This action might not be possible to undo. Are you sure you want to continue?
The PMI Project Management Fact Book
Project Management Institute
p.48-1984). Inc. Inc.2nd ed. Four Campus Boulevard. I. No part of this work may be reproduced or transmitted in any form or by any means. photocopying. "PMP" and the PMP logo are certification marks registered in the United States and other nations. ISBN: 1-880410-73-7 (alk.-. Printed in the United States of America. 2001041676 CIP ISBN: 1-880410-73-7 Published by: Project Management Institute. All rights reserved. recording. PMI. . "PM Network". Project Management Institute. Newtown Square.org 0 2 0 0 1 Project Management Institute. manual. Inc. and "PMI Today" are trademarks registered in the United States and other nations. electronic. without prior written permission of the publisher. as well as other educational programs. P 19073-3299 USA. For more information. "PMBOK". Four Campus Boulevard Newtown Square. or by any information storage and retrieval system. Includes bibliographical references and index. cm. or for use in corporate tralning programs. Pennsylvania 19073-3299 USA Phone +610-356-4600 or visit our website: www. A please write to the Publisher. paper) 1 Project management. and "Project Management Journal" and "Building professionalismin project management. The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (239." are trademarks of Project Management Institute. Or contact your local bookstore.Library of Congress Cataloging-in-Publication Data The PMI project management fact book.pmi. PMI" books are available at special quantity discounts to use as premiums and sales promotions. "PMI" and the PMI logo are service and trademarks registered in the United States and other nations. .
...\-Level of Education . . . .. . .. . .. . . ... . . . . . . . .. . .. . . . . .. . . . .. . ... . .. .. . . . . . . .. 1 7 Definition of Program . . CostofaProject . . . .. . .. ... .. . . . . . . . . . . . . . . . . . . . . . .. . 3 3 * Number of Projects . . .. . .. . . . . . . .. .... . .. . .. . . . ... . ... . . .. Introduction .. . . . . . . . .. . 1 Section OnThe Profession Definition of Project Management . . . . . . . .. . ... .... .. .. . . . ... .. .. . . .. . . . .. . . .. . . . .. ... .. . . .. . . . . .. . . ... . . . . .viii . . ... ... . . . . . . .. . . ... . . . . . .. . . .. . ..... . . . . .. . . .. . . . . .. .. .. . . . . . . . . e+EmploymentStatus . . . ... .. . . ..1 9 19 Total Spent on Projects .. .. .... .. ..1 2 Future of the Profession ... . 4 Project Management Process Groups . . . .. 20 ProjectTypes . . .. .. . . . ... . . . . 14 . . . . . . . . . ... . . . . . . . . . . . . . .. . . . . ...... . . . . . . .. . . . . .. . . .. . . . . .. . . .. . . . . . .. . .. . . .. . .17 Section Thre-Individuals kJobi7tle . . 3 3 Careerpath 34 . 40 .. . . . . 3 3 JobFunctiorVRole ... . . . . .. ... . . . . .. .. . .. . . . . . .. .. . . . .. .. . . . .. . . . . . . . ... .. . . . . . . .. .. . .. . .. . .. . . . . . .... . . ... . . . .. . . .. . .. . . .. . . . ... .. . . . . .... ... ... . .. .. . .. .. ... .. .. . . . . .. . . .. 3 SectionTwo-Theproject Definition of Project ... .. ..... .. . . . Size of the Profession .. . .. ... .. . . . . . .... ... . . . . . . . .. .... . . .. ... . . ...... . . . . .. . . . .. .. .. . . .. .. . ... .. . . . . ........ .. . .. .. . ... . . . . . . . . . . .. . . . . . . .. . . 23 Project Dimensions .... . . .. . .. . . . . . . . . .... . . . . .. . ... . ... 27 .. . ..... .. .. .. * Professional Ethics . . . .. . . . . ... . .. .. . . .. . . . . . .. . . .. ... 3 1 . . . . . .... . . . . ... . . . . . .. .. . .. .. .. . . .. . .. . . .. . . . . . . .. . . Definition of Portfolio . . . . . . .. . . ... . .. . . .. .. . . . . .. . . . . . . . .. . . . .... . . . 2 1 ProjectPerformance ... . . . . . . ... . .. ... . . .. .. .. . . .... . .. .. . .. ... . .. .... .. .. . . .... . . . . . .. . . . .. . . . . . . ... . c Professional Credentials . ..... ... . .. . . .. . . . . ... . . . . . ... . . . .. ..... .. . 3 3 ... . . . . . 7 History and Evolution of the Profession . .. . 3 9 . . .. . .. . .. . .. . . . . . ....... . . . . . . .. . ... . . . . .. . . . ... . . . . . ... . .7 Scope of Responsibiliv .. . . . . . . .. . .. 4 1 .. ..... . . . . .. . .. . .. . . . . . ...... .. ... ...... . . . . .. . ... . . . .. . .. . . . . . . .. . . .. .. . . . .. .... . . . . ... .. . 20 Geographic Scope of Projects .. . .. . .. .... . . .. . . .. . . . . .. . ... ..... . .. . . ... . .. .Exhibits .. .. ... 1 Awareness and Recognition of the Profession . . .-+Professional Development . . . ..... .. . .. . .... . . . . .. ... . . . .. ... .. . . 24 Project Challenges . . .. . . . .. .. . . . .. . ... . .. .. . . . .. Project Management and Other Professions . . . . . ... . ... . . .. . . . . . . .. .. . . . ... ... .. .9 10 Hallmarks of a Profession . .. . . .... . . . . . .. . . . .. .* Project Management Practit~oner Profile . . .. . . ... . . .. . .. . . .... . .. ... . .. . . . . .. .. ... . . . . 1 8 .. . . Working in Project Management . ... .. . .. .. .. .. . . . .. . . .. . . 40 ... . . .. . . . .. .. . . . . . . .. . .... . . ... .. . . ... .. . . . . . . . . . . .. . . . . .. .... . .. . . .. . .. ... . . .. . .. . .. . . . . . . . . . .. .. . . . ... .. . .. . ... . .. . . . . ... . . . . . . . . .. . . . . . . . . . 1 2 .. .. .. . . . . . .. . . . .. . . . . . .. . .31 - The PMI Project Management Fact Book v .*tCompensation and Benefits . . . . . . ..... . . . . . .. . . . . . . . . .. . . 3 5 3 . . . .. .. .. . . . . . ... . . . .. . ... .... . . . . . . . .1 .. .. .. . .. . . ... . . . . . .. . .. . . . . . ... . . .. . . . . .. 3 Project Management Knowledge Areas . . .. . . 37 %Project Management Experience and Work History 39 Typical Work Week . . . . .. .. . . .... . . . . . . ... . ....... . .. . . . .. ... . . . . ... . . . .. .
. .. . ... .. . . . . . 118 PMI Educational Foundation Award and Scholarship Recognition 1979-2000 ... .. .. .. . . . . . . .. .. .. 122 Professional Awards Appendix E-+MI PMICharterProviders . . . . .. . .. .. . . ..... . . 54 . . . .. . . ... 3 1 PMI Association Providers .... . . .. . . . ... . . . . ... . . ... ... . .. .... . . .. .. . . . . .. . .. . . ... . . .... . .. .. . 80 Annual Seminars &Symposium ... . .. .. . . .... .. . . Appendix D-PMI PMI Project of the Year Award . . . ... . . .. . .. .. . .... . .. . .. . . . ... . .... . . . . . ....... . .. .. .. .. . . . . .. . . . . ... 59 Implementation of Ends Policies . .. . .. .... .. . . . . . . .. . .. . .. ... . . .. .. . ... . . .... .. . .127 . ... ..... . ... . . . . .. .. . . . . .. . . . . .. . . . . .. . . . .... . ... . . .. . . . . .. . . . . .. .. . .. .. . . .. . .. .. History .. . . .... 109 PMI Specific Interest Groups 115 PMICollege .. . 77 Standards ... . .. . ... .. .. . . . ... .. 6 4 GlobalOutreach .... . . .... . . . . .. ... ... . . . .. . 87 88 Appendix 6-PMI Member Code of Ethics . . ... ... . . .. . . AppendixA. . . . .. . . . .. . . . ... . . .... . .. .. . . .. .. ... . . . . . .. .... . . . . . ....... . . . . ... . . .. ... . . . . . ... . . .. . . . . . . . . . .. . . . ... . ... . .. . .. . . . . . .. . . . .. . . .. ... . .. .. .. ... . . .. . . .. . . . . . .. . ... .. . . .. .. .... .. ..... . . . ..... .. . .. .. . ... . . . .... . . . . ...... .... .. .. 134 Registered Education Providers vi The PMI Project Management Fact Book . 72 Certification . .. . . .. . . . .. ........ . . . . ... . ... .. .. . .. .. .. . . . .. . .. . . . .. . .. .. . . . . . ... . .. ... . .... .. . . .. . . . 67 Corporate Involvement and Participation . .. . .... ... . . . 134 PMI Comoonent Providers ... .. .. .. .. ... . 50 . .. .. . .. ... . . .. . . ... ... . .. . . . .. . ... . .. .. . .. . . .. . .. . .. . ... .. . . . .. . . . ... . . . . .. . 82 PMI Educational Foundation . ... .117 . .. ... .lobal Acceptance of PMP Certification . . ..... ... .. . . . . . .. . . .. . .. . ... . . ... . . .... .. . . .. .. . . . . . .. . .. 53 q.. .. ... ... . .. ... . . .. . ... . . .. .. . ... . . . . ... . . . . .. ... . . .. .. . . ... . .. ... . .. .. . ... . . . . . . . . . ... . . . . . .... . . ..87 . ... .. .. . . .... . . .... .. .. . . .. . .. .. . . . .. 8 1 Awards . . . .. ... . ... .. . .. . ... ... . .. . .. .. ..... ... . . . . ...... . ... . ...... .... . ... . . . .. . .. . .. . .. . . . ... ... 93 AppendixWMIComponents PMIChapters . . . . . . . . . .6 1 Volunteerism .. . . ... .. ..... .... .. .. . . . .. . . . . . . . .. . . . .. ..... . ... . .. . . . . ... . .. . ... . . ........ ... Project Management Responsibility in Organizations . .. .. . .. . . . . . ... . . ..... .. . 72 75 Education . .. ... . .. .. . .. . . .. 46 . ... ... . . .. . . . . .. ...... . . . .82 .. . . .. .. . . . . .. .. .. . . . . ... . . . ...... . . . . . ... ... . .. . . . . . . .. . .. . . . .. .. . ... . .. .... ... . . 5 1 SupportforCertification . .. . . . . . . .. . . 127 PMI Global Providers . . . . . .. ... . .. . . . .. . . ... .. . . ...... . ... 52 +Project Management Academic Degrees and Programs ... . . . . . . ... ...... p mi. .. . . . . .. .... . . . . .... .. . .. .. .. . . ... .. . .... .... ... . .. . . .. .. . .... . .. 129 1 PMI Basic and Corporate Providers . . . ... . . . . . . . .. . .. . . . . ... ... .. .. . ....... . . .. 66 Components ..... . .. .. .. . .. . . .. . ... . . .... .. . . .org . . . . . ... . . . . . . . . .. . . .. . . . . . ....... . . . . . ... . .. . .... . ... . ... .. .. . . . . .. ... ... . . .. . .. . . .. .. .. . . .. .. ... . . .... 57 . . .. . .... .. .M a t i o of Project Management Personnel to Total Employees .. . . . Research . . . . . . ... ..... .. 46 . . . .. .. ... . ..60 Membership .. .. .... . . .. . . . .. . . . . . . . . ..... . .... 116 . .. .. . . .. 50 Support for Professional Affiliations . .. ... . .. .. . . . .. 70 Financial Stability ... . .. . ....9 4 Member Ethics Case Procedures . . .... . .... .. . . 78 Publishing 79 KnowledgeandWisdomCenter. . ... . . . . . ...... .-P MIEndsPolicies Introduction PMIEndsPolicies . .. .. . . . . . . .... ... .. . . . .. .. . . .. .. . 59 StmtegicAdvisoryGroups . .+ Globalization of Project Management . . . . . .93 .... .. .. .. ... .... 117 PMI Professional Awards Program Recognition 1974-2000 . . . .. . ... . . . ... ... . . .. . . .... . . .. .. . ..... . . . .. ... .. 9 Research on the Project Management Environment .. . .. .. . ... . . . . . . . ... . . .. .. ... . . . . .. .. .. .. ... . .. . . . . .. .. . .. .. . . . . . ... . .. .. .. . .... . . . . . . . .. . ... ..... ..... .. .. . . .. ... .. .. .. .. . ... .. .. . .. . ...... 9 6 Ethical Standards . . . . ... . . . .. . . ... . . .. . ... . .. . . .. . . .. . . .. . . 52 4d. Member Standards of Conduct ...... . .... . .. ... .. . . . . .. . .. . .. . . .. . . .. ... . .... .. . . .. . .. ... .. . ..109 .. . .. . Worldwide Cooperating Organ~zations . . . . . . . . . . . .. . ..... . .. ..... ... . ... . . 59 . . . . . . .. . ... . ... ..... . .. . . .. . . . .. . . .. . . . .. . . ... 58 Board of Directors .. .. .Section FourThe Environment of Project Management - +Adoption of Project Management by Organizations ... .. .... . . . .. . .. . . ... . .. .. . . . .. .. .. . . .. . . . .. . .. ..... . .. . . . . . .... .54 Governance . .. . 8 1 w .. 45 Section Fve-The Project Management lntiiute .. . .. .. . . . .. .. . . . .. .. .. . . .. . ...... . . ....... . . 53 =#Project Management Literature .. . .. .. . .... . . ... .. . . .
.. .. . ..... . ..... 157 The PMI Project Management Fact Book vii ... . 149 . . . 147 Appendii HPMI Annual Seminars & Symposium Sies and Dates 1969-2000 Appendix 1 .. . . . ....... .... . ... . . .. . 143 Master's Degree Programs ... 1 5 1 Bibliography . .......... . . .... ... .... . ..... . . ... .. . .. . . 140 Appendix W r o j e c t Management Degree Programs Bachelor's Degree Programs .... .. ... . . ... .160 . . . .... ........ .... .... ........ .. ...... .. .. . ... 1.... .... ... ..... . . ..... ... .... .. . ... .. ..... ... . .. ...... . . .. 139 .. 143 Doctoral Degree Programs . ...... . .. ..... .... ....... .. .. ...... ...... .... . .... . ......... ..157 Internal PMI Documents and Communications ... .. ... . .. .... .. . . . .. .. ....... . 1 5 1 Definitions .. ... . .... .. . .. . . .. . .. . .. . . . .. ... ........... . .... 4 ountries with PMI Members as of 3 1 December 2000 Glossary Acronyms .. . .... . Responsibilitiesto the Profession . .. . .... . ... ........ . .. .... .. ........ . ... . . .. . . ... . ... . . . ... ............ ...... . .... . . ... ... . .. ... ... . .... .. . .. .. .... . . . .. . . . ... .. .. .. .. ... ... .. ...Appendix FPMP Code of Professional Conduct II Responsibilitiesto Customers and the Public . 139 ... .......1 5 1 Accessible Information ... . . .. . . . . .... .....143 .... . ...145 . ..... .. . . ... .... . ..... .
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 viii The PMI Project Management Fact Book . by Geographic Area Global Average Total Compensation. 1994 Versus 1998 Relation of Organizational Structure to Project Success Project Management Practitioner Profiles Years of Project Management Experience. by Scope Global Average Total Compensation. by Position PMI Membership Growth.Exhibits Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 Figure 7 Figure 8 Figure 9 Figure 1 0 1 Figure 1 Figure 12 Figure 13 Figure 14 Figure 15 Figure 16 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.
etc. within the global context of organizational structure and practice. and challenges associated with projects. The PMI Project Management Fact Book. 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. The Environment of Project Management activities. including a profile of their qualifications. 3.Introduction The Project Management Institute (PMIB)is pleased to publish The PMI Project Management Fact Book. advance the project management knowledge base. now with more than 70. 4. including typical costs. Individual practitioners. PMI is the world's leading project management association. responsibilities.000 members in more than 120 countries. membership. activities. compensation. The Project Management Institute itself. along with businesses. dimension. count on the project management profession and PMI to help them succeed in the global marketplace. The Project. 2. accomplishing their strategic objectives through the practice of project management. and services. Individuals Working in Project Management. PMI is committed to delivering products and services that set the industry standard. Second Edition. industries. and organizations. 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. 5. scope. including its structure. The PMI Project Management Fact Book 1 . and meet the needs of our members and other stakeholders.
and the knowledge that they need to successfully manage projects and deliver the expected results. "Project management is the application of knowledge. certification. controlling. and techniques to project activities to meet project requirements. Project management is accomplished through the use of the processes such as: initiating. tools. The PMI Project Management Fact Book 3 . executing. skills. 6). and closing" (2000. The profession values the Institute as the association of choice for individuals across all industries and organizations in the global marketplace. 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. training. 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. planning. Definition of Project Management According to A Guide to the Project Management Body o Knowledge f (PMBOP Guide) .Section One The Profession Project management has become a top career choice for many talented and knowledgeable individuals.2000 Edition.
