The PMI Project Management Fact Book
Second Edition
The PMI Project Management Fact Book
Second Edition
Project Management Institute
Library of Congress Cataloging-in-Publication Data The PMI project management fact book.-- 2nd ed. p. cm. Includes bibliographical references and index. ISBN: 1-880410-73-7 (alk. paper) 1. Project management. I. Project Management Institute.
2001041676 CIP
ISBN: 1-880410-73-7 Published by: Project Management Institute, Inc. Four Campus Boulevard Newtown Square, Pennsylvania 19073-3299 USA Phone +610-356-4600 or visit our website: www.pmi.org 0 2 0 0 1 Project Management Institute, Inc. All rights reserved. "PMI" and the PMI logo are service and trademarks registered in the United States and other nations; "PMP" and the PMP logo are certification marks registered in the United States and other nations; "PMBOK", "PM Network", and "PMI Today" are trademarks registered in the United States and other nations; and "Project Management Journal" and "Building professionalismin project management." are trademarks of Project Management Institute, Inc. Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher. PMI" books are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate tralning programs, as well as other educational programs. For more information, please write to the Publisher, PMI, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA. Or contact your local bookstore. The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (239.48-1984).
Exhibits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .viii .. .. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Section OnThe Profession
..........................................
3
Definition of Project Management ........................................... 3 Project Management Knowledge Areas ....................................... 4 Project Management Process Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 History and Evolution of the Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Hallmarks of a Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 .0 .1 . Size of the Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Awareness and Recognition of the Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 .2 Project Management and Other Professions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 2 Future of the Profession ................................................. 14
SectionTwo-Theproject
............................................17
Definition of Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 7 Definition of Program ................................................... 1 8 Definition of Portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1. 9 Total Spent on Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.9 CostofaProject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Geographic Scope of Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 ProjectTypes ........................................................ 2 1 ProjectPerformance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Project Dimensions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Project Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Section Thre-Individuals
Working in Project Management
.................31
- * Project Management Practit~onerProfile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3. 1 * Professional Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3 * Number of Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3
kJobi7tle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3 JobFunctiorVRole ..................................................... 3 3 Careerpath 34 .-+Professional Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 5 . e+EmploymentStatus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3.7 Scope of Responsibiliv . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3.7 %Project Management Experience and Work History 39 Typical Work Week . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 9 -. \-Level of Education ..................................................... 40 c Professional Credentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 , .*tCompensation and Benefits .............................................. 4 1
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Section Four-The Environment of Project Management
..................... 45
,+ Globalization of Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
+Adoption of Project Management by Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 . Project Management Responsibility in Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 - M a t i o of Project Management Personnel to Total Employees . . . . . . . . . . . . . . . . . . . . . . . . 50 Support for Professional Affiliations ......................................... 5 1 SupportforCertification ................................................. 52 4d;lobal Acceptance of PMP Certification ...................................... 52 +Project Management Academic Degrees and Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 =#Project Management Literature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 q. Worldwide Cooperating Organ~zations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 . 9 Research on the Project Management Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54
-
Section Fve-The
Project Management lntiiute
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57
Governance ......................................................... 58 Board of Directors ..................................................... 59 StmtegicAdvisoryGroups ................................................ 59 Implementation of Ends Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 .. History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60 Membership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 1 Volunteerism ......................................................... 6 4 GlobalOutreach ...................................................... 66 Components ......................................................... 67 Corporate Involvement and Participation ..................................... 70 Financial Stability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72 Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75 Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 Standards .......................................................... 78 Publishing 79 KnowledgeandWisdomCenter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Annual Seminars &Symposium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1 Awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1 w . p mi.org . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82 . PMI Educational Foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82
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AppendixA.-P MIEndsPolicies
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87
.........................................................87
Introduction PMIEndsPolicies
Appendix 6-PMI
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Ethical Standards
....................................
88
93
Member Code of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93 . Member Standards of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 4 Member Ethics Case Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 6
AppendixWMIComponents
.......................................109
PMIChapters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 PMI Specific Interest Groups 115 PMICollege . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
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.................................117
Appendix D-PMI
Professional Awards
Appendix E-+MI
Registered Education Providers
PMI Project of the Year Award . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .117 PMI Professional Awards Program Recognition 1974-2000 . . . . . . . . . . . . . . . . . . . . . . . 118 PMI Educational Foundation Award and Scholarship Recognition 1979-2000 .......... 122
........................127
PMICharterProviders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 PMI Global Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 PMI Basic and Corporate Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 3 1 PMI Association Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134 PMI Comoonent Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134
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Appendix F-PMP Code of Professional Conduct
......................... 139
1. Responsibilitiesto the Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
II. Responsibilitiesto Customers and the Public
............................... 140
Appendix W r o j e c t Management Degree Programs
......................143
Bachelor's Degree Programs ............................................. 143 Master's Degree Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 Doctoral Degree Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .145
Appendii H-PMI Annual Seminars & Symposium Sies and Dates 1969-2000 Appendix 1 . 4 ountries with PMI Members as of 3 1 December 2000 Glossary
. . 147
........... 149 ........................................................ 1 5 1
Acronyms .......................................................... 1 5 1 Definitions .........................................................1 5 1
Bibliography
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157
Accessible Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .157 Internal PMI Documents and Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .160
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Exhibits Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 Figure 7 Figure 8 Figure 9 Figure 1 0 Figure 11 Figure 12 Figure 13 Figure 14 Figure 15 Figure 16
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Links Among Process Groups in a Phase Relationship of Project Management to Other Management Disciplines Geographic Scope of Projects Engaged In Project Success Rates and Costs, 1994 Versus 1998 Relation of Organizational Structure to Project Success Project Management Practitioner Profiles Years of Project Management Experience, by Geographic Area Global Average Total Compensation, by Scope Global Average Total Compensation, by Position PMI Membership Growth, by Geographic Area Ratio of Project Management Personnel t o Total Employees Representative Countries with Significant PMP Growth Process Used to Develop PMI Annual Program Plan and Budget Industries Represented in PMI Membership PMI Component Facts PMP Certification Facts
The PMI Project Management Fact Book
Introduction The Project Management Institute (PMIB)is pleased to publish The PMI Project Management Fact Book, Second Edition. PMI is the world's leading project management association, now with more than 70,000 members in more than 120 countries. Individual practitioners, along with businesses, industries, and organizations, count on the project management profession and PMI to help them succeed in the global marketplace, accomplishing their strategic objectives through the practice of project management. PMI is committed to delivering products and services that set the industry standard, advance the project management knowledge base, and meet the needs of our members and other stakeholders. This new book is an enlarged and updated version of the groundbreaking The PMI Project Management Fact Book published in 1999. Its five principal sections are structured to serve as a comprehensive compilation of information and data about: 1. The Profession of project management. 2. The Project, including typical costs, scope, dimension, and challenges associated with projects. 3. Individuals Working in Project Management, including a profile of their qualifications, responsibilities, compensation, etc. 4. The Environment of Project Management activities, within the global context of organizational structure and practice. 5. The Project Management Institute itself, including its structure, membership, activities, and services. The PMI Project Management Fact Book, Second Edition will be welcomed as a benchmark resource by the project management community and those with an interest in learning more about the profession.
The PMI Project Management Fact Book
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Section One The Profession
Project management has become a top career choice for many talented and knowledgeable individuals. The project management community continues to gain recognition globally through the advancement of project management and the promotion of excellence in project management throughout the world. Individuals working in project management turn to the Project Management Institute (PMIB)-the world's largest professional association serving the project management profession-for up-to-date information, networking, training, certification, and the knowledge that they need to successfully manage projects and deliver the expected results. The profession values the Institute as the association of choice for individuals across all industries and organizations in the global marketplace.
Definition of Project Management According to A Guide to the Project Management Body of Knowledge (PMBOP Guide) - 2000 Edition, "Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished through the use of the processes such as: initiating, planning, executing, controlling, and closing" (2000, 6).
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Section One - The Profession
Project Management Knowledge Areas The PMBOP Guide - 2000 Edition defmes nine Project Management Knowledge Areas. These describe "project management knowledge and practices in terms of their component processes" (PMBOP Guide 2000, 7).
Project Integration Management A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated. It consists of: R Project plan development-integratingand coordinating all project plans to create a consistent, coherent document. m Project plan execution-carrying out the project plan by performing the activities included therein. m Integrated change control-coordinating changes across the entire project. Project Scope Management A subset of project management that includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It consists of: ia Initiation-authorizing the project or phase. Scope planning-developing a written scope statement as the basis for future project decisions. r Scope definition-subdividing the major project deliverables into smaller, more manageable components. r Scope verification-formalizing acceptance of the project scope. Scope change control-controlling changes to project scope. Project Time Management A subset of project management that includes the processes required to ensure timely completion of the project. It consists of: R Activity definition-identifying the specific activities that must be performed to produce the various project deliverables. ~rActivity sequencing-identifying and documenting interactivity dependencies.
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The PMI Project Management Fact Book
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m Activity duration estimating-estimating the number of work periods that will be needed to complete individual activities. r Schedule development-analyzing activity sequences, activity durations, and resource requirements to create the project schedule. r Schedule control--controllingchanges to the project schedule. Project Cost Management A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. It consists of: r Resource planning-determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities. II Cost estimating-developing an approximation (estimate) of the costs of the resources needed to complete project activities. r Cost budgeting-allocating the overall cost estimate to individual work activities. m Cost control--controlling changes to the project budget. Project Quality Management A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of: r Quality planning-identifying which quality standards are relevant to the project and determining how to satisfy them. r Quality assurance-evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. II Quality control-monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. Project Human Resource Management A subset of project management that includes the
processes required to make the most effective use of the people involved with the project. It consists of:
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Section One - The Profession
Organizational planning-identifying, documenting, and assigning project roles, responsibilities, and reporting relationships. 8 Staff acquisition-getting the needed human resources assigned to and working on the project. I Team development-developing individual and group skills to enhance project performance. 8
Project Communications Management A subset of project management that includes the
processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. It consists of: R Communications planning-determining the information and communications needs of the stakeholders: who needs what information, when they will need it, and how it will be given to them. 8 Information distribution-making needed information available to project stakeholders in a timely manner. s Performance reporting-collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting. B Administrative closure-generating, gathering, and disseminating information to formalize phase or project completion.
Project Risk Management Risk management is the systematic process of identifymg, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives. It includes: Risk management planning-deciding how to approach and plan the risk management activities for a project. B Risk identiflcation-determining which risks might affect the project and documenting their characteristics. 8 Qualitative risk analysis-performing a qualitative analysis of risks and conditions to prioritize their effects on project objectives. m Quantitative risk analysis-measuring the probability and consequences of risks and estimating their implications for project objectives.
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Section One -The Profession
Risk response planning-developing procedures and techniques to enhance opportunities and reduce threats from risk to the project's objectives. Risk monitoring and control-monitoring residual risks, identifying new risks, executing risk reduction plans, and evaluating their effectiveness throughout the project life cycle.
Project Procurement Management A subset of project management that includes the processes required to acquire goods and services to attain project scope from outside the performing organization. It consists of: Procurement planning-determining what to procure and when. Solicitation planning-documenting product requirements and identlfylng potential sources. m Solicitation-obtainingquotations, bids, offers, or proposals, as appropriate. Source selection--choosingfrom among potential sellers. Contract administration-managing the relationship with the seller. Contract closeout--completion and settlement of the contract, including resolution of any open items. (PMBOP Guide 2000, 189-91)
Project Management Process Groups As indicated in the PMBOP Guide - 2000 Edition, "Project management processes can be organized into five groups of one or more processes each":
EN
Initiating processes-authorizing the project or phase. Planningprocesses-defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address. Executing processes-coordinating people and other resources to carry out the plan.
The PMI Project Management Fact Book
Section One -The Profession
(Arrows represent flow of information)
Figure 1
Links Among Process Groups in a Phase
(PMBOP Guide 2000, Figure 3.1, 31)
B Controlling processes-ensuring that project objec-
tives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary. s Closing processes-formalizingacceptance of the project or phase and bringing it to an orderly end. The process groups are linked by the results they produce-the result or outcome of one becomes an input to another. Among the central process groups, the links are iterated-planning provides executing with a documented project plan early on, and then provides documented updates to the plan as the project progresses. ... In addition, the project management process groups are not discrete, one-time events; they are overlapping activities which occur at varying levels of intensity throughout each phase of the project.
(PMBOP Guide 2000, 30)
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The PMI Project Management Fact Book
Section One -The Profession
History and Evolution of the Profession Projects have been done since the dawn of time, and history is rich with magnificent examples of projects, including the construction of pyramids, arenas, bridges, and canals; the establishment of travel on, above, and below the surface of the earth; the development of electronic communications and computation systems; and major advances in medicine and biotechnology. As one PMI publication puts it: Whenever and wherever civilizations took root, there were projects to manage: buildings to erect, roads to pave, laws to write. Without the advanced tools, techniques and methodologies we have today, people created project timelines, located materials and resources, and weighed the risks involved. Over time, people realized that the techniques for cost control, timeline development, resource procurement, and risk management were applicable to a wide range of projects, whether erecting bridges, rotating crops, or deciding how to govern themselves. These early ideas were the precursors to a set of management techniques we now know as "modern project management." (Project Management: A Proven Process for Success 2000, 2 )
The origins of modern project management can be pinpointed to the 1950s, when the first papers on project management techniques began to be published. One author suggests that 1958 "was the beginning of the age of the giant project: that point where the size, complexity, time span, resource requirements and cost of project demanded more than the Gantt chart" (Snyder 1987, 28-29). In particular, the author highlights breakthrough thinking in computer-related development projects, as well as the introduction of the Program Evaluation Review Technique (PERT) in the field of military electronics. By the early 1960s, articles were appearing on subjects like project planning and scheduling and critical path techniques, and the United States (U.S.) Department of Defense directed some of its services to test the PERT concept to control costs. An abundance of papers were published throughout the 1960s focusing on emerging project management techniques in relation to the rapid development of The PMI Project Management Fact Book
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Section One -The Profession
computer technology. The 1970s became a turning point in project management, as more and more organizations had real experience in applying these new techniques in actual project conditions. As the article's author states, "Experience was beginning to replace ideas. Results were starting to reinforce concepts" (Snyder 1987, 28-29). More and more research papers were published during and following this period, chronicling project management as a new management style and, ultimately, as a new profession in itself. In 1969, a small group of individuals recognized the potential for a community of interest in the area of project management and created the Project Management Institute. Prior to the formation of PMI, project management had not really been regarded as a profession. Since its creation, PMI has assisted in the evolution of the profession through the following contributions: The identification of the knowledge domain associated with project management The initial creation of the Project Management Body of Knowledge (PMBOKm) The establishment of a code of ethics for practitioners The implementation of accreditation for academic programs in project management The establishment of the Project Management Professional (PMPa) certification credential The creation of practice standards in project management. (30 Years of Project Management Excellence 1999)
Hallmarks of a Profession A profession can be defined in its simplest terms as a "an occupation requiring considerable training and specialized study." Building and expanding upon the academic discipline or disciplines, to which it relates, a profession is distinguished by its special features and characteristics. In most cases, the hallmarks of a profession include, among other things: r Ethical behavior and integrity Discreet body of knowledge Theoretical base for its knowledge 10
The PMI Project Management Fact Book
Section One - h e
Profession
ar Roles and responsibilities m Professional standards rr Professional certification
ar Educational discipline ilr
Academic accreditation
rr Professional development
rr Responsibility to the public interests of society ~rEfforts to improve and expand all of its distinguishing characteristics. (The Future of Project Management 1999,7, 8; 105-11)
Size of the Profession PMI estimates that as many as four and a half million people in the U.S.--representing about 3.3 percent of the employed U.S. workforce-may regard project management as their profession of choice. This number is likely to grow significantly as more advanced degrees and undergraduate majors are offered in the discipline of project management, as more emphasis is placed on research into the theory and practice of the profession, and as the profession gains wider recognition (U.S. Department of Labor, Bureau of Labor Statistics 2000; PMI Research Department 2001). PMI estimates that the size of the profession in the rest of the world may be more than 12 million. Therefore, the total number of people around the world who view, or might view, project management as a profession of choice currently exceeds 16.5 million. Given the incomplete nature of available labor force information from many countries, this figure may actually understate the worldwide size of the profession. It is important to note that the assessment presented here of the size of the project management profession takes into account that many-perhaps most-people undertake projects and engage in project management on a daily basis, but do not view themselves as members or potential members of the profession. Even if projects and project management became ubiquitous in society throughout the world, PMI considers only those who may regard themselves as being directly involved in project management in arriving at its estimates. Others may have an interest in the The PMI Project Management Fact Book
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Section One - The Profession
products and services offered by the project management profession and by PMI, but would never consider it to be their primary profession or focus in life (Central Intelligence Agency, Directorate of Intelligence 2000; PMI Research Department 2001).
Awareness and Recognition of the Profession There are many ways to measure the success of project management as a profession. One is to measure the increased awareness and recognition of project management as documented in the number of people exposed to news about the profession and PMI. In 2000, Project Management Institute Chair Hugh Woodward, PMF and PMI member Daniel Cozad, PMF appeared in the role of invited subject-matter experts on two episodes of The Next Wave, airing as paid programming on CNBC television, hosted by Leonard Nimoy The PMI experts explained the general aspects of project management and its role in the new economy. PMI also recorded more than 140 million electronic public relations exposures in 2000. Coupled with nearly 28 million exposures documented in print communications, the project management profession and PMI experienced a 645 percent increase in total media exposure in 2000, compared to 1999. A key global source of information on project management is PMI's web page, www.pmi.org, where a total of 2,621,092 hits were recorded in 2000, a 64 percent increase over the previous year (2000 in Review 2001, 4).
Project Management and Other Professions According to the PMBOP Guide - 2000 Edition, "much of the knowledge needed to manage projects is unique to project management (e.g., critical path analysis and work breakdown structures). However, the PMBOKa does overlap other management disciplines" (PMBOP Guide 2000), as illustrated in Figure 2.
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The PMI Project Management Fact Book
Section One
- The Profession
The Project Body of Knowledge Generally Accepted Project Management Knowledge and Practice
This figure is a conceptual view of these relationships. The overlaps shown are not proportional.
Figure 2
Relationship of Project Management to Other Management Disciplines (PMBOP Guide 2000, Figure 1.2, 9)
The P M B O P Guide - 2000 Edition further explains the related elements of General Management and Application Areas: General management encompasses planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise. General management also includes supporting disciplines such as law, strategic planning, logistics, and human resource management. The PMBOKe overlaps or modifies general management in many areasorganizationalbehavior, financial forecasting, and planning techniques, to name just a few. Application areas are categories of projects that have common elements significant in such projects but not needed or present in all projects. Application areas are usually defined in terms of:
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Section One -The Profession
Functional departments and supporting disciplines, such as legal, production and inventory management, marketing, logistics, and personnel. Technical elements, such as software development, pharmaceuticals, water and sanitation engineering, or construction engineering. a Management specializations, such as government contracting, community development, or new product development. a Industry groups, such as automotive, chemicals, agriculture, or financial services. ( P M B O P Guide 2000, 9)
Future of the Profession PMI reports that project management will become more important both to practitioners personally and to their organizations in the next five years. Seventy percent of PMI members, who are also PMPs, expect project management to increase in importance to them personally. Members in financial services (84 percent) and information technology (83 percent) are more likely to expect project management to increase in importance to their organizations. PMI research also indicates that the five "greatest challenges" to the future of project management are as follows: 1. Public perceptionlacceptance 2. Acceptance by top management 3. Success/showing value 4. Methods/applyingfunderstanding/consistency 5. Becoming a profession/establishing standards. Furthermore, in the coming years the following capabilities will be most critical to people in the profession of project management: Leadership skills/vision and motivating others rr People skills/getting along with others rxr Management skills/directing and managing others. (PMI 2000 Needs Assessment 2000,27-28)
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Considering the observable signs of a maturing professionincreasing numbers of individuals associating themselves with project management; heightened public exposure of project management issues and concepts; and continued refinement of professional standards, to name a few-the future of project management as a profession looks very bright, challenging, and rewarding.
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Section nYo I
The Project
The profession of project management is built around a central concept known as the project. This concept is the foundation upon which the profession builds its body of knowledge, conducts research, establishes standards, administers certification, and provides professional development and academic accreditation. It is the concept of the project that inspires practitioners to achieve the innovative breakthroughs that continually move the profession forward. In many situations, projects have become integral to the execution of an organization's strategic plan. Without projects, new products do not reach the consumer, people do not walk on the moon, and the Internet does not unify the continents and cultures of the world, or transform the global economy
Definition of Project According to the PMBOP Guide - 2000 Edition: Organizations perform work. Work generally involves either operations or projects, although the two may overlap. Operations and projects share many characteristics; for example, they are: a Performed by people. tz Constrained by limited resources. B Planned, executed, and controlled. The PMI Project Management Fact Book
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Section Two -The Project
Projects are often implemented as a means of achieving an organization's strategic plan. Operations and projects differ primarily in that operations are ongoing and repetitive while projects are temporary and unique. A project can thus be defined in terms of its distinctive characteristics-a project is a temporary endeavor undertaken to create a unique product or service.
Definition of Program The P M B O P Guide - 2000 Edition defines and explains the concept of a "program" as follows: A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually Many programs also include elements of ongoing operations. For example: I The 'XYZairplane program" includes both the project or projects to design and develop the aircraft as well as the ongoing manufacturing and support of that craft in the field. IB Many electronics firms have "program managers" who are responsible for both individual product releases (projects) and the coordination of multiple releases over time (an ongoing operation). Programs may also involve a series of repetitive or cyclical undertakings, for example: I Utilities often speak of an annual "construction program," a regular, ongoing operation which involves many projects. IB Many non-profit organizations have a "fundraising program," an ongoing effort to obtain financial support that often involves a series of discrete projects such as a membership drive or an auction. IB Publishing a newspaper or magazine is also a program-the periodical itself is an ongoing effort, but each individual issue is a project.
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Project
In some application areas, program management and project management are treated as synonyms; in others, project management is a subset of program management. This diversity of meaning makes it imperative that any , discussion of program management versus project management be preceded by agreement on a clear and con- 1 1 sistent definition of each term.
~
( P M B O P Guide 2000, 10).
Definition of PortFolio According to the PMBOP Guide - 2000 Edition, "Project portfolio management refers to the selection and support of projects or program investments. These investments in projects and programs are guided by the organization's strategic plan and available resources" (2000, 10).
Total Spent on Projects On the basis of data released by the Bureau of Economic Analysis of the U.S. Department of Commerce, the Project Management Institute (PMI3 estimates that the U.S. public and private sectors spend some $2.3 trillion (US) on projects every year, an amount equivalent to one-quarter of the nation's gross domestic product. Extrapolating U.S. data, PMI estimates that the world as a whole spends nearly $10 trillion (US) of the world's $40.7 trillion (US) gross product on projects of all kinds (Lum and Moyer 2000; Central Intelligence Agency, Directorate of Intelligence 2000; PMI Research Department 2001). These projects occur in all industries, all countries, and all sectors of public and private endeavor. They run the gamut from new product development and overall research and development, through residential and commercial construction, into development of software and information systems, to reengineering and other forms of organizational change. This expenditure is comprised of projects that vary in cost, requirements, staffing, risk, quality duration, and complexity among other factors.
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Section Two -The
Project
Unlike activities to improve manufacturing operations, manufacturing itself usually is not viewed as a project-based operation because of the concept of mass and repetitive production. However, many manufacturing operations can be viewed as projects and, indeed, are projects. Examples of such projects could include a short-duration special production run (e.g., of a special grade of paper) or the production of one large item (e.g., a customized airplane). Consequently, some data associated with projects may be included in multiple data sets. According to the U.S. Census Bureau, in 1998 U.S. businesses alone invested $973.6 billion in capital goods-structures and equipment-an increase of 11.7 percent from 1997. Much of this expenditure takes place in the context of fulfilling the requirements of major projects (U.S. Census Bureau 2000).
Cost of a Project The median budget size for projects engaged in or managed by those working in project management is just under $2 million (US), while the mean (average) project budget size is $55 million (US). The extreme difference between the two figures is accounted for by a relatively small number of very large projects represented in the survey sample, which had the effect of skewing the mean upward. Projects varied in average value from under $100,000 to $10 million (US) (Nellenbach 2001, 40).
Geographic Scope of Projects Individuals working in project management report working on projects that vary in geographic scope from local to global (see Figure 3). Percentages shown in Figure 3 add up to more than 100 because respondents were allowed to select more than one descriptor to accurately reflect multiple projects of varying scope (PMI Project Management Salary Survey 2000,80).
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Project Scope
Percent Reporting
Local StateIProvince Multi-State/Province Within One Countty Multiple Countries Multiple Continents
33 percent 20 percent
28 percent 28 percent 21 percent 15 percent
Figure 3
Geographic Scope of Projects Engaged In (PMI Project Management Salary Survey 2000, 80)
Project Types As "a temporary endeavor undertaken to create a unique product or service," projects are involved in all aspects of business, government, academia, and society. The broad array of work areas, jobs, roles, and geographic location of PMI members demonstrates the extreme breadth of application of projects and project management. As stated in the PMBOP Guide - 2000 Edition: Projects are undertaken at all levels of the organization. They may involve a single person or many thousands. Their duration ranges from a few weeks to more than five years. Projects may involve a single unit of one organization or may cross organizational boundaries, as in joint ventures and partnering. Projects are critical to the realization of the performing organization's business strategy because projects are the means by which strategy is implemented. Examples of projects include: B Developing a new product or service. m Effecting a change in structure, s t f i g , or style of an organization. Designing a new transportation vehicle. Developing or acquiring a new or modified information system. rrt Constructing a building or facility.
