2. Contesto della ricerca
Creare le premesse per:
- Passare da un modello di
attribuzione del rischio ad
Forec.
un modello di condivisione
Lead del rischio
Resilient - Abilitare la gestione del
contracting progetto secondo criteri di
“complessità”
Resilient contracting
3. Resilient contracting - team
Livio Paradiso: PM del progetto Giulio Roggero
Elisabetta Borrini Roberto Pieri
Resilient contracting
4. Obiettivi
• Identificare le forme di partnership,
giuridicamente valide, che supportano la gestione
della complessità nei progetti
• Classificare quali aspetti della complessità
possono essere indirizzati
• Mappare le forme di partnership adatte a gestire
la complessità rispetto ai possibili approcci di
project management
Resilient contracting
5. Definizione
Da «Il project management emergente», un progetto è
inteso come “un sistema costituito di molti elementi, sia
in termini di varietà che di quantità, tra cui sussistono
connessioni di tipo non lineare (ovvero che producono
reciproche influenze di azione e retroazione in una
condizione di dinamicità); essi (elementi e connessioni)
determinano un comportamento complessivo che non è
dato dalla somma dei comportamenti dei singoli
elementi ma che dipende dalla loro interazione e che,
inoltre, è in grado di reagire e di adattarsi rispetto al
contesto di riferimento”
Resilient contracting
6. Percorso
To be: mappa delle
forme adatte ai progetti
complessi, intersezioni
vincenti
As is :le forme
contrattuali e di
partnership
giuridicamente valide
I requisiti dei progetti
complessi in relazione
alle forme di accordo tra
partner
Resilient contracting
7. Criteri
• Abilitare la gestione della complessità
attraverso il passaggio dalla suddivisione alla
condivisione del rischio di progetto
....A partnership
Da Forniture
Resilient contracting
8. Il contratto
• Definizione
– Un contratto è un accordo che due o più soggetti (le
parti) sottoscrivono allo scopo di costituire, regolare o
estinguere tra loro un rapporto giuridico
patrimoniale.(art. 1321 Codice Civile)
• Limiti:
– Le parti possono liberamente determinare il contenuto
del contratto nei limiti imposti dalla legge.
– Le parti possono concludere contratti “atipici”, purché
siano diretti a realizzare interessi meritevoli di tutela
secondo l'ordinamento giuridico
– In ogni caso, sono sottoposti alle norme generali
contenute nel Libro Quarto, Titolo Secondo del Codice
Civile.
Resilient contracting
9. Le forme in esame
Dove ? Per
Ambito
quanto
Forma di privilegiato Per quali Quale Per quale forma
Nazional tempo ? Per quali
partnership di progetti ? fattore è di project
e/ partner?
/ contratto applicaizon indirizzat management?
Internazi Durata
e o?
onale tipica
Contratto a
banda
Contratto di
rete
Joint venture
Open «like»
EEIG
Resilient contracting
10. Contratto a banda
previsto un budget complessivo in cui il fornitore si impegna a realizzare
a prezzo fisso una singola tappa. Le tappe successive vengono
negoziate singolarmente a prezzo fisso fino ad esaurimento del budget.
Ogni ciclo ha un rischio limitato maggiormente controllabile
Resilient contracting
11. EEIG
EEIG: Economic European Interest Group
• Richiede la partecipazione di società EU, almeno di sue Stati
distinti
• E’ l’unico soggetto sottoposto a legislazione europea e non
nazionale
• Facilita la collaborazione e la condivisione di specializzazioni
• Il contratto non si registra dal notaio ma ad un apposito
registro
• La tassazione è quella dello stato dove viene registrato
• L’EEIG ha mezzi propri
Resilient contracting
12. Joint venture
Joint venture: schema di condivisione del rischio adatto a grandi
commesse e progetti (esempio del settore petrolifero).
• Contratti di rischio
• Concessioni di sfruttamento
• Production sharing agreements
• Contratti di servizio
Resilient contracting
13. Joint Venture / partnership
• Accordo tra imprese che decidono di collaborare per realizzare un
progetto comune.
