PMI Beneficios
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Presentación inductiva para promover las mejores practicas de la administración de proyectos y la profesión de administrador de proyectos
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PMI Beneficios
- 1. El Valor de la Administración de Proyectos Preparado por E. Candanedo V.P. de Educación Capítulo de Panamá Noviembre de 2009
- 2. Causales de Fracasos Empresariales Causas de fracaso % 1. Falta de input de usuarios 12,8 2. Req. y especificaciones incompletas 12,3 3. Cambios en req. y especificaciones 11,8 4. Falta de respaldo ejecutivo 7,5 5. Incompetencia tecnológica 7,0 6. Falta de recursos 6,4 7. Falsas espectativas 5,9 8. Objetivos no claros 5,3 9. Tiempos no realistas 4,3 10. Nuevas tecnologías 3,7 Otros 23,0
- 3. Receta para el éxito Empresarial (1998) Standish Group Receta del éxito: CHAOS 10 (1998) % 1 - Respaldo ejecutivo 18,0 2 - Usuarios involucrados 16,0 3 – Experiencia en Project Management 14,0 4 - Objetivos de negocio claros 12,0 5 - Alcances mínimos 10,0 6 - Infraestructura de software estándar 8,0 7 - Requerimientos "base" en firme 6,0 8 - Metodología formal 6,0 9 - Estimaciones confiables 5,0 10- Otros criterios (hitos pequeños, mejor planificación, staff competente, ownership) 5,0
- 5. Ciclo de Vida de Un Proyecto Ciclo de vida del Proyecto 1. Inicio* 2. Planeación* 3. Ejecución* 4. Control* 5. Cierre* NIVEL DE ACTIVIDAD INICIO TIEMPO *Etapas del proyecto
- 7. Integración Area / Proceso Iniciación Planificación Ejecución Control Cierre Integración Acta de constitución del Proyecto Plan de Gestión Dirigir y gestionar ejecución Supervisar y Controlar el trabajo Control integrado de cambios Cerrar el proyecto Alcance Planif. Alcances Definición Alcances Crear EDT Verificación Alcance Control de Alcance Tiempos Def. Actividades Def. Secuencia Act. Estimación Recursos Estimación Duración Desa. Cronograma Control del cronograma Costo Estimación Costos Presup. Costos Control de costos Calidad Planificación Calidad Aseguramiento Calidad Control de calidad Recursos Humanos Planificación RRHH Adq. Equipo Proyecto Des. Equipo Proyecto Gestión Equipo Proyecto Comunicaciones P. Comunicaciones Distribución Info Informar rendimiento Gestionar interesados Riesgos P.Gestión de Riesgos Identific. Riesgos Análsis Cualitativo Análisis Cuantitativo Planif. Respuestas Seguimiento y control de riesgos Adquisiciones P. Compras y Adq. P. Contrataciones Solicitar respuestas Seleccionar Vendedor Adm. de contratos Cierre de contratos
- 12. 40 Anos de Crecimiento 293,416 Jan. 2009 10,000 100,000 Founded 1969 PMI Membership
- 13. Membrecía Global Datos: October 2008 250 Chapters, 29 SIGs, 2 Colleges Agremiados Localmente, Connectados Globalmente America Del Norte 69% Latinoamérica 5% Asia del Pacifico 14% EMEA 12%
- 14. Estándares con Reconocimiento Global
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. 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.
- 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.
- Since its founding, PMI has invested more than $14 million in academic research to expand its knowledge base. It continues to do so on a scale unmatched by any other association in the field. The results of that research, along with the practical insights of on-the-job experience, are shared at global, regional, national and local meetings, as well as through a research journal, other publications – and, increasingly, online. That knowledge sharing is an important benefit of PMI membership. Participation in local chapters and in virtual communities organized around special interests can provide a big boost to your career. Along with the knowledge sharing, there are frequent networking opportunities that help you find the right opportunities. PMI’s Board of Directors and its executives are committed to make ethics and sustainability (environmental, economic, and social) part of the fabric of project management training and practice.