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m Building a water system for a community in a developing
country
ar Running a campaign for political office. ar Implementing a new business procedure or process.
Individuals working in project management are working on an average of three or more projects at any given time. Because projects are, by definition, aimed at creating a "unique product or service," each project itself is unique (PMI Project Management Salary Survey 2000, 17, 91). The P M B O P Guide - 2000 Edition speaks to this issue of the uniqueness of projects: A product or service may be unique even if the category to which it belongs is large. For example, many thousands of office buildings have been developed, but each individual facility is unique - different owner, different design, different location, different contractors, and so on. The presence of repetitive elements does not change the fundamental uniqueness of the project work. For example: A project to develop a new commercial airliner may require multiple prototypes. A project to bring a new drug to market may require thousands of doses of the drug to support clinical trials. A real estate development project may include hundreds of individual units. A development project (e.g., water and sanitation) may be implemented in five geographic areas.
No generally accepted classification system exists for projects. As stated in one PMI publication, "a taxonomy helps clarify our thinking by classifying things neatly into groups and subgroups based on their similarities and relationships"(Knutson 1997, 13). A project taxonomy could assist people in the profession and their employers with regard to subjects such as the following: MI Work area assignments Project leadership assignments
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I
Company Size Large
Success Rate, 1994 9%
Success Rate, 1998 24%
Project Cost, 1994 $2.3 million
Project Cost, 1998 $1.2million
16%
28%
$1.3 million
$1.1million
28%
32%
$0.4 million
$0.6million
(more than $500 million in revenue)
Medium ($200 million to $500 million in revenue)
Small ($100 million to $200 mill~on in revenue)
Figure 4
Project Success Rates and Costs, 1994 Versus 1998 (1998 Chaos Report)
Project team assignments and overall staffing Professional development B Career path m Mobility. A taxonomy would also be beneficial in identifying the transferability among projects of lessons learned, such as documents, experiences, and templates. B B
Project Performance According to the 1998 Chaos Report, compiled by The Standish Group International, project success rates rose and costs fell between 1994 and 1998. (All amounts in Figure 4 are in U.S. dollars.) The three biggest contributors to project success are: ~ r t User involvement Executive support rr Clear statement of the business objectives of the project. These three factors account for 50 percent of a project's chance for success, according to the Chaos report. Adding an experienced project manager brings the project's chances for success to 65 percent (The Standish Group International, Inc. 1998).
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Section Two - The Project
Balanced Matrix
55.9%
Figure 5
Relation of Organizational Structure to Project Success (Baker 2000,ig)
Another way of looking at what impacts project success is to analyze an organization's structure, in terms of the role of project management. A landmark study by Gobeli and Larson in this issue examined more than 1,400 projects and correlated each organization's project structure with the degree to which the project met its objectives in the areas of cost, schedule, and technical performance. The conclusions showed that adopting either a projectdominated matrix or full project structure (see Section Four) more than doubles the likelihood of project success (see Figure 5).
Project Dimensions As the project management profession gains in recognition and size, organizations-and civilization itself-will become more projectized. This projectization will become more clearly understood as data on spending and other dimensions of projects become more widely known in the global marketplace. Providing some sample dimensions of the world of projects will contribute to elevating and clarifying the general consciousness on the subject of projects, worldwide. Most economic activities in the world are projectized to some degree. The construction industry, for example, carries out a project every time it erects a building and the motion picture industry, every time it makes a movie. On the other hand, only some of what the trucking or retail trade industries do involves such a "temporary endeavor undertaken to create a unique product or service." Somewhere between these extremes lie the
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motor vehicle manufacturing, oil and gas extraction, and fabricated metal products industries, among others. Assessing how much is expended on projects, therefore, helps in determining how much of the output of each of these and other industries is project-driven.
Y2K The event known as "Y2K" captured the attention and imagination of business, governments, and society for several years and especially toward the end, as the world prepared for the arrival of 2000. The Gartner Group estimates $300 billion (US) will have been spent worldwide on projects surrounding the Y2K issue. Some put the figure as high as $600 billion (US). The United States Office of Management and Budget estimates that the U.S. government spent $8.34 billion (US) on Y2K efforts. Businesses in the U.S. are estimated to have spent up to $50 billion (US) (Young 2000,38). Y2K, while dismissed by some as a non-event, has been described as a classic example of good project management averting a potential disaster. "It was the ultimate cross-functional, do-more-with-less, immovable deadline project" (Young 2000, 3741). In the face of a fixed deadline, late starts, limited budgets, and creeping project scope, the following benefits were realized by a large percentage of organizations who participated in this effort: ilr Virtually no lawsuits fa Few lost clients ra Little disruption of service BI No degradation of company good will a; Quick return to business at hand + Better change and configuration management processes II Better help desk procedures m Better communications, internal and external m Better testing platforms B Better documentation of applications and systems II Improved client relations B Better project management discipline. (Young 2000,37-41)
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Section Two -The Project
Project Dimensions Across the PMBOKBKnowledge Areas
Other data of interest on the dimensions of major projects include the following: m In the Netherlands, the Delesto 2 cogeneration electrical power plant--one of the largest of its kind in Europeoperated at 97.2 percent availability during the first year of its operation, with only one forced outage (Smith 2000, 6). The Sydney Organizing Committee, in Sydney, Australia, successfully met the human resources challenges of putting on the 2000 Olympic Games, which involved hiring, retaining, training, and managing 2,400 employees and 50,000 volunteers for temporary assignments ranging up to six years (Sunoo 2000, 70-76). The small Canadian municipality of Parry Sound, Ontario, Canada, planned and initiated forty-four new economic development and growth projects in a one-year span, ranging in scope from one person to the construction of an $8.37 million (US) performing arts center. They were able to coordinate these successfully through the application of project portfolio management methods (Mens and Nelson 2000,3536). The PMI 2000 International Project of the Year-The Trojan Reactor Vessel and Internals Removal Project-succeeded in removing, transporting, and disposing of a full-sized commercial nuclear reactor, in a three and a half-year project involving dozens of Portland General Electric (Oregon USA) employees and more than ten subcontractor firms. The project cost $21.9 million (US), $4.2 million (US) under budget (Holtzman 2001,28-29). The Big Dig in Boston, Massachusetts USA--considered by many to be the world's biggest project4esigned to replace the elevated Central Artery with an 8-10-lane underground expressway, was projected in 1982 to cost $2.2 billion (US). As of January 2001, the project is targeted for completion in 2004 and is expected to cost $14.1 billion (US) (Levinson 2000). The entire 2001 Mars Odyssey project ended up costing $305 million (US), up from the original budget of $282 million (US), excluding the launch (Associated Press International 2001).
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m The Walt Disney Company created three new major expan-
sions to the Disneyland Resort in Anaheim, California USA, including a 750-room hotel, a 55-acre theme park, and 300,000 square foot entertainment, dining, and shopping complex. Total project costs are estimated at $1.4 billion (US) (Stephan 2001, 12-15). As the data included here demonstrates, the dimensions of major projects can touch upon every aspect of the global economy. Further analysis of existing data and collection of new data on project expenditures, timelines, resources, etc., will contribute additional insights that will enhance the practice of project management in the new millennium.
Project Challenges All projects are not created equal, and the challenges of managing projects can be as varied as the undertakings themselves. The leading challenge of a project may derive from its complexity of scope; its involvement of multiple companies, governments, and cultures; its physical demands; and human planning errors, among other factors. Furthermore, in the era of cyber-business, new types of challenges have emerged, such as creating the best way to manage the implementation of an e-commerce strategy, or mastering virtual project management-at long distance, with heavy dependence on technology tools. Following are a few interesting examples of special challenges in project management. Economic development in an area of extreme poverty poses a range of challenges to the governments of Chad and Cameroon, which are collaboratingon the $3.7 billion (US) ChadCameroon Petroleum Project. To assist with implementation of the project-the primary purpose of which is to reduce poverty in Chad-the World Bank has appointed an International Advisory Group to oversee the operations and to identify potential problems in a number of categories. These include: the use of public revenues; the adequacy of civil society participation; and progress in building institutional capacity, governance, environmental management, and social impact (Africa News Service 2001).
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Repeated project failures can make it extremely difficult for an organization to continue getting the funding and support needed to accomplish its goals. The National Aeronautics and Space Administration (NASA) announced in March 2001 that the problem-plagued X-33 spaceplane project, a venture that aimed to create a single-stage-to-orbit spaceliner, had been scrapped. In addition, the American space agency announced that another reusable rocket, the X-34, was being axed. In total, these NASA resolutions add up to over $1 billion (US) worth of canceled projects (David 2001). Implementation of appropriate systems to track financial data and property management information has proven to be a troublesome project for the U.S. Government's Federal Aviation Administration (FAA). According to an internal audit memorandum, the FAA's inability to implement an integrated property management system in time to produce fiscal-year 2000 financial statements resulted in a number of serious errors, including the following: r An unresolved budget discrepancy of $479 million (US) r An unexplained increase in the number of reported real property items from 14,000 to 18,000 and an increase in real property net book value of $158 million (US) The incorrect categorization of a fifty-eight year-old fully depreciated air-traffic control tower as a new structure with a value of $18.9 million (US) (Mead 2001). Unrealistic and over-ambitious scheduling is the main challenge being faced by developers of the Diplomat Resort just north of Miami, Florida USA. The $600 million (US) project has seen slipping schedules and creeping costs. It is now more than a year behind schedule, plagued with clashing opinions and a multitude of unforeseen technical and legal issues (Engineering NewsRecord 2001, 56). Project planning complexityis the overriding challenge of a project aimed at closing the U.S. Department of Energy's Rocky Flats Site, a manufacturing facility using a variety of radioactive and hazardous materials. The site, on 385 acres of land, includes more than 700 facilities and structures containing nineteen metric tons of uranium and plutonium requiring rigorous safety procedures. To meet the planning needs of this project, the site manager
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and integration contractor integrated a money-critical path planning technique and a production-oriented line-of-balance planning technique with a typical state-of-the-art project planning system (Burdge 2001). A complex, dangerous project-in a remote area with no infrastructure and virtually no available labor force-was the construction of the Qatargas Liquified Natural Gas Plant (in Qatar)-the PMI 1999 International Project of the Year. Nevertheless, the $2.3 billion (US) project, awarded to the Chiyoda Corporation, based in Yokahama, Japan, was completed within budget and eight months ahead of schedule. Furthermore, lost time injury/illness hours were one-half the industry average, and the lost time incident rate was zero, against an industry average of 1.5 (Ishikura and Kadoyama 2000, 35). A cross cultural project involving the Iranian government, working with Russian contractors, has experienced delays in completing a nuclear power plant in the Gulf port of Bushehr. The $800 million (US) project was supposed to have been completed in 2002, but after seven years of construction, is only half-finished and may be up to two years late (Reuters News Service 2001). Technology a d v a n c e s create scheduling and cost challenges. The National Ignition Facility at the Lawrence Livermore National Laboratory, a U.S. government project intended to result in the development of the world's most powerful laser and the achievement of atomic fusion, is expected to cost $4 billion (US) versus the $2 billion (US) originally estimated. It will be four to six years behind schedule. The extra costs include $50 million (US) for additional project management (Hotz 2000,29A). Information systems (IS) organizations often experience project delays and cost overruns, due to competitive pressures and rapid technological changes, among other factors. Some experts believe IS organizations need to build more project management capability in order to get a better handle on their capacity and use resources more effectively in meeting strategic and tactical goals. Challenges identified include gaining enough project management knowledge to use the discipline in the work of the organization and obtaining sufficient organizational support for the effective implementation of projects (Bradley 2000, 92-95).
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Section Two - The Project
The British construction industry, according to some experts, continues to be faced with what they describe as "the adversarial relations associated with the traditional contacting system," in spite of new developments in project management and related technologies, which are impacting needed skills and industry employment conditions (Miozzo and Ivory 2000,513-31). Pharmaceutical research and development organizations, where the most fundamental project is the development of new drugs and their introduction to the market, are facing shrinking operating margins and heightened competitive pressures. In order to reduce product development time from its current six- to sevenyear cycle to something approaching three years or less, experts believe companies will have to take a radical approach to managing people, organizations, and process. A centerpiece of this shift in approach will need to be a strong centralized project management capability "with world-class competency, managing schedules that measure slippage in hours" (Gugliotti 2001, 14-17). These challenges and the increasingly complex dimensions of projects in every industry and around the globe demonstrate the value and potential benefits of the expert utilization of project management knowledge and practices in support of an organization's strategic and business objectives.
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Section Three Individuals Working in Project Management The project management profession has witnessed explosive growth over the past five years, as evidenced by the unprecedented growth of membership in the Project Management Institute (PMIm) to more than 70,000 members. In addition, more than 27,000 individuals are now certified as Project Management Professionals (PMPm). These statistics demonstrate the continuously evolving project management profession and the leading role of PMI in the global marketplace. PMI's understanding of the marketplace and the expectations of its membership are constantly growing through the gathering of data and extensive research studies that have contributed to a detailed profile of the men and women working in project management.
Project Management Practitioner Profile Based on PMI member demographics, the profile of those individuals working in the project management profession is as follows: is Seventy-five percent are male; 25 percent are female. I Eighty-nine percent have college degrees.
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Section Three -Individuals Working in Project Management
++ 25% Female
ll%Without College Degrees
75% Male
64% Without PMP@ Certi
89% With College Degrees
36% With PMP@ cation
Figure 6
Project Management Practitioner Profiles
Eighteen percent are between twenty-five and thirty-four years of age; 74 percent are between thirty-five and fiftyfour; 8 percent are fifty-five or above. RS Thirty-six percent have earned their PMP" certification credential. Individuals are found working in project management in all industries. According to PMI data, they are most likely to be found in the following industries: I Information Technology E Consulting rsr Computers/Software/Data Processing B Telecommunications s Engineering ~rE-business IB CommerciaVHeavy Industrial Construction KI Web Technology.
im
(PMI Project Management Salary Survey 2000, 180,228-29)
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I
Section Three - Individuals Working in Project Management
Professional Ethics Both PMI members and PMPs subscribe to and conduct business according to codes of conduct (www.pmi.org). (See Appendix B and Appendix E)
Number of Projects Recent figures show that the majority (52 percent) of project management practitioners are engaged in or managing three or fewer projects at any given time. The remaining 48 percent are engaged in or managing four or more projects simultaneously (PMI Project Management Salary Survey 2000, 17, 91).
Job Title The primary job title in the profession has been identified as project manager (40 percent), followed by program manager (12 percent). Other ways to identify roles through job titles include director of project/program management, project management consultant/advisor, project team leader, project engineer, and project coordinator. Some of those working in the profession use titles other than the ones mentioned here (PMIProject Management Salary Survey 2000, 176).
Job Function/Role More than three out of five of those working in project management describe their function or role within the organization as project or program management. Other frequently mentioned roles include the following: s Consulting, 16 percent m Information/Computers, 16 percent s Time Management/Scheduling/Planning, 15 percent. (PMIProject Management Salary Survey 2000, 182)
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Section Three - Individuals Working in Project Management
Career Path In the early days of project management, there was no real career path specifically for those practicing this discipline; their careers were defined by what was regarded as their chosen professionsengineering, chemistry, product development, etc. Initially, project management evolved largely as an assigned profession, as people in various positions were assigned to work on projects in addition to their other duties. The rapidly increasing options in continuing education and graduate degree programs are evidence that project management has moved from being an assigned profession to being a profession of choice. While there is a need for extensive research on career paths in the profession, there already exists a logical progression of skills and responsibilities, advancing naturally from low-cost, low-risk projects into higher-cost, higher-risk projects, and then into management of a portfolio of projects or a program. A next step would be a director or vice-president level with broad oversight of an array of project managers and their projects. As organizations become mature and projectized, the position of Chief Project Officer (CPO) may evolve. In this role, a CPO would be charged with ensuring that the planning and implementation of projects were inseparable from the advancement and fulfillment of corporate strategy. Ultimately, successful executive performance in this position could lead to opportunities at the Chief Executive Officer (CEO) level (PMI Research Department 2001). Sixty-eight percent of the project management personnel report that there is either a written or an informal career path for those engaged in project management in their organizations. Eighty-five percent say the project management career path is connected to roles in upper management, though only 24 percent say this is clearly defined and in writing. Seventy-two percent say their organization has defined-either in writing or informallythe skill sets for those working in project management (PMI Project Management Salary Survey 2000, 225).
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'professional Development Professional Development Needs
Recent PMI research has identified the following prominent professional development needs in project management: tr The two greatest training needs among both project managers and project team members are understanding of project management tools, skills, and methods and scheduling/planning. m The greatest deficiency among stakeholders, other than project managers and project team members, is in understanding project management theory and the role of the project manager. (PMI 2000 Needs Assessment 2000,25-26)
Key General Management Skills for Practitioners
General management skills provide the foundation for building project management expertise and are often essential to the professional development of the project manager. Skill in any number of general-management areas may be required on any given project. As set forth in the A Guide to the Project Management Body of Knowkdge (PMBOP Guide) - 2000 Edition, topics in broad subject areas dealing with general management include: Finance and accounting, sales and marketing, research and development, and manufacturing and distribution. I I Strategic planning, tactical planning, and operational planning. I I Organizational structures, organizational behavior, personnel administration, compensation, benefits, and career paths. Managing work relationships through motivation, delegation, supervision, team building, conflict management, and other techniques. Managing oneself through personal time management, stress management, and other techniques. (FMBOP Guide 2000,21)
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Section Three- Individuals Working in Project Management
Also, as outlined in the P M B O P Guide - 2000 Edition, the following general management skills are highly likely to affect most projects: Leading involves: rs Establishing direction-developing both a vision of the
future and strategies for producing the changes needed to achieve that vision. r Aligning people-communicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision. ~rMotivating and inspiring-helping people energize themselves to overcome political, bureaucratic, and resource barriers to change. ... Communicating involves the exchange of information. The sender is responsible for making the information clear, unambiguous, and complete so that the receiver can receive it correctly The receiver is responsible for making sure that the information is received in its entirety and understood correctly ... Project Communications Management is the application of these broad concepts to the specific needs of a project-for example, deciding how, when, in what form, and to whom to report project performance. Negotiating involves conferring with others to come to terms with them or reach an agreement. Agreements may be negotiated directly or with assistance; mediation and arbitration are two types of assisted negotiation. Negotiations occur around many issues, at many times, and at many levels of the project. ... Problem solving involves a combination of problem definition and decision-making. Problem definition requires distinguishing between causes and symptoms. Problems may be internal (a key employee is reassigned to another project) or external (a permit required to begin work is delayed). Problems may be technical (differences of opinion about the best way to design a product), managerial (a functional group is not producing according to plan), or interpersonal (personality or style clashes). Decision-making includes analyzing the problem to identify viable solutions, and then making a choice from among them. Decisions can be made or obtained (from
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the customer, from the team, or from a functional manager). Once made, decisions must be implemented. Decisions also have a time element to them-the "right" decision may not be the "best" decision if it is made too early or too late. Influencing the organization involves the ability to "get things done." It requires an understanding of both the formal and informal structures of all the organizations involved-the performing organization, customer, partners, contractors, and numerous others, as appropriate. Influencing the organization also requires an understanding of the mechanics of power and politics.
(PMBOP Guide 2000, 24-25)
Employment Status Project management personnel indicate overwhelmingly that they work full time, with 92 percent working for an employer, and 7 percent being self-employed (1 percent, no answer). It may be assumed that a large number of those who are self-employed work in a consulting or advisory capacity on projects being managed for client organizations (PIW Project Management Salary Survey 2000,173).
Scope of Responsibility According to the PMI Project Management Salary Survey - 2000 Edition, on a worldwide basis, nearly half of project management personnel describe their scope of responsibilities as follows: Responsible for directing large projects or a multitude of smaller projects. Manage all aspects of project, from beginning to end, with direct accountabilityfor project execution while leading a team, or teams, to accomplish specific objectives in a given time frame and with limited resources.
All others in project management report a wide range of types of responsibility.
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Below are detailed descriptions of the various levels within project management and the percentages of individuals identifying themselves with each, as presented in the PMI Project Management Salary Survey - 2000 Edition: Level 1: Accountable for the strategy and performance of the overall organization or division (10 percent). Level 2: Direct responsibility of total program execution. The program typically requires accountability for a related series of projects, executed over a broad period of time, which is designed to accomplish broad goals of the program to which these individual projects contribute (13 percent). Level 3: Responsible for directing large projects or a multitude of smaller projects. Manage all aspects of the project, from beginning to end, with direct accountability for project execution while leading a team or teams, to accomplish specific objectives in a given time frame and with limited resources (45 percent). Level 4:
Work within or outside of a project or program office providing support, training, and consultation to project managers and the organization. Provide support to the project or program office and facilitate process implementation (12 percent).
Level 5: Combine technical expertise essential to project execution, with management of project task(s) implementation while leading task specialists (8 percent). Level 6: mically report to Project Manager and run certain segments or critical work packages of the project. Exceptional technical capabilities and leadership role for three-to four-person teams (2 percent). Level 7: Responsible for coordinating technical activities associated with the assigned project. Usually a technical specialist residing within the organization who is not normally held accountable for the project (1 percent).
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Level 8: Administer or supervise support services for project. Develop, implement, and maintain project management information system that provides adequate information with which to manage the project (2 percent). Level 9: Track, coordinate, and publish detailed planning and scheduling for the project (2 percent). Level 10: Team member from a functional department or project office with recognized specialty or "expert" status within the respective organization. Function as an individual contributor or serve as an interface with other specialists in respective departments (3 percent). Level 11: None of the above applies. (PMI Project Management Salary Survey 2000, 11, 184-85)
'project Management Experience and Work History The typical individual working in project management has been in the profession for eight years. Three out of ten have worked in project management for five or fewer years, while 21 percent had worked in this field for at least fifteen years (see Figure 7). The typical worker had been with his current employer for five and one-half years, and had changed employers at least once in the past five years. Three out of ten (31 percent) had relocated with the same employer in the past five years (PMI Project Management Salary Survey 2000,212,218).
+-Typical Work Week '
Three out of four individuals working in project management (75 percent) worked more than forty hours per week. Fifty-six percent worked forty-one to fifty hours per week. Individuals in the United States, the Middle East, and Europe were more likely to work more than forty hours per week than those from other geographic areas (PMIProjectManagement Salary Survey 2000,175).
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w; Geographic Area
Estimated Median Number of Years Worked in Project Management
AustraliaINew Zealand Canada Europe Latin America Middle East
10 years
Asia
United States Total Global Sample
8 years
7 years 10 years 1 1years 13 years
8 years 8 years
Figure 7
Years of Project Management Experience, by Geographic Area (PMIProject Management Salary Survey 2000, 228)
G
Level of Education Forty-six percent of those working in project management have undergraduate college degrees, while 43 percent have either master's or doctoral degrees (PMI Project Management Salary Suwey 2000,228).
4
Professional Credentials
-
The PMI Project Management Professional Certification Program continues to gain in momentum and strength as global recognition of the credential dramatically increases each year. The PMP credential is the world's most recognized credential of choice for the project management profession. The PMI Certification Program continues to play a role in promoting a discipline that is consistently evolving and growing. According to PMI's 2000 in Review, there are 27,053 individuals who have acquired the PMP credential (2000 in Review 2001, 5).
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1
Compensation and Benefits
1I
Individuals working in project management had an annual median total compensation of $75,000 (US) and an annual average total compensation of $82,389 (US). Total compensation is defined as annual salary, annual bonus/overtime, annual deferred compensation, and other annual compensation. The highest average total compensation by geographic area was in Asia, with $111,883 (US), followed by the United States at $87,809 (US) and Latin America at $79,157 (US). Average earnings for those fifty-five to sixty-four years of age were the highest, at $102,975 (US), compared to $62,493 (US) for the 25 to 34 age group, $79,471 (US) for the 35 to 44 age group, and $92,152 (US) for the 45 to 54 age group. Other global statistics on compensation and benefits for individuals working in project management include: I Eighty-four percent of project management personnel have a retirement plan, and 76 percent receive contributions into a retirement plan from their employer. ~rr Ninety-two percent receive healthcare insurance; 76 percent receive life insurance; and 79 percent receive long-term disability insurance. m Project management personnel receive an average of nineteen vacation days annually ar Forty-seven percent receive performance incentives. r Three out of ten receive stock options. Smaller percentages receive other types of benefits: rr Relocatiordtravel bonus, 20 percent ria Club memberships, 18 percent rr Free participation in stock purchases, 17 percent a Vehicle, 15 percent R Tickets to events, 14 percent. (PMI Project Management Salary Survey 2000, 18, 28, 43, 132)
The average total compensation for each of the levels of responsibility for project management personnel in an organizational environment is described in Figure 8 (see Scope of Responsibility, earlier in this Section).
