Professional Documents
Culture Documents
Management
Fact Book
Second Edition
Second Edition
2001041676
CIP
ISBN: 1-880410-73-7
Published by: Project Management Institute, Inc.
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Exhibits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .viii
..
..
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
..........................................
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
.................31
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
.........................................................
..............................
..................... 45
Section Fve-The
..........................
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
...........................................................
AppendixA.-P MIEndsPolicies
.......................................
87
.........................................................87
Introduction
PMIEndsPolicies
Appendix 6-PMI
.....................................................
Ethical Standards
....................................
88
93
AppendixWMIComponents
.......................................109
PMIChapters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
PMI Specific Interest Groups
115
PMICollege . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
.............................................
.................................117
Appendix D-PMI
Professional Awards
Appendix E-+MI
........................127
PMICharterProviders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
PMI Global Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
PMI Basic and Corporate Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 3 1
PMI Association Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134
PMI Comoonent Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134
vi
......................... 139
............................... 140
......................143
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
.....................................................
157
vii
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
viii
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.
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.
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.
EN
Figure 1
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
Section One - h e
Profession
ar Educational discipline
ilr
Academic accreditation
rr Professional development
11
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).
12
Section One
- The Profession
The Project
Body of Knowledge
Generally Accepted
Project Management
Knowledge and Practice
Figure 2
13
14
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.
15
Section nYo
I
The Project
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
17
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.
18
Project
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).
19
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).
20
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
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.
21
country
22
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 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).
23
Balanced Matrix
55.9%
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
24
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)
25
26
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).
27
28
29
30
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.
31
++
25%
Female
ll%Without
College Degrees
75%
Male
64%
Without PMP@
Certi
89% With
College Degrees
36%
With PMP@
cation
Figure 6
im
32
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)
33
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).
34
'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)
35
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
36
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.
37
38
39
w;
Geographic
Area
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
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).
Professional Credentials
40
1I
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).
41
Figure 8
42
Figure 9
Section Four
The Environment of Project
Management
45
46
Non-U.S./Canada
United States
Canada
1999
2000
7,755
9,899
27.65%
41,142
52,467
27.53%
6,101
7.669
25.70%
Figure 10
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
47
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)
48
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).
50
Geographic Area
51
--
52
53
54
55
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.
57
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)
58
--
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).
59
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.
60
Membership
Members
61
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
62
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
Figure 14
Industries Represented in PMI Membership
(Source: www.prni.org)
63
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).
64
65
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
66
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).
67
68
69
70
71
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.
72
Program Inception
73
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
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
Languages
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.
75
Accreditation
76
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.
77
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).
78
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'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
79
Online Bookstore
80
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.
81
82
History
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
83
84
85
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
87
ENDS
1.1 Project management is a
profession
1.1.2
1.1.3
1.1.4
88
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
1.2.2
POLICY CATEGORY
POLICY TITLE:
ENDS
1.3 Professionals in project management are knowledgeable and
skilled
89
POLICY CATEGORY
POLICY TITLE:
ENDS
1.4.1
POLICY CATEGORY
POLICY TITLE:
ENDS
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
90
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
1.7.3
91
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:
93
94
95
96
97
98
99
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,
100
101
102
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;
103
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.
104
105
106
107
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.
,108
Appendix C
PMI Components
PMI Chapters
PMI Chapters as of 3 1 December 2000, Non-United States
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
109
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
110
r GreeceAthens (P)
m Guatemala-Guatemala (P)
r India-Bangalore (P)
m India-New Delhi (P)
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
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)
&#
112
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
113
m MN-Augsburg (S)
r MN-Minnesota
114
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
R
R
R
B
B
R
R
R
R
m
fl
R
R
R
B
a
B
PMI College
College of ~erforhanceManagement
(PMI Worldwide Component Affairs Depamnent 2001)
Appendix D
PMI Professional Awards
PMI Project of the Year Award
Award Recipients 1989-2000
1989
1990
1991
Project Title:
1992
1993
1994
1995
1996
117
1997
1998
1999
2000
Project Title:
PMI Professional
1974-2000
~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
118
Year
1982
Recipient
Dr. John W. Fondahl
Eric Jenett, PMF: PMI Founder
Matthew H. Parry, PMP
James R. Snyder, PMI Founder
1983
1984
Regula A. Brunies
1986
Earl W. Feight
Kenneth 0.Hartley, PMP
Dr. Linn C. Stuckenbruck
Robert G. Staples
1987
1988
Brian Fletcher
1989
1990
1991
1992
1994
Fred Arnold, SE
Paul Dinsmore, PMP
Elvin lsgrig
Mary Devon O'Brien, PMP
Robert Yourzak, PMP
1996
1997
Jenny Strbiak
Dick Balfour
1998
Harvey Levine
David H. Curling
Dr. Roger B. Glaser
1999
Recipient
Dr. David C. Murphy
James R. Snyder, PMI Founder, PMI Fellow
lvars Avots
Dr. J. Gordon Davis, PMI Founder, PMI Fellow
119
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
120
Year
1980
Recipient
Dr. Linn C. Stuckenbruck, PMI Fellow
1982
1983
1984
1985
1986
1987
Boyd Henderson
Frank Jenes
The PMI Project Management Fact Book
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
121
1999
2000
Recipient
Vijay Verma
Recipient
Kenneth 0. Hartley, PMR PMI Fellow
2000
122
1987
1988
123
124
2000-2001
2000-2001
125
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
n SPMgroup, Ltd.
r Systemation
r University of California, Irvine Ext.
a University of Wisconsin-Madison
n Westney Project Services, Inc.
129
m Istud SPA
r Kepner-Tregoe, Inc.
RI
r
RI
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
131
rn David Francis
132
B
B
B
&
a
r
B
B
B
&
&
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
133
m
B
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.
m
R
R
m
R
m
rr
111
134
u
D
rn
B
rt
m
rt
135
'
136
137
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.
139
B. CandidatelcertificantProfessional Practice
140
141
Appendix G
Project Management Degree
Programs
li
City University
143
rn
s
rn
I
n
la
arr
n
ra
ar
rs
ar
n
s
IM
rn
ra
la
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
HI
(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
rn
ata
r
ar
a
aa
a!
145
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
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
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
148
Appendix I
Countries with PMI Members
as of 3 1 December 2000
r Algeria
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
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
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
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)
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
Definitions
These definitions were selected fromA Guide to the R o j e c t Management
- 2000 Edition.
151
152
Glossary
153
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.
154
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.
155
Glossary
156
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
157
Bibliography
158
Bibliography
159
Bibliography
160
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Project Management
Knowledge
with First-Class Publications from PMI
New Books
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Body of Knowledge (PMBOKmGuide)
2000 Edition
This 2000 Edition updates information first published in 1996 and expands coverage to over forty
industry affiliations in nearly fifty countries in
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world. Its purpose is to establish normative compensation and benefits data for the project man-
discusses the technical, administrative, and leadership skills needed by project managers; and
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project management, from scope management to
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ISBN: 1-880410-55-9 (paperback)
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bonding, individual creative expression (innovation), and collective agreement (consensus).
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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
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ISBN: 1-880410-21-4(paperback)
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