Scope change control-controlling changes to project scope.The Profession Project Management Knowledge Areas The PMBOP Guide .2000 Edition defmes nine Project Management Knowledge Areas. more manageable components. r Scope verification-formalizing acceptance of the project scope. 4 The PMI Project Management Fact Book . to complete the project successfully. m Integrated change control-coordinating changes across the entire project. It consists of: ia Initiation-authorizing the project or phase.Section One . These describe "project management knowledge and practices in terms of their component processes" (PMBOP Guide 2000. ~rActivity sequencing-identifying and documenting interactivity dependencies. It consists of: R Activity definition-identifying the specific activities that must be performed to produce the various project deliverables. Project Scope Management A subset of project management that includes the processes required to ensure that the project includes all the work required. 7). r Scope definition-subdividing the major project deliverables into smaller. Project Time Management A subset of project management that includes the processes required to ensure timely completion of the project. It consists of: R Project plan development-integratingand coordinating all project plans to create a consistent. coherent document. and only the work required. Scope planning-developing a written scope statement as the basis for future project decisions. m Project plan execution-carrying out the project plan by performing the activities included therein. 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.
m Cost control--controlling changes to the project budget. I Quality control-monitoring specific project results to I determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. equipment. 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. I Cost estimating-developing an approximation I (estimate) of the costs of the resources needed to complete project activities. r Cost budgeting-allocating the overall cost estimate to individual work activities. r Schedule control--controllingchanges to the project schedule. It consists of: r Quality planning-identifying which quality standards are relevant to the project and determining how to satisfy them.Section One -The Profession m Activity duration estimating-estimating the number of work periods that will be needed to complete individual activities. and resource requirements to create the project schedule. materials) and what quantities of each should be used to perform project activities. r Quality assurance-evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. 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. activity durations. r Schedule development-analyzing activity sequences. It consists of: The PMI Project Management Fact Book 5 . 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.
Project Risk Management Risk management is the systematic process of identifymg. B Risk identiflcation-determining which risks might affect the project and documenting their characteristics. It consists of: R Communications planning-determining the information and communications needs of the stakeholders: who needs what information. This includes status reporting. and disseminating information to formalize phase or project completion. and responding to project risk. documenting. and ultimate disposition of project information. and assigning project roles. m Quantitative risk analysis-measuring the probability and consequences of risks and estimating their implications for project objectives. storage. 6 The PMI Project Management Fact Book . progress measurement. dissemination. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives. 8 Project Communications Management A subset of project management that includes the processes required to ensure timely and appropriate generation. and reporting relationships. 8 Qualitative risk analysis-performing a qualitative analysis of risks and conditions to prioritize their effects on project objectives. s Performance reporting-collecting and disseminating performance information. gathering. 8 Information distribution-making needed information available to project stakeholders in a timely manner. responsibilities. collection. 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. when they will need it.Section One . and how it will be given to them. B Administrative closure-generating.The Profession Organizational planning-identifying. and forecasting. analyzing. It includes: Risk management planning-deciding how to approach and plan the risk management activities for a project.
including resolution of any open items. Solicitation planning-documenting product requirements and identlfylng potential sources. and evaluating their effectiveness throughout the project life cycle.2000 Edition. m Solicitation-obtainingquotations. Contract administration-managing the relationship with the seller. as appropriate. offers. or proposals. Risk monitoring and control-monitoring residual risks. It consists of: Procurement planning-determining what to procure and when. Contract closeout--completion and settlement of the contract.Section O e -The Profession n Risk response planning-developing procedures and techniques to enhance opportunities and reduce threats from risk to the project's objectives. Source selection--choosingfrom among potential sellers. bids. 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 risk reduction plans. EN T e PMI Project Management Fact Book h . "Project management processes can be organized into five groups of one or more processes each": Initiating processes-authorizing the project or phase. 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. 189-91) Project Management Process Groups As indicated in the PMBOP Guide . identifying new risks. Executing processes-coordinating people and other resources to carry out the plan. (PMBOP Guide 2000.
1. the project management process groups are not discrete. one-time events. The process groups are linked by the results they produce-the result or outcome of one becomes an input to another..Section One -The Profession (Arrows represent flow of information) Figure 1 Links Among Process Groups in a Phase (PMBOP Guide 2000. 30) 8 The PMI Project Management Fact Book .. 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 links are iterated-planning provides executing with a documented project plan early on. Figure 3. and then provides documented updates to the plan as the project progresses. they are overlapping activities which occur at varying levels of intensity throughout each phase of the project. In addition. (PMBOP Guide 2000. . Among the central process groups.
whether erecting bridges. including the construction of pyramids. laws to write. techniques and methodologies we have today. resource procurement. By the early 1960s. 2 ) The origins of modern project management can be pinpointed to the 1950s. In particular. timeline development. people created project timelines.S. complexity. These early ideas were the precursors to a set of management techniques we now know as "modern project management. located materials and resources.Section One -The Profession History and Evolution of the Profession Projects have been done since the dawn of time. and weighed the risks involved. and the United States (U. 28-29). roads to pave. the development of electronic communications and computation systems. resource requirements and cost of project demanded more than the Gantt chart" (Snyder 1987. the establishment of travel on. when the first papers on project management techniques began to be published. above. and below the surface of the earth. time span. people realized that the techniques for cost control. as well as the introduction of the Program Evaluation Review Technique (PERT) in the field of military electronics. rotating crops. and major advances in medicine and biotechnology. Without the advanced tools.) Department of Defense directed some of its services to test the PERT concept to control costs. Over time. arenas. As one PMI publication puts it: Whenever and wherever civilizations took root. bridges. and canals. the author highlights breakthrough thinking in computer-related development projects. 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 9 . and history is rich with magnificent examples of projects. One author suggests that 1958 "was the beginning of the age of the giant project: that point where the size. there were projects to manage: buildings to erect." (Project Management: A Proven Process for Success 2000. or deciding how to govern themselves. articles were appearing on subjects like project planning and scheduling and critical path techniques. and risk management were applicable to a wide range of projects.
project management had not really been regarded as a profession. 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. More and more research papers were published during and following this period. a profession is distinguished by its special features and characteristics. As the article's author states. to which it relates. Prior to the formation of PMI. chronicling project management as a new management style and. "Experience was beginning to replace ideas. (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. as a new profession in itself. among other things: r Ethical behavior and integrity Discreet body of knowledge Theoretical base for its knowledge 10 The PMI Project Management Fact Book . Since its creation." Building and expanding upon the academic discipline or disciplines. In most cases. the hallmarks of a profession include. 28-29).Section One -The Profession computer technology. 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. 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. ultimately. In 1969. Results were starting to reinforce concepts" (Snyder 1987.
Bureau of Labor Statistics 2000. project management as a profession of choice currently exceeds 16.7.S. 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. PMI estimates that the size of the profession in the rest of the world may be more than 12 million.S. workforce-may regard project management as their profession of choice. Given the incomplete nature of available labor force information from many countries.Section One . as more emphasis is placed on research into the theory and practice of the profession. 105-11) Size of the Profession PMI estimates that as many as four and a half million people in the U. (The Future of Project Management 1999. Department of Labor. this figure may actually understate the worldwide size of the profession. but do not view themselves as members or potential members of the profession.--representing about 3.S. 8. the total number of people around the world who view. or might view. PMI considers only those who may regard themselves as being directly involved in project management in arriving at its estimates. This number is likely to grow significantly as more advanced degrees and undergraduate majors are offered in the discipline of project management.h e Profession ar Roles and responsibilities m Professional standards rr Professional certification ar Educational discipline ir l Academic accreditation rr Professional development rr Responsibility to the public interests of society ~rEfforts to improve and expand all of its distinguishing characteristics. and as the profession gains wider recognition (U. Therefore. Others may have an interest in the The PMI Project Management Fact Book 11 . Even if projects and project management became ubiquitous in society throughout the world.5 million. PMI Research Department 2001).3 percent of the employed U.
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. PMI also recorded more than 140 million electronic public relations exposures in 2000. Awareness and Recognition of the Profession There are many ways to measure the success of project management as a profession. a 64 percent increase over the previous year (2000 in Review 2001.org. 12 The PMI Project Management Fact Book . PMI Research Department 2001). hosted by Leonard Nimoy The PMI experts explained the general aspects of project management and its role in the new economy. airing as paid programming on CNBC television. In 2000. the project management profession and PMI experienced a 645 percent increase in total media exposure in 2000. Directorate of Intelligence 2000.Section One . but would never consider it to be their primary profession or focus in life (Central Intelligence Agency. compared to 1999.g.pmi. Coupled with nearly 28 million exposures documented in print communications. www. A key global source of information on project management is PMI's web page. Project Management Institute Chair Hugh Woodward. where a total of 2.. PMF and PMI member Daniel Cozad. as illustrated in Figure 2.2000 Edition. PMF appeared in the role of invited subject-matter experts on two episodes of The Next Wave. "much of the knowledge needed to manage projects is unique to project management (e. the PMBOKa does overlap other management disciplines" (PMBOP Guide 2000). Project Management and Other Professions According to the PMBOP Guide . critical path analysis and work breakdown structures). However. 4).092 hits were recorded in 2000.The Profession products and services offered by the project management profession and by PMI.621.
logistics. General management also includes supporting disciplines such as law. 9) The P M B O P Guide . to name just a few. executing. staffing. organizing. The overlaps shown are not proportional. The PMBOKe overlaps or modifies general management in many areasorganizationalbehavior. financial forecasting. Application areas are categories of projects that have common elements significant in such projects but not needed or present in all projects.Section One . and planning techniques.2000 Edition further explains the related elements of General Management and Application Areas: General management encompasses planning. Application areas are usually defined in terms of: The PMI Project Management Fact Book 13 . Figure 1. Figure 2 Relationship of Project Management to Other Management Disciplines (PMBOP Guide 2000.2. strategic planning. and human resource management. and controlling the operations of an ongoing enterprise.The Profession The Project Body of Knowledge Generally Accepted Project Management Knowledge and Practice This figure is a conceptual view of these relationships.
who are also PMPs. Technical elements. expect project management to increase in importance to them personally. or financial services. 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. and personnel. Public perceptionlacceptance 2. Acceptance by top management 3. PMI research also indicates that the five "greatest challenges" to the future of project management are as follows: 1. 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. such as legal. chemicals. community development. logistics. production and inventory management.27-28) 14 The PMI Project Management Fact Book . marketing. such as government contracting. (PMI 2000 Needs Assessment 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. ( P M B O P Guide 2000. pharmaceuticals. Methods/applyingfunderstanding/consistency 5. Seventy percent of PMI members. Furthermore. or new product development. or construction engineering. such as software development. Becoming a profession/establishing standards.Section One -The Profession Functional departments and supporting disciplines. such as automotive. water and sanitation engineering. Success/showing value 4. a Management specializations. a Industry groups. agriculture.
to name a few-the future of project management as a profession looks very bright. and continued refinement of professional standards. heightened public exposure of project management issues and concepts. and rewarding. The PMt Project Management Fact Book 15 .The Profession Considering the observable signs of a maturing professionincreasing numbers of individuals associating themselves with project management.Section One. challenging.
people do not walk on the moon. administers certification. The PMI Project Management Fact Book 17 . or transform the global economy Definition of Project According to the PMBOP Guide . for example. they are: a Performed by people. and the Internet does not unify the continents and cultures of the world. Work generally involves either operations or projects. It is the concept of the project that inspires practitioners to achieve the innovative breakthroughs that continually move the profession forward. conducts research. This concept is the foundation upon which the profession builds its body of knowledge. tz Constrained by limited resources. In many situations. projects have become integral to the execution of an organization's strategic plan. Operations and projects share many characteristics. B Planned. and controlled. and provides professional development and academic accreditation.2000 Edition: Organizations perform work. Without projects. new products do not reach the consumer. establishes standards. executed.Section nYo I The Project The profession of project management is built around a central concept known as the project. although the two may overlap.
but each individual issue is a project.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. For example: I The 'XYZ airplane 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. for example: I Utilities often speak of an annual "construction program. IB Many non-profit organizations have a "fundraising program." a regular." an ongoing effort to obtain financial support that often involves a series of discrete projects such as a membership drive or an auction. ongoing operation which involves many projects. 18 The PMI Project Management Fact Book .project is a temporary endeavor undertaken to a create a unique product or service. Definition of Program The P M B O P Guide . Programs may also involve a series of repetitive or cyclical undertakings. IB Publishing a newspaper or magazine is also a program-the periodical itself is an ongoing effort.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. 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).
to reengineering and other forms of organizational change. The PMI Project Management Fact Book 19 . in others. This expenditure is comprised of projects that vary in cost. PMI Research Department 2001).3 trillion (US) on projects every year.S. project management is a subset of program management. Definition of PortFolio According to the PMBOP Guide . and complexity among other factors. the Project Management Institute (PMI3 estimates that the U. Department of Commerce. "Project portfolio management refers to the selection and support of projects or program investments.2000 Edition. through residential and commercial construction. They run the gamut from new product development and overall research and development. 10). risk. Total Spent on Projects On the basis of data released by the Bureau of Economic Analysis of the U. This diversity of meaning makes it imperative that any . Extrapolating U. PMI estimates that the world as a whole spends nearly $10 trillion (US) of the world's $40. discussion of program management versus project management be preceded by agreement on a clear and con. 10).7 trillion (US) gross product on projects of all kinds (Lum and Moyer 2000. and all sectors of public and private endeavor. data. requirements. These projects occur in all industries.Section Two -The Project In some application areas.S.1 1 sistent definition of each term. Directorate of Intelligence 2000.S. into development of software and information systems. program management and project management are treated as synonyms. staffing. quality duration. an amount equivalent to one-quarter of the nation's gross domestic product. ~ ( P M B O P Guide 2000. Central Intelligence Agency. all countries. These investments in projects and programs are guided by the organization's strategic plan and available resources" (2000. public and private sectors spend some $2.
7 percent from 1997.80). Consequently. which had the effect of skewing the mean upward.g. Projects varied in average value from under $100. some data associated with projects may be included in multiple data sets. while the mean (average) project budget size is $55 million (US). Much of this expenditure takes place in the context of fulfilling the requirements of major projects (U. 20 The PMI Project Management Fact Book . Census Bureau 2000)..S.Section Two -The Project Unlike activities to improve manufacturing operations.S. a customized airplane). 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). indeed. Census Bureau. are projects.000 to $10 million (US) (Nellenbach 2001. of a special grade of paper) or the production of one large item (e. many manufacturing operations can be viewed as projects and.S. The extreme difference between the two figures is accounted for by a relatively small number of very large projects represented in the survey sample. According to the U. manufacturing itself usually is not viewed as a project-based operation because of the concept of mass and repetitive production.6 billion in capital goods-structures and equipment-an increase of 11. in 1998 U.g. 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). However. Examples of such projects could include a short-duration special production run (e. 40). businesses alone invested $973. 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..
The PMI Project Management Fact Book 21 . Designing a new transportation vehicle. and society. roles. Examples of projects include: B Developing a new product or service. rrt Constructing a building or facility. as in joint ventures and partnering. l They may involve a single person or many thousands. 80) Project Types As "a temporary endeavor undertaken to create a unique product or service.Section Two -The Project Project Scope Percent Reporting Local StateIProvince Multi-State/Province Within One Countty Multiple Countries Multiple Continents Figure 3 33 percent 20 percent 28 percent 28 percent 21 percent 15 percent Geographic Scope of Projects Engaged In (PMI Project Management Salary Survey 2000. and geographic location of PMI members demonstrates the extreme breadth of application of projects and project management. government." projects are involved in all aspects of business. Projects are critical to the realization of the performing organization's business strategy because projects are the means by which strategy is implemented. academia. s t f i g . Developing or acquiring a new or modified information system. or style of an organization. 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.2000 Edition: Projects are undertaken at al levels of the organization. The broad array of work areas. jobs. m Effecting a change in structure. As stated in the PMBOP Guide .
A real estate development project may include hundreds of individual units.Section Two . 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 22 The PMI Project Management Fact Book . different contractors. different location. and so on. A development project (e. 91). The P M B O P Guide . As stated in one PMI publication.different owner. but each individual facility is unique .. For example: A project to develop a new commercial airliner may require multiple prototypes. For example. The presence of repetitive elements does not change the fundamental uniqueness of the project work. water and sanitation) may be implemented in five geographic areas.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. many thousands of office buildings have been developed. different design. aimed at creating a "unique product or service. No generally accepted classification system exists for projects. "a taxonomy helps clarify our thinking by classifying things neatly into groups and subgroups based on their similarities and relationships"(Knutson 1997. Because projects are. Individuals working in project management are working on an average of three or more projects at any given time." each project itself is unique (PMI Project Management Salary Survey 2000. 17. A project to bring a new drug to market may require thousands of doses of the drug to support clinical trials. by definition. ar Implementing a new business procedure or process. 13).g.The Project m Building a water system for a community in a developing country ar Running a campaign for political office.
dollars. and templates. project success rates rose and costs fell between 1994 and 1998.3 million Project Cost.6million Figure 4 Project Success Rates and Costs. 1998 24% Project Cost. The PMI Project Management Fact Book 23 . compiled by The Standish Group International.3 million $1. 1994 Versus 1998 (1998 Chaos Report) Project team assignments and overall staffing Professional development B Career path m Mobility. (All amounts in Figure 4 are in U. A taxonomy would also be beneficial in identifying the transferability among projects of lessons learned. B B Project Performance According to the 1998 Chaos Report.S.) The three biggest contributors to project success are: ~ r t User involvement Executive support rr Clear statement of the business objectives of the project. according to the Chaos report.2million Medium ($200 million to $500 million in revenue) 16% 28% $1. 1994 9% Success Rate. experiences. 1998). such as documents. Adding an experienced project manager brings the project's chances for success to 65 percent (The Standish Group International. Inc. 1998 $1.I Section Two .1million Small ($100 million to $200 mill~on in revenue) 28% 32% $0.4 million $0. 1994 $2.The Project Company Size Large (more than $500 million in revenue) Success Rate. These three factors account for 50 percent of a project's chance for success.
This projectization will become more clearly understood as data on spending and other dimensions of projects become more widely known in the global marketplace. and technical performance. worldwide.400 projects and correlated each organization's project structure with the degree to which the project met its objectives in the areas of cost. in terms of the role of project management. carries out a project every time it erects a building and the motion picture industry. On the other hand.9% Figure 5 Relation o Organizational Structure to Project Success (Baker 2000.Section Two .The Project Balanced Matrix 55." Somewhere between these extremes lie the 24 The PMI Project Management Fact Book . only some of what the trucking or retail trade industries do involves such a "temporary endeavor undertaken to create a unique product or service. for example. 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).ig) f Another way of looking at what impacts project success is to analyze an organization's structure. Most economic activities in the world are projectized to some degree. organizations-and civilization itself-will become more projectized. Providing some sample dimensions of the world of projects will contribute to elevating and clarifying the general consciousness on the subject of projects. The construction industry. A landmark study by Gobeli and Larson in this issue examined more than 1. every time it makes a movie. schedule. Project Dimensions As the project management profession gains in recognition and size.