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Figure 8
Global Average Total Compensation, by Scope (US dollars) (PMI Project Management Salary Survey 2000, 59, 64, 74)
The average total compensation by position or title is illustrated in Figure 9. Industries with the highest mean total compensation for those working in project management areas are as follows (US dollars): ElectricaVElectronic $111,802 International Development $104,967 Web Technology $103,733 Chemical $101,290 Utilities $101,192. Industries with the lowest mean total compensation are as follows (US dollars): Automation Services $66,373 m Academia $67,318 rr Health/Human/Social Services $68,512 Other Business Activities $69,646 Public Administration/Government $70,360. (PMI Project Management Salary Survey 2000, 59,64,74)
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Figure 9
Global Average Total Compensation, by Position (US dollars) (PMI Pmject Management Salary Survey 2000, 59, 64, 74)
Section Four The Environment of Project Management
The environment in which project management is practiced has been rapidly evolving, just as the nature of business and technology is evolving. The globalization of business has resulted in greater interest worldwide in the concepts of project management. More and more organizations are adopting project management as a critical element in the fulfillment of their longterm strategy, and many organizations, having practiced project management over time, have altered their structure to facilitate more effective cross-functional, project-oriented, approaches to getting business done. Not surprisingly, the growing acceptance of project management has been evidenced in increased organizational support for certification of Project Management Professionals (PMP?, the availability of academic degrees and programs in project management, and a surge of interest in the Project Management Institute (PMF) and its publications.
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Globalization of Project Management Nowhere is the globalization of project management more evident than in the growth of PMI's own membership across all geographies. In fact, the 1999-2000 membership growth rate was slightly higher among members outside of the United States and Canada (see Figure 10). Dramatic examples of the globalization of project management appear frequently in the news and in industry publications. The April 2001 issue of PM NetworkB featured an article on a project at IBM involving a team of experts in multiple locations in the United States, Australia, and Scotland. The experts were able to capture their collective experience and create a knowledge management tool to meet customer needs through devising a twentyfour-hour project clock that leveraged the difference in time zones, allowing a virtually non-stop electronic dialogue and review and revision process (Singer 2001, 36). Another example, profiled in the same issue, involved the United Nations and more than a dozen other international organizations working together on Internet Project Kosovo, to "address the urgent communication needs of the international humanitarian community in Kosovo and to provide free Internet access to local educational, media, health, and community organizations" (Fleischer 2001, 32).
Adoption of Project Management by Organizations One in four individuals working in project management believes that his organization has "completely" accepted project management as the way of doing business, and a strong majority (75 percent) expects project management to become more important to its organizations in the next five years (PMI 2000 Needs Assessment 2000, iv). One way to measure the extent to which the project management approach to business has penetrated an organization is by looking at the number of individuals within an organization who are members of PMI. The resulting benchmark of high-level adoption of project management is PMI's list of organizations with more than 100 PMI members.
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Non-U.S./Canada United States Canada
1999
2000
Percent Member Growth
7,755
9,899
27.65%
41,142
52,467
27.53%
6,101
7.669
25.70%
Figure 10
PMI Membership Growth, by Geographic Area
(PMI Fact Sheet 1999.2000)
Companies and Organizations with over 100 PMI Members (as of 31 December 2000)
s ALLTEL Corporation r American Express Company E Arneritech Corporation r Andersen Consulting LLP r AT&T Corporation s Bank One Corporation m Bechtel Group, Incorporated s BCI Telecom Holding, Incorporated r BellSouth Corporation s Blue Cross Blue Shield Association Boeing Company s Cambridge Technology Partners Massachusetts, Incorporated r Cap Gemini Ernst & Young U.S. LLC s Cargill, Incorporated m CBS Corporation ~rCGI Group, Incorporated r Cisco Systems, Incorporated E Compaq Computer Corporation s Complete Business Solutions, Incorporated ~rComputer Sciences Corporation Compuware Corporation E CSC Consulting, Incorporated s CTG Resources, Incorporated m Decision Consultants, Incorporated E Deloitte & Touche LLP m DMR Group, Incorporated s EDS The PMI Project Management Fact Book
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m Ericsson Business Networks AB
w FedEx Corporation ~rFluor
Enterprises, Incorporated United States General Services Administration r Hewlett Packard Company hi Honeywell International, Incorporated I E ~ IBM m Johnson Controls Incorporated r Keane, Incorporated KPMG Consulting, Incorporated rrr Lockheed Martin Corporation a Lucent Technologies, Incorporated rr marchFIRST, Incorporated nr Motorola, Incorporated II NCR Corporation m NEC Corporation II Nortel Networks Corporation ~ l lPfizer, Incorporated s PricewaterhouseCoopers r Qwest Communications International, Incorporated r Raytheon Company a Robbins-Gioia LLC Sabre Holdings Corporation II Science Applications International, Incorporated rm Siemens Aktiengesellschaft w Sprint Corporation m State Farm Mutual Automobile Insurance Company I Syntel, Incorporated m Telcordia Technologies, Incorporated w Telus Corporation m Unisys Corporation II United States Department of the Army IR USAA Capital Corporation w Verizon Communications, Incorporated m Worldcom, Incorporated r Xerox Corporation. (PMIFact Sheet 2000; PMI Membership Services Department 2001)
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Organizational Structure and Maturity
Another indication of the degree to which an organization is committed to the practice of project management is the effect this commitment has on its structure. The structure of an organization can have a direct influence on the successful delivery of project results (see "Project Performance Measures" in Section Two). The availability and control of resources can be an asset or an impediment to the management of a project. There is a continuum of organizational structure from the highly hierarchical classicfinctional organization to the fully project-based or projectized organization. While projects can be conducted successfully within any type of organizational structure, the broadest array of projects can be conducted most successfully within an organizational structure that has adopted management by projects. On the other hand, a strict functional organization generally can conduct projects successfully only within the confines of a specific function. Unless additional temporary or permanent modifications to the structure are implemented, conflicts tend to arise between functional units. These structural modifications can involve any point along the organization structure continuum, and the result is referred to as a matrix organization. The balance of functionalism and projectization will be different within each matrix organization (A Guide to the Project Management Body of Knowledge (PMBOP Guide) .2000, 18-20). In addition to organizational structure, the degree to which project management practice has permeated an organization increases the potential for project success. As is becoming more apparent through application and the literature, projects provide a very effective approach for the attainment of corporate strategy. Consequently project management has a broader impact than that confined within the scope of each individual project. Both the way in which projects are aligned to corporate strategy and the organizational infrastructure for conducting projects impact the successful delivery of results. Enhancing the project management maturity of an organization involves the development and improvement of an array of capabilities (Schlichter 2000,1,5).
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Project Management Responsibility in Organizations Seventy percent of project management practitioners fall into one of three levels of project management responsibility within an organizational structure. Forty-five percent are responsible for directing large projects or many smaller projects. They manage-and have direct responsibility for-all aspects of the project, from beginning to end, while leading a team or teams to accomplish specific objectives. These objectives are accomplished in a specified time frame, using limited resources. Twenty-five percent have responsibilities defined as one of the following: n "Direct responsibility of total program execution. The program typically requires accountabilityfor a related series of projects, executed over a broad period of time, which is designed to accomplish broad goals of the program to which these individual projects contribute." 'Work within or outside of a project or program office providing support, training, and consultation to project managers and the organization. Provide support to the project or program office and facilitate process implementation." (PMI Project Management Salary Survey 2000, 11, 185)
A complete listing of project management levels and their respective responsibilities can be found in Section Three, under Scope of Responsibility.
Ratio of Project Management Personnel to Total Employees The estimated number of project management personnel employed per organization (by geographic area), the estimated total number of employees in the organization, and the resulting ratios, are shown in Figure 11.
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Geographic Area
Support for Professional Affiliations Sixty-eight percent of PMI members report that their employers pay their PMI membership dues. Thirty-nine percent of project management personnel say they belong to professional associations in addition to PMI. Cross membership is most likely in the following organizations: m AACE International, 1nc.-Association for the Advancement of Cost Engineering m APICS-The Educational Society for Resource Management m ASCE-American Society of Civil Engineers m ASME International-The American Society of Mechanical Engineers ASQ-American Society for Quality s IEEE-Institute of Electrical and Electronics Engineers, Inc. (PMI 2000 Needs Assessment 2000, ii, 11)
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Representative Countries with Significant PMP Growth (PMI Certification Department 2001)
Support for Certification Most individuals working in project management receive organizational support to pursue PMP certification. Sixty-five percent of employers pay for meetings and training; 68 percent of employers cover the examination application fee; 57 percent of employers recommend striving for PMP certification. Approximately 60 percent of employers support maintaining PMP certification and pay for any meetings and training required (PMI Project Management Salary Survey 2000, 172).
Global Acceptance of PMP Certification The acceptance of the PMP certification designation on a worldwide basis is documented in the data showing the growth of the numbers of PMPs in countries around the globe. Figure 12 shows countries with significant growth. In addition to those shown, there are PMPs in about thirty other countries where none existed in 1997.
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Project Management Academic Degrees and Programs As the project management profession has evolved, there has been an increase in the number and array of academic institutions offering degrees in project management. There are at least eight universities offering a doctoral program in project management, and there are almost fifty (including the eight in Figure 12) offering a master's program, and at least five offering undergraduate degrees. Furthermore, a growing number of academic institutions offer graduate degrees in a range of fields with specialties, majors, and/or theses in project management. In response to the demand for all forms of professional development in project management, a large number of academic institutions, training companies, businesses, and government agencies offer curriculum-based, multi-course certificates in project management (PMI Research Department 2001). Some institutions offering academic degrees and programs in project management can be found in Appendix G.
Project Management Literature The literature for and about the knowledge, practices, and application of the project management profession continues to expand. Over 500 books have been written about project management. In addition, several thousand books have been written about fields and disciplines closely aligned with project management. PMI, the largest publisher of project management books, offers over 1,000 books through its online bookstore (The Library of Congress Online Database 2001; www.pmi.org). In support of the numerous books published about project management and aligned fields, an extensive amount of project management research has been conducted and reported in the last forty years. In research repor?ed in the English language alone, there are over 3,500 records of published research articles relating to project management (Kloppenborg 2000, 52).
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Worldwide Cooperating Organizations As of the end of December 2000, PMI had cooperative relationships with the following organizations: E AACE International r Associacion Espanola del Ingenieria de Proyectos (AEIPRO) r Australian Institute of Project Management (AIPM) r Construction and Economy Research Institute of Korea (CERIK) m Defense Systems Management College Alumni Association (D SMCAA) r Engineering Advancement Association of Japan (ENAA) s Institute of Project Management (IPM - Ireland) ra International Project Management Association (IPMA) Korean Institute of Project Management and Technology (PROMAT) r National Contract Management Association (NCMA) r The NORDNET National Associations (Denmark, Finland, Iceland, Norway and Sweden) Project Management Associates (PMA-India) ra Project Management Institute South Africa Projekt Management Austria Russian Project Management Association (SOVNET) r Ukrainian Project Management Association rt Project Management Association of Slovakia (SPRR) m Slovenia Project Management Association (ZPM) E Software Program Managers Network r US Army Corps of Engineers r US Department of Energy. (2000 in Review 2001, 14)
Research on the Project Management Environment Much of the discussion about the environment for project management focuses on the challenge of gaining its acceptance as a priority at the top-management levels of an organization-making a compelling, strategic business case for project management practices.
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This is a prime area for potential research. One research team has indicated that "although senior executives were interested in services that were aligned to their strategic business and personal goals, they did not consider project management capable of fulfilling these goals." Furthermore, the team stated: "Project management is not typically considered a concern of senior executives ... until some crisis awakens their interest." The team concluded from this initial research that there were two key things that those interested in selling project management to executives could do: ~rHone their marketing and communication skills, including listening and effectively framing the problem in terms that speak clearly to executives' key issues Provide anecdotal information as "proof" of the value of project management as an effective and efficient strategy in achievement of business objectives (Thomas et al. 2001, 59, 61-62). Fxtensive interest has evolved in regard to the concept of the project management office. Currently according to the PMBOP Guide - 2000 Edition, "there is a range of uses for what constitutes a project office. A project office may operate on a continuum from providing support functions to project managers in the form of training, software, templates, etc., to actually being responsible for the results of the project" (2000, 21). Whatever the project office's scope, the central challenge remains to "demonstrate that the project office is helping to improve the company's bottom line" (Young 2001, 32).
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Section Five The Project Management Institute The extraordinary growth of project management and the number of practitioners around the world is due in great part to the world's largest not-for-profit association serving the project management profession-the Project Management Institute (PMF). Since its founding in 1969, PMI has become the organization of choice for individuals around the globe who work or are interested in project management. PMI represents members worldwide actively advancing the project management profession. Membership in PMI and earning the Project Management Professional (PMPm)certification credential helps individuals demonstrate their value to any organization competing in today's fast-paced global marketplace. The Institute establishes project management standards, advances the body of project management knowledge, and offers world-renown, best-of-class seminars and educational programs. In addition, the PMP certification is the world's most recognized and globally accepted credential in the project management profession and one that more and more organizations desire for their project leaders and their teams. PMI is indeed the premier organization serving those working in project management in all industries including engineering, aerospace, utility financial services, telecommunications, construction, pharmaceutical, automotive, and information technology.
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Section Five-The Project Management Institute
Governance The leadership of PMI is the responsibility of its member-elected Board of Directors, whose members volunteer their time and expertise to help advance the profession and make PMI the global leader in the profession. The Ends Policies established by the Board reinforce the vision of the organization and establishes the association's strategic direction. The 2000 in Review details some of the Board's critical activity: During 2000 the PMI Board of Directors continued implementing Policy Governance", and devoted considerable time to refining the Ends Policies of the Institute. These policies dictate what benefits are to be created for which groups of people or needs and at what cost/value. The resulting Ends Policies serve to guide and direct the activities of the global organization. An abbreviated extract of the Ends Policies developed in 2000 for implementation in 2001 and beyond, are as follows: Overarching Ends Statement (Why PMI Exists) Professionalism in project management for the global community through practices that address appropriate local, national and global requirements. Supporting Ends Statements (Results to be Achieved) m Project management is a profession. s Project management contributes to social good and achievement. a Professionals in project management are knowledgeable and skilled. m Project management benefits from a supportive community. ra PMI's strategic objectives are assertively pursued globally for the profession and PMI members. PMI programs, products and services are available for appropriate members of the project management community at a reasonable cost. a Project management is globally recognized and valued. (2000 in Review 2001, 6)
The complete text of PMI's Ends Policies can be found in Appendix A.
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Board of Directors According to PMI's Bylaws, "The Institute shall be governed by an elected PMI Board of Directors (PMI Board). It is the duty of the PMI Board to carry out the purposes and objectives of the nonprofit corporation." And, further on in the Bylaws: 'Rccountable to the PMI membership, the PMI Board shall be solely responsible and accountable for strategic planning and the establishment of policy with respect to activities of the Institute" (www.pmi.org).
Strategic Advisory Groups The Board appoints a range of Strategic Advisory Groups to take advantage of the specific expertise of PMI's members. These groups of volunteers in 2000 included: ra Certification Board Center (CBC) a r ~ Ethics Conduct Center M Global Council cia Global Project Action Team (GPN) EB Governance Performance Committee m Joint Advisory Council (JAC) Nominating Committee ar Technical Activities Center (TAC). (2000 in Review 2001, 7)
Implementation of Ends Policies The PMI Headquarters Executive Director and management staff are charged with the responsibility to define programs, products, and services that will help implement the Board's Ends Policies. An enhanced planning process is used to reflect the origins of all Institute activities, starting with the Board's Ends Statements. The flow chart in Figure 13 illustrates the process used to develop the annual program plan and budget. According to PMI's 2000 in Review: This process has provided management with a five-year operational vision, aligned with the Board's Ends Policies, which will be continually refined and used to direct the
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planned development of new programs, products and services as well as enhancements to existing programs over the next two years (2000 in Review 2001, 7).
History The Project Management Institute (PMF) was founded in 1969 by a group of five volunteers. The Commonwealth of Pennsylvania USA issued Articles of Incorporation for PMI that signified the official inception of the organization. During that same year, the first PMI Seminars & Symposium was held in Atlanta, Georgia USA, and eighty-three people attended. The 1970s brought the first issue of Project Management Quarterly (PMQ); the Annual Symposium was first held outside of the USA; the first PMI Chapter was chartered; and the PMI Awards Program was established. By the end of the decade PMI membership totaled over 2,000 individuals worldwide. During the 1980s, PMI's membership, programs, and services continued to grow. Perhaps most significantly, the first PMI Project Management Body of Knowledge (PMBOKQ)was published; a Code of Ethics was adopted for the profession; and the first PMP Certification Examination was administered. The PMI journal was renamed Project Management JournalB. PMI's publishing products and services grew rapidly during this decade.
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The first PMI book was co-published, and PM Network@,PMI's monthly magazine, was born. Due to this growth, the PMI Publishing Division was established in North Carolina USA. By 1990, PMI's membership totaled over 8,500, and by 1993 the annual membership growth rate had risen to over 20 percent per year. During the 1990s, Specific Interest Groups (SIGs) were formed, and Seminars USA (later renamed SeminarsWorldm)initiated a series of educational programs on project management. PMI also established a presence on the World Wide Web and published A Guide to the Project Management Body of Knowledge (PMBOP Guide). PMI Today, PMI's monthly newsletter, was printed for the first time, and the Professional Development Program (PDP) was established as the means for PMPs to keep their PMP credentials current. By the beginning of 2000, PMI was serving over 50,000 members, had cer ed over 10,000 PMPs, and had over 270,000 copies of the PMBOP Guide in circulation. As of the beginning of 2001, PMI had more than 70,000 members on its roster in nearly 120 countries worldwide. PMI members include those who are practicing, teaching, consulting, studying, or otherwise involved in project management, and they come from a wide range of industry areas including aerospace, automotive, business management, construction, engineering, financial services, information technology, pharmaceuticals, and telecommunications. Over time, PMI has become, and continues to be, the world's leading professional association in project management. Members and other project management stakeholders can take advantage of the extensive products and services offered through PMI. These products and services are described and explained in detail throughout the PMI web site, www.pmi.org.
Membership Members
Throughout its history, PMI has experienced tremendous worldwide tifiNet membership growth has exceeded over 30 membership growth. percent annually since 1995. What began as an organization of The PMI Project Management Fact Book
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seventy-one individuals in 1969 grew to an individual membership association with over 70,000 members worldwide in December 2000. PMI now has members in nearly 120 countries. In 1984, there were 4,905 members with 11 percent annual growth; 1989, 7,356 members with 12 percent growth; 1994, 12,067 members with 23.1 percent growth; 1996, 25,004 members with 46.6 percent annual growth; 1998,43,101 members with 37.6 percent annual growth; and 2000,70,035 members with 27 percent annual growth (2000 in Review 2001, 5). Geography
The current majority of PMI members are from the United States (U.S.) (52,467 members or 74.92 percent); 7,669 members or 10.95 percent are in Canada; and 9,899 or 14.13 percent are outside of the U.S. and Canada. The segment of PMI membership outside the U.S. and Canada is the fastest-growing segment of the membership. Industry
The top five industry areas represented by the membership are computers/sofnvare/data processing; information technology; telecommunications; business management services; and financial services. The full listing of industries represented by PMI's membership gives a comprehensive view of the importance of project management in virtually all forms of business endeavor (see Figure 14). Number of Countries
PMI members are from nearly 120 countries throughout the world. A complete listing of countries represented by PMI members can be found in Appendix I. Ethical Standards
The PMI Board of Directors approved Member Ethical Standards in March 2000. These Standards consist of the Member Code of Ethics, Standards of Conduct, and Ethics Case Procedures. PMI views ethical standards as an essential part of a profession. In order to establish project management as a recognized pro-
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Construction m CommerciallHeavy Industrial Residential Resources a Agriculture a Coal/Gas/Oil m Ferrous Mining r Forestry m Non-Ferrous Mining Manufacturing r Automotive m Chemical ~r Concrete/Clay/Glass/Stone II Electrical/Electronic Food m Machinery/Metals R Paper II Petroleum Pharmaceutical a Plastics a TextiledFabrics m Wood
Other Buslness Activities m Academia m Aerospace ArchitectureDesign R Arts/Entertainment/Broadcasting Automation Systems r Business Management ServicedManagement Consulting City Management Computers/Software/DP Consulting a Defense E-business m Economics/Finance m Education/Tmining m EnvironmentalWaste/Sewage Engineering m Financial Services Health/Human/Social Services m Information Technology InternationalDevelopment m Legal m PrintingIPublishing m Public Administration/Govemment Real Estate/lnsurance m Recreation R Supply Chain m Systems Security m Telecommunications m Transportation Urban Development m Utilities R Web Technology
Figure 14 Industries Represented in PMI Membership (Source: www.prni.org)
fession, it is necessary to have a code of ethics and standards of conduct. These Member Ethical Standards have now become an inseparable obligation of individuals joining the Institute.
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Member Code of Ethics: The Project Management Institute (PMI) is a professional organization dedicated to the development and promotion of the field of project management. The purpose of the PMI Member Code of Ethics is to define and clarify the ethical responsibilities for present and future PMI members. Preamble: In the pursuit of the project management profession, it is vital that PMI members conduct their work in an ethical manner in order to earn and maintain the confidence of team members, colleagues, employees, employers, customers/clients, the public, and the global community. Member Code of Ethics: As a professional in the field of project management, PMI members pledge to uphold and abide by the following: I will maintain high standards of integrity and professional conduct II I will accept responsibility for my actions II I will continually seek to enhance my professional capabilities E I will practice with fairness and honesty I will encourage others in the profession to act in an ethical and professional manner.
The complete text of the Member Ethical Standards can be found in Appendix B.
Volunteerism Volunteerism is one of the organization's critical factors in achieving its objectives. Whether one is a PMP participating in an item-writing session for the PMP Certification Examination, serving on a project team, or sitting on a program area Member Advisory Group, the individual and collective support, knowledge, experiences, and professionalism received from PMI volunteers contributes to the advancement of the profession and to the Institute's continued unprecedented growth (2000 in Review 2001,2).
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Volunteerism is the backbone of any professional association, as well as any other not-for-profit organization. The volunteers at PMI provide the leadership of the association and the knowledge expertise about the practice of the profession. As stated in one PMI publication, "The vision supplied by volunteer leaders has led to the vital, versatile, and varied organization PMI is today" (Carter 2000b, 2). Since its founding by five volunteers in 1969, the PMI volunteers have created all the major programs of the associationboth those that are the hallmark of any profession and those that are the basis for the operation of the association. At any given time, over 3,000 PMI members serve as volunteers. rrr PMI volunteers created the PMI Member Ethical Standards. ~cl PMI volunteers defined the PMBOKBand wrote the P M B O P Guide. B PMI volunteers defined the requirements for PMP recertification. s PMI volunteers established the criteria for accreditation of academic and educational programs. B PMI volunteers constitute the association's Board of Directors, and in that role provide the strategic direction for the Institute. ~rPMI volunteers create each PMI component organization (chapters, specific interest groups, colleges), and provide the leadership and management of each one. rrr PMI volunteers generate a list of potential candidates for all PMI-elected leadership positions. m PMI volunteers provide advice about PMI programs. ~s?l PMI volunteers provide the knowledge content for PMI research programs. s PMI volunteers write the content of PMI Standards. PMI volunteers write articles for PMI publications. B PMI volunteers develop and present training courses at PMI Component meetings. PMI volunteers support the PMI Certification Program.
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The Institute's Executive Director succinctly described the value of volunteerism in PMI as follows:
.
Being involved as a PMI (volunteer) leader has many benefits. Not only does one have a chance to expand and enhance one's important leadership knowledge and skill, leadership activities help to direct and focus the Institute as a global organization and the project management profession worldwide. Best of all, PMI (volunteer) leadership experience transfers directly to one's workplace, helping to support career advancement. (Carter 2000a, 4)
Global Outreach The global dimensions of PMI's outreach are documented in 2000
in Review: The PMI Board of Directors expanded its own cornmunications and outreach initiatives in 2000. Global meetings and networking opportunities were conducted and members of the Board represented the Institute and the project management profession at approximately thirty engagements held at various locations around the world, including: Ausma, Canada, China, France, Ireland, Israel, Mexico, New Zealand, Slovenia, Slovakia, Spain, Russia, United Kingdom and the United States. As evidenced by shifting trends in PMI's membership and in the Institute's outreach and presence in markets and economies around the world, globalization has emerged as a major thrust of importance to the organization. The Institute received its direction from the Board of Directors in June 2000, when the Board adopted an Ends Policy for the organization, stating that PMPs strategic objectives will be assertively pursued globally for the profession and its members. Outreach also became a major initiative for many PMI Components. In 2000, eleven Chapters around the globe established formal advisory and networking groups. PMI Chapters in Europe and Latin America sponsored joint
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regional conferences. The Information Systems, E-Business, Design-Procurement-Construction and Automotive Specific Interest Groups also organized training conferences and seminars for their members while the Financial Services and Global Technologies SIGs turned to conferencing technology to offer member educational programs. The College of Performance Management held two successful conferences. PMI Chapters in Germany and Austria formed a partnership to provide services and programs for their members in their native language. Plus, some SIGs and Chapters linked efforts to initiate jointly sponsored events to facilitate networking among Chapter and SIG members within a specific industry and a specific geographic area. The PMI Global Assembly was unveiled at PMI 2000 in Houston, Texas USA. The theme of the inaugural event was "Cultural Competencies in Project Management." The program was designed to enhance the awareness and understanding of attendees about the effect culture has on professional and personal interactions. PMI reached into various markets by supporting key trade shows. The shows included Project World-Anaheim, California, USA, the International Project Leadership Conference in Paris, France and the ABT Project Leadership Conference in San Francisco, California USA. PM17s overall trade-show program supported twenty-two Headquarters and component events. (2000 in Review 2001, 5, 13,151
Components According to PMI's Bylaws, "The primary purposes of Components shall be to advance the general and specific purposes of PMI" (www.pmi.org). PMI's components are comprised of Chapters, Specific Interest Groups, and Colleges. Chapters
Definition of Chapter: 'Rgroup of Institute members within a distinct and definable geographical area" (www.pmi.org).
