While projects are growing exponentially, organizations don’t have enough talent to lead them, and only 30% of PMs are women. We know stereotypes associate leaders with masculine traits. However, findings at the Lecturer’s Doctoral Research show that traits like empathy, listening, collaboration and servant leadership, considered mainly feminine, motivate collaborators, and generate better results. Projects and organizations benefit recruiting more women! Full Details: Project management is a profession that is growing at a fast pace driven by today's disruptive changes such as the adoption of advanced technologies, digital transformation, and the life-changing Covid-19 pandemic. According to PMI studies, organizations are not finding the talent to develop their projects, which makes it difficult for them to materialize their strategic initiatives and deliver products and services with the required quality. On the other hand, it has been found that there is a very low participation of women in the profession, representing less than 30% of project management professionals. At the same time, the information technology industry, where there is also unmet global demand, has a low percentage of women and even fewer in leadership roles. Various studies have explained the possible reasons for this reality, but the truth is that this gap presents a good opportunity, both for women who could develop their professional career in project management, and for organizations that will be able to take advantage of the benefits of their talent. This exhibition aims to bring the public closer to the current reality of gender diversity in project management, raise awareness about gender gaps, stereotypes and prejudices around gender and the difficulties that women must overcome to advance in their careers. professionals.

1. PMI International Women’s Day
8 March 2023
The Power of Women in Project Economy
Cecilia Boggi
[Talk time slot]

2. 2
John Doe
Contact details:
john.doe@gmail.com
LinkedIn:
Youtube:
2
CECILIA BOGGI
Degree in Systems Analysis – Buenos Aires Universtity.
Doctorate in Business Administration, Executive MBA.
Graduated from the PMI Leadership Institute Master Class 2012.
PMP, PMI-ACP, Certified PMO-CP. CSM. SDI Leadership Facilitator.
Professional Executive Coach. Toastmaster Competent Communicator.
Executive Director of activePMO. + 30 years in software and IT projects,
+ 20 years in Project Management and Leadership, + 15 years in PMOs.
Author, Co-author and International Speaker.
Member of the PMI since 2002. Founding member of 6 PMI Chapters in
Latin America. Volunteering since 2003.
President of the PMI Buenos Aires Chapter in 2011.
Leader of Chapter 9 Human Resource Mgment of PMBOK Guide 5th Ed.
PMI Region Mentor Southern Latin America 2014-2017.
PMIEF Community Engagement Committee 2020.
PMI Youth and Social Impact Region Advisor 2021.
Founder and First Leader of CoP Feminine Leadership in PM.
Latin America Leader of the Women PowerUp Network.
Lic. Cecilia Boggi, DBA, MBA, PMP, PMI-ACP
Excutive Director at activePMO
ceciliaboggi@gmail.com
@ceciliaboggi
www.linkedin.com/in/ceciliaboggi

3. Go to www.menti.com and use the code 1186 7567

7. Project Management Field is Growing up
Main problems & opportunities companies
have today are addressed through
projects.
Projects have become the driving force
behind the work done, innovation, and
expansion.
The project economy requires
talented project managers to lead
motivated teams.
Source: Tomorrow’s Teams Today. Pulse of the Profession. Project Management Institute. 2020

8. The Project Revolution
How to succeed in a project driven world
Source: Nieto-Rodriguez, Antonio. The Project Revolution: How to succeed in a project driven world (p. 27). LID Publishing. Kindle Edition.
Organizations are shifting their focus, more than ever, to projects and project-based work.
Projects are the new norm for creating value and for staying in business.

9. Source: Tomorrow’s Teams Today. Pulse of the Profession. Project Management Institute. 2020
There is a widening gap between the demand and the
availability of qualified project managers.
Every year more than
10% of corporate
investment is wasted
due to poor project
performance.
Deficiency in PM talent
obstructs 40% of the
strategy implementation
efforts

10. Women in PM Field
PMI Salary Survey 12th Ed. states that only 28% of
respondents were women
Source: PMI (2021). Earning Power: Project Management Salary Survey 12th Edition

11. Only 20 to 25% of students of STEM careers are women
There is a very close relationship between project management and STEM
disciplines (acronym for Science, Technology, Engineering and Mathematics).
Source: "Education at a Glance 2017" Report . Organization for Economic Co-operation and Development (OECD)
https://www.hm.ee/sites/default/files/eag2017_eng.pdf
Education Health Social sciences,
journalism and
information
Arts and
humanities
Business,
administration
and law
Natural
sciences,
mathematics
and statistics
Engineering,
manufacturing
and construction
Information and
communication
technologies

12. Women make up only 28% of the workforce in STEM jobs.
(Science, Technology, Engineering and Mathematics)
Fuente: https://www.aauw.org/resources/research/the-stem-gap/

13. Key Factors reinforcing Gender Gaps in STEM in girls
Source: https://www.aauw.org/resources/research/the-stem-gap/
STEM
Gender
Gap
Gender
Stereotypes
Male-
dominated
cultures
Fewer role
models
Math
anxiety

14. UN Women. (n.d.). HeForShe.
Source: UN Women. (n.d.). HeForShe.

15. Gender Stereotypes – Consequences
A gender stereotype is harmful when it limits the
ability of men and women to develop their personal
faculties, choose and pursue a career and make
decisions about their lives
Reference: United Nations. Gender Stereotyping

