PMI global Pittsburgh presentation - revised - 20131201
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This presentation outlines the PMI Global organization, benefits and other information as well as an overview of the Pittsburgh Chapter.
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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 1
- 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 2
- 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 3
- 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 4
- 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 6
- 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 7
- 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 8
- 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 9
- 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 10
- 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 11
- 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 12
- 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 13
- 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 15
- 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 16
- 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 17
- 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 18
- 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 19
- 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 20
- 21. Thank You For More Information How to Get Involved www.pmi.org www.pittsburghpmi.org www.pittsburghpmi.org 21
Notes de l'éditeur
- 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..
- I hope this talk has made it clear that PMI’s efforts are also of great value to those of you who have chosen – or may choose – to build a career in project management. I urge you to find out more, to become a PMI member if you are not already, and to take an active part in this global community. Thank you. All contents ©2009, Project Management Institute, Inc. “PMI”, the PMI logo, “Making project management indispensable for business results”, “PMBOK”, “CAPM”, “PMP”, “PgMP”, “Program Management Professional (PgMP)” and “PMI Scheduling Professional (PMI-SP)” are registered marks; “PMI Risk Management Professional (PMI-RMP)” is a service mark of Project Management Institute, Inc.