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PMI Component Facts (2000in Review 2001,5)
Number in Program: As of 31 December 2000, there were 168 PMI Chapters throughout the world, with membership in Chapters over 60,000, a 29 percent increase from 1999 to 2000. A complete list of Chapters is found in Appendix C. The first PMI Chapter was chartered in Houston, Texas USA in 1974. Chapters in Northern and Southern California immediately followed (PMI Fact Sheet 2000; 30 Years of Project Management Excellence 1999, 6). Specific Interest Groups
Definition of SIG: 'X group of Institute members representing specific interests, with no distinct and definable geographic location, and i l l create a where the actual or potential number of SIG members w viable subsidiary organization of the Institute" (www.pmi.org).
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Industry-specificinterest in project management is a theme in the developing environment of this profession. PMI has seen a steady increase in forming and joining industry- and interestrelated SIGs. The concept of PMI SIGs was officially adopted at the PMI Board of Directors meeting in 1992. SIG membership gives PMI members the opportunity to network with peers with similar interests. Since SIG membership has no geographical boundaries, SIG members generally meet face to face once a year at PMI's Annual Seminars & Symposium. SIGs provide a forum for project management practitioners to share experiences with others working on similar types of projects and facing the same project management challenges and concerns. SIGs participate in a wide range of activities, which include, but are not limited to, quarterly newsletters, networking directory, seminars, technical tracks at PMI Seminars & Symposium, teleconferences, interactive web sites, and publications, among other benefits (www.pmi.org). Number in Program: As of 31 December 2000, the Project Management Institute has twenty-five chartered SIGs and ten potential SIGs, with a total membership in all SIGs reaching 37,867. Five new SIGs received charters between 1999 and 2000. The Institute's SIGs operate in a global environment (2000 in Review 2001, 5; PMI Worldwide Component Affairs Department 2001). A complete list of SIGs can be found in Appendix C. College
Definition of a College: 'Rgroup of PMI members with no distinct and geographical location that have developed some formal approach to one or more of the knowledge areas ofA Guide to the Project Management Body of Knowledge (PMBOKm Guide), which it continuously develops and makes available to the profession" (www.pmi.org). The first College was founded in 1999 (30 Years of Project Management Excellence 1999, 16). Number in Program: PMI College membership has grown to 1,024, an 82 percent increase from 1999 to 2000 (2000 in Review 2001, 5).
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Corporate Involvement and Participation Corporate Council Program
PMI introduced its new global Corporate Council Program in 2000, targeted to senior corporate executives and intended to support companies' strategic project management needs. The first Executive Forum was held in November of that year in Phoenix, Arizona USA, focusing on the role that knowledge management plays in organizational cultures worldwide (2000 in Review 2001,4-5). The Executive Forum was held as a key element of the PMI Corporate Council, providing participants with new perspectives and understanding of issues important to the global marketplace. At the same time, PMI obtained a better understanding of the needs and challenges these leading companies are experiencing and will continue to experience in the coming years. Armed with that knowledge, PMI can more effectively develop products, programs, and services to meet the needs of global corporations and to prepare our membership to face the challenges that lie ahead (www.pmi.org). PMI Corporate Council participants, as of 31 December 2000, include: a Boston University Corporate Education Center B Honeywell International BI PricewaterhouseCoopers LLP Booz-Allen& Hamilton la Prudential Insurance m Wells Fargo Services Company rrr. Washington Government Group. (www.pmi.org) Certification Program Alliances
Relationships are continually sought with PMI's Certification Program. Alliances have been built through Memorandums of Understanding with organizations and companies that have agreed to incorporate the PMP Credential into their business operations through use by the organization's practitioners. These alliances include numerous Fortune 500 companies as well as Singapore Computer Society, State of Oregon, State of North Dakota, U.S.
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Department of Energy and the Training Center Administration for Foreign Experts Affairs, Government of the People's Republic of China (2000 in Review 2001,14). Career Headquarters
PMI's Career Headquarters is the premier web-based employment resource for those working in project management and for the employers who need them. The services include project management job postings and the CareerLink Directory of PMI member rCsumCs, as well as career and professional development resources. Employers can post project management positions on the PMI web site, where professionals in project management search for career advancement opportunities. Job opportunities and payment submitted online, via a secure site, is fully searchable on the web site within twenty-four hours of submission. Recruiters can search the CareerLink Directory of r6umCs for PMI members seeking employment opportunities. Advanced search capabilities allow effective navigation through the rbum6 listings. Enhanced technology permits responding to job seekers immediately, online. Job seekers are able to search the database of project management job postings online at no charge. Advanced search capabilities permit specifying job criteria for more effective searches. Users can answer job advertisements immediately by sending a r6sumC to employers, online. Current PMI members can post rCsumCs, at no charge, in the CareerLink Directory where employers look to fill their project management positions. Members also can create a r6sumC online and choose whether to make it public or keep the listing confidential (www.pmi.org) . Group Billing
Almost 400 organizations participate in PMI's Group Billing Plan, and more than sixty companies have more than 100 PMI members among their employees. The list of companies with more than 100 PMI members can be found in Section Four under 'Rdoption of Project Management by Organizations."
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Financial Stability Sound fiscal policy and planning are fundamental to ensuring PMI's viability as one of the world's leading professional associations for project management. During 2000, the Institute implemented a program plan and budgeting process that aligned the organization's resources and activities with the association's Ends Policies. The PMI Board of Directors approved the 2001-2002 Program Plan and Budget, citing a $25 million operating budget for 2001 ( 2 0 0 0 in Review 2001, 17). In PMI Today, the Institute's Executive Director summarized the organization's financial position: Our (PMI) financial performance (for year 2000) has also kept pace with our membership and component advancement. We will end 2000 considerably ahead of budget-a trend hard to maintain but one we're committed to achieving. Our year-end numbers will be available when our annual audit is completed next year (during 2001); we expect not only to be ahead of budget but also to meet existing policy and achieve a fully funded reserve fund, for perhaps the first time in PMI history That's also a historic achievement and another sign of organizationalstrength and maturity (Carter 2000b, 1,4)
Certification The PMI Project Management Professional (PMP) Program supports the global community of PMPs and is designed to objectively assess and measure professional knowledge. PMP Program requirements and eligibility standards are applied fairly, impartially, and consistently with applicable laws (PMI Certification Handbook 2001). Today, the PMP certification is recognized worldwide as the credential of choice for individuals who practice project management. It is the stated mission of the PMI Certification Program to deliver world-class project management products and services to support reliance on PMP certification globally in both the private and public sectors.
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Program Inception
The Institute began certifying Project Management Professionals in 1984. In 1999, there were 10,427 certification applicants and 7,960 certified. Participation increased in 2000, when there were 12,815 certified applicants, a 2,388 increase over 1999; 8,937 were certified, a 977 increase over 1999. The certification program has grown steadily over the past sixteen years, culminating in over 27,000 PMPs certified at the end of 2000 (PMI Certification Department 2001). Project Management Professional Growth Worldwide
The total number of PMPs as of 31 December 2000 was 27,055. The total number of PMPs certified in 2000 was 8,937, representing an increase of 12 percent over 1999 when 7,960 professionals were certified. The Project Management Professional Certification Program has continued to gain momentum and strength. Global recognition and acceptance of the program has increased dramatically (see Figure 16). To achieve PMP certification, each candidate must satisfy all educational and experiential requirements established by PMI and must demonstrate an acceptable and valid level of understanding and knowledge about project management that is tested by the Project Management Professional Certification Examination. In addition, those who have been granted the PMP credential (certificants) must demonstrate ongoing professional commitment to the field of project management by satisfying Professional Development Program requirements. Enrolling in PMI's Project Management Professional Certification Program offers individuals a wide range of important benefits. The PMP certification following one's name demonstrates to current and potential employers that an individual possesses a solid foundation of experience and education in project management that can have a positive impact on bottom-line results. The PMP credential symbolizes knowledge and accomplishment and is highly regarded by colleagues and employers. A certified PMP will proudly join a successful group of professionals who are enriching and advancing their careers and the project management profession (www.pmi.org)
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To maintain the value of the certification in the global marketplace, PMI supports the ongoing evolution of the PMP Certification Examination by conducting item-development meetings and itemvalidation meetings throughout the year, involving PMPs from around the world. These and other certification-related activities are part of what has earned PMI the IS0 9001 Certification status and recognition for its quality management systems. The most sought-after and recognized project management credential remains the PMP (2000 in Review 2001, 10). During 2000 PMI deployed its first Certificate of Added Qualification (CAQ"). Ten PMPs were awarded this credential in Automotive Product Development. The development of additional CAQs in Information Technology-Systems, Information Technology-Networking, and Project Management Office (PMO) have been approved by the PMI Certification Board Center. Project Management Professional Certification Examination
Requirements to attain PMP certification consist of four areas: 1) education, 2) experience, 3) adherence to the PMP Code of Professional Conduct, and 4) passing the certification examination. The education requirement for candidates is either a college degree or global equivalent, or a high school diploma or global equivalent. Candidates must document hours of experience over a three-year period in the project management process groups-initiating, planning, executing, controlling, and closing projects-but are not required to have experience in all five areas to satisfy this requirement. After attaining the PMP credential, a PMP must satisfya professional development requirement. Every three years, a PMP must submit proof of earning sixty Professional Development Units (PDUs) to maintain his or her credential. Countries and Test Sites
The PMP examination is administered at more than 1,700 locations in over 100 countries around the world. At many sites, it is offered in a computer-based format (PMI Certification Department 2001).
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Total PMPs Total Certified in 2000 Total Certified in 1999 Increase Increase % 2000 Certification Applicants 1999 Certification Applicants Increase Increase %
27,053 8,934 7,952 982 12% 14,435 9,079 5,356 59%
Figure 16 PMP Certification
Facts (2000in Review 2001,5)
Languages
In addition to English, the PMP Certification Examination is available in Brazilian-Portuguese, French, German, Italian, Japanese, Korean, Mandarin, and Spanish. Examination Content
The PMP exam consists of 200 multiple-choice questions in five categories: 1) initiating processes, 4 percent (eight questions); 2) planning processes, 37 percent (seventy-four questions); 3) executing processes, 24 percent (forty-eight questions); 4) controlling processes, 28 percent (fifty-six questions); and 5) closing processes, 7 percent (fourteen questions) [www.pmi.org].
Education The PMI membership consistently lists access to education and information as one of its top reasons for joining PMI. The Institute strives to respond to members' needs through a variety of programs and services, including degree accreditation, forums, educational aids, seminars, and the Professional Development Program.
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Accreditation
PMI, working with the Accreditation Member Advisory Group, completed work on the new accreditation policy for degree programs in 2000. The new policy allows accreditation of degree programs emphasizing project management as well as approval of comprehensive certificate programs that can meet the same core outcomes as required for accreditation of degrees. Individuals successfully completing an accredited degree or approved curriculum will be credited with 1,500 hours of project management experience for the purpose of qualifying to take the PMI certification examinations. Interest in degree programs continues to grow. Finally, in order to address the emergent number of non-degree programs awarding project management certificates or similar credentials, PMI will also be implementing the PMI Approval Program for evaluation of programs of this nature. IACET Approval
One of the significant achievements in 2000 was the renewal of PMI as an authorized provider of Continuing Education Units (CEU) by the International Association for Continuing Education and Training (IACET). An authorized CEU provider since 1995, PMI's programs and processes were reviewed in accordance with IACET's five-year approval cycle. IACET unconditionallyapproved PMI to continue issuing CEU credits for seminars offered through December 2004.
Since 1995, PMI has offered high-quality interactive seminars on current project management topics at convenient locations around the U.S., now offered around the world. In 1995, eleven seminar topics were offered in two cities. PMI's seminars in 2000 continued to be extremely well attended and highly rated. SeminarsWorldTM offered ninety-eight seminars in nineteen cities throughout the world, including PMI's first seminars in France, Mexico, and Singapore.
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Registered Education Provider Program
PMI's Registered Education Provider (R.E.E) program is another area of partnership with the training and education community as well as with PMI components, corporations, and other professional associations. The R.E.I? program finished its first full year of operation with the participation of 102 PMI Components, 220 learning vendors, twenty-eight internal corporate training centers, and two cooperating associations. A significant milestone was the first R.E.P Forum held in 2000 in Chicago, Illinois USA. Alist of Registered Education Providers is provided in Appendix E. Professional Development Program Administration
PMI maintains responsibility for the reporting of learning and professional activities by PMPs for renewal of their certification. In 2000 nearly 3,000 PMPs reported over 160,000 PDUs toward renewal of certification, representing an increase of nearly 1,000 percent over 1999 (PMI Education Department 2001).
Research PMI continues to advance and expand knowledge for and about the project management profession, its members, and their practice of the profession. In 2000 the association built on its heritage of defining and advancing the Project Management Body of Knowledge (PMBOKm).The Institute's showcase research event for the year was PMI Research Conference 2000, a groundbreaking global research conference. Under the theme of "Project Management Research at the Turn of the Millennium," 150 academics, researchers, and practitioners gathered in Paris, France, in June to share papers, ideas, and experiences. The conference proceedings were published. The PMI research conference is set to be a biennial event, with the next one scheduled for 2002. The Research Program conducted an Open Working Session at PMI 2000 to facilitate additional exchange of needs and solutions among interested professionals. Another session will be conducted at PMI 2001 and, for the first time, a track of research papers will occur during the symposium.
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Two external research projects are under way as a result of PMPs initiation and partial financial sponsorship. Selling of Project Management to Senior Executives - What's the Hook? and Quantifyrng Project Management's Value will report their findings when completed. Four additional external research investigations are being initiated in 2001. Additional projects to advance the knowledge and practices of the profession are under way (PMI Research Department 2001).
Standards As stated in the P M B O P Guide - 2000 Edition: 'Rstandard is a document approved by a recognized body, that provides, for common and repeated use, rules, guidelines, or characteristics for products, processes or services with which compliance is not mandatory" (2000, 26). PMI provides global leadership in the development of standards for the practice of the project management profession throughout the world. PMI's premier standards document, A Guide to the Project Management Body of Knowledge (PMBOP Guide) - 2000 Edition, is the de facto global standard for managing projects in today's marketplace. The publication of the PMBOP Guide - 2000 Edition was a major highlight of the year, the result of the project team's review of over 1,700 comments from members and stakeholders in the project management community on the Exposure Draft. The book's predecessor, P M B O P Guide - 1996 Edition, remained an American National Standard approved by the American National Standards Institute (ANSI) until the 2000 Edition became the new standard. In addition, the Institute of Electrical and Electronics Engineers, Incorporated, recognized the PMBOP Guide as an IEEE Standard. Furthermore, it is used as an underlying reference in an International Organization for Standardization (ISO) Technical Report, IS0 TR 16543 - SofnYare Project Management Guide according to 12207. PMI is committed to the continuous improvement and expansion of the PMBOP Guide, and has several other Standards in various stages of development (2000 in Review 2001, 9; PMI Standards Depamnent 2001).
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Publishing PMI is the world's leading publisher of project management books, training tools, and learning products, serving the project management profession, the PMI membership, the PMI volunteer leadership, and society as a whole. In the early 1980s, the Institute's publishing operations thrived under the efforts of a small group of business professors at Western Carolina University in Cullowhee, North Carolina USA. By the early 1990s, PM17s publishing products had grown in scope and relocated off campus to expanded facilities. In 1995, the publishing operation moved its offices to Sylva, North Carolina. The publishing activity of the organization is now located at PMI Headquarters in Newtown Square, Pennsylvania USA. Periodical Publishing
PMI produces three periodical publications for people in project management. PM Network is a monthly professional magazine that, among other features, covers industry applications and presents details on how projects were managed and lessons learned from project team experience in the field. Project Management Journal is a peer-reviewed quarterly professional journal, publishing significant articles dealing largely with research, technique, theory, and practice. PMI Today is the monthly newsletter of PMI. Book Publishing
PMI's book program is the world's largest project managementfocused publishing program. An impressive list of titles was added in 2000 to the world's largest collection of project management publications. In 2000, PMI published the following books: B PMBOP Guide Exposure Draft - 2000 Edition EI A Guide to the Project Management Body of Knowledge (PMBOP Guide) - 2000 Edition Proceedings of PMI's Annual Seminars & Symposium E Teaming for Quality: The Right Way for the Right Reasons by H. David Shuster E Don't Park Your Brain Outside: A Practical Guide to Improving Shareholder Value with SMART Management by Francis T. Hartman The PMI Project Management Fact Book
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The Project Sponsor Guide by Neil Love and Joan Brant-Love ra Project Management Experience and Knowledge SelJAssessment Manual PM 101 According to the Olde Curmudgeon: A n Introduction to the Basic Concepts of Modem Project Management by Francis M. Webster Jr. rr Earned Value Project Management, Second Edition by Quentin W. Fleming and Joel M. Koppelman Project Management Institute Practice Standard for Work Breakdown Structures Exposure Drafi la Project Management Professional Role Delineation Study rrt? PMI Project Management Salary Survey - 2000 Edition ol Proceedings of PMI Research Conference 2000. (2000 in Review 2001,ll-12) ia
Online Bookstore
Opened in 1998, the PMI Online Bookstore offers the world's leading collection of project management-related books. It features books and products published by PMI, as well as over one thousand titles selected from other business and management publishers (www.pmibookstore.org).
Knowledge and Wisdom Center The Project Management Institute has established an information center, the James R. Snyder Center for Knowledge &Wisdom.The Center's vision is to be the primary worldwide source for relevant, reliable, and timely information that relates to project management. It is destined to become a center for knowledge management, through which the knowledge, wisdom, and intellectual capital of the organization and the profession are captured. Accessible resources include the PMI collection of books and periodicals, online search services, the Internet, and document delivery services (2000 in Review, 2001, 12; PMI Knowledge and Wisdom Center 2001).
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Annual Seminars & Symposium The Project Management Institute's Annual Seminars & Symposium is the world's premier project management event, offering a wide range of subjects and tracks and access to keynote speakers and other experts-all in support of enhancing participants' learning experience. It offers access to the largest exhibit space, which attracts project management-related vendors from around the world. The 2000 PMI Annual Seminars & Symposium, "PMI Connections 2000," was held in Houston, Texas USA. It hosted more than 3,600 attendees, who chose from twenty-three tracks and 180 papers, and interacted with more than 130 exhibitors. Attendees regularly cite the three most important reasons those in the profession attend the event are the paper presentations, networking opportunities, and the keynote speakers (2000 in Review 2001,ll; PMI Meetings and Conventions Department 2001). A listing of the sites and dates of past PMI Annual Seminars & Symposiums can be found in Appendix H.
Awards At PMI 2000, PMI's Annual Seminars & Symposium, the association recognized significant achievements in project management and in PMI. Recipients of 2000 PMI International Professional Awards given were: ~rPMI International Project of the Year Award: Trojan Reactor Vessel and Internals Removal Project; Portland General Electric Company, Submitted by the PMI Portland Chapter ~r;PMI Distinguished Contribution Award: William A. Moylan, PMP ~r;PMI Educational Foundation International Student Paper of the Year Award (undergraduate): Wendy E. Stewart; "Balanced Scorecard on Projects" r PMI Educational Foundation International Student Paper of the Year Award (graduate): Valerie Lynn Herzog, 'Trust Building on Corporate Collaborate Project Teams" (2000 in Review 2001, 11). A complete list of PMI awards given in past years can be found in Appendix D.
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The most popular address in project management is www.prni.org. The PMI web site recorded a total of 2,621,092 hits in 2000, a 64 percent increase over the previous year. Each week, the site records more than 50,000 visits by project management personnel, and more than 8,000 visits occur each weekday The Institute's most visited sites include the PMI Online Bookstore, Career Headquarten, Certification, Education, Chapters, Standards, Membership, Publications, and the PMI Educational Foundation. PMI's web site plays a critical role in the association's ability to reach out to its target markets. PMI introduced many new enhancements to its members' setion on the PMI web site in 2000. Individuals can now join PMI and PMI Components, and change their address records online. Since these new features became available, almost 10,000 online membership applications have been received in addition to over 11,000 members who have made changes to their records online (2000 in Review 2001,4,15).
PMI Educational Foundation The Project Management Institute Educational Foundation is an autonomous, not-for-profit organization established under Section 501 (C)3 of the United States Internal Revenue Service by PMI for the purpose of charitable, educational, and scientific endeavors. Its vision is to be the organization of choice for donations and contributions supporting cutting-edge research and education programs in project and program management for the benefit of society at large. The Foundation is empowered to solicit, receive, and expend gifts, legacies, and grants; provide scholarships and fellowships; endow and establish professorships; assist in establishing degree programs; and administer and support student organizations. The Foundation also may assist in educational and research projects; grant and confer awards, citations, or medals; prepare and disseminate educational information; and perform other related activities.
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History
Founded 14 August 1990, the PMI Educational Foundation is a non-political, tax-exempt organization. Governance
The PMI Educational Foundation is led by a Board of Directors whose members are either appointed by the PMI Board of Directors or elected by the Foundation Board. The current Foundation Board structure is composed of four members appointed by PMI and three elected by the Foundation. All board members serve as volunteers. Other volunteers support the activities of the Foundation through participation on committees and projects. Grants
Grants are given for both solicited and unsolicited requests related to education and/or research in project-management related fields. The PMI Educational Foundation acts as a proactive catalyst through the funding of initiatives that: m Raise the awareness of project management in global and local communities Introduce and promote the use of project management concepts as a life skill m Recognize leadership in project management a Support academic excellence in project management a Encourage new ventures related to project management m Advance the understanding of project management. Awards
The PMI Educational Foundation presents two awards annuallythe Donald S. Barrie Award and the International Student Paper of the Year Award. The Donald S. Barrie Award was conceived and supported by the PMI Design-Procurement-Construction Specific Interest Group. It was established in 1998 in memory of Barrie, who contributed in many ways to the project management profession and the construction industry. A panel of knowledgeable individuals, representing academia and industry, evaluates the eligible papers and selects the best one, based on originality and innovation without being inconsistent with the PMBOP Guide. Papers focus The PMI Project Management Fact Book
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on engineering and construction means and methods; project organizations and delivery systems; engineering and construction performance; or cost, schedule, and progress controls. The PMI Educational Foundation International Student Paper of the Year Award is aimed at creating interest in project management among undergraduate and graduate students. It annually honors a student for research and creative efforts directed toward advancing the concepts, tools, and techniques of managing project-oriented tasks. Recipients of this award, and their sponsoring faculty members, receive a $500 (US) honorarium and are provided funds for travel to and attendance at PMI's Annual Symposium. The recipient also has an opportunity to present the paper and have it published. The selection of the winning paper(s) is made by a panel of three experts in project management. These experts place emphasis on the originality of presented concepts, applicability to the field of project management, practical application of the concept, and suitability for presentation to PMI Symposium participants. Academic Scholarships
The academic scholarship program is designed to assist qualified applicants in obtaining degrees from accredited academic institutions of higher learning in the field of project management. The program is open to any student preparing to enter or already attending an accredited degree-granting college or university and pursuing a bachelor's, master's, or doctoral degree. The scholarships are awarded based on merit, as measured by academic performance and extracurricular activities. The PMI Educational Foundation currently awards annually four competitive scholarships: 1. The Robert J. Yourzak Scholarship, which provides a $2,000 (US) scholarship to a student enrolled in any degreegranting program of higher education in the field of project management or other related field. 2. The Gaylord (Gary) E. Christle Scholarship, which provides a $2,000 (US) scholarship to a student enrolled in an accredited college or university pursuing a bachelor's, master's, or doctoral degree in acquisition management and/or project management.
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3. The Matthew H. Parry Memorial Scholarship, which provides a $2,000 (US) scholarship to an undergraduate student enrolled in a degree-granting program of higher education and showing an interest in project management as a potential career. 4. The Wilson-Zells Academic Grant, which provides a $2,000 (US) scholarship to a student enrolled in a degree-granting program of higher education in information systems, information technology, and/or project management. (PMI Educational Foundation 2001)
A complete listing of PMI Educational Foundation Award and Scholarship recipients can be found in Appendix D.
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Appendix A PMI Ends Policies
Introduction Policies in this section are those referred to in the Policy Governance@model as "ends." Ends is a term intended to combine determinations about results, recipients of the results, and the cost of those results. They are the Board's dictates about what benefits are to be created for which group of people or needs at what cost. The broadest statement of this section is the overall purpose. At a next-lower level are policies in which the Board further defines these concepts. As is set forth in the Board-Executive-Director Relationship policies, the Chair and the Executive Director are allowed to use "any reasonable interpretation" of these words. Consequently, the Board goes into whatever level of specification will allow it to be comfortable with this amount of interpretative latitude. In the long run, this section is the most important area of Board policymaking. It is where the Board's greatest gift is given, inasmuch as the long-term "ends" are where the Board exercises its most important strategic leadership. Concretely, the Board's critical contribution to long-term planning is to be found in these policies. Instead of putting its time into a plan document (which can be tedious and even trivial), the Board merely states-and The PMI Project Management Fact Book
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next year restates-its ends policies with a long-term perspective. The entire Board year is built around reexamination of these policies, gathering input and member consensus on them, and projecting the Board's broad vision into the future.