Section Two -The Project motor vehicle manufacturing. helps in determining how much of the output of each of these and other industries is project-driven. internal and external m Better testing platforms B Better documentation of applications and systems II Improved client relations B Better project management discipline. are estimated to have spent up to $50 billion (US) (Young 2000. and creeping project scope. government spent $8. "It was the ultimate cross-functional.37-41) The PMI Project Management Fact Book 25 . therefore. The Gartner Group estimates $300 billion (US) will have been spent worldwide on projects surrounding the Y2K issue. do-more-with-less. Quick return to business at hand + Better change and configuration management processes II Better help desk procedures m Better communications. Y2K The event known as "Y2K" captured the attention and imagination of business. immovable deadline project" (Young 2000. has been described as a classic example of good project management averting a potential disaster. Businesses in the U. and society for several years and especially toward the end. late starts. and fabricated metal products industries. limited budgets.S. while dismissed by some as a non-event. governments. Assessing how much is expended on projects. as the world prepared for the arrival of 2000. In the face of a fixed deadline. among others.34 billion (US) on Y2K efforts. Some put the figure as high as $600 billion (US). (Young 2000.S. 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 B No degradation of company good will I a.38). Y2K. oil and gas extraction. The United States Office of Management and Budget estimates that the U. 3741).
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. 70-76). with only one forced outage (Smith 2000. The small Canadian municipality of Parry Sound. They were able to coordinate these successfully through the application of project portfolio management methods (Mens and Nelson 2000. up from the original budget of $282 million (US). which involved hiring.1 billion (US) (Levinson 2000). Ontario.2 percent availability during the first year of its operation. The entire 2001 Mars Odyssey project ended up costing $305 million (US).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. retaining.28-29). The Big Dig in Boston. Canada. ranging in scope from one person to the construction of an $8. planned and initiated forty-four new economic development and growth projects in a one-year span. The Sydney Organizing Committee. 6).3536).400 employees and 50.2 million (US) under budget (Holtzman 2001. in a three and a half-year project involving dozens of Portland General Electric (Oregon USA) employees and more than ten subcontractor firms. training. was projected in 1982 to cost $2. and managing 2. the Delesto 2 cogeneration electrical power plant--one of the largest of its kind in Europeoperated at 97. The project cost $21. and disposing of a full-sized commercial nuclear reactor. in Sydney.2 billion (US). 26 The PMI Project Management Fact Book . The PMI 2000 International Project of the Year. As of January 2001. $4.000 volunteers for temporary assignments ranging up to six years (Sunoo 2000.9 million (US). the project is targeted for completion in 2004 and is expected to cost $14.Trojan The Reactor Vessel and Internals Removal Project-succeeded in removing. successfully met the human resources challenges of putting on the 2000 Olympic Games. excluding the launch (Associated Press International 2001). Australia.37 million (US) performing arts center. transporting.
a 55-acre theme park. Economic development in an area of extreme poverty poses a range of challenges to the governments of Chad and Cameroon. will contribute additional insights that will enhance the practice of project management in the new millennium.4 billion (US) (Stephan 2001. Following are a few interesting examples of special challenges in project management. with heavy dependence on technology tools.. environmental management. These include: the use of public revenues. timelines. and social impact (Africa News Service 2001). As the data included here demonstrates. or mastering virtual project management-at long distance. and human planning errors. etc. Project Challenges All projects are not created equal. Total project costs are estimated at $1. and cultures. and 300. which are collaboratingon the $3. Further analysis of existing data and collection of new data on project expenditures. its physical demands. new types of challenges have emerged. and shopping complex. 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. 12-15). the adequacy of civil society participation. Furthermore. governments.7 billion (US) ChadCameroon Petroleum Project. and progress in building institutional capacity. California USA. resources. in the era of cyber-business. The leading challenge of a project may derive from its complexity of scope. and the challenges of managing projects can be as varied as the undertakings themselves. including a 750-room hotel. governance. The PMI Project Management Fact Book 27 . among other factors. dining. the dimensions of major projects can touch upon every aspect of the global economy. such as creating the best way to manage the implementation of an e-commerce strategy. its involvement of multiple companies.Section Two -The Project m The Walt Disney Company created three new major expan- sions to the Disneyland Resort in Anaheim.000 square foot entertainment.
Unrealistic and over-ambitious scheduling is the main challenge being faced by developers of the Diplomat Resort just north of Miami.S. Government's Federal Aviation Administration (FAA).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. includes more than 700 facilities and structures containing nineteen metric tons of uranium and plutonium requiring rigorous safety procedures. Department of Energy's Rocky Flats Site. the American space agency announced that another reusable rocket. 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. 56). the site manager 28 The PMI Project Management Fact Book . had been scrapped.Section Two -The Project Repeated project failures can make it extremely difficult for an organization to continue getting the funding and support needed to accomplish its goals. Florida USA.S. these NASA resolutions add up to over $1 billion (US) worth of canceled projects (David 2001). To meet the planning needs of this project. Implementation of appropriate systems to track financial data and property management information has proven to be a troublesome project for the U. on 385 acres of land.000 to 18. In addition. a venture that aimed to create a single-stage-to-orbit spaceliner. In total. a manufacturing facility using a variety of radioactive and hazardous materials. The site. According to an internal audit memorandum.9 million (US) (Mead 2001). was being axed. It is now more than a year behind schedule. The $600 million (US) project has seen slipping schedules and creeping costs. Project planning complexityis the overriding challenge of a project aimed at closing the U. the X-34. plagued with clashing opinions and a multitude of unforeseen technical and legal issues (Engineering NewsRecord 2001. 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. The National Aeronautics and Space Administration (NASA) announced in March 2001 that the problem-plagued X-33 spaceplane project.
92-95). 35). based in Yokahama. Furthermore. 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. and the lost time incident rate was zero. a U.3 billion (US) project. It will be four to six years behind schedule. Technology a d v a n c e s create scheduling and cost challenges.5 (Ishikura and Kadoyama 2000. A cross cultural project involving the Iranian government. The extra costs include $50 million (US) for additional project management (Hotz 2000. Information systems (IS) organizations often experience project delays and cost overruns.The Project 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). is only half-finished and may be up to two years late (Reuters News Service 2001). the $2. is expected to cost $4 billion (US) versus the $2 billion (US) originally estimated. lost time injury/illness hours were one-half the industry average. 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.29A).Section Two . The PMI Project Management Fact Book 29 . 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. has experienced delays in completing a nuclear power plant in the Gulf port of Bushehr.S. Nevertheless. government project intended to result in the development of the world's most powerful laser and the achievement of atomic fusion. A complex. against an industry average of 1. awarded to the Chiyoda Corporation. Japan. working with Russian contractors. but after seven years of construction. due to competitive pressures and rapid technological changes. was completed within budget and eight months ahead of schedule. The $800 million (US) project was supposed to have been completed in 2002. The National Ignition Facility at the Lawrence Livermore National Laboratory. among other factors.
to sevenyear cycle to something approaching three years or less.The Project The British construction industry.Section Two . where the most fundamental project is the development of new drugs and their introduction to the market. A centerpiece of this shift in approach will need to be a strong centralized project management capability "with world-class competency. experts believe companies will have to take a radical approach to managing people. 14-17). which are impacting needed skills and industry employment conditions (Miozzo and Ivory 2000. 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. 30 The PMI Project Management Fact Book . organizations. are facing shrinking operating margins and heightened competitive pressures. In order to reduce product development time from its current six. continues to be faced with what they describe as "the adversarial relations associated with the traditional contacting system. and process. according to some experts.513-31). Pharmaceutical research and development organizations. managing schedules that measure slippage in hours" (Gugliotti 2001." in spite of new developments in project management and related technologies.
more than 27. 25 percent are female. s I Eighty-nine percent have college degrees. as evidenced by the unprecedented growth of membership in the Project Management Institute (PMIm) to more than 70. The PMI Project Management Fact Book 31 . In addition. Project Management Practitioner Profile Based on PMI member demographics.000 members.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.Section Three Individuals Working in Project Management The project management profession has witnessed explosive growth over the past five years. the profile of those individuals working in the project management profession is as follows: i Seventy-five percent are male. 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.
Section Three -Individuals Working in Project Management ++ 25% Female 75% Male ll%Without College Degrees 89% With College Degrees 64% Without PMP@ Certi 36% With PMP@ cation Figure 6 Project Management Practitioner Profiles im Eighteen percent are between twenty-five and thirty-four years of age. Individuals are found working in project management in all industries.228-29) 32 The PMI Project Management Fact Book . 8 percent are fifty-five or above. (PMI Project Management Salary Survey 2000. According to PMI data. 180. 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 I CommerciaVHeavy Industrial Construction B KI Web Technology. RS Thirty-six percent have earned their PMP" certification credential. 74 percent are between thirty-five and fiftyfour.
Other frequently mentioned roles include the following: s Consulting.org). project engineer. Some of those working in the profession use titles other than the ones mentioned here (PMIProject Management Salary Survey 2000. (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. Job Title The primary job title in the profession has been identified as project manager (40 percent).pmi. (PMIProject Management Salary Survey 2000. 17.Section Three . 91). project team leader. 182) I The PMI Project Management Fact Book 33 . project management consultant/advisor. 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. 176). The remaining 48 percent are engaged in or managing four or more projects simultaneously (PMI Project Management Salary Survey 2000. Other ways to identify roles through job titles include director of project/program management. 16 percent s Time Management/Scheduling/Planning. and project coordinator. 16 percent m Information/Computers. 15 percent.Individuals Working in Project Management Professional Ethics Both PMI members and PMPs subscribe to and conduct business according to codes of conduct (www. followed by program manager (12 percent).
As organizations become mature and projectized. While there is a need for extensive research on career paths in the profession. Ultimately.Individuals Working in Project Management Career Path In the early days of project management. product development. and then into management of a portfolio of projects or a program. 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. as people in various positions were assigned to work on projects in addition to their other duties. 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. project management evolved largely as an assigned profession. Eighty-five percent say the project management career path is connected to roles in upper management. Initially.Section Three . their careers were defined by what was regarded as their chosen professionsengineering. In this role. A next step would be a director or vice-president level with broad oversight of an array of project managers and their projects. successful executive performance in this position could lead to opportunities at the Chief Executive Officer (CEO) level (PMI Research Department 2001). etc. advancing naturally from low-cost. there was no real career path specifically for those practicing this discipline. chemistry. low-risk projects into higher-cost. the position of Chief Project Officer (CPO) may evolve. higher-risk projects. 225). there already exists a logical progression of skills and responsibilities. though only 24 percent say this is clearly defined and in writing. a CPO would be charged with ensuring that the planning and implementation of projects were inseparable from the advancement and fulfillment of corporate strategy. 34 The PMI Project Management Fact Book . 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.
m The greatest deficiency among stakeholders. team building. and other techniques.Section Three . As set forth in the A Guide to the Project Management Body of Knowkdge (PMBOP Guide) .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. supervision. (PMI 2000 Needs Assessment 2000. Managing oneself through personal time management. is in understanding project management theory and the role of the project manager. I Organizational structures. Managing work relationships through motivation. sales and marketing. and other techniques. benefits. research and development. compensation. other than project managers and project team members. (FMBOP Guide 2000. conflict management. stress management. topics in broad subject areas dealing with general management include: Finance and accounting. tactical planning. I personnel administration. delegation.21) The PMI Project Management Fact Book 35 . organizational behavior. and manufacturing and distribution. skills. and career paths. and methods and scheduling/planning. and operational I planning. I Strategic planning.Individuals Working in Project Management '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. Skill in any number of general-management areas may be required on any given project.2000 Edition.
Project Communications Management is the application of these broad concepts to the specific needs of a project-for example. managerial (a functional group is not producing according to plan). and at many levels of the project. Negotiations occur around many issues. Problems may be internal (a key employee is reassigned to another project) or external (a permit required to begin work is delayed). mediation and arbitration are two types of assisted negotiation. . . Problem definition requires distinguishing between causes and symptoms. bureaucratic.. ~rMotivating and inspiring-helping people energize themselves to overcome political. and then making a choice from among them. and to whom to report project performance. Decisions can be made or obtained (from 36 The PMI Project Management Fact Book .. r Aligning people-communicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision. Problem solving involves a combination of problem definition and decision-making. Negotiating involves conferring with others to come to terms with them or reach an agreement.. Communicating involves the exchange of information. in what form.Section Three. Problems may be technical (differences of opinion about the best way to design a product). at many times. or interpersonal (personality or style clashes). and resource barriers to change. when.. 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. as outlined in the P M B O P Guide .Individuals Working in Project Management Also. 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 .2000 Edition.. deciding how. Agreements may be negotiated directly or with assistance. Decision-making includes analyzing the problem to identify viable solutions.. unambiguous. The sender is responsible for making the information clear.
customer. from beginning to end.Section Three . with direct accountabilityfor project execution while leading a team. and 7 percent being self-employed (1 percent. to accomplish specific objectives in a given time frame and with limited resources. 24-25) Employment Status Project management personnel indicate overwhelmingly that they work full time. Once made. from the team. 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. Scope of Responsibility According to the PMI Project Management Salary Survey . 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. decisions must be implemented.173). and numerous others. Influencing the organization involves the ability to "get things done. on a worldwide basis." It requires an understanding of both the formal and informal structures of all the organizations involved-the performing organization. All others in project management report a wide range of types of responsibility. Manage all aspects of project. with 92 percent working for an employer. or from a functional manager). (PMBOP Guide 2000.Individuals Working in Project Management the customer. The PMI Project Management Fact Book 37 . nearly half of project management personnel describe their scope of responsibilities as follows: Responsible for directing large projects or a multitude of smaller projects. or teams. Influencing the organization also requires an understanding of the mechanics of power and politics. no answer). contractors. as appropriate.2000 Edition. partners.
Provide support to the project or program office and facilitate process implementation (12 percent). and consultation to project managers and the organization. which is designed to accomplish broad goals of the program to which these individual projects contribute (13 percent). Level 2: Direct responsibility of total program execution. Level 6: mically report to Project Manager and run certain segments or critical work packages of the project. Level 4: Work within or outside of a project or program office providing support. Manage all aspects of the project. Level 5: Combine technical expertise essential to project execution. Usually a technical specialist residing within the organization who is not normally held accountable for the project (1 percent). 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. to accomplish specific objectives in a given time frame and with limited resources (45 percent).Individuals Working in Project Management Below are detailed descriptions of the various levels within project management and the percentages of individuals identifying themselves with each. Level 3: Responsible for directing large projects or a multitude of smaller projects. from beginning to end.2000 Edition: Level 1: Accountable for the strategy and performance of the overall organization or division (10 percent). 38 The PMI Project Management Fact Book . executed over a broad period of time. training. as presented in the PMI Project Management Salary Survey . with direct accountability for project execution while leading a team or teams.Section Three . The program typically requires accountability for a related series of projects. with management of project task(s) implementation while leading task specialists (8 percent).
Fifty-six percent worked forty-one to fifty hours per week. The typical worker had been with his current employer for five and one-half years.1 Section Three . (PMI Project Management Salary Survey 2000. and publish detailed planning and scheduling for the project (2 percent).Individuals Working in Project Management Level 8: Administer or supervise support services for project. Individuals in the United States. 184-85) 'project Management Experience and Work History The typical individual working in project management has been in the profession for eight years.212. Level 9: Track. coordinate. Three out of ten (31 percent) had relocated with the same employer in the past five years (PMI Project Management Salary Survey 2000. +-Typical Work Week ' Three out of four individuals working in project management (75 percent) worked more than forty hours per week. while 21 percent had worked in this field for at least fifteen years (see Figure 7).218). and maintain project management information system that provides adequate information with which to manage the project (2 percent). and had changed employers at least once in the past five years. 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). Function as an individual contributor or serve as an interface with other specialists in respective departments (3 percent). 11. Three out of ten have worked in project management for five or fewer years. Level 11: None of the above applies. Develop. implement. Level 10: Team member from a functional department or project office with recognized specialty or "expert" status within the respective organization. The PMI Project Management Fact Book 39 .
228) G Level of Education Forty-six percent of those working in project management have undergraduate college degrees. 5). 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.228). there are 27. Geographic Area Estimated Median Number of Years Worked in Project Management 8 years Asia AustraliaINew Zealand Canada Europe Latin America Middle East United States Total Global Sample 10 years 7 years 10 years 1 years 1 13 years 8 years 8 years Figure 7 Years o Project Management Experience. while 43 percent have either master's or doctoral degrees (PMI Project Management Salary Suwey 2000. According to PMI's 2000 in Review. by Geographic Area f (PMIProject Management Salary Survey 2000. The PMI Certification Program continues to play a role in promoting a discipline that is consistently evolving and growing. The PMP credential is the world's most recognized credential of choice for the project management profession.Section Three .053 individuals who have acquired the PMP credential (2000 in Review 2001. 40 The PMI Project Management Fact Book .Individuals Working in Project Management w.
Smaller percentages receive other types of benefits: rr Relocatiordtravel bonus. r Three out of ten receive stock options.493 (US) for the 25 to 34 age group.157 (US). and other annual compensation. 14 percent.809 (US) and Latin America at $79. followed by the United States at $87. compared to $62. 18 percent rr Free participation in stock purchases. at $102. earlier in this Section). 17 percent a Vehicle.152 (US) for the 45 to 54 age group. 20 percent ria Club memberships. 132) 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. 43. Total compensation is defined as annual salary. m Project management personnel receive an average of nineteen vacation days annually ar Forty-seven percent receive performance incentives. The PMI Project Management Fact Book 41 . The highest average total compensation by geographic area was in Asia. 18.883 (US). annual deferred compensation.Section Three . Average earnings for those fifty-five to sixty-four years of age were the highest. and 76 percent receive contributions into a retirement plan from their employer. and 79 percent receive long-term disability insurance. and $92.975 (US). 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. ~rr Ninety-two percent receive healthcare insurance. 76 percent receive life insurance. 28.389 (US).Individuals Working in Project Management 1 Compensation and Benefits Individuals working in project management had an annual median total compensation of $75. annual bonus/overtime. with $111. $79. (PMI Project Management Salary Survey 2000.000 (US) and an annual average total compensation of $82.471 (US) for the 35 to 44 age group. 15 percent R Tickets to events.