- Project management has a long history in construction, civil engineering, and other naturally project-oriented fields that typically bring together new teams for each contract. But as this chart of PMI membership suggests, something changed in the 1990s. Both the rate of growth and the variety of organizations taking an active interest in project management “took off.” Information technology and the spread of Internet use certainly played a part in that. Hundreds of thousands of IT projects brought organizations online, and management of software development projects brought many new practitioners -– and PMI members. More broadly, the pace of change -– in globalization and the sharper competition it brought, in faster product development cycles, in teams and business partners spread across continents and time zones – meant that organizations were doing more new projects with more new teams every year. That made the common framework embodied in PMI’s standards even more valuable. All together, these factors have brought more and more project managers to PMI membership and credentials.
- 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.
- The eleven current 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. The “foundation” standard, A Guide to the Project Management Body of Knowledge or PMBOK® Guide , has more than two million copies in circulation. All PMI members receive a complimentary digital copy. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ( 12/08 ) Construction Extension to the PMBOK® Guide ─ Third Edition Government Extension to the PMBOK® Guide ─ Third Edition Practice Standard for Earned Value Management Practice Standard for Project Configuration Management Practice Standard for Scheduling Practice Standard for Work Breakdown Structures — Second Edition The Standard for Program Management ─ Second Edition (12/08) Project Manager Competency Development Framework ─ Second Edition Organizational Project Management Maturity Model (OPM3®) ─ Second Edition (12/08) The Standard for Portfolio Management ─ Second Edition (12/08) http://www.pmi.org/AboutUs/Pages/Standards.aspx
- Certified Associate in Project Management (CAPM ® ) – 6,200 as of October 2008. Scheduling Professional (PMI-SP ® ) – introduced spring 2008, 92 credentialed and 300+ in pipeline as of 1 Oct 2008 Risk Management Professional (PMI-RMP SM ) – introduced Sept. 2008 These three credentials are aimed primarily at the starting segment of practitioners (see next slide) Project Management Professional (PMP ® ) -- recognized and transferable worldwide – 307,000 as of October 2008 This credential is held by most of those building their careers 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
- 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 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. 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.
- Individuals working in a project management environment also can benefit. Those benefits include: Project managers are a future source of company leaders. In the February 2002 issue of CMA Management Magazine , the article, “Tracking Progress” states, “Like an orchestra conductor, the project leader plays a primary role within the organization, a role that also has a human dimension.” The article goes on to say, “Project Managers are…generalists who fully comprehend the company’s and its partners’ strategic objectives.” The May 1999 edition of Credit Union Magazine, in its article, “The Evolution of the CFO” names project management as the path that could lead to the CEO level. “ The (Business Finance) Journal points to project management as one of three CFO career paths developing in organizations today: technical, general management and project management,” notes the article. “The third path could eventually lead to the CEO level because project managers interface with virtually every department in the organization at some point in time.” Other benefits to individuals include: High visibility of project results can boost an individual’s recognition. Project management provides growth opportunities for individual project managers. It helps build your reputation and network, and Project Management gives the individual portable skills and experience. The July 1999 issue of Public Relations Tactics, the article “Fire Your Job: Career Survival Tactics for 2000 and Beyond” advises professionals to “Develop your project management skills. If you don’t currently possess project management skills, training in this area is vital. Project managers are tomorrow’s star players.”
- Individuals working in a project management environment also can benefit. Those benefits include: Project managers are a future source of company leaders. In the February 2002 issue of CMA Management Magazine , the article, “Tracking Progress” states, “Like an orchestra conductor, the project leader plays a primary role within the organization, a role that also has a human dimension.” The article goes on to say, “Project Managers are…generalists who fully comprehend the company’s and its partners’ strategic objectives.” The May 1999 edition of Credit Union Magazine, in its article, “The Evolution of the CFO” names project management as the path that could lead to the CEO level. “ The (Business Finance) Journal points to project management as one of three CFO career paths developing in organizations today: technical, general management and project management,” notes the article. “The third path could eventually lead to the CEO level because project managers interface with virtually every department in the organization at some point in time.” Other benefits to individuals include: High visibility of project results can boost an individual’s recognition. Project management provides growth opportunities for individual project managers. It helps build your reputation and network, and Project Management gives the individual portable skills and experience. The July 1999 issue of Public Relations Tactics, the article “Fire Your Job: Career Survival Tactics for 2000 and Beyond” advises professionals to “Develop your project management skills. If you don’t currently possess project management skills, training in this area is vital. Project managers are tomorrow’s star players.”
- 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.
- 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. 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.
- 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. 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.
- 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 presentation helps to bring into focus PMI’s efforts globally and locally. Becoming a member of PMI and getting involved with your PMI Tampa Bay Chapter can be 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.