• Prevede regole per la suddivisione dei rischi legati al progetto
stesso, delle perdite e degli utili.
• Può creare una nuova società (incorporated JV) oppure no.
• Partnership: si tratta appunto di una JV che non costituisce una
nuova società e può essere detta anche JV “contrattuale”.
• Le JV contrattuali possono essere realizzate anche in Italia
attraverso lo strumento del patrimonio dedicato.
14. JV: Governance
• Le parti sono chiamate a conferire (beni) o denaro nella attività comune;
• Ogni parte può inoltre essere tenuta a impegnarsi in attività tecniche o
commerciali a beneficio della JV;
• La JV è diretta da un “Meeting of the Parties” e da un “Management
Committee”;
• L’assemblea è competente su: strategia comune, nomina del mgmt,
approvazione dei conti, ingresso nuovi soci, chiusura della JV;
• I diritti di voto in assemblea sono proporzionati al valore dei conferimenti di
ciascuno sul totale;
• Il comitato è competente su tutti gli altri aspetti della gestione e può essere
composto da rappresentanti di tutte le parti o di una parte sola (Operatore) o di
un terzo e decide a maggioranza;
• Profitti o perdite sono distribuite in proporzione ai conferimenti versati.
15. JV: l’industria petrolifera
Le fasi del processo produttivo
• Fase di esplorazione e produzione (“upstream”)
• Trasporto
• Stoccaggio
• Raffinazione e lavorazione petrolchimica (“downstream”)
L'upstream è la fase più rischiosa (e più redditizia):
necessità di condivisione
– Acquisizione dei titoli minerari / diritti di sfruttamento;
– Esplorazione (ricerca geologica e sismologica, perforazioni);
– Sviluppo (allestimento dei siti estrattivi di riserve provate);
– Produzione (estrazione a fini di commercializzazione);
– Ripristino ambientale.
17. Aspetti di costo e complessità per
l’attività di perforazione “offshore”
• Costo di un impianto di perforazione (acque profonde) : fino a 670 K$/d
• Acque non profonde (fino ai 200 m) : 40-140 K$/d
• Durata tipica: 1-3 mesi
• Necessità di prenotare gli impianti con grande anticipo
• Ristrette finestre temporali
Gli impianti non appartengono alle OilCo, ma queste li noleggiano da
società specializzate o contractor, che curano il trasporto a/r e forniscono
anche l'equipaggio, il team di operai e di tecnici specializzati.
I contractor lavorano per massimizzare l’utilizzo giornaliero dell’impianto.
18. Contratti petroliferi nelle varie fasi
Finalità Controparte Aspetti di complessità Practices
Per le aree da Nazione • Rischio esplorativo • Contratto di
esplorare ospitante concessione
• Contratto di servizio
Per il progetto di Altre OilCo • Rischio minerario Joint Venture
sviluppo • Forti investimenti
• Legge e fiscalità locali
Per la vendita dei Nazione • Contratti pluriennali Production Sharing
prodotti (Petrolio e ospitante • Prezzi Agreement
Gas naturale) • Leggi internazionali
Per approvvigionarsi Contrattisti • Ridurre / controllare i • Gestione diretta
dei servizi e materiali costi • Turn-key
richiesti • Qualità e aspetti • Contratto integrato
ambientali
19. Fase esplorativa: differenti modalità
di collaborazione
Tipo di contratto Vantaggi Svantaggi
Concessione Controllo della Assunzione piena dei
produzione rischi
Servizio (a rischio) ?? Nessun controllo sulla
produzione
Rischio esplorativo e
finanziario
Servizio (senza rischio) Assenza di rischio Nessun controllo sulla
produzione
20. Fase di sviluppo: tipi di JV usati
Contratto Vantaggi Svantaggi
Incorporated JV • Le regole di governance sono • Rischio di doppia
quelle proprie del veicolo imposizione fiscale
societario
• La responsabilità dei soci è
limitata ai conferimenti (ring
fence)
• Le attezzature utilizzate nelle
attività comuni vengono
acquistate dalla newco.