64. Industries with the lowest mean total compensation are as follows (US dollars): Automation Services $66.967 Web Technology $103.318 rr Health/Human/Social Services $68.373 m Academia $67. 59.360. by Scope (US dollars) (PMI Project Management Salary Survey 2000.Section Three -Individuals Working in Project Management Figure 8 Global Average Total Compensation.733 Chemical $101. Industries with the highest mean total compensation for those working in project management areas are as follows (US dollars): ElectricaVElectronic $111. (PMI Project Management Salary Survey 2000.290 Utilities $101.646 Public Administration/Government $70.512 Other Business Activities $69.74) 42 The PMI Project Management Fact Book . 64.802 International Development $104. 74) The average total compensation by position or title is illustrated in Figure 9. 59.192.
74) .Individuals Working in Project Management Figure 9 Global Average Total Compensation. 64. by Position (US dollars) (PMI Pmject Management Salary Survey 2000. 59.Section Three .
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. the availability of academic degrees and programs in project management. approaches to getting business done. The PMI Project Management Fact Book 45 . have altered their structure to facilitate more effective cross-functional. just as the nature of business and technology is evolving. Not surprisingly. project-oriented.Section Four The Environment of Project Management The environment in which project management is practiced has been rapidly evolving. and many organizations. and a surge of interest in the Project Management Institute (PMF) and its publications. having practiced project management over time. the growing acceptance of project management has been evidenced in increased organizational support for certification of Project Management Professionals (PMP?.
health. 46 The PMI Project Management Fact Book . 32). profiled in the same issue. 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. involved the United Nations and more than a dozen other international organizations working together on Internet Project Kosovo. The resulting benchmark of high-level adoption of project management is PMI's list of organizations with more than 100 PMI members. and community organizations" (Fleischer 2001. allowing a virtually non-stop electronic dialogue and review and revision process (Singer 2001. 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. 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. and Scotland. media. the 1999-2000 membership growth rate was slightly higher among members outside of the United States and Canada (see Figure 10). 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. In fact. to "address the urgent communication needs of the international humanitarian community in Kosovo and to provide free Internet access to local educational. Australia. iv).Section Four -The Environment of Project Management 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. 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. Another example. Dramatic examples of the globalization of project management appear frequently in the news and in industry publications. 36).
Incorporated s CTG Resources.755 41.2000) 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.Section Four -The Environment of Project Management 1999 Non-U. by Geographic Area (PMI Fact Sheet 1999.669 Percent Member Growth 27. LLC s Cargill./Canada United States Canada 2000 9.53% 25. Incorporated s EDS The PMI Project Management Fact Book 47 . Incorporated ~rComputer Sciences Corporation Compuware Corporation E CSC Consulting. Incorporated E Compaq Computer Corporation s Complete Business Solutions. Incorporated m Decision Consultants.101 Figure 10 PMI Membership Growth. Incorporated r BellSouth Corporation s Blue Cross Blue Shield Association Boeing Company s Cambridge Technology Partners Massachusetts.S. Incorporated E Deloitte & Touche LLP m DMR Group. Incorporated m CBS Corporation ~rCGI Group.142 6.899 52. Incorporated r Cap Gemini Ernst & Young U. Incorporated r Cisco Systems.70% 7.S.467 7.65% 27.
Incorporated rm Siemens Aktiengesellschaft w Sprint Corporation m State Farm Mutual Automobile Insurance Company I Syntel.Section Four . Incorporated rrr Lockheed Martin Corporation a Lucent Technologies. Incorporated KPMG Consulting. Incorporated r Raytheon Company a Robbins-Gioia LLC Sabre Holdings Corporation II Science Applications International. Incorporated m Worldcom. Incorporated m Telcordia Technologies.The Environment of Project Management m Ericsson Business Networks AB w FedEx Corporation Enterprises. Incorporated w Telus Corporation m Unisys Corporation II United States Department of the Army I USAA Capital Corporation R w Verizon Communications. Incorporated rr marchFIRST. Incorporated I E ~ IBM m Johnson Controls Incorporated r Keane. (PMIFact Sheet 2000. Incorporated nr Motorola. PMI Membership Services Department 2001) ~rFluor 48 The PMI Project Management Fact Book . Incorporated United States General Services Administration r Hewlett Packard Company hi Honeywell International. Incorporated r Xerox Corporation. Incorporated s PricewaterhouseCoopers r Qwest Communications International. Incorporated II NCR Corporation m NEC Corporation II Nortel Networks Corporation ~ll Pfizer.
Unless additional temporary or permanent modifications to the structure are implemented. These structural modifications can involve any point along the organization structure continuum.5). Enhancing the project management maturity of an organization involves the development and improvement of an array of capabilities (Schlichter 2000. The structure of an organization can have a direct influence on the successful delivery of project results (see "Project Performance Measures" in Section Two). As is becoming more apparent through application and the literature. The PMI Project Management Fact Book . 18-20). The balance of functionalism and projectization will be different within each f matrix organization (A Guide to the Project Management Body o Knowledge (PMBOP Guide) . the broadest array of projects can be conducted most successfully within an organizational structure that has adopted management by projects. 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. On the other hand.1.2000. Consequently project management has a broader impact than that confined within the scope of each individual project. a strict functional organization generally can conduct projects successfully only within the confines of a specific function. Both the way in which projects are aligned to corporate strategy and the organizational infrastructure for conducting projects impact the successful delivery of results. In addition to organizational structure. the degree to which project management practice has permeated an organization increases the potential for project success. While projects can be conducted successfully within any type of organizational structure. conflicts tend to arise between functional units. projects provide a very effective approach for the attainment of corporate strategy.Section Four T h e Environment of Project Management 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. and the result is referred to as a matrix organization.
the estimated total number of employees in the organization. The program typically requires accountabilityfor a related series of projects. from beginning to end. and the resulting ratios. 11. Provide support to the project or program office and facilitate process implementation. under Scope of Responsibility. using limited resources. Twenty-five percent have responsibilities defined as one of the following: n "Direct responsibility of total program execution. Ratio of Project Management Personnel to Total Employees The estimated number of project management personnel employed per organization (by geographic area)." 'Work within or outside of a project or program office providing support.Section Four . and consultation to project managers and the organization. while leading a team or teams to accomplish specific objectives. 185) A complete listing of project management levels and their respective responsibilities can be found in Section Three. training.The Environment of Project Management 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. 50 The PMI Project Management Fact Book . executed over a broad period of time. They manage-and have direct responsibility for-all aspects of the project. which is designed to accomplish broad goals of the program to which these individual projects contribute. These objectives are accomplished in a specified time frame. are shown in Figure 11." (PMI Project Management Salary Survey 2000. Forty-five percent are responsible for directing large projects or many smaller projects.
Thirty-nine percent of project management personnel say they belong to professional associations in addition to PMI.The Environment of Project Management Geographic Area Support for Professional Affiliations Sixty-eight percent of PMI members report that their employers pay their PMI membership dues.-Association for the Advancement of Cost Engineering m APICSThe Educational Society for Resource Management m ASCEAmerican Society of Civil Engineers m ASME International-The American Society of Mechanical Engineers ASQAmerican Society for Quality s IEEE-Institute of Electrical and Electronics Engineers. ii. 11) m e PMI Project Management Fact Book 51 . 1nc.Section Four . Inc. Cross membership is most likely in the following organizations: m AACE International. (PMI 2000 Needs Assessment 2000.
52 The PMI Project Management Fact Book . 68 percent of employers cover the examination application fee. Sixty-five percent of employers pay for meetings and training. In addition to those shown. there are PMPs in about thirty other countries where none existed in 1997. Figure 12 shows countries with significant growth. Approximately 60 percent of employers support maintaining PMP certification and pay for any meetings and training required (PMI Project Management Salary Survey 2000. 57 percent of employers recommend striving for PMP certification. 172).-- Section Four -The Environment of Project Management 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. 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.
www. majors. Project Management Literature The literature for and about the knowledge.500 records of published research articles relating to project management (Kloppenborg 2000. offers over 1. an extensive amount of project management research has been conducted and reported in the last forty years. In response to the demand for all forms of professional development in project management. In support of the numerous books published about project management and aligned fields.Section Four . PMI. and at least five offering undergraduate degrees. and government agencies offer curriculum-based.pmi. - The PMI Project Management Fact Book 53 .000 books through its online bookstore (The Library of Congress Online Database 2001. training companies. In research repor?ed in the English language alone. there are over 3. and application of the project management profession continues to expand. a growing number of academic institutions offer graduate degrees in a range of fields with specialties. and/or theses in project management. Over 500 books have been written about project management. businesses. There are at least eight universities offering a doctoral program in project management. the largest publisher of project management books. multi-course certificates in project management (PMI Research Department 2001).The Environment of Project Management Project Management Academic Degrees and Programs As the project management profession has evolved.org). and there are almost fifty (including the eight in Figure 12) offering a master's program. In addition. a large number of academic institutions. 52). there has been an increase in the number and array of academic institutions offering degrees in project management. several thousand books have been written about fields and disciplines closely aligned with project management. Furthermore. practices. Some institutions offering academic degrees and programs in project management can be found in Appendix G.
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. 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 . 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. Iceland.Section Four -The Environment of Project Management Worldwide Cooperating Organizations As of the end of December 2000. 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. Finland. strategic business case for project management practices. (2000 in Review 2001. 54 The PMI Project Management Fact Book .
59. software. the central challenge remains to "demonstrate that the project office is helping to improve the company's bottom line" (Young 2001." 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. 21). The PMI Project Management Fact Book 55 ." Furthermore. 32). 2001.The Environment of Project Management This is a prime area for potential research. etc. Whatever the project office's scope.2000 Edition. 61-62). A project office may operate on a continuum from providing support functions to project managers in the form of training... 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. until some crisis awakens their interest. templates.. to actually being responsible for the results of the project" (2000. "there is a range of uses for what constitutes a project office. Currently according to the PMBOP Guide . One research team has indicated that "although senior executives were interested in services that were aligned to their strategic business and personal goals. Fxtensive interest has evolved in regard to the concept of the project management office.Section Four . they did not consider project management capable of fulfilling these goals. the team stated: "Project management is not typically considered a concern of senior executives .
best-of-class seminars and educational programs. PMI is indeed the premier organization serving those working in project management in all industries including engineering. In addition. The Institute establishes project management standards.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). pharmaceutical. utility financial services. and information technology. telecommunications. 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. advances the body of project management knowledge. PMI has become the organization of choice for individuals around the globe who work or are interested in project management. automotive. Since its founding in 1969. 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 PMI Project Management Fact Book 57 . aerospace. and offers world-renown. PMI represents members worldwide actively advancing the project management profession. construction.
ra PMI's strategic objectives are assertively pursued globally for the profession and PMI members. are as follows: Overarching Ends Statement (Why PMI Exists) Professionalism in project management for the global community through practices that address appropriate local. a Project management is globally recognized and valued. The resulting Ends Policies serve to guide and direct the activities of the global organization. (2000 in Review 2001. products and services are available for appropriate members of the project management community at a reasonable cost. 58 The PMI Project Management Fact Book . 6) The complete text of PMI's Ends Policies can be found in Appendix A.Section Five-The Project Management Institute Governance The leadership of PMI is the responsibility of its member-elected Board of Directors. s Project management contributes to social good and achievement. 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. m Project management benefits from a supportive community. PMI programs. national and global requirements. These policies dictate what benefits are to be created for which groups of people or needs and at what cost/value. a Professionals in project management are knowledgeable and skilled. Supporting Ends Statements (Results to be Achieved) m Project management is a profession. An abbreviated extract of the Ends Policies developed in 2000 for implementation in 2001 and beyond. The Ends Policies established by the Board reinforce the vision of the organization and establishes the association's strategic direction. whose members volunteer their time and expertise to help advance the profession and make PMI the global leader in the profession.
" And.org). 7) Implementation of Ends Policies The PMI Headquarters Executive Director and management staff are charged with the responsibility to define programs. An enhanced planning process is used to reflect the origins of all Institute activities. and services that will help implement the Board's Ends Policies.- Section Five -The Project Management Institute Board of Directors According to PMI's Bylaws. "The Institute shall be governed by an elected PMI Board of Directors (PMI Board). The flow chart in Figure 13 illustrates the process used to develop the annual program plan and budget. 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. aligned with the Board's Ends Policies. According to PMI's 2000 in Review: This process has provided management with a five-year operational vision. (2000 in Review 2001. starting with the Board's Ends Statements. which will be continually refined and used to direct the The PMI Project Management Fact Book 59 . products. 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 ca Global Project Action Team (GPN) i EB Governance Performance Committee m Joint Advisory Council (JAC) Nominating Committee ar Technical Activities Center (TAC).pmi. It is the duty of the PMI Board to carry out the purposes and objectives of the nonprofit corporation.
Section Five -The Project Management Institute
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).
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.
The PMI Project Management Fact Book
Section Five -The
Project Management Institute
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 o Knowledge f (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.
Throughout its history, PMI has experienced tremendous worldwide tifi membership growth. Net membership growth has exceeded over 30 percent annually since 1995. What began as an organization of
The PMI Project Management Fact Book
Section Five -The Project Management Institute
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).
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.
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.
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-
The PMI Project Management Fact Book
These Member Ethical Standards have now become an inseparable obligation of individuals joining the Institute. The PMI Project Management Fact Book 63 . it is necessary to have a code of ethics and standards of conduct.Section Five -The Project Management Institute 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.org) fession.prni.
Section Five -The Project Management Institute
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 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).
The PMI Project Management Fact Book
Section Five -The Project Management Institute
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.
The PMI Project Management Fact Book
Section Five -The
Project Management institute
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)
The global dimensions of PMI's outreach are documented in 2000
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
The PMI Project Management Fact Book
pmi. 13. PMI Chapters in Germany and Austria formed a partnership to provide services and programs for their members in their native language. the International Project Leadership Conference in Paris.Section Five -The Project Management Institute regional conferences. Specific Interest Groups. France and the ABT Project Leadership Conference in San Francisco." The program was designed to enhance the awareness and understanding of attendees about the effect culture has on professional and personal interactions. California. PM17s overall trade-show program supported twenty-two Headquarters and component events. The PMI Global Assembly was unveiled at PMI 2000 in Houston. 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. Chapters Definition of Chapter: 'Rgroup of Institute members within a distinct and definable geographical area" (www. The PMI Project Management Fact Book 67 . The Information Systems. The theme of the inaugural event was "Cultural Competencies in Project Management. California USA.151 Components According to PMI's Bylaws. (2000 in Review 2001. USA. Texas USA. 5.org). Plus. The shows included Project World-Anaheim. and Colleges. PMI's components are comprised of Chapters. E-Business.org).pmi. "The primary purposes of Components shall be to advance the general and specific purposes of PMI" (www. 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. PMI reached into various markets by supporting key trade shows.
Specific Interest Groups Definition of SIG: 'X group of Institute members representing specific interests. with no distinct and definable geographic location. a 29 percent increase from 1999 to 2000. 68 The PMI Project Management Fact Book . Chapters in Northern and Southern California immediately followed (PMI Fact Sheet 2000. there were 168 PMI Chapters throughout the world. 6). Texas USA in 1974.000. 30 Years of Project Management Excellence 1999. with membership in Chapters over 60.Section Five -The Project Management Institute PMI Component Facts (2000in Review 2001.5) Number in Program: As of 31 December 2000.org).pmi. The first PMI Chapter was chartered in Houston. A complete list of Chapters is found in Appendix C. and i l where the actual or potential number of SIG members wl create a viable subsidiary organization of the Institute" (www.
and publications. The PMI Project Management Fact Book 69 . The concept of PMI SIGs was officially adopted at the PMI Board of Directors meeting in 1992. The Institute's SIGs operate in a global environment (2000 in Review 2001.Section Five -The Project Management Institute Industry-specificinterest in project management is a theme in the developing environment of this profession. teleconferences. networking directory. 5). Five new l SIGs received charters between 1999 and 2000. PMI Worldwide Component Affairs Department 2001). Since SIG membership has no geographical boundaries.867. an 82 percent increase from 1999 to 2000 (2000 in Review 2001. PMI has seen a steady increase in forming and joining industry.pmi. 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). technical tracks at PMI Seminars & Symposium. SIG membership gives PMI members the opportunity to network with peers with similar interests. with a total membership in al SIGs reaching 37. which it continuously develops and makes available to the profession" (www. but are not limited to.org). among other benefits (www.org). quarterly newsletters. 16). SIG members generally meet face to face once a year at PMI's Annual Seminars & Symposium. seminars.pmi. SIGs participate in a wide range of activities.024. The first College was founded in 1999 (30 Years of Project Management Excellence 1999. 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. which include.and interestrelated SIGs. Number in Program: PMI College membership has grown to 1. the Project Management Institute has twenty-five chartered SIGs and ten potential SIGs. Number in Program: As of 31 December 2000. interactive web sites. 5.
org) Certification Program Alliances Relationships are continually sought with PMI's Certification Program. U. providing participants with new perspectives and understanding of issues important to the global marketplace. PMI Corporate Council participants.4-5). 70 The PMI Project Management Fact Book .pmi. programs.org).The Project Management Institute Corporate Involvement and Participation Corporate Council Program PMI introduced its new global Corporate Council Program in 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. PMI obtained a better understanding of the needs and challenges these leading companies are experiencing and will continue to experience in the coming years. These alliances include numerous Fortune 500 companies as well as Singapore Computer Society. Arizona USA. Armed with that knowledge. PMI can more effectively develop products. The first Executive Forum was held in November of that year in Phoenix. targeted to senior corporate executives and intended to support companies' strategic project management needs. 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. At the same time. (www. as of 31 December 2000. Washington Government Group. and services to meet the needs of global corporations and to prepare our membership to face the challenges that lie ahead (www. State of Oregon.pmi. State of North Dakota. focusing on the role that knowledge management plays in organizational cultures worldwide (2000 in Review 2001.S. The Executive Forum was held as a key element of the PMI Corporate Council.Section Five .