PMI Ends Policies (Effective 1 January 2001) POLICY CATEGORY ENDS 1.0 General Ends Statement POLICY TITLE: Professionalism in project management for the global community through practices that address appropriate local, national and global requirements. POLICY CATEGORY POLICY TITLE:
ENDS 1.1 Project management is a profession
Project management is recognized as a profession for project management practitioners at a reasonable investment. 1.1.1
1.1.2 1.1.3 1.1.4
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A universally accepted body of knowledge of project management exists for the project management profession. 1.1.1.1 The expansion of the body of knowledge of project management is dynamic and deliberate for the project management profession. 1.1.1.2 The expansion of the body of knowledge of project management addresses industry, general, national and global considerations for the project management profession. 1.1.1.3 The content of the body of knowledge of project management is codified and accepted for the project management profession. Generally accepted standards exist for the project management profession. Accredited formal degree programs in project management exist for the project management profession. Project management is practiced ethically by business, government and society-at-large. The PMI Project Management Fact Book
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1.1.4.1
1.1.5
Generally accepted project management standards of conduct exist for the members of the project management profession. Credentialing and licensing programs exist for the project management. 1.1-5.1 Universally recognized and accepted credentialing programs exist for the project management profession. 1.1.5.2 Licensing programs exist through government or appropriate government-sponsoredagencies for the project management profession.
POLICY CATEGORY POLICY TITLE:
ENDS 1.2 Project management contributes to social good and achievement
Project management contributes to social good and achievement for business, industry, governments, academia and society-atlarge through economical and planned use of resources. 1.2.1
1.2.2
Established relationships with other entities achieve timely response to disasters, emergencies or threats for communities through voluntary actions of individuals. Community and social goals are advanced for global communities through volunteer services of project management individuals.
POLICY CATEGORY POLICY TITLE:
ENDS 1.3 Professionals in project management are knowledgeable and skilled
Professionals in project management are knowledgeable and skilled for a reasonable investment. 1.3.1 1.3.2
Professionals in project management are knowledgeable in the body of knowledge of project management. Professionals in project management are skilled in the application of the body of knowledge of project management.
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POLICY CATEGORY POLICY TITLE:
ENDS
1.4 Project management community
People in project management who participate in or use PMI offerings enjoy a supportive community. Enhanced professionalism and opportunities for networking and professional development are available for project management practitioners through a variety of means, including PMI components that address appropriate geographical, industry, discipline, and interest areas. 1.4.2 PMI supports, where appropriate to PMI's annual program and budget planning, joint participation in research and product development that advance the state-of-the-art. 1.4.3 PMI provides an environment that fosters contributions to the profession by PMI members and non-members willing to participate and contribute. 1.4.4 PMI provides an environment that fosters leadership participation and development of PMI willing to participate in the organization.
1.4.1
POLICY CATEGORY POLICY TITLE:
ENDS
1.5 PMI as a global organization
PMI's Ends are assertively pursued globally for the profession and PMI members by volunteer leadership through policy, and by HQ staff through their planned and deliberate commitment of headquarter resources. POLICY CATEGORY POLICY TITLE:
ENDS
1.6 PMI programs, products and services
PMI programs, products and services are available for appropriate members of the project management community at reasonable costs.
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1.6.1
1.6.2 1.6.3
Professional global standards are advanced and maintained for appropriate members of the project management community for an investment based on the value to the profession. 1.6.1.1 New or improved programs, products and services advance the state-of-the-artfor the members of the project management community through the balanced use of resources. Programs, products and services are developed effectively for PMI members and customers. Public, private and not-for-profit organizations cooperate for mutually beneficial products for the project management community through in-kind resources and seed money.
POLICY CATEGORY POLICY TITLE:
ENDS 1.7 Project management is globally recognized and valued
Project management is globally recognized and valued for a reasonable investment. 1.7.1 1.7.2
1.7.3
Project management is recognized and valued by business, industry, academia and government. Society-at-large is aware of, recognizes and values project management for current and future members of the project management profession. The education community recognizes and promotes project management as a career.
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Appendix B PMI Ethical Standards Member Code of Ethics The Project Management Institute (PMF) is a professional organization dedicated to the development and promotion of the field of project management. The purpose of the PMI Member Code of Ethics is to define and clarify the ethical responsibilities for present and future PMI members. Preamble:
In the pursuit of the project management profession, it is vital that PMI members conduct their work in an ethical manner in order to earn and maintain the confidence of team members, colleagues, employees, employers, customers/clients, the public, and the global community. Member Code of Ethics: As a professional in the field of project management, PMI members
pledge to uphold and abide by the following: m I will maintain high standards of integrity and professional conduct m I will accept responsibility for my actions ES I will continually seek to enhance my professional capabilities ~tI will practice with fairness and honesty B I will encourage others in the profession to act in an ethical and professional manner.
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Member Standards of Conduct The following PMI Member Standards of Conduct describes the obligations and expectations associated with membership in the Project Management Institute. All PMI Members must conduct their activities consistent with the Member Standards of Conduct. I. Professional Obligations. A. Professional Behavior.
1. PMI Members will fully and accurately disclose any professional or business-related conflicts or potential conflicts of interest in a timely manner. 2. PMI Members will refrain from offering or accepting payments, or other forms of compensation or tangible benefits, which: (a) do not conform with applicable laws; and (b) may provide unfair advantage for themselves, their business or others they may represent. 3. PMI Members who conduct research or similar professional activities will do so in a manner that is fair, honest, accurate, unbiased, and otherwise appropriate, and will maintain appropriate, accurate, and complete records with respect to such research and professional activities. 4. PMI Members will respect and protect the intellectual property rights of others, and will properly disclose and recognize the professional, intellectual, and research contributions of others. 5. PMI Members will strive to enhance their professional capabilities, skills and knowledge; and will accurately and truthfully represent and advertise their professional services and qualifications. B. Relationship With Customers, Clients, and Employers.
1. PMI Members will provide customers, clients, and
employers with fair, honest, complete and accurate information concerning: (a) their qualifications; (b) their professional services; and (c) the preparation of estimates concerning costs, services, and expected results.
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2. PMI Members will honor and maintain the confidentiality and privacy of customer, client, employer, and similar work information, including the confidentiality of customer or client identities, assignments undertaken, and other information obtained throughout the course of a professional relationship, unless: (a) granted permission by the customer, client, or employer; or (b) the maintenance of the confidentiality is otherwise unethical or unlawful. 3. PMI Members will not take personal, business, or financial advantage of confidential or private information acquired during the course of their professional relationships, nor will they provide such information to others. C. Relationship With the Public and the Global Community.
1. PMI Members will honor and meet all applicable
legal and ethical obligations, including the laws, rules, and customs of the community and nation in which they function, work, or conduct professional activities. 2. PMI Members will perform their work consistent and in conformance with professional standards to ensure thar the public is protected from harm. II. Obligations to PMI. A. Responsibilities of PMI Membership.
1. PMI Members will abide by the bylaws, policies, rules, requirements, and procedures of the Project Management Institute, and will not knowingly engage or assist in any activities intended to compromise the integrity, reputation, property, and/or legal rights of the Institute. 2. PMI Members will abide by the laws, regulations, and other requirements of their respective communities and nations, and will not knowingly engage in, or assist in, any activities intended to have negative implications, including criminal conduct, professional misconduct, or malfeasance. The PMI Project Management Fact Book
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3. PMI Members will cooperate with the Institute concerning the review of possible ethics violations, and other PMI matters, completely, consistent with applicable policies and requirements. 4. PMI Members will accurately, completely, and truthfully represent information to PMI.
Member Ethics Case Procedures The following ethics case procedures are the only rules for processing possible violations of these ethical standards. These procedures are applicable to members of the Project Management Institute (hereinafter referred to as PMI or the Institute), and those who are seeking Institute membership. PMI members and individuals seeking PMI membership understand and agree that these procedures are a fair process for resolving all ethics matters duly adopted by PMI; and they will be bound by decisions made, and requirements issued, pursuant to these procedures. A. General Provisions
1. Nature of the Process. PMI has the only authority to resolve and end any ethics matter, regardless of circumstances. By applying for membership in the Institute, PMI members and applicants agree that they will accept the authority of the Institute to apply the Member Code of Ethics, Member Standards of Conduct, and the Member Ethics Case Procedures, and other relevant policies to resolve ethics matters. These ethics procedures are not a formal legal process; therefore, many legal rules and practices are not observed, and the procedures are designed to operate without the assistance of attorneys. Any party, of course, may be represented by an attorney with respect to an ethics matter. If a party has retained an attorney, that attorney may be directed to communicate with the Institute through the PMI Legal Counsel. The parties are encouraged to communicate directly with the Institute. The Institute may use the services of PMI Legal Counsel without limitation.
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2. Participants. Ethics cases may be decided by the PMI Ethics Review Committee, the Ethics Appeals Committee, and/or any authorized designee. A PMI member or applicant who is the subject of an ethics complaint or investigation will be identified as the Respondent. The person(s) initiating an ethics complaint will be identified as the Complainant(s). 3. Time Requirements. The Institute will make every reasonable effort to follow the time requirements noted in these procedures. However, the Institute's failure to meet a time requirement will not prohibit the final resolution of any ethics matter, or otherwise prevent PMI from acting under these procedures. Complainants and Respondents are required to comply with all time requirements specified in these procedures. Time extensions or postponements may be granted by the Institute if a timely written request explains a reasonable cause. 4. Relaxation of Requirements/Global Accommodations. In light of the global nature of the international project management community, including differences related to the language, custom, geographic location, and other characteristics of PMI members and applicants, the Institute recognizes that PMI members and applicants may have difficulty meeting certain time or other requirements in these procedures. Accordingly, a PMI member or applicant may submit to the Executive Director a written request for an extension of one or more of the time requirements; or, a reasonable accommodation related to matters of language, custom, geographic location, or the like. The Executive Director will forward such requests to the Chair of the Ethics Review Committee or the Chair of the Ethics Appeal Committee, as applicable. Generally, requests for such time extensions that seek to increase a deadline and other reasonable accommodations will be granted. 5. Litigationlother Proceedings. The Institute may accept and resolve ethics complaints when civil or criminal litigation, or other proceedings related to the complaint, are also before a court, regulatory agency or professional body The Institute may also continue or delay the resolution of any ethics complaints in such cases.
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6. Improper Disclosure. The Institute may issue any appropriate directive(s) and requirement(s) where a PMI member or applicant provides a misleading disclosure, or fails to disclose requested information related to: PMI membership; an ethics complaint; an ethics case; or similar matter. Where a discipline, order, directive, or other requirement is issued by the Institute under this Section, the member or applicant involved may seek review and appeal pursuant to these procedures. 7. Confidentiality. In order to protect the privacy of the parties involved in an ethics case, all material prepared by, or submitted to, the Institute will be confidential, unless otherwise authorized by these procedures. Among other information, the Institute will not consider the following materials to be confidential: materials which are disclosed as the result of a legal requirement; materials which are disclosed upon the written request of the member or applicant who is the subject of an ethics complaint or investigation, any information relating to the member or applicant which he/she would like released to other professional organizations or third parties, and which is not otherwise confidential; and, all final published rulings, decisions, requirements, orders, and/or reports of the Ethics Review Committee or the Ethics Appeals Committee. 8. Failure to Cooperate. If any party refuses to fully cooperate with the Institute concerning matters arising under these procedures without good cause, the Institute may: terminate the ethics complaint of an uncooperative Complainant; or, impose any sanction or requirement included within these rules if a Respondent is uncooperative. Where a discipline, order, requirement, or other directive is issued by the Institute under this Section, the member or applicant involved may seek review and appeal pursuant to these procedures. 9. Resignationfrom the Institute. Should a Respondent attempt to relinquish PMI membership or withdraw an application during the course of any ethics case, the Institute reserves the right to continue the matter to a final and binding resolution according to these procedures.
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B. Submission of Ethics Complaints/Acceptance or Rejection.
1. Executive Director. Any person, group, organization, or, in appropriate cases, the Institute (Complainant) may initiate an ethics complaint. Each Complainant must submit to the Executive Director a detailed written description of the factual allegations supporting the ethics complaint, including the specific provisions of the Member Code of Ethics or Member Standards of Conduct relevant to the allegations set forth in the complaint. The Executive Director will forward the complaint to the Ethics Review Committee Chair for review, consideration, and assignment. 2. Ethics Review Committee. The Ethics Review Committee will be responsible for the investigation and resolution of each ethics complaint. Upon receipt of a complaint, the Review Committee will determine whether sufficient detail is presented to constitute a formal ethics complaint, based upon the specific Member Code of Ethics or Member Standards of Conduct provisions identified by the complaint, and to permit the Review Committee to conduct an appropriate review. 3. Complaint Acceptance/Rejection Criteria. In order to determine if an ethics complaint is accepted or rejected, the Ethics Review Committee will consider whether: a proven complaint would constitute a violation of the specific Member Code of Ethics or Member Standards of Conduct provisions identified by the Complainant in the original submission; the passage of time since the alleged violation requires that the complaint be rejected; relevant, reliable information or proof concerning the charge is available; the Complainant is willing to provide testimony or other evidence concerning the complaint; and, there is reasonable cause to believe that the charge appears to be justified, considering the proof available. 3.a. Complaint Acceptance. Upon a determination that an ethics complaint is appropriate, the Ethics Review Committee will issue a formal Ethics Complaint Notice identifying each Member Code of Ethics and Member Standards of Conduct violation alleged, and the supporting factual basis for each complaint. This Notice will
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be delivered to the Respondent, and will be marked Confidential. The Review Committee may request additional information to supplement or explain an allegation. 3.b. Complaint Rejection. If the Ethics Review Committee determines that an allegation or complaint change should not be a formal ethics complaint, the Review Committee will return all information submitted and notify Complainant of the rejection and its basis by correspondence. 3.b.l. Appeal of Complaint Rejection Determination. Within forty-five (45) days of the mailing date of complaint rejection correspondence, the Complainant may appeal to the Ethics Appeals Committee by stating in writing the procedural errors he/she believes were made by the Ethics Review Committee with respect to the charge rejection, if any; the specific provisions of the Member Code of Ethics and Member Standards of Conduct believed violated; and, the specific information he/she believes supports the acceptance of a complaint. The Ethics Appeals Committee will review the Complainant's appeal and issue a decision based upon the record. The Appeals Committee may accept the Review Committee decision and reject the complaint, or any part thereof; or, reverse the Review Committee decision and direct that a complaint be issued and the case resolved under these procedures. 4. Ethics Complaint Response. Within forty-five (45) days of the mailing date of an Ethics Complaint Notice, the Respondent must submit a response to the Ethics Review Committee. The Ethics Complaint Response must include a full response to each complaint, and a copy of each document relevant to the resolution of the ethics complaint. The Review Committee may request additional information to supplement a response. 5. Complaint ReferraL If the Ethics Review Committee determines that the factual allegations presented by a Complainant, or the information revealed by an investigation,
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may constitute a violation of Member Code of Ethics or Member Standards of Conduct provisions not directly related to those presented by the Complainant, the Review Committee may take any of the following actions: notify the Respondent of possible, unrelated Code or Standards violations, and any recommended corrective actions; refer the matter to the Complainant for review and possible re-submission of a revised or new complaint; refer the matter to other Institute, government, or professional bodies for review; or, other appropriate actions/referrals. C. Preliminary Actions and Orders.
Preliminary and Temporary Orders. The Ethics Review Committee, or the Ethics Appeals Committee, may require the Respondent to do, or to refrain from doing, certain acts by Preliminary and Temporary Order reasonably related to the complaint under consideration pending the final resolution of the case or investigation. Such orders may include, but are not limited to, a requirement that the Respondent voluntarily and immediately cease from representing himself or herself as a PMI member or applicant, or as otherwise associated with the Institute until further notice; or, a restriction that the Respondent may not pursue a PMI position or office pending the final resolution of the ethics matter under review. The Ethics Review Committee or the Ethics Appeals Committee may discipline a Respondent who fails to comply with a Temporary or Preliminary Order. Preliminary and Temporary Orders are not subject to appeal, but may be reconsidered by the Committees upon written request of the Respondent presenting substantial reasons that the order is no longer necessary. D. Ethics Review Committee Hearings.
1. Ethics Review Committee. The PMI Board of Directors will
appoint at least seven (7) PMI members to serve as the Ethics Review Committee to investigate and resolve ethics complaint matters. The PMI Chair, with Board of Directors approval, will appoint a Committee Chair from the seven members, who will supervise the work of the Committee. The Chair may appoint one or more Vice-Chairs to assist him/her, and to also preside over each Ethics Hearing. As directed by
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the Committee Chair, three (3) disinterested members of the Ethics Review Committee will be assigned to each case, and will conduct an informal Ethics Hearing designed to collect and weigh all of the available information and proof, and will have full authority to convene, preside over, continue, decide, and conclude an Ethics Hearing. 2. Hearing Schedule, Notice, and Attendance. The hearing date, time, and location for each ethics case will be scheduled by the Ethics Review Committee in consultation with the parties, and both parties will be notified in writing. Each party may attend the hearing in person or via telephone conference, where all participants will be able to communicate with each other. 3. Participation of Legal Representatives/Conduct of the Hearing. Upon request by the Ethics Review Committee, the PMI Chair, or the PMI Board of Directors, the PMI Legal Counsel shall be available to assist the Committee at an Ethics Hearing, with privilege of the floor, and may conduct the hearing in consultation with the Ethics Review Committee. Legal or other representatives of the parties do not have such privilege and are bound by the determinations and rulings of the Ethics Review Committee and PMI Legal Counsel. No formal legal rules of evidence, cross-examination, oath, and other procedures will apply to hearings. The PMI member or applicant, or a legal representative, will be permitted to ask questions of witnesses at the discretion of the Ethics Review Committee. Objections relating to relevance of information and other procedural issues will be decided by the Ethics Review Committee and these decisions are not subject to appeal. 4. Hearing Record. A taped, written, or other record of the Ethics Hearing will be made by the Ethics Review Committee, another PMI representative, or a stenographer/recorder, as determined by the Review Committee. 5. Hearing Expenses. Parties will be responsible for their expenses associated with an ethics investigation or case, including the costs associated with any witnesses or legal
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counsel. The Institute will bear other general costs of conducting the Ethics Hearing, including costs associated with the activities of PMI representatives. 6. Closing of the Hearing Record. Any Ethics Hearing may proceed to a conclusion and decision, whether or not the parties are present, based on the appropriate written record, as determined by the Ethics Review Committee. The Review Committee will review the hearing record, as well as any submissions presented by the parties and other relevant information, and thereafter, will determine the outcome of the ethics case by majority vote in a closed session. The hearing record will be closed following the conclusion of the hearing, unless otherwise directed by the Ethics Review Committee Chair or a Vice-Chair. 7. Ethics Review Committee Decision and Ordet: A Decision and Order will be prepared by the Ethics Review Committee after the closing of the record, which will include a summary of the case, including the positions of the parties; a summary of relevant factual findings based on the record of the hearing; a final ruling on the Member Code of Ethics and Member Standards of Conduct violations charged; and, a statement of any corrective or disciplinary action(s), and other directives issued by the Review Committee. Copies of the Ethics Review Committee Decision and Order shall be sent to the parties. The parties will also be notified that the final decision may be published consistent with the requirements of these procedures. 8. Disciplinary Actions Available. When a Respondent is found to have violated one or more provisions of the Member Code of Ethics or Member Standards of Conduct, the Institute may issue and order one or more of the following disciplinary or remedial actions: 8.a. The denial and rejection of any PMI membership application; 8.b. Private reprimand and censure, including any appropriate conditions or directives; 8.c. Public reprimand and censure, including any appropriate conditions or directives;
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8.d. Membership probation for any period up to three (3) years, including any appropriate restrictions or conditions concerning membership rights and any other conditions or directives; 8.e. Suspension of membership status for a period of no less than six (6) months and no more than three (3) years, including any appropriate conditions or directives; 8.f. Termination of membership and expulsion from the Institute. E. Ethics Appeals Committee/Appeals. 1. Time Period for Submitting Appeal. Within forty-five (45)
days of the mailing date of an adverse Ethics Review Committee Decision and Order, the Respondent or the Complainant may submit to the PMI Executive Director a written appeal of all or a portion of the Decision and Order consistent with the requirements of these procedures. The Executive Director will forward the appeal to the Ethics Appeals Committee Chair for review, consideration, and assignment. 2. Groundsfor Appeal An adverse Ethics Review Committee Decision and Order may be reversed or otherwise modified by the Ethics Appeals Committee. However, the grounds for appeal of an adverse decision are strictly limited to the following: 2.a. Procedural Error. The Ethics Review Committee misapplied a procedure contained in these rules, and the misapplication prejudiced the appealing party. 2.b. New or Previously Undiscovered Information. Following the closing of the Hearing Record, the appealing party has located relevant proof that was not previously in hisher possession; was not reasonably available prior to closure of the record; and, could have affected the Ethics Review Committee decision. 2.c. Misapplication of the Code ofEthics or Standards of Conduct. The Ethics Review Committee misapplied the provisions of the Member Code of Ethics or Member Standards of Conduct, and the misapplication prejudiced the appealing party.
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2.d. Contrary to the Information Presented. The Ethics Review Committee decision is contrary to the most substantial information provided in the record. 2.e. With respect to Subsections 2.a. and 2.c. above, the Ethics Appeals Committee will consider only arguments that were presented to the Ethics Review Committee prior to the closing of the Hearing Record. 3. Contents of Appeal Letter. The appealing party must submit to the PMI Executive Director a letter or other written document directed to the Ethics Appeals Committee and to the other party, which contains the following information and material: the ethics case name; the docket number and date of the Ethics Review Committee Decision; a statement and complete explanation of the reasons for the appeal under Section E.2, including an explanation and basis for any request concerning a reduction in the discipline issued by the Ethics Review Committee; and, copies of any material supporting the appeal. F. Ethics Appeals CommitteeIAppeal Hearings.
1. Ethics Appeals Committee. The PMI Board of Directors will appoint at least seven (7) PMI members to serve as the Ethics Appeals Committee to resolve ethics appeals. The PMI Chair, with Board of Directors approval, will appoint a Committee Chair from the seven members, who will supervise the work of the Appeals Committee. The Chair may appoint one or more Vice-Chairs to assist him/her, and to also preside over each Appeal Hearing. As directed by the Committee Chair, three (3) disinterested members of the Appeals Committee will be assigned to each case, and will have full authority to convene, preside over, continue, decide, and conclude an ethics appeal. 2. Appeal Hearings. Following receipt of a complete and proper written appeal, the Ethics Appeals Committee will schedule a date on which to conduct an Appeal Hearing, and the parties will be notified in writing at least forty-five (45) days in advance of the scheduled date. The Appeals Committee will review the hearing record, as well as any appeal submissions
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presented by the parties and other relevant information, and thereafter will determine and resolve the appeal by majority vote in a closed session. 3. Request to Appear Before Ethics Appeals Committee. Either party may request the opportunity to appear before the Ethics Appeals Committee in writing at least forty-five (45) days prior to the date scheduled for the Appeal Hearing. In the event that a request to appear before the Ethics Appeals Committee is approved, the Appeals Committee may limit the appearance in any manner. Denials of requests to appear before the Appeals Committee are not subject to appeal. 4. Ethics Appeals Committee Decision and Order. Following the conclusion of an Appeal Hearing, the Ethics Appeals Committee will issue an Appeal Decision and Order stating: the outcome and resolution of the appeal, including a summary of relevant portions of the Ethics Review Committee Decision and Order; a summary of any relevant procedural or factual findings made by the Appeals Committee; the Ethics Appeals Committee's ruling(s) and decision(s) with respect to the matters under appeal; and, the Appeals Committee's final Decision and Order accepting, affirming, reversing, amending, or otherwise modifying any portion of the Ethics Review Committee Decision and Order, including any final disciplinary action or sanction issued by the Appeals Committee. Copies of the Ethics Appeals Committee Decision and Order shall be sent to the parties. The parties will also be notified that the final decision may be published, consistent with the requirements of these procedures. G. Finalizing Ethics Cases. 1. Events Which Will Cause Closure of an Ethics Case. An ethics case will be closed when any of the following occur: the ethics
complaint has been rejected pursuant to these procedures; a final decision has been issued by the Ethics Review Committee without appeal pursuant to these procedures; a final decision has been issued by the Ethics Appeals Committee pursuant to these procedures; or, an ethics complaint has been terminated or withdrawn by the Complainant(s).