Contractual JV • Maggiore flessibilità La responsabilità dei soci
• Minori spese di creazione e non è limitata
gestione
• Le attezzature utilizzate nelle
attività comuni vengono
acquistate dall’operatore, che
tiene i conti dell’operazione.
21. Fase di produzione: Production
Sharing Agreement (PSA)
• Contratto firmato tra OilCo (o una JV) e la Nazione ospitante,
• La OilCo sostiene a suo rischio tutte le spese di esplorazione e
messa in produzione,
• Se l’iniziativa ha successo, la OilCo viene ricompensata con una
parte della produzione (“Cost oil”, in genere è il 40%),
• La produzione restante (“Profit oil”) viene suddivisa tra Nazione e
OilCo (in genere 80% - 20%),
• La OilCo paga le tasse sul reddito alla Nazione ospitante,
• La Nazione ospitante è proprietaria delle installazioni e degli
equipaggiamenti realizzati sul proprio suolo.
22. Fase di approvvigionamento
Turn Key
un solo contrattista ha la responsabilità di tutto il
progetto ad un costo predefinito
• Vantaggi: Costi predefiniti, un solo contratto da
gestire, unico punto di Responsabilità, rischio trasferito
sul Contrattista
• Svantaggi: minor controllo sulla qualità, scope of work
più dettagliato, costi base più elevati, gestione dei
“Change orders”
23. Fase di approvvigionamento – cont.
Contratto integrato
uno o più Contrattisti si uniscono per offrire in maniera
integrata una serie di servizi gestendoli e coordinandoli
in proprio
• Vantaggi: minor numero di contratti da gestire, minori
risorse interne, maggior controllo sulle performances
complessive
• Svantaggi: minor controllo sul singolo contrattista.
24. Fase esplorativa : Contratto di
concessione
• Contratto di concessione: la Nazione ospitante lancia delle
gare internazionali per la concessione di permessi di
ricerca in esclusiva;
• La OilCo o la JV che si aggiudica il permesso sostiene tutte
le spese per la esplorazione e la messa in produzione
eventuale e tutti i rischi relativi;
• La OilCo è proprietaria della produzione e può disporne
liberamente.
• La durata delle concessioni è di circa 6-10 anni per la fase
esplorativa e di 20-30 anni per la coltivazione.
25. Fase esplorativa: Contratto di servizio
• La OilCo svolge le attività di ricerca per conto della
Nazione ospitante,
• In caso di “dry hole”, perde gli investimenti,
• In caso di scoperta, la proprietà del giacimento è
interamente dello Stato, che non ha alcun obbligo di
continuare a lavorare con la OilCo, che viene rimborsata
delle spese.
• In alternativa, tutti i rischi possono essere a carico della
Nazione così che la OilCo è rimborsata anche in caso di
Dry Hole.
26. Contratti di approvvigionamento
Gestione Diretta
la OilCo sceglie dal mercato i vari fornitori e li coordina
per tutta la durata delle attività
• Vantaggi: Possibilità di scelta dei “Best in Class”, miglior
controllo, maggior forza contrattuale
• Svantaggi: Largo numero di contratti da gestire, struttura
più ampia e con forti competenze tecniche
27. Esempio JV nelle OilCo - sintesi
• La joint venture è uno dei modi con cui condividere il rischio nella
fase più delicata della ricerca delle risorse petrolifere
• In un progetto di enormi dimensioni, sia economiche che
temporali, come la ricerca e sfruttamento di un
giacimento, vengono utilizzate differenti modalità contrattuali in
ciascuna fase del progetto, che viene di fatto separato in più parti
• La molteplicità di stakegholders e la complessità legata alle
relazioni multiple tra essi viene gestita con la frammentazione del
progetto e con la scelta di opportune forme di collaborazione
contrattuale per ciascuna parte.
• Seppure la JV non esista nell’ordinamento italiano, è simulabile
con altri tipi di contratto.
28. Nuove forme di collaborazione in
Italia: Contratto di rete
Contratto di Rete E’ una forma di coordinamento tra Imprese di natura contrattuale (Si
tratta di uno strumento introdotto dal Legislatore nel 2009 che ha subito
successivamente diverse integrazioni, l’ultima con il dl 78/2010 convertito con
modificazioni dalla legge del 30 luglio 2010 n. 122).