Recruiters can search the CareerLink Directory of r6umCs for PMI members seeking employment opportunities.pmi. in the CareerLink Directory where employers look to fill their project management positions. where professionals in project management search for career advancement opportunities. Job opportunities and payment submitted online. Members also can create a r6sumC online and choose whether to make it public or keep the listing confidential (www. Government of the People's Republic of China (2000 in Review 2001.14)." The PMI Project Management Fact Book 71 . Advanced search capabilities permit specifying job criteria for more effective searches.Section Five -The Project Management Institute Department of Energy and the Training Center Administration for Foreign Experts Affairs. Job seekers are able to search the database of project management job postings online at no charge. as well as career and professional development resources. 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. Enhanced technology permits responding to job seekers immediately. at no charge. online. via a secure site.org) . The services include project management job postings and the CareerLink Directory of PMI member rCsumCs. Advanced search capabilities allow effective navigation through the rbum6 listings. Users can answer job advertisements immediately by sending a r6sumC to employers. is fully searchable on the web site within twenty-four hours of submission. online. Employers can post project management positions on the PMI web site. The list of companies with more than 100 PMI members can be found in Section Four under 'Rdoption of Project Management by Organizations. and more than sixty companies have more than 100 PMI members among their employees. Current PMI members can post rCsumCs. Group Billing Almost 400 organizations participate in PMI's Group Billing Plan.
Today. During 2000. 17). Our year-end numbers will be available when our annual audit is completed next year (during 2001).Section Five -The Project Management Institute 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. for perhaps the first time in PMI history That's also a historic achievement and another sign of organizationalstrength and maturity (Carter 2000b. The PMI Board of Directors approved the 2001-2002 Program Plan and Budget. 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. and consistently with applicable laws (PMI Certification Handbook 2001). We will end 2000 considerably ahead of budget-a trend hard to maintain but one we're committed to achieving. the PMP certification is recognized worldwide as the credential of choice for individuals who practice project management. citing a $25 million operating budget for 2001 ( 2 0 0 0 in Review 2001. impartially.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. the Institute implemented a program plan and budgeting process that aligned the organization's resources and activities with the association's Ends Policies. 1. we expect not only to be ahead of budget but also to meet existing policy and achieve a fully funded reserve fund. PMP Program requirements and eligibility standards are applied fairly. 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. 72 The PMI Project Management Fact Book . In PMI Today.
Enrolling in PMI's Project Management Professional Certification Program offers individuals a wide range of important benefits. 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. a 2.427 certification applicants and 7. 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 total number of PMPs certified in 2000 was 8.055. A certified PMP will proudly join a successful group of professionals who are enriching and advancing their careers and the project management profession (www. In addition. In 1999.org) .937 were certified.388 increase over 1999. The PMP credential symbolizes knowledge and accomplishment and is highly regarded by colleagues and employers. 8. The certification program has grown steadily over the past sixteen years. 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. representing an increase of 12 percent over 1999 when 7. culminating in over 27.815 certified applicants. there were 10.000 PMPs certified at the end of 2000 (PMI Certification Department 2001). The Project Management Professional Certification Program has continued to gain momentum and strength. Project Management Professional Growth Worldwide The total number of PMPs as of 31 December 2000 was 27.937. The PMI Project Management Fact Book 73 .pmi. a 977 increase over 1999. To achieve PMP certification.960 professionals were certified.Section Five -The Project Management Institute Program Inception The Institute began certifying Project Management Professionals in 1984. Global recognition and acceptance of the program has increased dramatically (see Figure 16). Participation increased in 2000.960 certified. when there were 12.
3) adherence to the PMP Code of Professional Conduct. executing. The education requirement for candidates is either a college degree or global equivalent. Every three years. and Project Management Office (PMO) have been approved by the PMI Certification Board Center. Candidates must document hours of experience over a three-year period in the project management process groups-initiating. Project Management Professional Certification Examination Requirements to attain PMP certification consist of four areas: 1) education.Section IWe -The Project Management Institute To maintain the value of the certification in the global marketplace. and closing projects-but are not required to have experience in all five areas to satisfy this requirement. it is offered in a computer-based format (PMI Certification Department 2001). planning. During 2000 PMI deployed its first Certificate of Added Qualification (CAQ"). PMI supports the ongoing evolution of the PMP Certification Examination by conducting item-development meetings and itemvalidation meetings throughout the year. At many sites. 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. After attaining the PMP credential. Information Technology-Networking.700 locations in over 100 countries around the world. The PMI Project Management Fact Book . The development of additional CAQs in Information Technology-Systems. a PMP must satisfya professional development requirement. a PMP must submit proof of earning sixty Professional Development Units (PDUs) to maintain his or her credential. controlling. 2) experience. 10). involving PMPs from around the world. Countries and Test Sites The PMP examination is administered at more than 1. and 4) passing the certification examination. The most sought-after and recognized project management credential remains the PMP (2000 in Review 2001. Ten PMPs were awarded this credential in Automotive Product Development. or a high school diploma or global equivalent.
4) controlling processes. French. forums.952 982 12% 14. Mandarin. educational aids. 2) planning processes. seminars. and the Professional Development Program. 3) executing processes.pmi. and Spanish. The Institute strives to respond to members' needs through a variety of programs and services. 37 percent (seventy-four questions).356 59% Facts (2000in Review 2001.934 7. Korean. Education The PMI membership consistently lists access to education and information as one of its top reasons for joining PMI. Italian. 24 percent (forty-eight questions). Japanese. including degree accreditation. The PMI Project Management Fact Book 75 . German. and 5) closing processes. 4 percent (eight questions).435 9. 28 percent (fifty-six questions).053 8.5) Languages In addition to English.079 5. the PMP Certification Examination is available in Brazilian-Portuguese. 7 percent (fourteen questions) [www.Section Five -The Project Management Institute Total PMPs Total Certified in 2000 Total Certified in 1999 Increase Increase % 2000 Certification Applicants 1999 Certification Applicants Increase Increase % Figure 16 PMP Certification 27. Examination Content The PMP exam consists of 200 multiple-choice questions in five categories: 1) initiating processes.org].
An authorized CEU provider since 1995. including PMI's first seminars in France. PMI's seminars in 2000 continued to be extremely well attended and highly rated. In 1995..500 hours of project management experience for the purpose of qualifying to take the PMI certification examinations.Section Five -The Project Management Institute Accreditation PMI. working with the Accreditation Member Advisory Group. IACET unconditionallyapproved PMI to continue issuing CEU credits for seminars offered through December 2004. eleven seminar topics were offered in two cities. Finally. SeminarsWorldTM offered ninety-eight seminars in nineteen cities throughout the world. PMI will also be implementing the PMI Approval Program for evaluation of programs of this nature. completed work on the new accreditation policy for degree programs in 2000. Interest in degree programs continues to grow. PMI's programs and processes were reviewed in accordance with IACET's five-year approval cycle. 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. 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). Mexico. 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. 76 The PMI Project Management Fact Book . Individuals successfully completing an accredited degree or approved curriculum will be credited with 1. and Singapore. in order to address the emergent number of non-degree programs awarding project management certificates or similar credentials.
The PMI research conference is set to be a biennial event. a groundbreaking global research conference.E.P Forum held in 2000 in Chicago. for the first time.000 PDUs toward renewal of certification. and two cooperating associations.E. Illinois USA." 150 academics. researchers. 220 learning vendors. Alist of Registered Education Providers is provided in Appendix E. The PMI Project Management Fact Book 77 . Another session will be conducted at PMI 2001 and.Section Five -The Project Management Institute Registered Education Provider Program PMI's Registered Education Provider (R. corporations. France.I? program finished its first full year of operation with the participation of 102 PMI Components. and their practice of the profession. its members. A significant milestone was the first R. The conference proceedings were published. ideas. In 2000 the association built on its heritage of defining and advancing the Project Management Body of Knowledge (PMBOKm).E.E) program is another area of partnership with the training and education community as well as with PMI components.000 PMPs reported over 160. a track of research papers will occur during the symposium. The Research Program conducted an Open Working Session at PMI 2000 to facilitate additional exchange of needs and solutions among interested professionals. The Institute's showcase research event for the year was PMI Research Conference 2000. Research PMI continues to advance and expand knowledge for and about the project management profession. The R. in June to share papers. 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 percent over 1999 (PMI Education Department 2001). Under the theme of "Project Management Research at the Turn of the Millennium. representing an increase of nearly 1. with the next one scheduled for 2002. and other professional associations. twenty-eight internal corporate training centers. and experiences. and practitioners gathered in Paris.
The book's predecessor. Furthermore.SofnYare Project Management Guide according to 12207. processes or services with which compliance is not mandatory" (2000. 9. rules.Section Five -The Project Management Institute Two external research projects are under way as a result of PMPs initiation and partial financial sponsorship.1996 Edition. for common and repeated use. Selling of Project Management to Senior Executives . Four additional external research investigations are being initiated in 2001. PMI's premier standards document. or characteristics for products. A Guide to the Project Management Body of Knowledge (PMBOP Guide) . PMI Standards Depamnent 2001).700 comments from members and stakeholders in the project management community on the Exposure Draft. 26). the Institute of Electrical and Electronics Engineers. it is used as an underlying reference in an International Organization for Standardization (ISO) Technical Report. guidelines. The publication of the PMBOP Guide .2000 Edition.2000 Edition: 'Rstandard is a document approved by a recognized body. Incorporated. In addition. 78 The PMI Project Management Fact Book . Additional projects to advance the knowledge and practices of the profession are under way (PMI Research Department 2001). remained an American National Standard approved by the American National Standards Institute (ANSI) until the 2000 Edition became the new standard. PMI provides global leadership in the development of standards for the practice of the project management profession throughout the world. the result of the project team's review of over 1.What's the Hook? and Quantifyrng Project Management's Value will report their findings when completed. IS0 TR 16543 . is the de facto global standard for managing projects in today's marketplace. PMI is committed to the continuous improvement and expansion of the PMBOP Guide. recognized the PMBOP Guide as an IEEE Standard. Standards As stated in the P M B O P Guide .2000 Edition was a major highlight of the year. that provides. and has several other Standards in various stages of development (2000 in Review 2001. P M B O P Guide .
and practice. technique. PMI Today is the monthly newsletter of PMI. the PMI membership. serving the project management profession. PM17s publishing products had grown in scope and relocated off campus to expanded facilities.2000 Edition E A Guide to the Project Management Body of Knowledge I (PMBOP Guide) . In 1995. covers industry applications and presents details on how projects were managed and lessons learned from project team experience in the field.Section Five . the PMI volunteer leadership. training tools. In the early 1980s.The Project Management Institute Publishing PMI is the world's leading publisher of project management books. Shareholder Value with SMART Management by Francis T Hartman The PMI Project Management Fact Book 79 . North Carolina USA. Project Management Journal is a peer-reviewed quarterly professional journal. PM Network is a monthly professional magazine that. PMI published the following books: B PMBOP Guide Exposure Draft . among other features. An impressive list of titles was added in 2000 to the world's largest collection of project management publications. publishing significant articles dealing largely with research. Book Publishing PMI's book program is the world's largest project managementfocused publishing program. and society as a whole. and learning products. Pennsylvania USA. In 2000. The publishing activity of the organization is now located at PMI Headquarters in Newtown Square. North Carolina. theory. the Institute's publishing operations thrived under the efforts of a small group of business professors at Western Carolina University in Cullowhee. By the early 1990s.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 . Periodical Publishing PMI produces three periodical publications for people in project management. the publishing operation moved its offices to Sylva.
PMI Knowledge and Wisdom Center 2001).pmibookstore. Knowledge and Wisdom Center The Project Management Institute has established an information center. Koppelman . the Internet. 2001. Accessible resources include the PMI collection of books and periodicals. Webster Jr. It features books and products published by PMI. It is destined to become a center for knowledge management. reliable. the James R.2000 Edition ol Proceedings of PMI Research Conference 2000. the PMI Online Bookstore offers the world's leading collection of project management-related books. as well as over one thousand titles selected from other business and management publishers (www. online search services.org). through which the knowledge.The Center's vision is to be the primary worldwide source for relevant. 80 The PMI Project Management Fact Book . and document delivery services (2000 in Review.Section Five -The Project Management Institute 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. (2000 in Review 2001. and intellectual capital of the organization and the profession are captured. Second Edition by Quentin W Fleming and Joel M. 12. Snyder Center for Knowledge &Wisdom. rr Earned Value Project Management. and timely information that relates to project management. Project Management Institute Practice Standard for Work Breakdown Structures Exposure Drafi la Project Management Professional Role Delineation Study rrt? PMI Project Management Salary Survey . wisdom.ll-12) ia Online Bookstore Opened in 1998.
the association recognized significant achievements in project management and in PMI. PMI Educational Foundation International Student Paper of the Year Award (undergraduate): Wendy E. Submitted by the PMI Portland Chapter ~r. Texas USA. A listing of the sites and dates of past PMI Annual Seminars & Symposiums can be found in Appendix H. networking opportunities. and interacted with more than 130 exhibitors. who chose from twenty-three tracks and 180 papers. "PMI Connections 2000.600 attendees." was held in Houston. PMP ~r. The 2000 PMI Annual Seminars & Symposium. Portland General Electric Company.ll. A complete list of PMI awards given in past years can be found in Appendix D. Attendees regularly cite the three most important reasons those in the profession attend the event are the paper presentations. 'Trust Building on Corporate Collaborate Project Teams" (2000 in Review 2001. PMI's Annual Seminars & Symposium. 11). The PMI Project Management Fact Book 81 . offering a wide range of subjects and tracks and access to keynote speakers and other experts-all in support of enhancing participants' learning experience. "Balanced Scorecard on Projects" r PMI Educational Foundation International Student Paper of the Year Award (graduate): Valerie Lynn Herzog. Stewart. which attracts project management-related vendors from around the world. Moylan. Awards At PMI 2000. Recipients of 2000 PMI International Professional Awards given were: ~rPMI International Project of the Year Award: Trojan Reactor Vessel and Internals Removal Project. It hosted more than 3.Section Five -The Project Management Institute Annual Seminars & Symposium The Project Management Institute's Annual Seminars & Symposium is the world's premier project management event. and the keynote speakers (2000 in Review 2001. It offers access to the largest exhibit space. PMI Meetings and Conventions Department 2001).PMI Distinguished Contribution Award: William A.
and scientific endeavors.prni. Publications.000 visits by project management personnel. the site records more than 50. legacies. and grants. and change their address records online. 82 The PMI Project Management Fact Book . receive. Since these new features became available. and administer and support student organizations. and more than 8. a 64 percent increase over the previous year. 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. or medals. The Foundation also may assist in educational and research projects.Section Five -The Project Management Institute The most popular address in project management is www. The Foundation is empowered to solicit.092 hits in 2000.4. endow and establish professorships. Education. not-for-profit organization established under Section 501 (C)3 of the United States Internal Revenue Service by PMI for the purpose of charitable. citations.000 members who have made changes to their records online (2000 in Review 2001.15). grant and confer awards. provide scholarships and fellowships. PMI introduced many new enhancements to its members' setion on the PMI web site in 2000. Standards. and expend gifts.000 visits occur each weekday The Institute's most visited sites include the PMI Online Bookstore. Each week.621. almost 10.org. and the PMI Educational Foundation. Certification. Membership. PMI Educational Foundation The Project Management Institute Educational Foundation is an autonomous. Chapters. The PMI web site recorded a total of 2. and perform other related activities. PMI's web site plays a critical role in the association's ability to reach out to its target markets. Career Headquarten. Individuals can now join PMI and PMI Components. educational. prepare and disseminate educational information.000 online membership applications have been received in addition to over 11. assist in establishing degree programs.
Papers focus The PMI Project Management Fact Book 83 . representing academia and industry. 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 Donald S. Grants Grants are given for both solicited and unsolicited requests related to education and/or research in project-management related fields. The current Foundation Board structure is composed of four members appointed by PMI and three elected by the Foundation. 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. based on originality and innovation without being inconsistent with the PMBOP Guide. All board members serve as volunteers. Other volunteers support the activities of the Foundation through participation on committees and projects. evaluates the eligible papers and selects the best one. Barrie Award was conceived and supported by the PMI Design-Procurement-Construction Specific Interest Group. the PMI Educational Foundation is a non-political. Awards The PMI Educational Foundation presents two awards annuallythe Donald S.Section Five -The Project Management Institute History Founded 14 August 1990. Barrie Award and the International Student Paper of the Year Award. It was established in 1998 in memory of Barrie. tax-exempt organization. A panel of knowledgeable individuals. who contributed in many ways to the project management profession and the construction industry.
which provides a $2. 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. and suitability for presentation to PMI Symposium participants. schedule.000 (US) scholarship to a student enrolled in an accredited college or university pursuing a bachelor's. The Robert J. or cost.Section Five -The Project Management Institute on engineering and construction means and methods. The PMI Educational Foundation currently awards annually four competitive scholarships: 1. 84 The PMI Project Management Fact Book . The recipient also has an opportunity to present the paper and have it published. tools. project organizations and delivery systems. master's. engineering and construction performance. or doctoral degree. The Gaylord (Gary) E. These experts place emphasis on the originality of presented concepts. or doctoral degree in acquisition management and/or project management. It annually honors a student for research and creative efforts directed toward advancing the concepts. 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. and techniques of managing project-oriented tasks. master's. 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. Yourzak Scholarship. The PMI Educational Foundation International Student Paper of the Year Award is aimed at creating interest in project management among undergraduate and graduate students. Christle Scholarship. The scholarships are awarded based on merit. Recipients of this award. receive a $500 (US) honorarium and are provided funds for travel to and attendance at PMI's Annual Symposium. practical application of the concept. applicability to the field of project management. as measured by academic performance and extracurricular activities. which provides a $2. and progress controls. and their sponsoring faculty members. The selection of the winning paper(s) is made by a panel of three experts in project management.