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2. Events Which Will Cause an Ethics Case Decision and Order to Become Final. The Ethics Case Decision and Order issued by the Ethics Review Committee that is not appealed within the prescribed time requirements will be considered final. The Ethics Case Decision and Order issued by the Ethics Appeals Committee will be considered final. 3. Referral and NotiBcation Actions. PMI may notify appropriate governmental, professional, or similar bodies of any actions taken concerning a Respondent by sending a copy of the final Ethics Case Decision and Order issued by the Ethics Review Committee and/or the Ethics Appeals Committee, or by sending another appropriate notice. This notification may be done at any point after the time period for the Respondent to appeal an adverse decision has elapsed. During the appeal period, the Institute may respond to inquiries regarding the existence of ethics cases and indicate the existence of such proceedings. 4. Publication of Final Disciplinary Action. PMI may publish a notification of a final Ethics Case Decision and Order following the issuance of an Ethics Review Committee or Ethics Appeals Committee decision or ruling. This notification may be published following the conclusion of any appeals available to the Respondent. Any party may request publication of any final decision. H. Probation and Suspension OrdersIReinstatement Procedures.
1. Probation Orders/Reinstatement or Referral. Following the expiration of a final decision/order which includes a probation requirement under these procedures, the Ethics Review Committee will determine whether the Respondent has satisfied the terms of the probation order, and will do the following: if the Respondent has satisfied the terms of probation in full, the Review Committee will immediately verify that the probation has been completed and reinstate the individual to full membership status following the acceptance of a complete membership application and full payment of all membership dues; or, if the Respondent has
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not satisfied the terms of probation in full, the Review Committee will issue any appropriate action consistent with these procedures, including, but not limited to, the imposition of an additional probation term(s). 2. Suspension Orders/Reinstatement Requests. After the expiration of a final decisiodorder which includes a suspension requirement issued under these procedures, a Respondent may submit to the Ethics Review Committee a request for membership reinstatement, which will consist of a written statement including: the relevant ethics case name, docket number, and the date that the final Ethics Decision and Order was issued; a statement of the reasons that support or justify the acceptance of the reinstatement request; and, copies of any relevant documentary or other material supporting the request. 3. Ethics Review Committee Reinstatement Request Decisions. Following the submission of a complete membership reinstatement request, the Ethics Review Committee will schedule and conduct a hearing to review and rule on the request. During these deliberations, the Review Committee will review the information presented by the Respondent and any other relevant information, and prepare and issue a final Decision and Order stating whether: the request is granted, denied, or continued to a later date; and, if appropriate, any conditions of membership. Copies of the Review Committee Decision and Order will be sent to the parties. While no appeal of the Decision and Order is permitted, the Respondent may submit a new request pursuant to this Section, one (1)year or more after the issuance of the Review Committee Decision and Order rejecting the request.
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Appendix C PMI Components
PMI Chapters PMI Chapters as of 3 1 December 2000, Non-United States
Potential chapters are indicated by (P), student chapters by (S).
ss Argentina-Buenos Aires ~ra Australia-Melbourne
ss Australia-Sydney Austria-Styria (P) bm Austria-West Austria/Lake Constance (P) ~ra Austria-Vienna ~ra Bahamas (P) m Barbados-Bridgetown (P) s Belgium-Benelux rr Bermuda-Hamilton (P) s Brazil-Brasilia (P) rr Brazil-Distrito Fedora1 (P) m Brazil-Minas Gerais ~sr Brazil-Parana (P) ss Brazil-Rio de Janeiro (P) BE Brazil-Rio Grande do Sul (P) iara
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R Brazil-Sao Paulo at Canada-Canada's Technology Triangle (P) r Canada-Centennial College Student (E S) R Canada-Durham Highlands (P) Canada-Fort McMurray, AB R Canada-Lakeshore, ON (P) R Canada-Levis, PQ m Canada-Manitoba m Canada-Montreal, PQ PA Canada-New Brunswick m Canada-Newfoundland & Labrador (P) r Canada-Northern Alberta m Canada-Northern Saskatchewan ra Canada-Nova Scotia Canada-Ottawa Valley Outaouais, ON m Canada-Regina/S. Saskatchewan s Canada-Ryerson Polytechnic Univ., ON (S) I Canada-Southem Alberta s Canada-Southem Ontario r Canada-Thames Valley District, ON m Canada-Vancouver Island, BC m Canada-West Coast, BC s Chile-Santiago m China-Beijing (P) r China-East China a China-Guangzhou (P) ra China-Hong Kong, SAR IColombia-Santafe de Bogota r Costa Rica-Costa Rica (P) s Croatia-Croatia (Hrvatska) (P) m Czech Republic (P) s Denmark-Copenhagen s Ecuador-Quito (P) Egypt-MENA (Middle East and North Africa) s France m France-Hauts-de-France s France-France-Sud PA Germany-Frankfurt m Germany-Munich
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r GreeceAthens (P) m Guatemala-Guatemala (P)
r India-Bangalore (P) m India-New Delhi (P)
r India-Westem India (P) r Indonesia-Gadjah Mada University (Ij S) r Indonesia-Jakarta r Indonesia-Riau (P) BI Ireland-Lambay r Israel BI Italy-Northern Italy r Italy-Rome BI Jamaica-Doctor Bird r Japan-Tokyo m Jordan-Jordan (P) r Kuwait (P) m Malaysia r Mexico m Mexico-Guadalajara (P) r Mexico-Monterrey m Mexico-Monterrey @ S) r Mexico-Puebla (P) New Zealand r Norway-Oslo r Pakistan (P) Panama-Panama City (P) a Peru-Lima a Philippines-Manila r Portugal-Portugal (P) m Romania-Romania (P) r Russia-Moscow Russia-St. Petersburg B Saudi Arabia-Arabian Gulf m Singapore B Spain-Madrid (P) m South Africa B Sweden-Central Sweden r Switzerland-Switzerland (P) r Taiwan
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r Thailand-Bangkok (P) lar Trinidad-Southem Caribbean s Turkey-Ankara m Turkey-Istanbul (P) ss Ukraine-Kyiv (P) rs United Kingdom BB Uruguay-Montevideo (P) m Venezuela m Venezuela-UCAB CIED (Ij S) r Venezuela-IESA (F: S) BB Zimbabwe (P) PMI Chapters as of 3 1 December 2000, United States
Potential chapters are indicated by (P), student chapters by (S). m AI-Central Alabama
ss &Greater
Mobile (P) AI-Tennessee Valley r AK-Alaska at AR-Arkansas AR-Central Arkansas at AZ-Arizona s AZ-Phoenix sls AZ-Thunderbird International (S) ss AZ-Tucson I CA-California State University/San Marcos (S) @ CALos Angeles Los Padres CAa CA-Monterey Bay ~sr %Orange County a CA-Sacramento rar CA-San Diego srr CA-San Francisco Bay Area ti CA-Silicon Valley I CAWine Country irs~ CO-Mile-Hi isr CO-Pikes Peak Regional ss CT-Southern New England I DC-George Washington University (S) &#
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a DC-Washington, DC FL-Central Florida lli FL-Northeast Florida r FGSouth Florida lli FL-Suncoast r FGTampa Bay I GA-Coastal Empire r GA-Columbus r GA-Georgia a GA-Georgia/South Carolina-Savannah River III HI-Honolulu m ID-Eastern Idaho lli ID-Westem Idaho I IL-Central Illinois m IL-Illinois/Wisconsin-Midwest a IN-Calumet r IN-Central Indiana I IN-Northeast Indiana r IN-Southwest Indiana r IA-Central Iowa r IA-Eastern Iowa r KSKC Mid-America r KS-Wichita r KY-Kentuckians a KY-Kentucky Bluegrass lli LA-Baton Rouge LA-Greater New Orleans s LA-Northwest Louisiana a LA-Louisiana~Texas-Southwest Louisiana/Southeast Texas r ME-Maine a MD-Baltimore r MD-Southern Maryland I MA-Central Massachusetts (P) is MAMass Bay r MI-Great Lakes is MI-Lawrence Technical University (I! S) EI MI-Michigan Capital Area m MI-Michigan Thumb MI-Westem Michigan
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Appendix C -PMI Components
m MN-Augsburg (S) r MN-Minnesota
MS-South Mississippi (P) MOKC Mid-America m MO-Metro/St. Louis r MO-Mid-Missouri r NE-Heartland NE-Mid-Nebraska (P) NE-Southern Nevada m NH-New Hampshire (P) r NJ-New Jersey r NN-Otowi Bridge NM-Pecos Valley II NMRio Grande NV-Nevada r NY-Binghamton r NY-Buffalo NY-Hudson Valley NY-Long Island NYNew York City NY-Rochester m NY-Rochester (S) II NY-Syracuse m NY-Upstate New York B NC-Metrolina r NC-North Carolina Piedmont Triad B NC-North Carolina m NC-Western Carolina University (S) r ND-North Dakota University (S) r OH-DaytodMiami Valley m OH-Central Ohio m OH-Northeast Ohio OH-Northwest Ohio r OH-Southwest Ohio r OK-Green Country Regional r OKRed Earth OR-Portland I OR-Willamette Valley m PA-Delaware Valley
114
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Appendix C -PMI Components
s PA-Keystone IB
PA-Pittsburgh
m PR-San Juan
RI-Ocean State SC-Charleston SC-Clemson University (S) SC-Palmetto SC-South Carolina Midlands rr! TN-East Tennessee TN-Memphis rr! TN-Nashville rr TX-Alamo ill TX-Amarillo I TX-Austin ill TX-Clearlake/Galveston (P) I TX-Coastal Bend (P) r r ~ TX-Dallas m TX-Fort Worth s TX-Houston m UT-Northern Utah s VT-Champlain Valley VA-Central Virginia IB VA-Hampton Roads rr! WA-Inland Northwest (P) rr WA-Puget Sound ill WA-Tri-Cities/Columbia Basin WV-Tri-State ill WI-Madison/South Central Wisconsin rr WI-Milwaukee/SE WI
a m s m s
PMI Specific Interest Groups Potential SIGs are indicated by (P). PMI Aerospace & Defense SIG PMI Automation Systems SIG (P) @ PMI Automotive SIG E PMI Configuration Management SIG IB PMI Consulting SIG (P) @
E
The PMI Project Management Fact Book
Appendix C - PMI Components
B
R R R B B
R R R R
m fl
R R R B
R
a B
m
B
R
PMI Design/Procurement/Construction SIG PMI Dispute Management SIG (P) PMI Diversity SIG PMI E-business SIG PMI Education & Training SIG PMI Environmental Management SIG PMI Financial Services SIG PMI Global Communications Technologies SIG PMI Government SIG PMI Hospitality Management SIG (P) PMI Information Systems SIG PMI International Development SIG (P) PMI Manufacturing SIG PMI Marketing & Sales SIG PMI Metrics SIG PMI New Product Development SIG PMI Oil, Gas, Petrochemical SIG PMI Pharmaceutical SIG PMI Program Management Office (PMO) SIG (P) PMI Quality in Project Management SIG PMI Real Estate Development SIG (P) PMI Retail SIG PMI Risk Management SIG PMI Service & Outsourcing SIG PMI Students of Project Management SIG PMI Troubled Projects SIG (P) PMI Urban Development SIG (P) PMI Utility Industry SIG PMI Women in Project Management SIG PMI Web SIG (P)
PMI College
I
College of ~erforhanceManagement (PMI Worldwide Component Affairs Depamnent 2001)
The PMI Project Management Fact Book
Appendix D PMI Professional Awards PMI Project of the Year Award Award Recipients 1989-2000 1989
Project Title: DELTA AIRLINES TERMINAL 5 EXPANSION AT LAX Submitted by: Daniel, Man, Johnson & Mendenhall
1990
Project Title: LIMERICK GENERATING STATION UNIT 2 Submitted by: Philadelphia Electric Company
1991
Project Title:
1992
Project Title: ATIGUN MAINLINE REROUTE PROJECT Submitted by: Alaska Pipeline Service Company
1993
Project Title: METRO RED LINE SEGMENT 1PROJECT Submitted by: Rail Construction Corporation
1994
Project Title: LOGAN EXPANSION PROJECT Submitted by: Fluor Daniel, Inc.
1995
Project Title: BENFIELD COLUMN REPAIR PROJECT Submitted by: Sastech Engineering Services
1996
Project Title: 1B PROCESSOR STORY Submitted by: Lucent Technologies
NEW PROPYLENWPOLYPROPYLENEFACTORY FOR SASAL CHEMICAL INDUSTRIES (PTY) LTD. Submitted by: Sastech
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1
Appendix D - PMI Professional Awards
1997
Project Title: ADVAN~IX,ADVANCED PHOTO SYSTEM Submitted by: Eastman Kodak Company
1998
Project Title: MARS Submitted by: Jet Pro
1999
Project Title: QATAR~AS LNG PLANT Submitted by: chiyodd Corporation
2000
Project Title:
I
T R O J A ~REACTOR VESSEL AND INTERNALS REMOVAL PROJECT Submitted by: Portland General Electric Company
PMI Professional 1974-2000
wards Program Recognition I
PMI Honorary Life &ember Award Year 1974 1975 1976 1978 1979 1981 1982 1983 1984 1985 1999
~ecipidnt Major General John G. Albert Gerald A. Williams Steven V. White James R. Snyder, PMI Founder, PMI Fellow Matthew H. Parry, PMF: PMI Fellow Dr. John W. Fondahl, PMI Fellow Dr. John R. Adams, PMF: PMI Fellow William H. Robinson Eric Jenett, PMF: PMI Founder, PMI Fellow Earl W. Feight, PMI Fellow Brian Fletcher, PMI Fellow
PMI Fellow Award
118
Year 1982
Recipient Dr. John W. Fondahl Eric Jenett, PMF: PMI Founder Matthew H. Parry, PMP James R. Snyder, PMI Founder
1983
Dr. J. Gordon Davis, PMI Founder David H. Morton Dr. John R. Adams, PMP Robert B. Gillis
1984
Regula A. Brunies
The PMI Project Management Fact Book
Appendix D - PMI Professional Awards
1986
Earl W. Feight Kenneth 0.Hartley, PMP Dr. Linn C. Stuckenbruck Robert G. Staples
1987
Dr. David L. Cleland Henry F. Padgham, PMP
1988
Brian Fletcher
1989
Russell D. Archibald, PMP Dr. Lewis R. Ireland, PMP Charles Y Lopinsky, PMP James O'Brien, PMP R. Max Wideman
1990
Dr. Martin Dean Martin
1991
Douglas S. Egan, Jr. Dr. Francis M. Webster, Jr., PMP
1992
J. D. "Kaay" Koch, PMP
1994
Fred Arnold, SE Paul Dinsmore, PMP Elvin lsgrig Mary Devon O'Brien, PMP Robert Yourzak, PMP
1996
Bryan R. A. McConachy, PEng., PMP
1997
Jenny Strbiak Dick Balfour
1998
Harvey Levine David H. Curling Dr. Roger B. Glaser
1999
David L. Pells, PMP Ronald PC. Waller, PMR CEM Robert L. Kimmons, PE, PMP
PMI Linn Stuckenbruck Person of the Year Year 1976 1978 1979 1980
Recipient Dr. David C. Murphy James R. Snyder, PMI Founder, PMI Fellow lvars Avots Dr. J. Gordon Davis, PMI Founder, PMI Fellow
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Appendix D - PMI Professional Awards
David Morton Regula A. Brunies Carl W. Strohl Dr. Lewis R. Ireland, PMP Kenneth 0.Hartley, PMF: PMI Fellow R. Max Wideman, PMI Fellow Douglas S. Egan, Jr., PMI Fellow Dr. Francis M. Webster, Jr., PMF: PMI Fellow Brian Fletcher, PMI Fellow Rodney J. Dawson Dr. J. Davidson Frame, Jr., PMP William S. Ruggles, PMP David Pells, PMF: PMI Fellow
PMI Distinguished Contribution Award
120
Year 1980
Recipient Dr. Linn C. Stuckenbruck, PMI Fellow
1982
Albert A. Badger, PMP Charles Y Lopinsky, PMF: PMI Fellow
1983
Dr. Desmond L. Cook Trent 0. Meacham Brian Fletcher, PMI Fellow Dr. David I. Cleland, PMI Fellow James O'Brien, PMF: PMI Fellow
1984
Warren E. Allen, PMP Dr. Terry L. Kinnear Kenneth J. Romano Allan J. Smith, Jr., PMP
1985
Walter Wawruck, PMP Janet R. Steelman Dr. Lewis R. Ireland, PMR PMI Fellow R. Max Wideman, PMI Fellow Dr. Martin Dean Martin, PMI Fellow
1986
Paul C. Dinsmore, PMF: PMI Fellow Brian R. McConachy, REng., PMF: PMI Fellow Dr. Boyd C. Paulson, Jr. Dr. Mark A. Smith, PMP James H. Witter
1987
Boyd Henderson Frank Jenes The PMI Project Management Fact Book
Appendix D - PMI Professional Awards
Vim Kochar Christine A. Trautwein Dr. Francis M. Webster, Jr., PMP PMI Fellow Dr. Roger Glaser, PMI Fellow Dr. Stephen D. Owens Randall L. Bakel, PMP Harvey A. Levine, PMI Fellow Patrice L. Murphy Ozro West, PMP A.C. "Fred" Baker Dr. J. Gordon Davis, PMI Founder, PMI Fellow Don Barrie Ashok 'A.K." Kothari Neville Long Richard W. Kimball Ronald KC. Waller, PMF: CEM, PMI Fellow Rushton M. Williamson, Jr., PMP Frederick A. Arnold, SE, PMI Fellow Dr. David I. Cleland, PMI Fellow Dr. J. Davidson Frame, Jr., PMP Elvin D. Isgrig, PMI Fellow Joel Koppelman Pierre M. Menard, Eng, MBA, PMP Wayne L. Muzzy, PMP Dan Ono, PMP James M. Gallagher, PMP Lee R. Lambert, PMP Lyle W. Lockwood, PMP Wally Merrin Chris Quaife, PMP William Duncan, PMP James D. Klanke, PMP Saralee Newell, PMP William S. Ruggles, PMP Ahmet Taspinar, PMP
1997
Kenneth 0. Hartley, PMR PMI Fellow Paul D. Lustig, PMP Dr. Jeffery K. Pinto
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Appendix D - PMI Professional Awards
Dr. Hans J. Thamhain, PMP Adesh Jain, PMP Karen R. White, PMP 1998
David C. Blackburn, PMP Gerald W. Ostrander, PMP Beth Partleton, PMP Hiroshi Tanaka, PMP
1999
MaryGrace T. Allenchy, PMP Sharon Sikes Wayne Abba Gregory G. Stine, PMP Vijay Verma
2000
William A. Moylan, PMP
PMI David I. Cleland Project Management Literature Award Year 1999
Recipient Vijay Verma
PMI Eric Jenett Project Management Excellence Award Year 1998
Recipient Kenneth 0. Hartley, PMR PMI Fellow
PMI Educational Foundation Award and Scholarship Recognition 1979-2000 Donald S. Barrie Award Recipients 1999
John L. Homer, BMW Constructors, Inc. for his paper, "Project Triage, Giving Emergency Help to an Out-ofControl Project"
2000
Vikas Joshi and Thomas Cook, Bechtel Corporation and Richard Bonner, Eastman Chemical Company, for their paper, "Project Management Approach for Small Capital Projects"
PMI Educational Foundation International Student Paper of the Year Award Recipients 1979*
122
Jonas Ulenas, Polytechnic Institute of New York
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Appendix D - PMI Professional Awards
"Project Effectiveness: A Simulation Study of Some Causes of Time and Cost Overruns" Sponsor: Prof. I. Wirth Robert N. Harvey, Massachusetts Institute of Technology "Project Management in the Design Firm: The Development of a Diagnostic Model" Sponsor: Hans Bjoinsson Paul Hart De Leon, University of Pittsburgh, Pittsburgh, PA "Expanding Non-Specialist Participation in Development Project Management" Jill Anne Green, Memphis State University, Memphis, TN "Management for Research Projects: A Synergistic Model" Sponsor: Dr. Fred Swift Michael D. Stall, University of Texas, Austin, TX 'Analyzing and Improving Productivity with Computerized Questionnaires and Delay Surveys" Sponsor: Colin Popescu, Ph.D. Capt. John Ward, Air Staff, Washington, DC "Project Management Cost Estimate: A Case Study in Electronic Warfare System Flight Tests Costs" Sponsor: Dr. Panna Nagarsenker, Air Force lnsitutute of Technology Nelson E. King, Anaconda Minerals Company 'A Decision Support System for Mine Evaluations" Sponsor: Bob Miller, Anaconda Minerals Co. Suresh K. Tadisina, University of Cincinnati, Cincinnati, OH "Support System for the Termination Decision in R&D Management" Sponsor: Samuel J. Mantel, Jr.
1987
Glen Jansma, Ph.D., University of Texas, Austin, TX "The Relationship between Project Manning Levels and Craft Productivity for Nuclear Power Construction" Sponsor: John Borcherding
1988
Richard Desbiens, M.SC.; Rejean Houde, M.SC.; Universite du Quebec a Montreal, Quebec, CANADA
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Appendix D - PMI Professional Awards
'Archipel Feasibility Study: A Questionable Consensus Approach" Sponsor: Pierre Normandeau, Ph.D. Sherri L. Sweetman, George Washington University, Washington, DC "Utilizing Expert Systems to Improve the Configuration Management Process" Sponsor: Dr. Richard G. Donnelly Bryce G. Schroder, Portland State University, Portland, OR "Estimation Issues in Software Project Management" Sponsor: Dr. Dundar E Kocaoglu Capt. Korina L. Kobylarz, Air Force Institute of Technology (AFIT), Wright-Patterson AFB,OH "Establishing a Department of Defense Project Management Body of Knowledge" Chotchai Charoenngam, University of Texas at Austin "Utilization of Influence Diagram for the Design and Integration of the Construction and Measurement Control Environment" Sponsor: Dr. Calin Popescu Guven lyigun, Portland State University, Portland, OR 'A Decision Support System for R&D Project Selection and Resource Allocation under Uncertainty'' Sponsor: Dr. Dundar E Kocaoglu Pasit Lorterapong, Concordia University, Montreal, Quebec, CANADA 'A Fuzzy Heuristic Method for Resource-Constrained Project Scheduling" Sponsor: Osama Moselhi, Ph.D., PE James G. Casler, Fargo, ND "Management of Research and Development Project in Small Technical Services Companies"" Sponsor: John R. Cook, Ph.D. Connie L. Guss, Vancouver, BC, CANADA "Virtual Project Management: Tools and the Trade" Sponsor: Francis Hartman, Ph.D., PEng.
124
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Appendix D - PMI Professional Awards
lnes Siqueira, Westmount, Quebec, CANADA 'Automated Cost Estimating System Using Neural Networks" Sponsor: Osama Moselhi, Ph.D., PE Diane S Hayes, Nova Southeastern University, Ft. Lauderdale, FL "Evaluation and Application of a Project Charter Template to Improve the Project Planning Process" Sponsor: Susan Fife Edorchak, Ph.D. Valerie Lynne Herzog, University of Calgary, Calgary, Alberta, CANADA "Trust Building on Corporate Collaboration" Sponsor: Dr. George Jergeas Wendy E. Stewart, Algonquin College of Applied Arts and Technology, Ottawa, Ontario, CANADA "Balanced Scorecard for Project" Sponsor: Prof. Anthony Tsoukanas *First Award for this Program
PMI Educational Foundation Robert J. Yourzak Scholarship Recipients 1999-2000
Jiwan Giri, Master of Science Candidate, Project Management Program, School of Business and Public Management The George Washington University, Washington, DC
2000-2001
Sunil K. Dewan, Masters Candidate, Project Management Program, School of Business and Public Management The George Washington University, Washington, DC
PMI Educational Foundation Wilson-Zells Academic Grant Recipients 1999-2000
Connie L. Delisle, Ph.D. Candidate, Project Management Program The University of Calgary, Alberta, CANADA
2000-2001
Jiwan Giri, Ph.D. Candidate, lnformation Technology School of lnformation Technology and Engineering George Mason University, Fairfax, VA (The PMI Project Management Fact Book 1999; www.pmi.org)
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Appendix E PMI Registered Education Providers
PMI Charter Providers Advanced Management Services, Inc. Asean Project Manager's Cntr. of Exc. Atlantic Management Center, Inc. Baker Barnes Associates, Inc. Bates Project Management, Inc. (BPMI) Bay 3000 Consulting Boston University Corporate Ed. Cntr. CADENCE Management Corporation H Capitol View Consulting, Inc. Center for Project Excellence CITI Limited Corporate Project Management Group Davis & Dean, Inc. Delta Integracion Corporativa, S.A. de C.K H Dexheimer, Hillyard, and Associates, LLC e-Training at ESI International m EDS/Center for Industry Learning (CIL) EpicEdge The PMI Project Management Fact Book
Appendix E - PMI Registered Education Providers
ESI International EXP Consulting, Limited B EI.Group, Inc. B! Fissure Corporation I Franklin-Covey Company m Global Project Management Group I IBM Learning Services a INFINITA S.C. %aInnovators International, Inc. a International Institute for Learning, Inc. B! Interpro ADF Corporation kaa ISIM University B! J.J. Glatt & Associates a Keane, Inc. I Kimmons-Asaro Group Ltd., Inc. aw Lawrence Technological University CEPD m Management Concepts, Inc. B Management Worlds, Inc. B MartinTate sr NETg m Paradigm Learning, Inc. r Paradigm Management Incorporated rn PC1 Global, Inc. Pittsburgh Project Management Cntr. a PM Advisors, Inc. a PM Solutions, Proj. Mgt. College kaa PMCC, Inc. m PrimeLearning.com kaa Project Management Group, Inc. a Project Management Leadership Group aw Project Management Prof. Learning, Ltd. a Project Management Services, Inc. aw Project Mentors, Inc. B! PSM Consulting Services ti% Ruggles & Associates, Inc. ta Schulich School of Business, York University Div. of Executive Development sls Skillsoft, Inc. r SmartForce, Ltd. B!
