “notes page” view).
LAST UPDATED February 2009
The scope for that outreach keeps growing. In 2008, Global Insight estimated that roughly $12 trillion is spent annually on “gross fixed capital formation”: building construction, land improvements, plant, machinery, and equipment purchases, and the construction of roads, railways, and the like. Triillions more are spent on IT software and services, on new product development, and on new business processes. Even in the current economic downturn, projects are a fifth of gross global product – and economic stimulus efforts in many countries will generate countless new projects.
A recent study by the Anderson Economic Group estimated that in just 11 countries, more than $4.5 trillion is at risk through 2016 because of a shortage of trained project managers.
By some estimates, 20 million people manage projects as part or all of their jobs. The overwhelming majority have no formal training or certification of any kind… so there’s plenty of room for trained and credentialed project mangers, today and in the future..
The scope for that outreach keeps growing. In 2008, Global Insight estimated that roughly $12 trillion is spent annually on “gross fixed capital formation”: building construction, land improvements, plant, machinery, and equipment purchases, and the construction of roads, railways, and the like. Triillions more are spent on IT software and services, on new product development, and on new business processes. Even in the current economic downturn, projects are a fifth of gross global product – and economic stimulus efforts in many countries will generate countless new projects.
A recent study by the Anderson Economic Group estimated that in just 11 countries, more than $4.5 trillion is at risk through 2016 because of a shortage of trained project managers.
By some estimates, 20 million people manage projects as part or all of their jobs. The overwhelming majority have no formal training or certification of any kind… so there’s plenty of room for trained and credentialed project mangers, today and in the future..