Parry Memorial Scholarship. which provides a $2. 4. I The PMI Project Management Fact Book 85 .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.000 (US) scholarship to a student enrolled in a degree-granting program of higher education in information systems. information technology. The Matthew H. which provides a $2. and/or project management.Section Five -The Project Management Institute 3. The Wilson-Zells Academic Grant. (PMI Educational Foundation 2001) A complete listing of PMI Educational Foundation Award and Scholarship recipients can be found in Appendix D.
inasmuch as the long-term "ends" are where the Board exercises its most important strategic leadership." Ends is a term intended to combine determinations about results. At a next-lower level are policies in which the Board further defines these concepts. Instead of putting its time into a plan document (which can be tedious and even trivial). Consequently. 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 Chair and the Executive Director are allowed to use "any reasonable interpretation" of these words. The broadest statement of this section is the overall purpose. 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. the Board merely states-and The PMI Project Management Fact Book 87 . It is where the Board's greatest gift is given. recipients of the results. the Board's critical contribution to long-term planning is to be found in these policies. Concretely. As is set forth in the Board-Executive-Director Relationship policies.Appendix A PMI Ends Policies Introduction Policies in this section are those referred to in the Policy Governance@model as "ends.
4 A universally accepted body of knowledge of project management exists for the project management profession.1 Project management is a profession Project management is recognized as a profession for project management practitioners at a reasonable investment.3 1. 1. PMI Ends Policies (Effective 1 January 2001) POLICY CATEGORY ENDS 1. 1.2 1.Appendix A.1. POLICY CATEGORY POLICY TITLE: ENDS 1.1. The PMI Project Management Fact Book 88 . Project management is practiced ethically by business. and projecting the Board's broad vision into the future.3 The content of the body of knowledge of project management is codified and accepted for the project management profession.2 The expansion of the body of knowledge of project management addresses industry.1.1. The entire Board year is built around reexamination of these policies.1. 1. 1.1.0 General Ends Statement POLICY TITLE: Professionalism in project management for the global community through practices that address appropriate local. general.PMI Ends Policies next year restates-its ends policies with a long-term perspective.1.1 The expansion of the body of knowledge of project management is dynamic and deliberate for the project management profession.1. national and global considerations for the project management profession. government and society-at-large. Accredited formal degree programs in project management exist for the project management profession. gathering input and member consensus on them.1. Generally accepted standards exist for the project management profession.1.1 1. national and global requirements.
academia and society-atlarge through economical and planned use of resources.1 Established relationships with other entities achieve timely response to disasters. Community and social goals are advanced for global communities through volunteer services of project management individuals. governments.5 Generally accepted project management standards of conduct exist for the members of the project management profession.3 Professionals in project management are knowledgeable and skilled 1. Professionals in project management are skilled in the application of the body of knowledge of project management.2. ENDS 1.1-5. industry.1 1.5.PMI Ends Policies 1.2. 1. The PMI Project Management Fact Book 89 . Credentialing and licensing programs exist for the project management. ENDS 1.1.2 Licensing programs exist through government or appropriate government-sponsoredagencies for the project management profession.2 Professionals in project management are knowledgeable in the body of knowledge of project management. emergencies or threats for communities through voluntary actions of individuals.1. 1.2 Project management contributes to social good and achievement 1. 1.3.1 Universally recognized and accepted credentialing programs exist for the project management profession. 1.Appendix A .4.3.1 POLICY CATEGORY POLICY TITLE: Project management contributes to social good and achievement for business.1.2 POLICY CATEGORY POLICY TITLE: Professionals in project management are knowledgeable and skilled for a reasonable investment.
PMI's Ends are assertively pursued globally for the profession and PMI members by volunteer leadership through policy..2 PMI supports. to the profession by PMI members and non-members willing to participate and contribute. 1..Appendix A -PMI Ends Policies POLICY CATEGORY POLICY TITLE: ENDS 1. 1 4 3 PMI provides an environment that fosters contributions . products and services are available for appropriate members of the project management community at reasonable costs. discipline. 90 The PMI Project Management Fact Book . Enhanced professionalism and opportunities for networking and professional development are available for project management practitioners through a variety of means.4. POLICY CATEGORY POLICY TITLE: ENDS 1 6 PMI programs.4 Project management community People in project management who participate in or use PMI offerings enjoy a supportive community. ticipation and development of PMI willing to participate in the organization.. and interest areas. 1 4 4 PMI provides an environment that fosters leadership par. joint participation in research and product development that advance the state-of-the-art. including PMI components that address appropriate geographical. where appropriate to PMI's annual program and budget planning. 141 . and by HQ staff through their planned and deliberate commitment of headquarter resources. vices PMI programs. industry. POLICY CATEGORY POLICY TITLE: ENDS 1 5 PMI as a global organization . products and ser.
6. Programs.7.1 1. Society-at-large is aware of.6. 1.6. The education community recognizes and promotes project management as a career.PMI Ends Policies 1. Public. recognizes and values project management for current and future members of the project management profession. products and services are developed effectively for PMI members and customers.7.1 New or improved programs.2 1.2 Project management is recognized and valued by business. products and services advance the state-of-the-artfor the members of the project management community through the balanced use of resources. 1.7. ENDS 1. 1.3 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. academia and government.1.1 1. private and not-for-profit organizations cooperate for mutually beneficial products for the project management community through in-kind resources and seed money. industry.7 Project management is globally recognized and valued POLICY CATEGORY POLICY TITLE: Project management is globally recognized and valued for a reasonable investment.Appendix A .6.3 The PMI Project Management Fact Book 91 .
and the global community. the public. customers/clients. it is vital that PMI members conduct their work in an ethical manner in order to earn and maintain the confidence of team members. Member Code of Ethics: As a professional in the field of project management. colleagues. 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. employees. The purpose of the PMI Member Code of Ethics is to define and clarify the ethical responsibilities for present and future PMI members. employers. Preamble: In the pursuit of the project management profession. The PMI Project Management Fact Book 93 .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.
and employers with fair. and (c) the preparation of estimates concerning costs. and research contributions of others. and Employers. unbiased. and (b) may provide unfair advantage for themselves. Professional Behavior. accurate. and expected results. which: (a) do not conform with applicable laws. skills and knowledge. PMI Members who conduct research or similar professional activities will do so in a manner that is fair. Clients. and complete records with respect to such research and professional activities. 1. clients. PMI Members will strive to enhance their professional capabilities.Appendix B . Relationship With Customers. PMI Members will fully and accurately disclose any professional or business-related conflicts or potential conflicts of interest in a timely manner. I. or other forms of compensation or tangible benefits. Professional Obligations. 4. and will accurately and truthfully represent and advertise their professional services and qualifications. (b) their professional services. B. and otherwise appropriate. complete and accurate information concerning: (a) their qualifications. PMI Members will respect and protect the intellectual property rights of others. 94 The PMI Project Management Fact Book . and will maintain appropriate. accurate. A. intellectual. and will properly disclose and recognize the professional. honest. 2. All PMI Members must conduct their activities consistent with the Member Standards of Conduct. 5. honest. services.PMI Ethical Standards Member Standards of Conduct The following PMI Member Standards of Conduct describes the obligations and expectations associated with membership in the Project Management Institute. PMI Members will refrain from offering or accepting payments. 1. PMI Members will provide customers. 3. their business or others they may represent.
rules. work. rules.Appendix B . or assist in. nor will they provide such information to others. PMI Members will abide by the laws. A. PMI Members will honor and maintain the confidentiality and privacy of customer. 1. property. professional misconduct. and will not knowingly engage or assist in any activities intended to compromise the integrity. II. and similar work information. reputation. requirements. client. PMI Members will not take personal. or employer. and other requirements of their respective communities and nations. PMI Members will perform their work consistent and in conformance with professional standards to ensure thar the public is protected from harm. or financial advantage of confidential or private information acquired during the course of their professional relationships. Obligations to PMI. business. client. or malfeasance. and procedures of the Project Management Institute. or conduct professional activities. 2. and customs of the community and nation in which they function.PMI Ethical Standards 2. 1. C. Relationship With the Public and the Global Community. PMI Members will abide by the bylaws. or (b) the maintenance of the confidentiality is otherwise unethical or unlawful. and/or legal rights of the Institute. PMI Members will honor and meet all applicable legal and ethical obligations. including the laws. 2. 3. employer. The PMI Project Management Fact Book 95 . unless: (a) granted permission by the customer. including the confidentiality of customer or client identities. and will not knowingly engage in. and other information obtained throughout the course of a professional relationship. including criminal conduct. regulations. any activities intended to have negative implications. policies. Responsibilities of PMI Membership. assignments undertaken.
A. General Provisions 1. that attorney may be directed to communicate with the Institute through the PMI Legal Counsel. Member Standards of Conduct. PMI has the only authority to resolve and end any ethics matter. The parties are encouraged to communicate directly with the Institute. These procedures are applicable to members of the Project Management Institute (hereinafter referred to as PMI or the Institute). PMI Members will cooperate with the Institute concerning the review of possible ethics violations. PMI members and applicants agree that they will accept the authority of the Institute to apply the Member Code of Ethics. and other PMI matters. Any party. and those who are seeking Institute membership. may be represented by an attorney with respect to an ethics matter. and the procedures are designed to operate without the assistance of attorneys. and requirements issued. completely. consistent with applicable policies and requirements.PMI Ethical Standards 3. The Institute may use the services of PMI Legal Counsel without limitation. and other relevant policies to resolve ethics matters. and the Member Ethics Case Procedures. pursuant to these procedures. many legal rules and practices are not observed. of course. 4. regardless of circumstances. Member Ethics Case Procedures The following ethics case procedures are the only rules for processing possible violations of these ethical standards. completely. 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 truthfully represent information to PMI. These ethics procedures are not a formal legal process. If a party has retained an attorney. 96 The PMI Project Management Fact Book . By applying for membership in the Institute.I Appendix B . Nature of the Process. therefore. PMI Members will accurately. and they will be bound by decisions made.
requests for such time extensions that seek to increase a deadline and other reasonable accommodations will be granted. the Institute's failure to meet a time requirement will not prohibit the final resolution of any ethics matter. 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. 4. or the like. Relaxation of Requirements/Global Accommodations. custom. The PMI Project Management Fact Book 97 . geographic location. geographic location. The Institute may accept and resolve ethics complaints when civil or criminal litigation. or other proceedings related to the complaint. Litigationlother Proceedings. or. Ethics cases may be decided by the PMI Ethics Review Committee. 3. In light of the global nature of the international project management community. or otherwise prevent PMI from acting under these procedures. The person(s) initiating an ethics complaint will be identified as the Complainant(s). Complainants and Respondents are required to comply with all time requirements specified in these procedures. Generally. and other characteristics of PMI members and applicants. regulatory agency or professional body The Institute may also continue or delay the resolution of any ethics complaints in such cases. The Institute w l make every reasonable il effort to follow the time requirements noted in these procedures.PMI Ethical Standards 2. the Institute recognizes that PMI members and applicants may have difficulty meeting certain time or other requirements in these procedures. Time Requirements.Appendix B . including differences related to the language. Participants. as applicable. a reasonable accommodation related to matters of language. custom. Accordingly. are also before a court. the Ethics Appeals Committee. Time extensions or postponements may be granted by the Institute if a timely written request explains a reasonable cause. 5. The Executive Director will forward such requests to the Chair of the Ethics Review Committee or the Chair of the Ethics Appeal 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. However.
Resignationfrom the Institute. Failure to Cooperate. decisions.Appendix B . 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. order. unless otherwise authorized by these procedures. materials which are disclosed upon the written request of the member or applicant who is the subject of an ethics complaint or investigation. the Institute reserves the right to continue the matter to a final and binding resolution according to these procedures. Among other information. requirement. 98 The PMI Project Management Fact Book . the member or applicant involved may seek review and appeal pursuant to these procedures. the Institute will not consider the following materials to be confidential: materials which are disclosed as the result of a legal requirement. the member or applicant involved may seek review and appeal pursuant to these procedures. or submitted to. Confidentiality. and which is not otherwise confidential. In order to protect the privacy of the parties involved in an ethics case. or fails to disclose requested information related to: PMI membership. any information relating to the member or applicant which he/she would like released to other professional organizations or third parties. an ethics case. or. 9. the Institute will be confidential. requirements. impose any sanction or requirement included within these rules if a Respondent is uncooperative. 8. The Institute may issue any appropriate directive(s) and requirement(s) where a PMI member or applicant provides a misleading disclosure. orders. Should a Respondent attempt to relinquish PMI membership or withdraw an application during the course of any ethics case. Where a discipline. an ethics complaint. or other requirement is issued by the Institute under this Section. or similar matter. 7. and/or reports of the Ethics Review Committee or the Ethics Appeals Committee. all final published rulings. or other directive is issued by the Institute under this Section. Where a discipline. all material prepared by. order. and.PMI Ethical Standards 6. directive. Improper Disclosure.
This Notice will The PMI Project Management Fact Book 99 . the Complainant is willing to provide testimony or other evidence concerning the complaint. Submission of Ethics Complaints/Acceptance or Rejection. and. Each Complainant must submit to the Executive Director a detailed written description of the factual allegations supporting the ethics complaint. 3. Upon a determination that an ethics complaint is appropriate. or. there is reasonable cause to believe that the charge appears to be justified. organization. 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. consideration. including the specific provisions of the Member Code of Ethics or Member Standards of Conduct relevant to the allegations set forth in the complaint.a. and assignment. Complaint Acceptance. and the supporting factual basis for each complaint. the Review Committee will determine whether sufficient detail is presented to constitute a formal ethics complaint. relevant. Complaint Acceptance/Rejection Criteria. reliable information or proof concerning the charge is available. the Institute (Complainant) may initiate an ethics complaint. The Executive Director will forward the complaint to the Ethics Review Committee Chair for review. 1. the Ethics Review Committee will issue a formal Ethics Complaint Notice identifying each Member Code of Ethics and Member Standards of Conduct violation alleged. group. and to permit the Review Committee to conduct an appropriate review. Any person. 2.Appendix B . Executive Director. Ethics Review Committee. 3. based upon the specific Member Code of Ethics or Member Standards of Conduct provisions identified by the complaint. In order to determine if an ethics complaint is accepted or rejected. considering the proof available. Upon receipt of a complaint.PMI Ethical Standards B. in appropriate cases. The Ethics Review Committee will be responsible for the investigation and resolution of each ethics complaint.
reverse the Review Committee decision and direct that a complaint be issued and the case resolved under these procedures.Appendix B -PMI Ethical Standards be delivered to the Respondent. or any part thereof. the specific provisions of the Member Code of Ethics and Member Standards of Conduct believed violated. Within forty-five (45) days of the mailing date of an Ethics Complaint Notice. The Review Committee may request additional information to supplement or explain an allegation. 3. The Appeals Committee may accept the Review Committee decision and reject the complaint. If the Ethics Review Committee determines that an allegation or complaint change should not be a formal ethics complaint. and. the Review Committee will return all information submitted and notify Complainant of the rejection and its basis by correspondence. or the information revealed by an investigation. the Respondent must submit a response to the Ethics Review Committee. and will be marked Confidential. 3. Within forty-five (45) days of the mailing date of complaint rejection correspondence. 100 The PMI Project Management Fact Book . Complaint Rejection.b. the specific information he/she believes supports the acceptance of a complaint. if any. Appeal of Complaint Rejection Determination. 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.l. Complaint ReferraL If the Ethics Review Committee determines that the factual allegations presented by a Complainant. The Ethics Complaint Response must include a full response to each complaint. Ethics Complaint Response. The Ethics Appeals Committee will review the Complainant's appeal and issue a decision based upon the record. 5. and a copy of each document relevant to the resolution of the ethics complaint.b. The Review Committee may request additional information to supplement a response. or. 4.
and any recommended corrective actions. D. As directed by The PMI Project Management Fact Book 101 . The Ethics Review Committee. The PMI Chair. government. may require the Respondent to do. unrelated Code or Standards violations. refer the matter to other Institute. with Board of Directors approval. The Ethics Review Committee or the Ethics Appeals Committee may discipline a Respondent who fails to comply with a Temporary or Preliminary Order. Such orders may include. or.Appendix B -PMI Ethical Standards may constitute a violation of Member Code of Ethics or Member Standards of Conduct provisions not directly related to those presented by the Complainant. Preliminary and Temporary Orders. but are not limited to. 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. certain acts by Preliminary and Temporary Order reasonably related to the complaint under consideration pending the final resolution of the case or investigation. Preliminary Actions and Orders. but may be reconsidered by the Committees upon written request of the Respondent presenting substantial reasons that the order is no longer necessary. Ethics Review Committee. or the Ethics Appeals Committee. the Review Committee may take any of the following actions: notify the Respondent of possible. will appoint a Committee Chair from the seven members. or to refrain from doing. The Chair may appoint one or more Vice-Chairs to assist him/her. a requirement that the Respondent voluntarily and immediately cease from representing himself or herself as a PMI member or applicant. who will supervise the work of the Committee. C. other appropriate actions/referrals. Ethics Review Committee Hearings. 1. or professional bodies for review. a restriction that the Respondent may not pursue a PMI position or office pending the final resolution of the ethics matter under review. refer the matter to the Complainant for review and possible re-submission of a revised or new complaint. Preliminary and Temporary Orders are not subject to appeal. and to also preside over each Ethics Hearing. or as otherwise associated with the Institute until further notice. or.