188
128
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Appendix E - PMI Registered Education Providers
n SPMgroup, Ltd.
Strategic Management Group, Inc.
r Systemation r University of California, Irvine Ext. a University of Wisconsin-Madison n Westney Project Services, Inc.
PMI Global Providers r AB&Partners r Action for Results, Inc. m AlphaNet Solutions, Inc. m American Graduate University m Artemis Management Systems r Bellevue University r Business Management Consultants n CDI Corporate Education Services m Centre for Project Management, University of Limerick Center for Project Management m Center for Systems Management r Cheetah Learning LLC n City University r College of Southern MD, La Plata Campus r Colorado State University Denver Center Compliance Automation, Inc. m Element K m Enterprise Project Management, Ltd. n Ericsson Project Management Institute Emoteam SPA. r Future Engineering a Georgia Institute of Technology-College of ComputingContinuing Education r Global Knowledge (UK), Ltd. n Hampton Group, Inc. r Holland & Davis, Inc. r Humphreys & Associates, Inc. n Infotech Management r Integrated Management Systems r Integrated Strategies, Incorporated The PMI Project Management Fact Book
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Appendix E -PMI Registered Education Providers
m Istud SPA r Kepner-Tregoe, Inc.
ra Key Skills, Limited
rr Learning Tree International ~rMbpNet
r Moore, Couture, & Associates, Inc. ~rPanurgem PTY LTD.
r PDI International, Inc.
s Perot Systems Corporation r r r r r RI
RI
r RI
m
r
ra r
rr r r III
r III
rr ra r r m m
130
Pinnacleone PM Concepts, Inc. Polar Bear Software Corporation Praxis Management International, LLC Priority Management Procept Associates, Ltd. Productivity Partners, Inc. Project Management Resources Project Management Technologies, Inc. Project Masters, Inc. PVI QA Training R3D Information and Technology. Inc. RMC Project Management Robbins-Gioia, Inc. Siemens Business Services (SBS) Management Consulting and Training Skills for You, Inc. SKOPE, S.A. De C.V Soft Tech Development, Inc. SOMOS Consulting Group, Ltd. S.P Jain Institute of Management & Research STI, Skills Transfer International Stonebridge Technologies, Inc. Tecnologico de Monterrey, Campus Monterrey-CSIM TECHNOLOGIA Technology Management Associates TeraQuest Metrics, Inc. Tercon, Inc. The CBT Workshop
The PMI Project Management Fact Book
Appendix E - PMI Registered Education Providers
The Federal Marketing Group, Ltd. The Gannt Group The Projects Group, PLC RI The University of Texas at Dallas, Executive Education Program Tiba Managementberatung GmbH Twin Star Consulting Co. University of CA, Berkeley Extension- Dept. of Business & Management m University of Management and Technology University of Maryland, A.J. Clark School of Engineering n University of NE Partnerships Pty Ltd. Zervigon International, Ltd.
PMI Basic and Corporate Providers r ABB Support AB ACM-Administrative Controls, Management, Inc. Alpha Consultoria De Proyectos, S.A. De C.V m Analytic Project Management And Proje Yonetime, Iieltisim Hizmetleri Ve Ticaret A.S. Art of Consulting, Inc. r AT&T r Babcock Borsig AG rr Baldwin-Wallace College, Center for Professional Management Bank of Montreal, Institute for Learning m Beijing Modem Management Technology Exchange Bentley College Blakemore Consulting m Bryant College, Executive Development Center Cabinet Conseil Developpement (CCDI), Inc. RI Canadian Institute of Computer Technology Child Care Council of Greater Houston, Inc. III Compaq Computer Corporation is Computer Sciences Corporation RI Computer Systems Professionals u Coretech Consulting Group, Inc. m Dale L. Stewart, PMP The PMI Project Management Fact Book
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Appendix E - PMI Registered Education Providers
rn David Francis
Dinamo, Consultoria em Qualidade, Gestao e Technologias de Informacao, S.A. a Dinsmore Associates B DM Consulting Group, LLC a DMR Consulting Group, Inc. a Durham College & University Centre QI E3 Project Management QI Egyptian Project Management Consultancy (EPM) B Escala, PM, Systems and Training ac Ethicon Endo-Surgery, Inc. PA Ethier Associates a Federal Publications Seminars, LLC ws Fleet CCS 481 Grupo A&C 481 Gulfstream Organizational Learning & Development na Heron Bay Group B Huson Bay Consulting a Individual Software, Inc. rn INTouch International a Institute for International Research a Instituto de Direccion de Proyectos m Interconnection of Somerset, Inc. ~rs! IQPC ws JFGP J. Ray McDermott Middle East, Inc. (JRMMEI) ea Lee & Mac Consulting 481 Lucent Technologies Lng. & Perf. Cntr. iak! Management Solutions m Management Solutions Group, Inc. B Management Training & Development Center a Maxwell & Associates 481 McGill International Executive Institute iak! MCrWorldCom Global Implementation Project Management (GIPM) sn MDS SCIEX 481 Mornigton Consulting Partners rn Mount Royal College, Faculty of Cont. Education & Extension ~i
132
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Appendix E - PMI Registered Education Providers
B B B &
r
a r B B B &
&
B
r
a B
&
a &
r r
a r B B
Mutual of Omaha National Center for Continuing Education National University NCR Italy Nelson Consulting Associates (NCA, Inc.) Niagara College of Applied Arts & Technology Oak Associates, Inc. Omega Management Education Group Ortho-Clinical Diagnostics Patrick Engineering Performance Knowledge, LLC Performance Management Associates, Inc. Perryman Group, Inc. Pfizer, Inc. PGCC Technologie/Q-LABS FRANCE Phillips Petroleum Company PILAT Technologies International, Ltd. PlanTech, Inc. PM Preview Corporation PMSOFT Korea, Ltd. Poliedra-Politecnico di Milano/Emoteam Pritchard Management Associates Procurement Division, Dept. of General Services, State of California Project Assistants, Inc. Project Management Associates, Inc. Project Solutions of Rochester, Inc. Prosys Bangun Nusantara, PT Prosys Bangun Persada RCC Consultants Renaissance Worldwide, Inc. Roadway Express, Inc. Sabcons Project Management Consultants San Jose State University Professional Development Software Quality Institute, University of Texas at Austin Solutions Network, Inc. State of Oregon Technical Education Program Syntel, Inc. Technicalprojects.com
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Appendix E - PMI Registered Education Providers
m TechLink Training, Inc. R R
m B
m
m R
m R B B @
Telcordia Technologies The Consulting Alliance Group, LLC. The Dayton Group, Inc. (TDG) The Institute for Professional Education TrainersDirect U.S. West Center for Program Mgt. UCSD Extension University Extension, University of CA-Davis URS Corporation Vencor, Inc. Wang Global-Wang Government Services Watermark Technical Services, Inc. Winning Ways Management, Inc. Xerox Connect, Inc.
PMI Association Providers m The Engineering Advancement Association of Japan (ENAA) Korean Institute of Project Management & Technology (PROW
PMI Component Providers B PMI Alamo Chapter 111 rrt
B
m R R
m R
m rr 111
134
PMI Austin Chapter PMI Automotive SIG PMI Baltimore Chapter PMI Baton Rouge Chapter PMI Brasilia (Potential) Chapter PMI Central Alabama Chapter PMI Central Indiana Chapter PMI Central Illinois Chapter PMI Central Iowa Chapter PMI Central Ohio Chapter PMI Central Virginia Chapter PMI Champlain Valley Chapter PMI College of Performance Management (CPM)
The PMI Project Management Fact Book
Appendix E - PMI Registered Education Providers
D PMI Copenhagen, Denmark Chapter
r PMI Dallas Chapter B PMI DaytodMiami Valley Chapter
r PMI Delaware Valley Chapter D PMI Design-Procurement-Construction SIG
r PMI Doctor Bird Chapter r PMI E-Business SIG D PMI East Tennessee Chapter
u PMI Eastern Iowa Chapter PMI Education & Training SIG u PMI Environmental Management SIG H
u D
u
u
u
m
rn B rt
m rt
PMI Fort Worth Chapter PMI Frankfurt Chapter PMI Georgia Chapter PMI Global Communications Technology SIG PMI Great Lakes Chapter PMI Greater New Orleans Chapter PMI Heartland Chapter PMI Honolulu Chapter PMI Houston Chapter PMI Hudson Valley Chapter PMI Information Systems SIG PMI Istanbul Chapter PMI KC Mid America Chapter PMI Keystone Chapter PMI Levis, PQ Chapter PMI Los Angeles Chapter PMI Malaysia Chapter PMI Marketing & Sales SIG PMI Mass Bay Chapter PMI Melbourne Chapter PMI Metro/ St. Louis Chapter PMI Mexico Chapter PMI Michigan Thumb Chapter PMI Mid-Missouri Chapter PMI Midwest Chapter PMI Mile Hi Chapter PMI Minas Gerais Chapter PMI Minnesota Chapter
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'
Appendix E - PMI Registered Education Providers
r PMI Montreal Chapter m PMI Moscow Chapter r PMI Munich Chapter r PMI New Jersey Chapter m PMI New York City Chapter PMI New Zealand Chapter a PMI North Carolina Chapter r PMI Northeast Florida Chapter a PMI Northeast Indiana Chapter r PMI Northern Utah Chapter PMI Northwest Ohio Chapter PMI Nova Scotia Chapter R PMI Orange County Chapter r PMI Ottawa Valley Outaouais, ON Chapter mi PMI Palmetto Chapter s PMI Pharmaceutical SIG ~rPMI Pikes Peak Regional Chapter m PMI Pittsburgh Chapter H PMI Marketing & Sales SIG r PMI Portland Chapter PMI Program Management Office (PMO) SIG m PMI Puget Sound Chapter r PMI Red Earth Chapter PMI Regina/S. Saskatchewan Chapter PMI Retail SIG la PMI Rio Grande Chapter R PMI Risk Management SIG R PMI Sacramento Chapter R PMI San Diego Chapter R PMI San Francisco Bay Area Chapter s PMI Santiago Chapter rr PMI Savannah River Chapter PMI Silicon Valley Chapter ~rPMI South Florida Chapter R PMI Southern Ontario Chapter PMI Southwest Ohio Chapter PMI Suncoast Chapter r PMI Tampa Bay Chapter PMI Tokyo, Japan
136
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Appendix E -PMI Registered Education Providers
a PMI United Kingdom Chapter I I PMI Upstate New York Chapter a PMI Venezuela Chapter ar PMI Washington, DC Chapter ar PMI West Coast, BC Chapter lar PMI Western Idaho Chapter rar PMI Western Michigan Chapter M PMI Wichita Chapter II PMI Williamette Valley Chapter
(PMI Education Department 2001)
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Appendix F PMP Code of Professional Conduct As a PMI" Project Management Professional (PMP"), I agree to support and adhere to the responsibilities described in the PMP Code of Conduct.
I. Responsibilities to the Profession A. Compliance with all Organizational Rules and Policies
1. Responsibility to provide accurate and truthful representations concerning all information directly or indirectly related to all aspects of the PMI Certification Program, including and not limited to the following: examination applications, test item banks, examinations, answer sheets, candidate information, and professional development program reporting forms. 2. Upon a reasonable and clear factual basis, responsibility to report possible violations of the PMP Code of Professional Conduct by individuals in the field of project management. 3. Responsibility to cooperate with PMI concerning ethics violations and the collection of related information. 4. Responsibility to disclose to clients, customers, owners, or contractors, significant circumstances that could be construed as a conflict of interest, or an appearance of impropriety.
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139
Appendix F -PMP Code of Professional Conduct
B. CandidatelcertificantProfessional Practice
1. Responsibility to provide accurate, truthful advertising and representations concerning qualifications, experience, and performance of services. 2. Responsibility to comply with laws, regulations, and ethical standards governing professional practice in the state/province and/or country when providing project management services. C. Advancement of the Profession
1. Responsibility to recognize and respect intellectual property developed or owned by others, and to otherwise act in an accurate, truthful, and complete manner, including all activities related to professional work and research. 2. Responsibility to support and disseminate the PMP Code of Professional Conduct to other PMI certificants.
II. Responsibilities to Customers and the Public A. Qualifications, Experience, and Performance of Professional Services
1. Responsibility to provide accurate and truthful representations to the public in advertising, public statements, and in the preparation of estimates concerning costs, services, and expected results. 2. Responsibility to maintain and satisfy the scope and objectives of professional services, unless otherwise directed by the customer. 3. Responsibility to maintain and respect the confidentiality of sensitive information obtained in the course of professional activities or otherwise where a clear obligation exists. B. Conflict of Interest Situations and Other Prohibited Professional Conduct
1. Responsibility to ensure that a conflict of interest does not compromise legitimate interests of a client or customer, or influence/interfere with professional judgments.
140
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Appendix F- PMP Code of Professional Conduct
2. Responsibility to refrain from offering or accepting inappropriate payments, gifts, or other forms of compensation for personal gain, unless in conformity with applicable laws or customs of the country where project management services are being provided.
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Appendix G Project Management Degree Programs
Following is a listing representative of many of the institutions of higher learning that offer undergraduate and graduate degree programs in project management. It may not be comprehensive, nor is this list in any way an endorsement or recommendation of any particular school or degree program.
Bachelor's Degree Programs Leeds Metropolitan University ~sr University of Northumbria at Newcastle B University of Phoenix m University of Sydney, Department of Civil Engineering University of Western Sydney, Nepean School of Management
li
~
I
Master's Degree Programs American Graduate University m Bournemouth University
City University
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143
Appendix G - Project Management Degree Programs
Colorado Technical University
n Curtin University of Technology School of Architecture, Construction and Planning
s Denver Technical College rn George Washington University School of Business and Public ar ra ra IM
rn s rn I
n
n la
arr
n ra ar rs ar
n s IM
rn ra la
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144
Management, The Golden Gate University Henley Management College ISGI - Lille Graduate School of Management Keller Graduate School of Management YUniversitC des Sciences et Technologies de Lille, Les Instituts #Administration des Entreprises Lancaster University Department of Engineering: Electronic & Mechanical Engineering, Fac of Apl Sci. Leeds Metropolitan University Montana State University Montana Tech of The University of Montana Northwestern University - Robert R. McCormick School of Engineering & Applied Science Regis University - School of Professional Studies Royal Melbourne Institute of Technology University (RMIT) South Bank University Stevens Institute of Technology- Wesley J. Howe School of Technology Management Texas A&M University Unitec Institute of Technology UniversitC du QuCbec A Chicoutimi UniversitC du Quebec A Hull - International Business Project Management Universite du QuCbec A MontrCal - Ecole des Sciences de la Gestion UniversitC du QuCbec A Rimouski UniversitC du QuCbec A Trois-Rivieres UniversitC du QuCbec en Abitibi-Temiscamingue University of Aberdeen University of Bradford Faculty of Social Sciences and Humainites Development & Project Planning University of Calgary Department of Civil Engineering University of Derby, Derbyshire Business School
The PMI Project Management Fact Book
Appendix G - Project Management Degree Programs
HI
University of Limerick College of Business
ar University of Manchester Institute of Science and Technology
(UMIST) ta University of Maryland, A.J. Clark School of Engineering E University of Northumbria at Newcastle ra University of Portsmouth Centre of Project and Quality Management I University of Reading rs! University of San Diego &4 University of South Australia University of Sunderland School of Computing, Engineering and Technology sr University of Sydney Department of Civil Engineering s University of Texas at Austin ss University of Ulster r University of Western Sydney, Nepean School of Management sr University of Wisconsin - Platteville ast Victoria University Faculty of Engineering & Science sl Western Carolina University
Doctoral Degree Programs ast
rn ata
r ar
a aa a!
Stevens Institute of Technology - Wesley J. Howe School of Technology Management University of Aberdeen University of Calgary Department of Civil Engineering University of Maryland, A.J. Clark School of Engineering University of Portsmouth Centre of Project and Quality Management University of Sydney Department of Civil Engineering University of Texas at Austin University of Western Sydney, Nepean School of Management (PMI Research Department, May 2001)
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Appendix H PMI Annual Seminars & Symposium Sites and Dates 1969-2000 Atlanta, Georgia St. Louis, Missouri Houston, Texas Philadelphia, Pennsylvania Toronto, Ontario (Canada) Washington, DC San Francisco, California Montreal, Quebec (Canada) Chicago, Illinois Los Angeles, California Atlanta, Georgia Phoenix, Arizona Boston, Massachusetts Toronto, Ontario (Canada) Houston, Texas Philadelphia, Pennsylvania Denver, Colorado Montreal, Quebec (Canada) Milwaukee, Wisconsin San Francisco, California Atlanta, Georgia
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9-10 October 22-24 October 14-16 October 18-21 October 22-24 October 18- 21 September 19-22 October 6-8 October 23-26 October 8- 11 October 17-20 October 27-29 October 28-30 September 4-6 October 17-19 October 6-10 October 7-9 October 19-24 September 2-7 October 17- 21 September 7-11 October 147
Appendix H - PMI Annual Seminars &SymposiumSites and Dates 1969-2000
Calgary, AB (Canada) Dallas, Texas Pittsburgh, Pennsylvania San Diego, California Vancouver, BC (Canada) New Orleans, Louisiana Boston, Massachusetts Chicago, Illinois Long Beach, California Philadelphia, Pennsylvania Houston, Texas
13-17 October 28 September-2 October 17-24 September 1-6 October 14-20 October 13-19 October 4-10 October 2 6 September-:! October 9-15 October 10-16 October 7-16 September
(The PMIProject Management Fact Book 1999; 2000 in Review 2001,ll)
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Appendix I Countries with PMI Members as of 3 1 December 2000 r Algeria
R
Anguilla I Argentina Aruba Australia Austria Azerbaijan m Bahamas @ Bahrain r Barbados B Belarus s Belgium ~rBermuda s Bolivia B Botswana s Brazil sl Brunei Darussalam Bulgaria l e ~ Canada rr Cayman Islands rr Channel Islands
H
@
The PMI Project Management Fact Book
Chile China H Colombia H Costa Rica Cote D'iviore H Croatia Cuba H Cyprus R Czech Republic R Denmark m Dominican Republic Ecuador Egypt I El Salvador England r Estonia I Ethiopia I Finland m France ill Gambia r Germany
Appendix I -Countries with PMI Members as of 3 1 December 2 0 0 0
w w w w w w w w
w
w w w
w w
m m
w w a w w w w w w w w
Ghana Greece Guyana Hong Kong Hungary Iceland India Indonesia Iran Ireland Israel Italy Jamaica Japan Jordan Kenya Korea Kuwait Latvia Lebanon Lithuania Luxemborg Malaysia Malta Mauritius Mexico Netherlands Netherlands Antilles New Zealand Nicaragua Nigeria Northern Ireland Norway Oman Pakistan Panama Papua New Guinea Peru Philippines
150
w w w w w w w w w w w w w H
w
w w w w m w
w w w w
Poland Portugal Qatar Romania Russia Saint Lucia Saudi Arabia Scotland Singapore Slovak Republic Slovenia South Africa South Korea Spain Sri Lanka Suriname Sweden Switzerland Taiwan Thailand Trinidad And Tobago 'Ibrkey U.S. Minor Outlying Islands Uganda Ukraine United Arab Emirates Uruguay United States of America Venezuela Virgin Islands (U.S.) Wales West Indies Yugoslavia Zambia Zimbabwe (PMI Membership Services Department 2001)
The PMI Project Management Fact Book
Glossary This glossary contains some of the acronyms and definitions that are most commonly used in project management. A more complete list of both can be found in A Guide to the Project Management Body of Knowledge (PMBOKm Guide) - 2000 Edition. This glossary also contains most of the acronyms used in the text of this publication.
Acronyms CAQ" EV EVM OBS PERT PM PMBOR PMI" PMP QA QC R.E.P. RFP SOW TQM WBS
Certificate of Added Qualification Eamed Value Eamed Value Management Organizational Breakdown Structure Program Evaluation and Review Technique Project Management or Project Manager Project Management Body of Knowledge Project Management Institute Project Management Professional Quality Assurance Quality Control Registered Education Provider Request for Proposal Statement of Work Total Quality Management Work Breakdown Structure
Definitions These definitions were selected fromA Guide to the R o j e c t Management - 2000 Edition.
Body of Knowledge (PMBOP Guide)
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Activity. An element of work performed during the course of a project. An activity normally has an expected duration, an expected cost, and expected resource requirements. Activities can be subdivided into tasks. Application Area. A category of projects that have common elements not present in all projects. Application areas are usually defined in terms of either the product of the project (i.e., by similar technologies or industry sectors) or the type of customer (e.g., internal versus external, government versus commercial). Application areas often overlap. Bar Chart. A graphic display of schedule-related information. In the typical bar chart, activities or other project elements are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as dateplaced horizontal bars. Also called a Gantt chart. Baseline. The original approved plan (for a project, a work package, or an activity), plus or minus approved scope changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline). Brainstorming. A general creativity technique that can be used to identify risks using a group of team members or subject-matter experts. Typically, a brainstorming session is structured so that each participant's ideas are recorded for later analysis. A tool of the risk identification process. Charter. See project charter. Contract. A contract is a mutually binding agreement that obligates the seller to provide the specified product and obligates the buyer to pay for it. Contracts generally fall into one of three broad categories: fixed-price or lump-sum contracts, cost-reimbursable contracts or time and material contracts. Critical Path. The series of activities that determines the duration of the project. In a deterministic model, the critical path is usually defined as those activities with float less than or equal to a specified value, often zero. It is the longest path through the project. See critical path method. Critical Path Method (CPM). A network analysis technique used to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling flexibility (the least amount of float). Early dates are calculated by means of a forward pass, using a specified start date. Late dates are calculated by means of a backward pass, starting from a specified completion date (usually the forward pass' calculated project early finish date). Decision tree analysis. The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. It incorporates probabilities or risks and the costs or rewards of each logical path of events and future decisions. Deliverable. Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. Earned Value (EV).The physical work accomplished plus the authorized budget for this work. The sum of the approved cost estimates (may include overhead allocation) for activities (or portions of activities) completed during a given period (usually project-to-date). Previously called the budgeted cost of work performed (BCWP) for an activity or group of activities. Earned Value Management (EVM). A method for integrating scope, schedule, and resources, and for measuring project performance. It compares the amount of work that was planned with what was actually eamed with what was actually spent to determine if cost and schedule performance are as planned.
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Glossary
Estimate. An assessment of the likely quantitative result. Usually applied to project costs and durations and should always include some indication of accuracy (e.g., ?x percent). Usually used with a modifier (e.g., preliminary, conceptual, feasibility). Some application areas have specific modifiers that imply particular accuracy ranges (e.g., order-of-magnitude estimate, budget estimate, and definitive estimate in engineering and construction projects). Fast Racking. Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction. Finish Date. A point in time associated with an activity's completion. Usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, baseline, target, or current. Float. The amount of time that an activity may be delayed from its early start without delaying the project finish date. Float is a mathematical calculation, and can change as the project progresses and changes are made to the project plan. Also called slack, total float, and path float. Functional Manager. A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing). Functional Organization. An organization structure in which staff are grouped hierarchically by specialty (e.g., production, marketing, engineering, and accounting at the top level; with engineering, further divided into mechanical, electrical, and others). Gantt Chart. See bar chart. Graphical Evaluation and Review Technique (GERT). A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (i.e., some activities may not be performed). Initiation. Authorizingthe project or phase. Integrated Change Control. Coordinating changes across the entire project. Lessons Learned. The learning gained from the process of performing the project. Lessons learned may be identified at any point. Also considered a project record. Life-Cycle Costing. The concept of including acquisition, operating, and disposal costs when evaluating various alternatives. Line Manager. 1)The manager of any group that actually makes a product or performs a service. 2) A functional manager. Master Schedule. A summary-level schedule that identifies the major activities and key milestones. See also milestone schedule. Mathematical Analysis. See network analysis. Matrix Organization. Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project. Milestone. A significant event in the project, usually completion of a major deliverable. Milestone Schedule. A summary-level schedule that identifies the major milestones. See also master schedule. Monitoring. The capture, analysis, and reporting of project performance, usually as compared to plan. Monte Carlo Analysis. A technique that performs a project simulation many times to calculate a distribution of likely results.
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Glossary
Network Analysis. The process of identifying early and late start and finish dates for the uncompleted portions of project activities. See also critical path method, program evaluation and review technique, and graphical evaluation and review technique. Order-of-Magnitude Estimate. See estimate. Organizational Breakdown Structure (OBS). A depiction of the project organization arranged so as to relate work packages to organizational units. Pareto Diagram. A histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause. Percent Complete (PC). An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a group of activities. Performance Measurement Baseline. An approved plan against which deviations are compared for management control. PERT Chart. The term is commonly used to refer to a project network diagram. See program evaluation and review technique for the traditional definition of PERT. Phase. See project phase. Product Scope. The features and functions that characterize a product or service. Program. A group of related projects managed in a coordinated way. Programs usually include an element of ongoing work. Program Evaluation and Review Technique (PERT). An event-oriented network analysis technique used to estimate program duration when there is uncertainty in the individual activity duration estimates. PERT applies the critical path method using durations that are computed by a weighted average of optimistic, pessimistic, and most likely duration estimates. PERT computes the standard deviation of the completion date from those of the path's activity durations. Also known as the Method of Moments Analysis. Project. A temporaly endeavor undertaken to create a unique product, service, or result. Project Charter. A document issued by senior management that formally authorizes the existence of a project. And it provides the project manager with the authority to apply organizational resources to project activities. Project Communications Management. A subset of project management that includes the processes required to ensure timely and appropriate generation, collection and dissemination, storage and ultimate disposition of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure. Project Cost Management. A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost control. Project Human Resource Management. A subset of project management that includes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development. Project IntegrationManagement. A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated. It consists of project plan development, project plan execution, and integrated change control.