16. Gender Stereotypes
Femenine Traits
• Sensitive, Emotional
• Tender, Affective
• Weak, Submissive
• Compassionate
• Adaptable, Flexible
• Relationship oriented
• Cooperative, Collectivist
• Insecure
Masculine Traits
• Aggressive
• Energetic
• Strong, Dominant
• Assertive
• Individualistic
• Competitive
• Task oriented
• Confident
Gender stereotyping refers to the practice of ascribing to an individual woman or man specific
attributes, characteristics, or roles by reason only of her or his membership in the social group
of women or men. UNOPS Human Rights
Reference: United Nations. Gender Stereotyping

17. Source: "Strategies to Overcome Biases and Advance Professionally and Personally." Webinar by Cristina Oneto.
Biases at Work
Performance Bias
Approval Bias Maternity Bias
Attribution Bias Affinity Bias
We believe that the abilities of a
man are far superior to those of
women
Women are not approved when
they are assertive, self-confident
Companies that do not want
women who have or may have
children
People feel better with similar
people Meta-Biases
When women are successful, they
attribute it to chance, luck, or
other external factors
Believing that you have no
biases, is a bias

18. Only 26% of executive levels were held by women in 2022
Reference: Lean In (2022) Women in the Workplace

19. https://leanin.org/
Sheryl Sandberg
Former COO at Facebook, now Meta
Author of Lean IN
Founder of LeanIn.org
“When it comes to
filling our leadership
ranks, we are only
sourcing from half
the population, and
when we source from
the whole population,
we are going to do
better.”

20. We are loosing the benefits
women can bring to projects,
organizations and community

21. Research
Impact of Female Leadership in
Information Technology Projects
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.
Women in leadership roles in information
technology projects in Argentina motivate
their teams, especially younger generations,
with their female leadership style, bringing
greater efficiency to the organization.

22. Ideal Skills and Competencies for a Leader to
promote good results in IT Industry projects
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.
Encourages
teamwork
Communicates
purposes and
objectives of the
project
Listen to what I
have to say and
put him/herself in
my place
Generates
bonds in the
team
Pays attention
to my
profesional
development
Gives me
Independence
and flexibility
to work
Others

23. Real Skills and Competencies of your Leader in
IT Industry projects
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.
Encourages
teamwork
Communicates
purposes and
objectives of the
project
Listen to what I
have to say and
put him/herself in
my place
Generates
bonds in the
team
Pays attention
to my
profesional
development
Facilitates
what I need to
solve problems
Others

24. Real Skills and Competencies for a Leader in IT Industry
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.
Encourages teamwork
Communicates purposes and objectives of the project
Listen to what I have to say and put herself in my place
Generates bonds in the team, communication spaces and
networking
Facilitates what I need to solve problems
Pays attention to my profesional development
Gives me Independence and flexibility to work
Ideal Vs Real Skills and Competencies of a Leader in
IT Industry Projects

25. Transformational, Transactional and
Laissez Faire Dimensions
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.
Charisma or idealized influence
Intellectual stimulation
Individual consideration
Contingent reward
Management by exception or Laissez-faire

26. Servant Leadership Dimensions
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.
Empathic communication and persuasion
Intuition and foresight
Strategic thinking
Focus on people

27. Research Results
Impact of Female Leadership in
Information Technology Projects
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.

28. Women in leadership roles in information technology projects in Argentina
motivate their teams, especially younger generations, with their female
leadership style, bringing greater efficiency to the organization.
Respondents state that their female leaders have the qualities of an ideal leader to
perform well on IT projects:
• Encourage teamwork
• Communicates project goals and objectives
• Listens to what collaborator have to say and puts herself in their place
• Generates bonds in the team, spaces for communication and informal
relationships.
• Collaborators rated their female leaders very high in the dimensions of
transformational and servant leadership
Youngest valued, to a greater extent, the aptitudes of their female leaders.
Hipótesis Val SubH
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.

29. Validation of the Research
Results
Impact of Female Leadership in
Information Technology Projects
Source: Doctoral Thesis of Cecilia Boggi (2021). Impact of Female Leadership in IT Projects in Argentina.

30. Women Score Higher Than Men in Most Leadership Skills
For centuries, there
have been cultural
prejudices against
women.
A 2019 study by Zenger
& Folkman presents
evidence that this bias is
wrong and unwarranted.
Reference: (Zenger & Folkman, 2019). Harvard Business Review

31. Women are better
leaders in crises
Zenger Folkman's 2020 study
found that, during the Pandemic,
women scored higher than men in
most competencies.
https://zengerfolkman.com/articles/research-women-are-better-leaders-during-a-crisis/

32. Zenger Folkman's 2020
study found that
engagement scores for
the direct reports of
female leaders were
significantly higher
https://zengerfolkman.com/articles/research-women-are-better-leaders-during-a-crisis/
Women are better
leaders in crises

33. Weakness or Strength?
Emotionality, closeness and the ability to listen have been seen, for
a long time, as a weakness.
But, in the face of the challenges presented by the 21st century, such as
the climate emergency, inequality, pandemic, etc., these attributes
become strength.
Female Leadership or New Leadership?
Source: http://anuariocidob.org/liderazgo-femenino-o-nuevos-liderazgos/

34. “We cannot change what
we are not aware of,
and once we are aware,
we cannot help but
change”
https://leanin.org/
Sheryl Sandberg

35. Thank you!
Cecilia Boggi, DBA, MBA, PMP, PMI-ACP
Excutive Director at activePMO
ceciliaboggi@gmail.com
www.linkedin.com/in/ceciliaboggi