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. three (3) disinterested members of the Ethics Review Committee will be assigned to each case. time. the PMI Chair. Upon request by the Ethics Review Committee. written. including the costs associated with any witnesses or legal 102 The PMI Project Management Fact Book . Notice. The PMI member or applicant. and will conduct an informal Ethics Hearing designed to collect and weigh all of the available information and proof. preside over. as determined by the Review Committee.Appendix B -PMI Ethical Standards the Committee Chair. the PMI Legal Counsel shall be available to assist the Committee at an Ethics Hearing. No formal legal rules of evidence. oath. or other record of the Ethics Hearing will be made by the Ethics Review Committee. Hearing Expenses. 2. and conclude an Ethics Hearing. where all participants will be able to communicate with each other. 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. Each party may attend the hearing in person or via telephone conference. and location for each ethics case will be scheduled by the Ethics Review Committee in consultation with the parties. A taped. 5. and will have full authority to convene. 4. or the PMI Board of Directors. and Attendance. The hearing date. Parties will be responsible for their expenses associated with an ethics investigation or case. with privilege of the floor. Hearing Schedule. and both parties will be notified in writing. or a legal representative. and other procedures will apply to hearings. 3. Hearing Record. cross-examination. or a stenographer/recorder. will be permitted to ask questions of witnesses at the discretion of the Ethics Review Committee. decide. another PMI representative. Participation of Legal Representatives/Conduct of the Hearing. and may conduct the hearing in consultation with the Ethics Review Committee. continue.
The Review Committee will review the hearing record. The parties will also be notified that the final decision may be published consistent with the requirements of these procedures. whether or not the parties are present. including costs associated with the activities of PMI representatives. including any appropriate conditions or directives. 8. a final ruling on the Member Code of Ethics and Member Standards of Conduct violations charged. Disciplinary Actions Available. 8. based on the appropriate written record. Copies of the Ethics Review Committee Decision and Order shall be sent to the parties. including any appropriate conditions or directives. a summary of relevant factual findings based on the record of the hearing. Ethics Review Committee Decision and Ordet: A Decision and Order will be prepared by the Ethics Review Committee after the closing of the record. unless otherwise directed by the Ethics Review Committee Chair or a Vice-Chair. 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.Appendix B . The Institute will bear other general costs of conducting the Ethics Hearing. which will include a summary of the case. Public reprimand and censure. 7.a. The denial and rejection of any PMI membership application. as well as any submissions presented by the parties and other relevant information. as determined by the Ethics Review Committee. the Institute may issue and order one or more of the following disciplinary or remedial actions: 8. The PMI Project Management Fact Book 103 . Any Ethics Hearing may proceed to a conclusion and decision. 8. and thereafter. a statement of any corrective or disciplinary action(s). When a Respondent is found to have violated one or more provisions of the Member Code of Ethics or Member Standards of Conduct. including the positions of the parties. and other directives issued by the Review Committee.c.PMI Ethical Standards counsel. 6. and.b. Private reprimand and censure. Closing of the Hearing Record.
e. could have affected the Ethics Review Committee decision. the grounds for appeal of an adverse decision are strictly limited to the following: 2. Suspension of membership status for a period of no less than six (6) months and no more than three (3) years. including any appropriate restrictions or conditions concerning membership rights and any other conditions or directives. Within forty-five (45) days of the mailing date of an adverse Ethics Review Committee Decision and Order. E. and assignment. consideration.c. Misapplication of the Code ofEthics or Standards of Conduct. Membership probation for any period up to three (3) years. the appealing party has located relevant proof that was not previously in hisher possession.Appendix B . New or Previously Undiscovered Information. 2. Procedural Error. and the misapplication prejudiced the appealing party. The Ethics Review Committee misapplied the provisions of the Member Code of Ethics or Member Standards of Conduct.f. 2. Groundsfor Appeal An adverse Ethics Review Committee Decision and Order may be reversed or otherwise modified by the Ethics Appeals Committee. The Ethics Review Committee misapplied a procedure contained in these rules. 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. 1.PMI Ethical Standards 8. 2.b. 8. Time Period for Submitting Appeal. and the misapplication prejudiced the appealing party. 8.a. 104 The PMI Project Management Fact Book . was not reasonably available prior to closure of the record. The Executive Director will forward the appeal to the Ethics Appeals Committee Chair for review. including any appropriate conditions or directives. Following the closing of the Hearing Record. However. Termination of membership and expulsion from the Institute. and. Ethics Appeals Committee/Appeals.d.
c. the Ethics Appeals Committee will schedule a date on which to conduct an Appeal Hearing. 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. 2. three (3) disinterested members of the Appeals Committee will be assigned to each case. The Ethics Review Committee decision is contrary to the most substantial information provided in the record.e. The PMI Chair. including an explanation and basis for any request concerning a reduction in the discipline issued by the Ethics Review Committee. The Chair may appoint one or more Vice-Chairs to assist him/her. preside over. 1. the docket number and date of the Ethics Review Committee Decision. the Ethics Appeals Committee will consider only arguments that were presented to the Ethics Review Committee prior to the closing of the Hearing Record.d. The PMI Board of Directors will appoint at least seven (7) PMI members to serve as the Ethics Appeals Committee to resolve ethics appeals. and to also preside over each Appeal Hearing. copies of any material supporting the appeal. and. who will supervise the work of the Appeals Committee. 3. as well as any appeal submissions The PMI Project Management Fact Book 105 . Contrary to the Information Presented. The Appeals Committee will review the hearing record. Appeal Hearings. With respect to Subsections 2. Ethics Appeals Committee. F. Following receipt of a complete and proper written appeal. and 2.a. 2.Appendix B . will appoint a Committee Chair from the seven members.2. and will have full authority to convene. which contains the following information and material: the ethics case name. with Board of Directors approval.PMI Ethical Standards 2. decide. a statement and complete explanation of the reasons for the appeal under Section E. and conclude an ethics appeal. Contents of Appeal Letter. As directed by the Committee Chair. Ethics Appeals CommitteeIAppeal Hearings. continue. above. and the parties will be notified in writing at least forty-five (45) days in advance of the scheduled date.
an ethics complaint has been terminated or withdrawn by the Complainant(s). reversing. 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. Ethics Appeals Committee Decision and Order. Following the conclusion of an Appeal Hearing. G. the Appeals Committee may limit the appearance in any manner. amending. or otherwise modifying any portion of the Ethics Review Committee Decision and Order. 1. consistent with the requirements of these procedures. affirming. the Ethics Appeals Committee's ruling(s) and decision(s) with respect to the matters under appeal. and. 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 Ethics Appeals Committee will issue an Appeal Decision and Order stating: the outcome and resolution of the appeal. Finalizing Ethics Cases. or. An ethics case will be closed when any of the following occur: the ethics complaint has been rejected pursuant to these procedures. and thereafter will determine and resolve the appeal by majority vote in a closed session.Appendix B . including a summary of relevant portions of the Ethics Review Committee Decision and Order. 3. Denials of requests to appear before the Appeals Committee are not subject to appeal. 4. The parties will also be notified that the final decision may be published. a final decision has been issued by the Ethics Appeals Committee pursuant to these procedures. the Appeals Committee's final Decision and Order accepting. a final decision has been issued by the Ethics Review Committee without appeal pursuant to these procedures. 106 The PMI Project Management Fact Book . a summary of any relevant procedural or factual findings made by the Appeals Committee. Events Which Will Cause Closure of an Ethics Case. In the event that a request to appear before the Ethics Appeals Committee is approved.PMI Ethical Standards presented by the parties and other relevant information. Request to Appear Before Ethics Appeals Committee.
PMI Ethical Standards 2. Events Which Will Cause an Ethics Case Decision and Order to Become Final. 3. 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.Appendix B . 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. Publication of Final Disciplinary Action. professional. Referral and NotiBcation Actions. Probation and Suspension OrdersIReinstatement Procedures. Probation Orders/Reinstatement or Referral. This notification may be done at any point after the time period for the Respondent to appeal an adverse decision has elapsed. This notification may be published following the conclusion of any appeals available to the Respondent. H. or. Any party may request publication of any final decision. the Institute may respond to inquiries regarding the existence of ethics cases and indicate the existence of such proceedings. and will do the following: if the Respondent has satisfied the terms of probation in full. Following the expiration of a final decision/order which includes a probation requirement under these procedures. 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. 4. 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. The Ethics Case Decision and Order issued by the Ethics Appeals Committee will be considered final. the Ethics Review Committee will determine whether the Respondent has satisfied the terms of the probation order. or by sending another appropriate notice. if the Respondent has The PMI Project Management Fact Book 107 . During the appeal period. PMI may notify appropriate governmental. 1.
including. the Review Committee will review the information presented by the Respondent and any other relevant information. docket number. the Ethics Review Committee will schedule and conduct a hearing to review and rule on the request. 2. a statement of the reasons that support or justify the acceptance of the reinstatement request. any conditions of membership. which will consist of a written statement including: the relevant ethics case name. the Respondent may submit a new request pursuant to this Section. . Following the submission of a complete membership reinstatement request.108 The PMI Project Management Fact Book . one (1)year or more after the issuance of the Review Committee Decision and Order rejecting the request. denied. Suspension Orders/Reinstatement Requests. After the expiration of a final decisiodorder which includes a suspension requirement issued under these procedures. During these deliberations. or continued to a later date. copies of any relevant documentary or other material supporting the request. 3. a Respondent may submit to the Ethics Review Committee a request for membership reinstatement. and the date that the final Ethics Decision and Order was issued. and prepare and issue a final Decision and Order stating whether: the request is granted. Copies of the Review Committee Decision and Order will be sent to the parties. Ethics Review Committee Reinstatement Request Decisions. and. While no appeal of the Decision and Order is permitted. but not limited to. and. the imposition of an additional probation term(s). if appropriate.Appendix B -PMI Ethical Standards not satisfied the terms of probation in full. the Review Committee will issue any appropriate action consistent with these procedures.
Appendix C PMI Components PMI Chapters PMI Chapters as of 3 1 December 2000. student chapters by (S). ss Argentina-Buenos Aires ~ra Australia-Melbourne ss Australia-Sydney Austria-Styria (P) b Austria-West Austria/Lake Constance (P) m ~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 BrazilRio de Janeiro (P) BE BrazilRio Grande do Sul (P) iara The PMI Project Management Fact Book 109 . Non-United States Potential chapters are indicated by (P).
ON (S) I Canada-Southem Alberta s Canada-Southem Ontario r Canada-Thames Valley District. BC s Chile-Santiago m China-Beijing (P) r China-East China a China-Guangzhou (P) ra China-Hong Kong. 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. SAR I Colombia-Santafe de Bogota r Costa RicaCosta Rica (P) s Croatia-Croatia (Hrvatska) (P) m Czech Republic (P) s Denmark-Copenhagen s Ecuador-Quito (P) EgyptMENA (Middle East and North Africa) s France m France-Hauts-de-France s France-France-Sud PA Germany-Frankfurt m Germany-Munich 110 The PMI Project Management Fact Book .. Saskatchewan s Canada-Ryerson Polytechnic Univ. ON (P) R CanadaLevis. ON m Canada-Regina/S. AB R Canada-Lakeshore. PQ m Canada-Manitoba m Canada-Montreal.PMI Components R BrazilSao Paulo at Canada-Canada's Technology Triangle (P) r Canada-Centennial College Student (E S) R Canada-Durham Highlands (P) Canada-Fort McMurray. BC m Canada-West Coast.Appendix C . ON m Canada-Vancouver Island.
PMI Components r GreeceAthens (P) m Guatemala-Guatemala (P) r India-Bangalore (P) m IndiaNew 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 NorwayOslo r Pakistan (P) Panama-Panama City (P) a PeruLima a Philippines-Manila r Portugal-Portugal (P) m Romania-Romania (P) r RussiaMoscow Russia. B Saudi Arabia-Arabian Gulf m Singapore B Spain-Madrid (P) m South Africa B Sweden-Central Sweden r Switzerland-Switzerland (P) r Taiwan The PMI Project Management Fact Book .Appendix C.Petersburg St.
Padres a CA-Monterey Bay ~sr %Orange County a CA-Sacramento rar CASan Diego srr CASan Francisco Bay Area ti CA-Silicon Valley I CAWine Country irs~ COMile-Hi isr COPikes Peak Regional ss CT-Southern New England I DCGeorge Washington University (S) &# ss &Greater 112 The PMI Project Management Fact Book . student chapters by (S). m AI-Central Alabama Mobile (P) AI-Tennessee Valley r AKAlaska at AR-Arkansas AR-Central Arkansas at AZArizona s AZ-Phoenix sls AZ-Thunderbird International (S) ss AZTucson I CA-California State University/San Marcos (S) @ CALos Angeles Los CA.Appendix C.PMI Components 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 VenezuelaUCAB 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).
DC FLCentral Florida li FL-Northeast Florida l r FGSouth Florida li FLl Suncoast r FGTampa Bay I GACoastal Empire r GAColumbus r GAGeorgia a GA-Georgia/South Carolina-Savannah River III HI-Honolulu m ID-Eastern Idaho li IDl Westem Idaho I ILCentral Illinois m IL-Illinois/Wisconsin-Midwest a IN-Calumet r IN-Central Indiana I IN-Northeast Indiana r IN-Southwest Indiana r IACentral Iowa r IAEastern Iowa r KS.Appendix C -PMI Components a DC-Washington.Mid-America KC r KSWichita r KY-Kentuckians a KYKentucky Bluegrass li LAl Baton Rouge LAGreater New Orleans s LANorthwest Louisiana a LA-Louisiana~Texas-Southwest Louisiana/Southeast Texas r MEMaine a MDBaltimore r MD-Southern Maryland I MACentral Massachusetts (P) is MAMass Bay r MIGreat Lakes is MILawrence Technical University (I! S) EI MIMichigan Capital Area m MIMichigan Thumb MIWestem Michigan The PMI Project Management Fact Book 113 .
Mid-America KC m MO-Metro/St.Appendix C -PMI Components m MNAugsburg (S) r MN-Minnesota MSSouth Mississippi (P) MO. Louis r MO-Mid-Missouri r NE-Heartland NE-Mid-Nebraska (P) NE-Southern Nevada m NHNew Hampshire (P) r NJNew Jersey r NN-Otowi Bridge NMPecos Valley I NMI Rio Grande NVNevada r NYBinghamton r NYBuffalo NYHudson Valley NYLong Island NYNew York City NYRochester m NYRochester (S) I NYI Syracuse m NYUpstate New York B NC-Metrolina r NCNorth Carolina Piedmont Triad B NCNorth Carolina m NCWestern Carolina University (S) r NDNorth Dakota University (S) r OH-DaytodMiami Valley m OH-Central Ohio m OH-Northeast Ohio OH-Northwest Ohio r OH-Southwest Ohio r OKGreen Country Regional r OKRed Earth OR-Portland I OR-Willamette Valley m PADelaware Valley 114 The PMI Project Management Fact Book .
Appendix C -PMI Components s PAKeystone IB PA-Pittsburgh m PRSan Juan RI-Ocean State SC-Charleston SCClemson University (S) SC-Palmetto SCSouth Carolina Midlands rr! TNEast Tennessee TNMemphis rr! TNNashville rr TX-Alamo il TXl Amarillo I TXAustin il TX-Clearlake/Galveston l (P) I TXCoastal Bend (P) r r ~ TXDallas m TXFort Worth s TX-Houston m UT-Northern Utah s VT-Champlain Valley VACentral Virginia IB VAHampton Roads rr! WAInland Northwest (P) rr WAPuget Sound il WA-Tri-Cities/Columbia l Basin Tri-State WVil WI-Madison/South l 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 .
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 ~erforhance Management (PMI Worldwide Component Affairs Depamnent 2001) The PMI Project Management Fact Book . Gas.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.Appendix C .
Inc.Appendix D PMI Professional Awards PMI Project of the Year Award Award Recipients 1989-2000 1989 1990 1991 Project Title: DELTA AIRLINES TERMINAL 5 EXPANSION A LAX T Submitted by: Daniel. Johnson & Mendenhall Project Title: LIMERICK GENERATING STATION UNIT 2 Submitted by: Philadelphia Electric Company Project Title: NEW PROPYLENWPOLYPROPYLENEFACTORY FOR SASAL CHEMICAL INDUSTRIES (PTY) LTD. Man. Submitted by: Sastech 1992 1993 1994 1995 1996 Project Title: ATIGUN MAINLINE REROUTE PROJECT Submitted by: Alaska Pipeline Service Company Project Title: METRO RED LINE SEGMENT 1PROJECT Submitted by: Rail Construction Corporation Project Title: LOGAN EXPANSION PROJECT Submitted by: Fluor Daniel. Project Title: BENFIELD COLUMN REPAIR PROJECT Submitted by: Sastech Engineering Services Project Title: 1B PROCESSOR STORY Submitted by: Lucent Technologies The PMI Project Management Fact Book 117 .
PMP James R. Williams Steven V. J. Albert Gerald A. Snyder. PMI Founder David H. Robinson Eric Jenett. Parry. Fondahl. Snyder. PMI Fellow Brian Fletcher. Eric Jenett. ADVANCED PHOTO SYSTEM Submitted by: Eastman Kodak Company Project Title: MARS Submitted by: Jet Pro Project Title: QATAR~AS PLANT LNG Submitted by: chiyodd Corporation I TROJA~ REACTOR VESSEL AND INTERNALS REMOVAL PROJECT Submitted by: Portland General Electric Company Project Title: 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. PMP Robert B. PMI Fellow Dr. Adams. John R. PMF: PMI Founder Matthew H. Adams. PMI Fellow Matthew H. PMI Fellow Earl W. Brunies 1984 118 The PMI Project Management Fact Book . PMF: PMI Founder. PMF: PMI Fellow Dr. John R. Feight. White James R. PMF: PMI Fellow William H. PMI Founder. John W Fondahl . PMI Fellow PMI Fellow Award Year 1982 Recipient Dr. PMI Founder 1983 Dr.PMI Professional Awards 1 1997 1998 1999 2000 Project Title: ADVAN~IX. Parry. Gordon Davis. Morton Dr. John W. Gillis Regula A.Appendix D .