Assenza di soggettività giuridica e tributaria
Obiettivo Strategico Gli imprenditori collaborano allo scopo di accrescere la reciproca
capacità innovativa e la propria competitività sul mercato
Punti di forza Flessibilità: ampia autonomia senza rinunciare alla singola
autonomia imprenditoriale.
Agevolazioni come sospensione d’imposta per gli utili
Vantaggio industriale per la possibilità di accedere a contributi
Forme di contratto di “leggera” il contratto che contiene solo gli elementi obbligatori
rete “forte” il contratto che contiene anche la definizione di un fondo
patrimoniale, di un organo comune e di modalità di recesso che
garantiscano la stabilità della rete nel tempo
Resilient contracting
29. Attuale dimensione Reti d’Impresa
Distribuzione Regionale
• circa un quinto delle imprese che collabora in rete
9
proviene dall’Emilia Romagna, seguono la Lombardia e di
28 seguito le altre.
67 50 • nel complesso le regioni del Nord detengono circa la metà
delle imprese coinvolte
12
12 100
Dimensione Reti d’Impresa
63 • circa il 50% delle reti è costituito da 3-5 imprese.
33 • solo 9 reti sono costituite da più di 10 imprese
4
• contratto di rete con il numero maggiore di imprese (33)
118 contratti di rete registrati 1 è denominato “Rete Lucana Oil & Gas” che conta imprese
che coinvolgono 557 imprese 32
della Basilicata, Campania, Puglia e Lombardia.
di diversi settori produttivi, 17 3
presenti in 19 regioni .
44
32
28
9
10
Crescita del numero delle reti e localizzazione
imprese
• nei mesi di luglio e agosto 2011 si è evidenziata una
11 crescita notevole dei contratti di rete, pari al circa il 35%
1 al 31-ago-2011, fonte Unioncamere del totale.
• più del 50% delle reti d’impresa sono costituite da
imprese provenienti da regioni diverse.
30. Reti d’impresa in continua evoluzione
• Risponde in particolare alle esigenze
INNOVAZIONE/RICERCA
• Sviluppo prodotti per efficienza energetica (es.
delle PMI
Energy4Life, Rete Energia Pulita, Sistema Brescia)
• Presenza di aziende leader del
settore bancario (Intesa Sanpaolo,
MARCHIO Servizi e Consulenza
Unicredit,…). Esempi sono le reti
• Creazione marchio d’area (es. Polo alta
d’impresa “Energy4Life” (attiva nel
moda in Abruzzo) Energia
campo delle energie rinnovabili e
CONSULENZA Servizi e del Meccanica e energetico) e “Ribes”
risparmio
Altro Consulenza Automazione comparto dei sistemi
• Consulenza di business/operativa (es. Rete (attiva nel
Infrastrutture
medicali).
Wege)
Tessile
Energia Alimentare
Ambiente
• Agevolazioni dalla PA per
FORMAZIONE Ricerca
(materiali) promuovere la costituzione di
Biotecnologie
• Creazione di scuole professionali (es. Polo
alta moda in Abruzzo) Biotecnologie Meccanica e collaborazioni (es. Bando Ergon
Automazione
Alimentare emesso (materiali)
Ricerca
dalla Regione Lombardia)
Infrastrutture
INTEGRAZIONE Ambiente
• Evoluzione del quadro legislativo
• Standardizzazione di processo
documentale (es. Ribes) europeo: Tessile
proposto dal Ministero dello
Sviluppo Economico Italiano la
definizione di un ”Contratto di Rete
PROMOZIONE Europeo", sul modello italiano
• Promozione sul territorio e all’estero (es. RaceBO) (documento di consultazione sul riesame
dello “Small Business Act”)
31. Open “like”
Due possibilità di gestire il mondo open:
- Licenze di condivisione dei contenuti (creative commons)
- Licenze di condivisione dei prodotti (codice nell’IT), open source
I punti cruciali dell’approccio “open”
• E’ un mondo ”regolato ma aperto e trasparente”, permette di essere piu'
liberi nella condivisione delle informazioni senza dover ogni volta
ripensare alle regole. I Pattern sono definiti con rigore
• Equilibrio tra liberta' di riusare e proprieta' intellettuale.
