The document discusses the future of project management and the skills needed for project managers. It notes that the profession is growing and evolving beyond traditional PMP certification. Future project managers will need strong leadership, business management, and people skills to take on more strategic executive roles. They will need to focus on both short-term career pathing and long-term education and skills development to adapt to changing business needs and become effective leaders.

1. Beyond PMP Certification
What’s Next
Catherine Daw, MBA, PMP
President
SPM Group Ltd

2. Agenda
From here to there
What’s happening out there?
What’s next?
Getting started

3. Growth of the Profession
PMI exponential growth since 1996
PMP certification celebrating 15+years
CAPM and now Program Management
Certification (PgMP)
Standards, certification, & recognition
Launching a career framework for
organizations

4. Competence and Awareness
Competence
Don’t know Know
/know /know
Don’t know Know
/don’t know /don’t know
Awareness

5. Competency Definition
A competency is a group of variables that
accurately predict successful job
performance
Research shows:
• 70% through experiences
• 20% through feedback („how‟ not result)
• 10% structured training & seminars

6. Need for competent PMs
Competence
• fitness
• capability
• ability
PM Competence (in 6 words or less!)
… well suited for project management work …

7. The changing skills of a Project Manager
General
Management Application Area
Knowledge & Knowledge
Practice & Practice
Generally
accepted
Project Management
knowledge
and practices

8. Attributes of the PM Today
Manage & Lead Risk-taker
Conceptual & Competitive
Analytical
Results Oriented Demonstrates Initiative
Able to Influence Innovative
Flexible Creative
Energetic Proactive
Positive & Confident Focused
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9. Is the Future Written in the Past?
A Brief History of Research
• 1970s WBS, PM Software, P.E.R.T., Life Cycles
• 1980s Risk Management, EVA, AI, Cost Management
• 1980s had 4 times the research articles than 1970s
• 1990s Team Building, Leadership, Motivation, Risk
management. Quality Management, Communications
• 2000s…Ethics, Loyalty, Trust, Globalization, Morality,
Selling?
In other words….
…. “a trend from tools people”
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10. Where are the PMs of the Future
 Still an Accidental career Mature Project Manager
50 - 65
 - The Life Cycle of a PM Some will be entrepreneurs
40 - 55
Professional Project Manager
40 - 50
Expanded Project management Responsibility
In-house,& off site training
30 - 40 Managerial Responsibility
Supervisory Responsibility
21 - 28 Specific Training at Employment
Advanced Degrees
Advanced Degrees
18 - 24 Apprenticeship
Commit to career, craft, Skill

11. Maturing PM Skill sets for the Future
 Another view of a PM's life cycle
Leadership
Managerial
Technical
Time/Project size

12. Project Management Styles of the Future
The Pendulum is swinging
Participative Management Authoritative Management
Leadership

13. A New Tool for the PM of the Future
 Who can you trust, who can trust you?
 Competence trust (can you do the job)
 Ethical trust (will you take care of my interests)
 Emotional trust (does this relationship feel
right)
 Combination of the above (Business, social and
sales balanced)
Your My
Interests Interests

14. The PM of the Future
Global Projects require Global PMs
• Not contractors or subcontractors
• Business to Business Alliances
• Loyalty an issue
• Asset Protection
Global Model
• PMs required to understand 3 dimensions
– Structural Dimension
– Policy Dimension
– Strategic Dimension
• Applied at local level

15. The PM of the Future
Project managers in a internal sales role
• PM is not yet a strategic issue
• Awareness & support during crisis only
The future Project Manager must…
• Understand concerns of senior management
• Speak their language
• Demonstrate value
• Connect to business
• Build on early success
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16. The Role of the PM of the Future
Project Managers as Portfolio Managers
• A coming of age in corporate strategic planning
• Executive function, Enterprise-wide
• More than managing multiple projects
Project Managers and the use of tools
• Watch where you're applying the lipstick
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17. What’s happening out there
CEOs are:
Looking for leaders
Focused on execution of strategy
Wondering how to innovate:
• „we need to build organizations where discipline
and freedom aren‟t mutually exclusive‟
Culture issues: building, changing

18. Burning Questions for corporations
 Strategy: How do you link strategy and execution?
 Talent: How do you leverage global talent pools for
innovation?
 Trends: How will the trend toward clean and green
drive the innovation agenda?
 Culture: How can you create sustainable innovation
capability?
 Customers: Can they lead breakthrough innovation?
 Jump Start: Can you build breakthrough start ups
from within?
* From HBR:Burning Questions website

19. The Economy
Growth in Canada
Impact of currency
Global leader potential
Sustainability opportunities: economic,
environmental, social

20. Changing workforce
Not just looming but already here shortage
of skilled resources
Lean structures of the past
Need for bosses and leaders
Profile of the worker today is different
tomorrow
Succession planning

21. Changing Workforce
Immigration is not going to solve the
shortage
Demographics – difference in younger
generation and attitudes to work/life
Training ain’t performance
Availability isn’t a skill

22. What’s happening in the PM world
Career pathing
Competency assessment
Search for new sources
Changing definition of a project manager
Not just about projects but change
management, governance, ethics
Team leadership

23. What’s next
Career pathing
Education and training
Focus on short and long term
Executive leadership

24. Career pathing
Traditional
• Manager, leader, director – project/program
• PMO head – project, program, portfolio
New Direction
• Strategic Planning
• Executive Management

25. Education & Training
70/20/10 rule
 Select the career path which works for you:
• Career PM
• Executive Management
• Blend – with forks in the road
Based on profile of the future:
• Need for general management and „hard‟ skills
• Negotiation, decision making, managing change,
conflict, innovation
Formal education – MBA
Other designations – CMC

26. Short and Long Term
Short Term
Implement career path and competencies
for you
Get serious about training
Rotate through assignments outside your
usual zone
Don’t go it alone

27. Short and Long Term
Long Term
Enter formal management development
• MBA, internal corporate programs
Become PMs that can be promoted as
leaders
Prepare for uncertainty
Trial – test it out in real life

28. It’s about leadership
Leadership skill CEO responsibilities PM Equivalent
Selling up Board and shareholder Winning Stakeholder
relations Buy-in
Selling down The Entire Firm and its The Project Team
Customers
People Skills Creating followers Earning Respect
Strategic Planning Big picture, long term Project scope, planning
vision & definition
Finance High-level budget and Project resource
funding skills planning & cost control
Marketing Product management, Project vision
public relations & statements,
advanced promotion communications
skills planning
* PM Network – June 2005

29. How to be an effective leader
Understand & interpret the environment in
which you operate
Develop winning strategies
Execute them brilliantly
Measure the impact of your strategies,
adjust
Develop organizational, departmental, team
& personal capabilities

30. Taking the next step
You are here You want here
Take stock
What does your future look like?
What path do you want to pursue?
More than education
Experience, feedback, training
Leadership and relationships

31. Questions