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Project Life Cycle. A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. Project Management (PM). The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management Body of Knowledge (PMBOKm).An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions--such as law, medicine, and accounting-the body of knowledge rests with the practitioners and academics that apply and advance it. The PMBOKmincludesproven, traditional practices that are widely applied, as well as innovative and advanced ones that have seen more limited use. Project Management Professional (PMP"). An individual certified as such by the Project Management Institute (PMI). Project Management Software. A class of computer applications specifically designed to aid with planning and controlling project costs and schedules. Project Management Team. The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members. Project Manager (PM). The individual responsible for managing a project. Project Network Diagram. Any schematic display of the logical relationships of project activities. Always drawn from left to right to reflect project chronology. Often referred to as a PERT chart. Project Phase. A collection of logically related project activities, usually culminating in the completion of a major deliverable. Project Plan. A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be summarized or detailed. Project Procurement Management. A subset of project management that includes the processes required to acquire goods and services to attain project scope from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract c~oseout.~ Project QualityManagement. A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control. Project Risk Management. Risk management is the systematic process of identifying, analyzing, and responding to project risk. It includes maximizingthe probability and consequences of positive events and minimizingthe probability and consequences of events adverse to project objectives. It includes the processes of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control. Project Schedule. The planned dates for performing activities and the planned dates for meeting milestones. Project Scope. The work that must be done to deliver a product with the specified features and functions.
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Glossary
Project Scope Management. A subset of project management that includes the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control. Project Team Members. The people who report either directly or indirectly to the project manager. Project Time Management. A subset of project management that includes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development, and schedule control. Projectized Organization. Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project. QualityAssurance (QA). 1) The process of evaluating overall project performance on a regular basis to provide confidence that the project will sat~sfythe relevant quality standards. 2) The organizational unit that is assigned responsibility for quality assurance. Quality Control (QC). 1) The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactolyperformance. 2) The organizational unit that is assigned responsibility for quality control. Request for Proposal (RFP). A type of bid document used to solicit proposals from prospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning. Schedule Control. Controlling changes to the project schedule. Scope. The sum of the products and setvices to be provided as a project. See project scope and product scope. Scope Change Control. Controlling changes to project scope. Stakeholder. Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results. Statement of Work (SOW). A narrative description of products or services to be supplied under contract. Task. A generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. Also, lowest level of effort on a project. Team Members. See project team members. Total Quality Management (TQM). A common approach to implementing a quality improvement program within an organization. Work Breakdown Structure (WBS). A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descendinglevel represents an increasingly detailed definition of the project work. Work Package. A deliverable at the lowest level of the work breakdown structure, when that deliverable may be assigned to another project manager to plan and execute. This may be accomplished through the use of a subproject where the work package may be further decomposed into activities.
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Accessible Information Africa News Service. 2001. World Bank Appoints International Advisory Group on the Chad-Cameroon Petroleum Project. Press Release (2 February). Africa News Service. The American Heritage Dictionary, Second College Edition. 1991. Associated Press International. 2001. Intense Scrutiny Will Accompany Mars Odyssey to the Red Planet. Wire Story (26 February). Baker, Bud. 2000. Proving the Profits. PM Network (December): 19. Bradley, Linda. 2000. Building Project Management Capability in Information Systems Organizations. Public Performance & Management Review (September): 92-95. Burdge, Larry E 2001. Site Closure Requires Sophisticated Planning Tools. Cost Engineering (1 January): 37. Carter, Virgil. 2000a. Looking Ahead to 2005, Recapping 2000. PMI Today (December): 1,4. . 2000b. PMI Volunteer Leadership Roles. PMI Today (August): 2,4. Central Intelligence Agency, Directorate of Intelligence. 2000. The World Factbook 2000. Washington, DC: Central Intelligence Agency David, Leonard. 2001. NASA Shuts Down X-33, X-34 programs. Space.com (1 March). Engineering News-Record. 2001. Diplomat Hotel Project-A Lost Opportunity (5 February): 56. Fleischer, Kay M. 2001. Internet Project Kosovo. PM Network (April): 32-34 Gugliotti, William E 2001. Reinventing Pharmaceutical Research and Development. Pharmaceutical Executive (February): 14-17. Holtzman, Jay 2001. PMI 2000 International Project of the Year: The Trojan Reactor Vessel and Internals Removal Project. PM Network (January) : 28-29. Hotz, Robert Lee. 2000. Over-Budget Laser Project Draws Anger from Congress; Lawmakers Criticize Management of Costly, Lengthy Science Initiatives. Dallas Morning News (26 November): 29A. The PMl Project Management Fact Book
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Ishikura, Masyuki, and Akira Kadoyama. 2000. 1999 International Project of the Year: Qatargas LNG Plant Project. PM Network (January): 35. Kloppenborg, Timothy J. 2000. Forty Years of Project Management Research Trends, Interpretations, and Predictions. Proceedings of PMI Research Conference: Project Management Research at the Turn of the Millennium 2000. Newtown Square, PA: Project Management Institute, 52. Knutson, Joan. 1997. PM Network (April): 13. Levinson, Merideth. 2000. The Money Pit. CIO (December). Library of Congress Online Database, The. 2001. Lum, Sherlene K. S., and Moyer, Brian C. 2000. Gross Domestic Product by Indusny for 1997-99. Survey of Current Business (December): 80: 24-35. Mead, Kenneth M. 2001. Memorandum: Report on Fiscal Year 2000 Financial Statements, FAA (1 March). Posted on Federal Aviation Agency Website, www.faa.gov. Mens, Rob, and Howyi Nelson. 2000. Best Practices: Big Projects Succeed in a Small Town. PM Network (December): 35-37. Miozzo, Marcela, and Chris Ivory. 2000. Restructuring in the British Construction Indusny. Technology Analysis & Strategic Management (December): 513-31. Nellenbach, Joanita M. 2001. Salary Survey Goes Global. PM Network (January): 40. Project Management Institute. 1999.30 Years of Project Management Excellence. Newtown Square, PA: Project Management Institute. . 1999. The Future of Project Management. Newtown Square, PA: Project Management Institute, 74,105-11. . 1999. PMIFact Sheet (December). Posted on www.pmi.org. Newtown Square, PA: Project Management Institute. .2000. Bylaws. VI, A.l; A.3. Posted on http://www.pmi.org/goveming/policy/manual.doc. . 2000. Bylaws. XIII, A.2; B.l; B.2; B.4. Posted on http://www.pmi.org/goveming/policy/manual.doc. . 2000. A Guide to the Project Management Body of Knowledge (PMBOP Guide) - 2000 Edition. Newtown Square, PA: Project Management Institute, 4-6,9-10,18-21,24-25,30,189-91. 2 0 0 0 . PMI Code of Ethics as of 31 December 2000. Posted on http://www.pmi.org/membership/standards. Newtown Square, PA: Project Management Institution. 2 0 0 0 . PMI Fact Sheet. (December). Posted on www.pmi.org. . 2000. Project Management: A Proven Process for Success. Newtown Square, PA: Project Management Institute. 2 0 0 0 . PMI Project Management Code of Professional Conduct, as of 31 December 2000. Posted on http://www.pmi.org/certification/certprog/conductcode.htm. 2000. PMIProject Management Salary Survey - 2000 Edition. Newtown Square, PA: Project Management Institute, 17-18,28,43,59, 64,74,80,91,132,172-173,175,179-180,182,184-185,203,209, 212,218,225,228-229.
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Upgrade Your Project Management Knowledge with First-Class Publications from PMI New Books A Guide to the Project Management Body of Knowledge (PMBOKmGuide) 2000 Edition
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PMI's PMBOP Guide has become the essential sourcebookfor the project management profession and its de facto global standard, with over 700,000 copies in circulation worldwide. This new edition incorporates numerous recommendations and changes to the 1996 edition, including: progressive elaboration is given more emphasii; the role of the project office is acknowledged; the treatment of earned value is expanded in three chapters; the I d a g e between organizational strategy and project management is strengthened throughout; and the chapter on risk management has been rewritten with six processes instead of four. Newly added processes, tools, and techniquesare aligned with the five project management processes and nine knowledge areas. For example, reserve time, variance analysis, and activity attributes are added to Chapter 6 (Project T i e Management); estimating publicationsand earned value measurement are added to Chapter 7 (Project Cost Management); and project reports, project presentations, and project closure are added to Chapter 10 (Project Communications Management). This is one publication you'll want to have for quick reference both at work and at home. ISBN: 1-880410-23-0 (paperback) ISBN: 1-880410-22-2 (hardcover) ISBN: 1-880410-25-7 (CD-ROM)
PMI Project Management Salary Survey 2000 Edition
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This 2000 Edition updates information first published in 1996 and expands coverage to over forty industry affiliations in nearly fifty countries in seven major geographic regions around the world. Its purpose is to establish normative compensation and benefits data for the project man-
agement profession on a global basis. The study provides salary, bonudovertime, and deferred compensation information for specific job titles/positions within the project management profession. It also contains normative data for a comprehensive list of benefits and an array of other relevant parameters. The PMZ Project Management Salary Survey - 2000 Edition is a vital new research tool for managers and HR professionals looking to retain or recruit employees, current members of the profession or those interested in joining it, researchers, and academics. ISBN: 1-880410-26-5 (paperback)
Project Management for the Technical Professional Michael Singer Dobson
Dobson, project management expert, popular seminar leader, and personality theorist, understands "promotion grief." He counsels those who prefer logical relationships to people skills and shows technical professionals how to successfully make the transition into management. This is a witty, supportive management primer for any "techie" invited to hop on the first rung of the corporate ladder. It includes self-assessment exercises; a skillful translation of general management theory and practice into tools, techniques, and systems that technical professionals will understand and accept; helpful "how to do it" sidebars; and action plans. It's also an insightful guide for those who manage technical professionals. "The exercises and case studies featured here, along with the hands-on advice, hammer home fundamental principles. An intriguing complement to more traditional IT management guides, this is suitable for all libraries."-Library Journal ISBN: 1-880410-76-1 (paperback)
The Project Surgeon: A Troubleshooter's Guide to Business Crisis Management Boris Hornjak A veteran of business recovery, project turnarounds and crisis prevention, Hornjak shares his "lessons learned" in this best practice primer for operational managers. He writes with a dual purposefirst for the practical manager thrust into a crisis situation with a mission to turn things around, make tough decisions under fire, address problems when they occur, and prevent them from happening again. Then his emphasis turns to crisis prevention, so you can free your best and brightest to focus on opportunities, instead of on troubleshooting problems, and ultimately break the failure/recovery cycle. ISBN: 1-880410-75-3 (paperback)
Risk and Decision Analysis in Projects Second Edition John R. Schuyler Schuyler, a consultant in project risk and economic decision analysis, helps project management professionals improve their decision-makingskills and integrate them into daily problem solving. In this heavily illustrated second edition, he explains and demysti6e.s key concepts and techniques, including expected value, optimal decision policy, decision trees, the value of information, Monte Carlo simulation, p.robabilistic techniques, modeling techniques, judgments and biases, utility and multi-criteria decisions, and stochastic variance. ISBN: 1-880410-28-1 (paperback)
Earned Value Project Management Second Edition Quentin W. Fleming and Joel M. Koppelman Now a classic treatment of the subject, this second edition updates this straightforward presentation of earned value as a useful method to measure actual project performance against planned costs and schedules throughout a project's life cycle. The authors describe the earned value concept in a simple manner so that it can be applied to any project, of any size, and in any industry. Earned Value Project Management, Second Edition may be the best-written, most easily understood project management book on the market today. Project managers will welcome this fresh translation of jargon into ordinary English. The authors have mastered a unique "early-warning" signal of impending cost problems in time for the project manager to react. ISBN: 1880410-27-3 (paperback)
Project Management Experience and Knowledge Self-Assessment Manual In 1999, PMIW completed a role delineation study for the Project Management Professional (PMP") Cemfication Examination. A role delineation study identifies a profession's major performance domains (e.g., initiating the project or planning the project). It describes the tasks that are performed in each domain, and identifies the knowledge and skills that are required to complete the task. The role delineation task statements are presented in this manual in a format that enables you to assess how your project management experiences and trainingleducation knowledge levels prepare you to complete each of the task statements. Individuals may use all of these tools to enhance understanding and application of PM knowledge to satisfy personal and professional career objectives. The selfassessment rating should not be used to predict, guarantee, or infer success or failure by individuals in their project management career, examinations, or related activities. ISBN: 1-880410-24-9 (papehack)
Project Management Professional (PMP) Role Delineation Study In 1999, PMI" completed a role delineation study for the Project Management Professional (PMP") Certification Examination. In addition to being used to establish the test specifications for the examination, the study describes the tasks (competencies) PMPs perform and the project management knowledge and skills PMPs use to complete each task. Each of the study's tasks is linked to a performance domain (e.g., planning the project). Each task has three components to it: what the task is, why the task is performed, and how the task is completed. The Role Delineation Study is an excellent resource for educators, trainers, administrators, practitioners, and individuals interested in pursuing PMP certification. ISBN: 1-880410-29-X (paperback)
PM 101 According to the Olde Curmudgeon Francis M. Webster Jr. Former editor-in-chief for PMI", Francis M. Webster Jr. refers to himself as "the olde curmudgeon." The author, who has spent thirty years practicing, consultingon, writing about, and teaching project management, dispenses insider information to novice project managers with a friendly, arm-around-the-shoulder approach. He provides a history and description of all the components of modern project management;
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discusses the technical, administrative, and leadership skills needed by project managers; and details the basic knowledge and processes of project management, from scope management to work breakdown structure to project network diagrams. An excellent introduction for those interested in the profession themselves or in training others who are. ISBN: 1-880410-55-9 (paperback)
takes advantage of the strengths of the functional organization, projectized organization, and matrix organization, whlle reducing or eliminating their weaknesses. The book collects the experiences and wisdom of thousands of people and hundreds of projects, and reduces lessons learned to a simple format that can be applied immediately to your projects. ISBN: 1-880410-79-6 (paperback)
The Project Sponsor Guide
Teaming for Quality
Neil Love and Joan Brant-Love
H. David Shuster Shuster believes most attempts at corporate cultural change die because people fail to realize how addicted they are to the way things are, the root causes of their resistance to change, and the degree to which their willingness to change depends on the moral philosophy of management. His new book offers a stimulating synthesis of classical philosophy, metaphysics, behavioral science, management theory and processes, and two decades of personal teaming experience to explain how individuals can choose change for themselves. Its philosophyto-practice approach will help people team in ways that promote exceptionally high levels of bonding, individual creative expression (innovation), and collective agreement (consensus). Shuster shows how personal work fulfillment and corporate goals can work in alignment. ISBN: 1-880410-63-X (paperback)
This to-the-point and quick reading for today's busy executives and managers is a one-of-a-kind source that describes the unique and challenging support that executives and managers must provide to be effective sponsors of project teams. The Project Sponsor Guide is intended for executives and middle managers who will be, or are, sponsors of a project, particularly crossfunctional projects. It is also helpful reading for facilitators and project leaders. ISBN: 1-880410-15-X (paperback)
Don't Park Your Brain Outside: A Practical Guide to Improving Shareholder Value with SMART Management Francis T. Hartrnan Don't Park Your Brain Outside is the thinking person's guide to extraordinary project performance. Hartman has assembled a cohesive and balanced approach to highly effective project management. It is deceptively simple. Called SMART", this new approach is Strategically Managed, Aligned, Regenerative, and Transitional. It is based on research and best practices, tempered by hard-won experience. SMART has saved significant time and money on the hundreds of large and small, simple and complex projects on which it has been tested. Are your projects SMART? Find out by reading this people-oriented project management book with an attitude! ISBN: 1-880410-48-6 (hardcover)
The Enterprize Organization: Organizing Software Projects for Accountability and Success Neal Whitten
Neal Whitten is a twenty-three-year veteran of IBM and now president of his own consulting firm. Here he provides a practical guide to addressing a serious problem that has plagued the software industry since its beginning: how to effectively organize software projects to significantly increase their success rate. He proposes the "Enterprize Organization" as a model that
Project Management Software Survey The PMI" Project Management Software Suwey offers an efficient way to compare and contrast the capabilities of a wide variety of project management tools. More than two hundred software tools are listed with comprehensive information on systems features; how they perform time analysis, resource analysis, cost analysis, performance analysis, and cost reporting; and how they handle multiple projects, project tracking, charting, and much more. The survey is a valuable tool to help narrow the field when selecting the best project management tools. ISBN: 1-880410-52-4 (paperback) ISBN: 1-880410-59-1(CD-ROM)
The Juggler's Guide to Managing Multiple Projects Michael S. Dobson
This comprehensive book introduces and explains task-oriented, independent, and interdependent levels of project portfolios. It says that you must first have a strong foundation in time management and priority setting, then
introduces the concept of Portfolio Management to timeline multiple projects, determine their resource requirements, and handle emergencies, putting you in charge for possibly the first time in your life! ISBN: 1-880410-65-6 (paperback)
Recipes for Project Success Al DeLucia and Jackie DeLucia
This book is destined to become "the" reference book for beginning project managers, particularly those who like to cook! Practical, logically developed project management concepts are offered in easily understood terms in a lighthearted manner. They are applied to the everyday task of cooking-from simple, single dishes, such as homemade tomato sauce for pasta, made from the bottom up, to increasingly complex dishes or meals for groups that in turn require an understanding of more complex project management terms and techniques. The transition between cooking and project management discussions is smooth, and tidbits of information provided with the recipes are interesting and humorous. ISBN: 1-880410-58-3(paperback)
A Guide to the Project Management Body of Knowledge (PMBOK" Guide) 1996 Edition
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The basic reference for everyone who works in project management. Serves as a tool for learning about the generally accepted knowledge and practices of the profession. As "management by projects" becomes more and more a recommended business practice worldwide, the PMBOK" Guide becomes an essential source of information that should be on every manager's bookshelf. The P M B O P Guide is an official standards document of the Project Management Institute and will continue to serve as one of the reference documents for the Project Management Professional (PMP")
Tools and Tips for Today's Project Manager Ralph L. Kliem and Irwin S. Ludin This guidebook is valuable for understanding project management and performing to quality standards. Includes project management concepts and terms-old and new-that are not only defined but also are explained in much greater detail than you would find in a typical glossary. Also included are tips on handling such seemingly simple everyday tasks as how to say "No" and how to avoid telephone tag. It's a reference you'll want to keep close at hand. ISBN: 1-880410-61-3 (paperback)
The Future of Project Management Developed by the 1998 PMI" Research Program Team and the futurist consultant firm of Coates and Jarratt, Inc., this guide to the future describes one hundred national and global trends and their implications for project management, both as a recognized profession and as a general management tool. It covers everything from knowbots, nanotechnology, and disintermediation to changing demography, information technology, social values, design, and markets. ISBN: 1-880410-71-0(paperback)
Certification Examination through 2001, after which the 2000 Edition will be used. ISBN: 1-880410-12-5 (paperback) ISBN: 1-880410-13-3 (hardcover)
PMBOK Q&A Use this handy pocket-sized, question-andanswer study guide to learn more about the key themes and concepts presented in PMI's international standard, PMBOK" Guide. More than 160 multiple-choice questions with answers (referenced to the PMBOKa Guide-1996 Edition) help you with the breadth of knowledge needed to understand key project management concepts. ISBN: 1-880410-21-4(paperback)
Visit PMl's website at www.pmi.org or Shop at Our Online Bookstore at www.pmibookstore. org
New Resources for PMP@Candidates The following publications are resources that certification candidates can use to gain information on project management theory, principles, techniques, and procedures.
PMP Resource Package Doing Business Internationally: The Guide to Cross-Cultural Success by Terence Brake, Danielle Walker, and Thomas Walker Earned Value Project Management, Second Edition by Quentin X ' Fleming and Joel M. Koppelman Effective Project Management: How to Plan, Manage, and Deliver Projects on Time and Within Budget by Robert K. Wysocki, et al. A Guide to the Project Management Body of Knowledge (PMBOKe Guide) - 2000 Edition by the Project Management Institute Global Literacies: Lessons on Business Leadership and National Cultures by Robert Rosen (Editor),Patricia Digh, and Carl Phillips Human Resource Skills for the Project Manager by Vijay K. Verma The New Project Management by J. Davidson Frame Principles of Project Management by John Adams, et al. Project 6Program Risk Management by R. Max W~deman,Editor Project Management Experience and Knowledge Self-Assessment Manual by Project Management Institute Project Management: A Managerial Approach, Fourth Edition by Jack R. Meredith and Samuel J. Mantel Jr. Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Seventh Edition by Harold Kerzner
Also Available from PMI Project Management for Managers Mihaly Gorog, Nigel J. Smith ISBN: 1-880410-54-0 (paperback)
Project Leadership: From Theory to Practice Jeffery K. Pinto, Peg Thorns, Jeffrey Trailer, Todd Palmer, Michele Govekar ISBN: 1-880410-10-9 (paperback)
Annotated Bibliography of Project and Team Management David I. Cleland. Gary Rafe, Jeffrey Mosher ISBN: 1-880410-47-8 (paperback) ISBN: 1-880410-57-5 (CD-ROM)
How to Turn Computer Problems into Cornpetitwe Advantage Tom lngram ISBN: 1-880410-08-7 (paperback)
Achieving the Promise of Information Technolorn Ralph B. Sackman ISBN: 1-880410-03-6 (paperback)
Leadership Skills for Project Managem Editors' Choice Series Edited by Jeffrey K. Pinto, Jeffrey W. Trailer ISBN: 1-880410-49-4 (paperback)
The Wltual Edge Margery Mayer ISBN: 1-880410-16-8 (paperback)
The ABCs of DPC
The World's Greatest Project
Edited by PMl's Design-Procurement-Construction Specific Interest Group ISBN: 1-880410-07-9(paperback)
Russell W. Darnall ISBN: 1-880410-46-X (paperback)
Project Management Casebook
Jeffrey K. Pinto ISBN: 1-880410-43-5(paperback)
Edited by David I. Cleland, Karen M. Bursic, Richard Puerzer, A. Yaroslav Vlasak ISBN: 1-880410-45-1 (paperback)
Project Management Casebook, Instructor's Manual Edited by David I. Cleland. Karen M. Bursic, Richard Puelzer, A. Yaroslav Vlasak ISBN: 1-880410-18-4 (paperback)
The PMI Book of Project Management Forms ISBN: 1-880410-31-1(paperback) ISBN: 1-880410-50-8(diskette)
Power & Politics in Project Management
Best Practices of Project Management Groups in Large Functional Organizations Frank Toney, Ray Powers ISBN: 1-880410-05-2 (paperback)
Project Management in Russia Vlad~mirI. Voropajev ISBN: 1-880410-02-8 (paperback)
A Framework for Project and Program Management Integration R. Max Wideman ISBN: 1-880410-01-X(paperback)
Principles of Project Management
Quality Management for Projects & Programs
John Adams et al. ISBN: 1-880410-30-3 (paperback)
Lewls R, Ireland ISBN: 1-880410-11-7 (paperback)
Organizing Projects for Success Human Aspects of Project Management Series, Volume One Vijay K. Verrna ISBN: 1-880410-40-0 (paperback)
Project & Program Risk Management
Human Resource Skills for the Project Manager
The PMI Project Management Fact Book
Human Aspects of Project Management Series, Volume Two Vijay K. Verma ISBN: 1-880410-41-9(paperback)
ISBN: 1-880410-62-1(paperback)
Managing the Project Team Human Aspects of Project Management Series, Volume Three Vijay K. Verma ISBN: 1-880410-42-7(paperback)
Edited by R. Max Widernan ISBN: 1-880410-06-0 (paperback)
A Framework for Project Management ISBN: 1-880410-82-6, Facilitator's Manual Set (3-ring binder) ISBN: 1-880410-80-X, Participants' Manual Set, (paperback)
Value Management Practice Michel Thiry ISBN: 1-880410-14-1(paperback)
Order online at www.pmibookstore.org Book Ordering Information Phone: +412.741.6206 Fax: +412.741.0609 Email:
[email protected] Mail: PMI Publications Fulfillment Center, PO Box 1020, Sewickley, Pennsylvania 15143-1020 USA 02001 Project Management Institute, Inc. All rights reserved. '"PMI"and the PMI logo are service and trademarksregistered in the Unlted States and other nations; "PMP" and the PMP logo are certification marks registered in tne Untted States and Other nations; 'PMBOK", "PM Network", and "PMI Today" are trademarks redsteredin the United States and other nations; and "Project Management Journal" and "Bulldingprofessionalismin project management." are trademarks of the Project Management Institute. Inc.