• E' un mondo dove il rispetto e l'etica sono messi in primo piano e fatti
emergere.
• Prendo qualche cosa, do qualche cosa d'altro.
I numeri rendono ragione di un approccio aperto ma regolato nei
comportamenti: almeno il 65% del mercato web server mondiale è
open source Apache 2
Resilient contracting
32. Esempio open source: Apache
Foundation
L'Apache Foundation è una organizzazione no-profit che
supporta a livello organizzativo, legale e finanziario molti
progetti Open Source - www.apache.org
160 Progetti Open Source Attivi
Alcuni progetti:
• Apache HTTP Server
• Apache Tomcat
• Apache Common
33. Il modello di licensing: Apache2
• Cosa e' permesso
o Usare il software per scopi commerciali e non commerciali
o Rilasciare il software e il lavoro derivato
• Condizioni da rispettare
o Il lavoro derivato non deve essere rilasciato con la stessa
licenza
o E' necessario allegare al lavoro derivato la licenza del
software usato senza modificare la licenza
o Se viene incluso un software GPL3 allora tutto deve essere
rilasciato come GPL3
35. Apache HTTP:
modello di sviluppo
• Un team distribuito si occupa di gestire e sviluppare il server.
• Chiunque puo' partecipare allo sviluppo seguendo le
regole della community.
• Circa 60 Core Contributors si occupano di parti diverse del
server e sono responsabili che la loro parte sia integrata con
le altre.
• La community e gli utenti finali fanno delle richeste su sito di
Apache.
• Il server evolve con patch di versione in versione
• Sponsor come Google, Yahoo, Microsoft e Facebook
sostengono lo sviluppo (Microsoft e' anche concorrente con
IIS!)
36. Vantaggi di un approccio Open Source
• La barriera di adozione molto bassa grazie al costo zero
• Molta documentazione, esempi e supporto in rete
• Utilizzabile commercialmente senza pagare
• Le problematiche di sicurezza sono prontamente segnalate
• Chi lo usa lo puo' per risolvere i propri problemi e aiutare altri
a risolvere gli stessi
Tutto questo e' un volano per l'adozione di Apache HTTP Server
=
Garanzia di sostenibilita' della piattaforma nel tempo
perche' non dipende da nessun vendor ma e' di tutti!
37. Tappe
Identificare tra
le forme Forme più adatte
alla gestione
Requisiti del
progetto
contrattuali e di Mappa delle
forme esistenti
della
complessità: Pubblicazione
complesso in partnership rispetto ai
mappa e dei risultati
termini di requisiti: 11 nov-
partnership quelle 2011
combinazioni
vincenti. TBD
interessanti: 11 2012
nov-2011.
Resilient contracting
38. Un primo risultato
Dove ? Per
Ambito
quanto
Forma di privilegiato Per quali Quale Per quale forma
Nazional tempo ? Per quali
partnership di progetti ? fattore è di project
e/ partner?
/ contratto applicaizon indirizzat management?
Internazi Durata
e o?
onale tipica
Contratto a Missioni Agile (scrum /
ITC Intern.
banda (sprint) XP)
Contratto di Stakehold
wide Nazionale «Emerging»
rete er, .....
Stakehold «Emerging» ,
Joint venture wide Intern.
er, ..... classica
Open «like» Intern. «Emerging» , Agile
Stakehold «Emerging», class
EEIG wide Europeo
er, ..... ica, Agile
Resilient contracting
39. Domani (2012)?
• Unirvi al gruppo: l.paradiso@spazioidea.net
• Lasciar eil vostro contributo commentando le slides
• Affrontare i contratti nella pubblica amministrazione
• Esaminare il rapporto tra proprietà intellettuale e
condivisione delle informazioni (creative commons ed
altro)
• …..
Resilient contracting
Editor's Notes
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.
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 nearly 500,000 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.