Martin Dean Martin Douglas S. PMP Dr. PEng. Pells. Jr. PMI Founder. David L. Cleland Henry F. Archibald. Curling Dr. Kenneth 0. Dr. David C. PMI Fellow lvars Avots Dr. McConachy. D. PMP Fred Arnold. PMP R. Linn C. Padgham. PMP Jenny Strbiak Dick Balfour Harvey Levine David H. PMI Founder. PMP Ronald PC. Roger B. PMP James O'Brien. PMP Robert Yourzak. Staples Dr. Murphy James R. Francis M. PMP Brian Fletcher Russell D. Glaser David L.. Egan. Webster. Waller. J. PMR CEM Robert L. Lewis R. Stuckenbruck Robert G. SE Paul Dinsmore. PMP J. Jr. "Kaay" Koch. Kimmons. PMI Fellow 119 The PMI Project Management Fact Book . PMP Charles Y Lopinsky.PMI Professional Awards 1986 Earl W Feight . PE. Ireland. Snyder. A. PMP 1987 1988 1989 1990 1991 1992 1994 1996 1997 1998 1999 PMI Linn Stuckenbruck Person of the Year Year 1976 1978 1979 1980 Recipient Dr. Hartley. PMP Bryan R. Gordon Davis. PMP Elvin lsgrig Mary Devon O'Brien. Max Wideman Dr.Appendix D . PMP Dr..
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
Recipient Dr. Linn C. Stuckenbruck, PMI Fellow
Albert A. Badger, PMP Charles Y Lopinsky, PMF: PMI Fellow Dr. Desmond L. Cook Trent 0. Meacham Brian Fletcher, PMI Fellow Dr. David I. Cleland, PMI Fellow James O'Brien, PMF: PMI Fellow Warren E. Allen, PMP Dr. Terry L. Kinnear Kenneth J. Romano Allan J. Smith, Jr., PMP Walter Wawruck, PMP Janet R. Steelman Dr. Lewis R. Ireland, PMR PMI Fellow R. Max Wideman, PMI Fellow Dr. Martin Dean Martin, PMI Fellow 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 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
Kenneth 0. Hartley, PMR PMI Fellow Paul D. Lustig, PMP Dr. Jeffery K. Pinto
The PMI Project Management Fact Book
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 MaryGrace T Allenchy, PMP . Sharon Sikes Wayne Abba Gregory G. Stine, PMP Vijay Verma William A. Moylan, PMP
PMI David I. Cleland Project Management Literature Award
Recipient Vijay Verma
PMI Eric Jenett Project Management Excellence Award
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" 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* Jonas Ulenas, Polytechnic Institute of New York
The PMI Project Management Fact Book
Massachusetts Institute of Technology "Project Management in the Design Firm: The Development of a Diagnostic Model" Sponsor: Hans Bjoinsson Paul Hart De Leon.. Memphis. TX 'Analyzing and Improving Productivity with Computerized Questionnaires and Delay Surveys" Sponsor: Colin Popescu. Air Staff.D. Cincinnati. M. University of Texas. Memphis State University. University of Texas. Pittsburgh. Suresh K. Harvey. TN "Management for Research Projects: A Synergistic Model" Sponsor: Dr. Wirth Robert N. M. DC "Project Management Cost Estimate: A Case Study in Electronic Warfare System Flight Tests Costs" Sponsor: Dr.PMI Professional Awards "Project Effectiveness: A Simulation Study of Some Causes of Time and Cost Overruns" Sponsor: Prof. I. Anaconda Minerals Co. Rejean Houde. Panna Nagarsenker. Ph. Quebec. P A "Expanding Non-Specialist Participation in Development Project Management" Jill Anne Green. John Ward. Mantel. CANADA 1988 The PMI Project Management Fact Book 123 . Air Force lnsitutute of Technology Nelson E.SC. Stall. Austin. Capt. 1987 Glen Jansma. University of Cincinnati. Anaconda Minerals Company 'A Decision Support System for Mine Evaluations" Sponsor: Bob Miller. Universite du Quebec a Montreal. Ph. Jr. Fred Swift Michael D.Appendix D . Tadisina. OH "Support System for the Termination Decision in R&D Management" Sponsor: Samuel J. Washington. TX "The Relationship between Project Manning Levels and Craft Productivity for Nuclear Power Construction" Sponsor: John Borcherding Richard Desbiens..SC.. King.D. University of Pittsburgh. Austin.
Fargo.D.D. O R 'A Decision Support System for R&D Project Selection and Resource Allocation under Uncertainty'' Sponsor: Dr. George Washington University. O R "Estimation Issues in Software Project Management" Sponsor: Dr. BC. Korina L. CANADA "Virtual Project Management: Tools and the Trade" Sponsor: Francis Hartman. Schroder. Vancouver. Guss. Sherri L.Appendix D . Sweetman. PEng. Richard G.OH "Establishing a Department of Defense Project Management Body of Knowledge" Chotchai Charoenngam. Concordia University. Portland State University. 124 The PMI Project Management Fact Book . Ph.PMI Professional Awards 'Archipel Feasibility Study: A Questionable Consensus Approach" Sponsor: Pierre Normandeau. Portland.. Dundar E Kocaoglu Capt. Ph.D.D. Portland State University. Calin Popescu Guven lyigun. University of Texas at Austin "Utilization of Influence Diagram for the Design and Integration of the Construction and Measurement Control Environment" Sponsor: Dr. Dundar E Kocaoglu Pasit Lorterapong. Ph. Air Force Institute of Technology (AFIT). ND "Management of Research and Development Project in Small Technical Services Companies"" Sponsor: John R. Ph. Donnelly Bryce G. Portland. PE James G. CANADA 'A Fuzzy Heuristic Method for Resource-Constrained Project Scheduling" Sponsor: Osama Moselhi. Quebec. Kobylarz. Connie L.. Casler. Montreal. Washington. Wright-Patterson AFB. DC "Utilizing Expert Systems to Improve the Configuration Management Process" Sponsor: Dr. Cook.
CANADA 'Automated Cost Estimating System Using Neural Networks" Sponsor: Osama Moselhi. University of Calgary. Masters Candidate. Ft.D. Washington. Yourzak Scholarship Recipients 1999-2000 Jiwan Giri. Ottawa.pmi.PMI Professional Awards lnes Siqueira. Ph. Ontario.org) 2000-2001 The PMI Project Management Fact Book 125 . Ph. Nova Southeastern University. www. School of Business and Public Management The George Washington University. DC 2000-2001 PMI Educational Foundation Wilson-Zells Academic Grant Recipients 1999-2000 Connie L. Quebec. VA (The PMI Project Management Fact Book 1999. Lauderdale. Calgary..D. lnformation Technology School of lnformation Technology and Engineering George Mason University. CANADA Jiwan Giri.Appendix D . Ph. George Jergeas Wendy E. Alberta. Project Management Program The University of Calgary. Ph. Anthony Tsoukanas *First Award for this Program PMI Educational Foundation Robert J. DC Sunil K. Stewart. Algonquin College of Applied Arts and Technology. Dewan. Delisle. CANADA "Trust Building on Corporate Collaboration" Sponsor: Dr. FL "Evaluation and Application of a Project Charter Template to Improve the Project Planning Process" Sponsor: Susan Fife Edorchak. PE Diane S Hayes.D. Candidate.D. School of Business and Public Management The George Washington University. Alberta. CANADA "Balanced Scorecard for Project" Sponsor: Prof. Project Management Program. Candidate. Master of Science Candidate. Washington. Project Management Program. Valerie Lynne Herzog. Fairfax. Westmount.
S.K H Dexheimer. (BPMI) Bay 3000 Consulting Boston University Corporate Ed. Cntr. Asean Project Manager's Cntr.Appendix E PMI Registered Education Providers PMI Charter Providers Advanced Management Services. and Associates. Bates Project Management. Inc. Inc. of Exc. Delta Integracion Corporativa. Hillyard. Inc. Baker Barnes Associates. Inc. Inc. Inc. Atlantic Management Center. CADENCE Management Corporation H Capitol View Consulting. Center for Project Excellence CITI Limited Corporate Project Management Group Davis & Dean.A. LLC e-Training at ESI International m EDS/Center for Industry Learning (CIL) EpicEdge The PMI Project Management Fact Book . de C.
Inc. I Kimmons-Asaro Group Ltd. i % ta Schulich School of Business. B! 188 128 The PMI Project Management Fact Book . r Paradigm Management Incorporated rn PC1 Global.com kaa Project Management Group. Pittsburgh Project Management Cntr. a International Institute for Learning. Learning. a PM Solutions. Inc. B! Fissure Corporation I Franklin-Covey Company m Global Project Management Group I IBM Learning Services a INFINITA S. a PM Advisors.. Proj.C. Inc. Inc. B! Interpro ADF Corporation kaa ISIM University B! J. aw Project Mentors. Inc.J. Inc. Inc. Inc. a Project Management Services.PMI Registered Education Providers ESI International EXP Consulting.Group.Appendix E . B Management Worlds. Mgt. Limited B EI. Inc. Inc. a Project Management Leadership Group aw Project Management Prof. Inc. Ltd. Inc. %aInnovators International. College kaa PMCC. B MartinTate sr NETg m Paradigm Learning. B! PSM Consulting Services t Ruggles & Associates. Inc. Inc. Ltd. r SmartForce. Inc. Inc. m PrimeLearning. of Executive Development sls Skillsoft. York University Div. Glatt & Associates a Keane. aw Lawrence Technological University CEPD m Management Concepts.
Irvine Ext. University of Limerick Center for Project Management m Center for Systems Management r Cheetah Learning LLC n City University r College of Southern MD. Inc. r Humphreys & Associates. Ltd. Inc. Ltd. Incorporated The PMI Project Management Fact Book 129 . PMI Global Providers r AB&Partners r Action for Results. Inc. Inc. Inc. r Holland & Davis. Inc. a University of Wisconsin-Madison n Westney Project Services. r Systemation r University of California. n Ericsson Project Management Institute Emoteam SPA. r Future Engineering a Georgia Institute of Technology-College of ComputingContinuing Education r Global Knowledge (UK). m AlphaNet Solutions. Inc. n Hampton Group. Inc. Strategic Management Group.Appendix E .PMI Registered Education Providers n SPMgroup. La Plata Campus r Colorado State University Denver Center Compliance Automation. n Infotech Management r Integrated Management Systems r Integrated Strategies. 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. m Element K m Enterprise Project Management. Ltd.
Inc. ra Key Skills. PVI QA Training R3D Information and Technology. 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 Pinnacleone PM Concepts. Limited rr Learning Tree International ~r MbpNet r Moore. S. r PDI International. The CBT Workshop 130 The PMI Project Management Fact Book . L C L Priority Management Procept Associates. Inc. Inc. Project Management Resources Project Management Technologies. SOMOS Consulting Group. Couture. Ltd. Inc. Tecnologico de Monterrey.A.P Jain Institute of Management & Research STI.V Soft Tech Development. Inc. Tercon. Campus Monterrey-CSIM TECHNOLOGIA Technology Management Associates TeraQuest Metrics. Inc. ~rPanurgem PTY LTD. Ltd. Inc. Inc. Productivity Partners. Inc. Project Masters. S. Inc. Inc. Inc. & Associates.Appendix E -PMI Registered Education Providers m Istud SPA r Kepner-Tregoe. SKOPE. Inc. Siemens Business Services (SBS) Management Consulting and Training Skills for You. Polar Bear Software Corporation Praxis Management International. RMC Project Management Robbins-Gioia. De C. Skills Transfer International Stonebridge Technologies. Inc.
Management.A. PMI Basic and Corporate Providers r ABB Support AB ACM-Administrative Controls. A. Inc. Ltd. Stewart. PLC RI The University of Texas at Dallas. Berkeley Extension. of Business & Management m University of Management and Technology University of Maryland. Zervigon International. e Art of Consulting. r AT&T r Babcock Borsig A G rr Baldwin-Wallace College. m Dale L. Inc. Center for Professional Management Bank of Montreal. The Gannt Group The Projects Group. Institute for Learning m Beijing Modem Management Technology Exchange Bentley College Blakemore Consulting m Bryant College. Executive Education Program Tiba Managementberatung GmbH Twin Star Consulting Co. Alpha Consultoria De Proyectos.J. Executive Development Center Cabinet Conseil Developpement (CCDI). Inc. I I Compaq Computer Corporation I i Computer Sciences Corporation s RI Computer Systems Professionals u Coretech Consulting Group. Clark School of Engineering n University of NE Partnerships Pty Ltd.S. University of CA. Inc.PMI Registered Education Providers The Federal Marketing Group.Dept. PMP The PMI Project Management Fact Book 131 . Iieltisim Hizmetleri V Ticaret A.V m Analytic Project Management And Proje Yonetime.Appendix E . Inc. RI Canadian Institute of Computer Technology Child Care Council of Greater Houston. De C. S. Ltd.
a Durham College & University Centre QI E3 Project Management QI Egyptian Project Management Consultancy (EPM) B Escala. 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.PMI Registered Education Providers rn David Francis Dinamo. Ray McDermott Middle East. Inc. Education & Extension ~i 132 The PMI Project Management Fact Book . Inc. PM. ~rs! IQPC ws JFGP J. Inc.Appendix E . Inc. Systems and Training ac Ethicon Endo-Surgery. LLC M a DMR Consulting Group. LLC ws Fleet CCS 481 Grupo A&C 481 Gulfstream Organizational Learning & Development na Heron Bay Group B Huson Bay Consulting a Individual Software. Cntr.A. a Dinsmore Associates B D Consulting Group. Inc. (JRMMEI) ea Lee & Mac Consulting 481 Lucent Technologies Lng. PA Ethier Associates a Federal Publications Seminars. S. & Perf. rn INTouch International a Institute for International Research a Instituto de Direccion de Proyectos m Interconnection of Somerset. Consultoria em Qualidade. Inc. Gestao e Technologias de Informacao. Faculty of Cont. iak! Management Solutions m Management Solutions Group.
Inc. Dept. of General Services. Sabcons Project Management Consultants San Jose State University Professional Development Software Quality Institute.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. Poliedra-Politecnico di Milano/Emoteam Pritchard Management Associates Procurement Division. Inc.) Niagara College of Applied Arts & Technology Oak Associates. Inc. PGCC Technologie/Q-LABS FRANCE Phillips Petroleum Company PILAT Technologies International. Technicalprojects. Inc. PT Prosys Bangun Persada RCC Consultants Renaissance Worldwide. LLC Performance Management Associates. Inc. University of Texas at Austin Solutions Network. Ltd. Inc. State of California Project Assistants. Inc. Prosys Bangun Nusantara. Roadway Express. Perryman Group.Appendix E . PlanTech. Omega Management Education Group Ortho-Clinical Diagnostics Patrick Engineering Performance Knowledge.com The PMI Project Management Fact Book 133 . State of Oregon Technical Education Program Syntel. Pfizer. Project Solutions of Rochester. Ltd. Inc. Inc. Inc. Project Management Associates. Inc. Inc. PM Preview Corporation PMSOFT Korea. 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 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) 134 The PMI Project Management Fact Book . Inc. UCSD Extension University Extension. Inc.S. Inc. (TDG) The Institute for Professional Education TrainersDirect U. R R m B m m R m R B B @ Telcordia Technologies The Consulting Alliance Group. Winning Ways Management. LLC. Inc. University of CA-Davis URS Corporation Vencor. Wang Global-Wang Government Services Watermark Technical Services.Appendix E . Inc. West Center for Program Mgt. The Dayton Group. Xerox Connect. Inc.PMI Registered Education Providers m TechLink Training.
PMI Registered Education Providers ' D PMI Copenhagen. 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 The PMI Project Management Fact Book 135 .Appendix E . 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 K Mid America Chapter C 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.
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. Japan 136 The PMI Project Management Fact Book .Appendix E . 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.
Appendix E -PMI Registered Education Providers a PMI United Kingdom Chapter I PMI Upstate New York Chapter I 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 I PMI Williamette Valley Chapter I (PMI Education Department 2001) The PMI Project Management Fact Book 137 .
I. and professional development program reporting forms. answer sheets. 3. significant circumstances that could be construed as a conflict of interest. Responsibilities to the Profession A.Appendix F PMP Code of Professional Conduct As a PMI" Project Management Professional (PMP"). owners. The PMI Project Management Fact Book 139 . Responsibility to cooperate with PMI concerning ethics violations and the collection of related information. examinations. 2. or contractors. customers. responsibility to report possible violations of the PMP Code of Professional Conduct by individuals in the field of project management. including and not limited to the following: examination applications. 4. Upon a reasonable and clear factual basis. or an appearance of impropriety. Responsibility to provide accurate and truthful representations concerning all information directly or indirectly related to all aspects of the PMI Certification Program. Responsibility to disclose to clients. test item banks. I agree to support and adhere to the responsibilities described in the PMP Code of Conduct. Compliance with all Organizational Rules and Policies 1. candidate information.
2. truthful advertising and representations concerning qualifications. or influence/interfere with professional judgments. Conflict of Interest Situations and Other Prohibited Professional Conduct 1. and to otherwise act in an accurate. 2. Experience. and in the preparation of estimates concerning costs. and expected results. II. B. Responsibility to provide accurate. and performance of services. Responsibility to provide accurate and truthful representations to the public in advertising. Qualifications. experience. including all activities related to professional work and research. services.Appendix F -PMP Code of Professional Conduct B. Responsibilities to Customers and the Public A. 3. Responsibility to maintain and satisfy the scope and objectives of professional services. and ethical standards governing professional practice in the state/province and/or country when providing project management services. unless otherwise directed by the customer. truthful. and Performance of Professional Services 1. C. Responsibility to support and disseminate the PMP Code of Professional Conduct to other PMI certificants. Advancement of the Profession 1. Responsibility to comply with laws. 140 The PMI Project Management Fact Book . and complete manner. Responsibility to maintain and respect the confidentiality of sensitive information obtained in the course of professional activities or otherwise where a clear obligation exists. CandidatelcertificantProfessional Practice 1. regulations. public statements. Responsibility to recognize and respect intellectual property developed or owned by others. 2. Responsibility to ensure that a conflict of interest does not compromise legitimate interests of a client or customer.
gifts. Responsibility to refrain from offering or accepting inappropriate payments. The PMI Project Management Fact Book 141 .Appendix F. or other forms of compensation for personal gain.PMP Code of Professional Conduct 2. unless in conformity with applicable laws or customs of the country where project management services are being provided.
nor is this list in any way an endorsement or recommendation of any particular school or degree program. It may not be comprehensive. Bachelor's Degree Programs l i 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.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. Nepean School of Management I ~ Master's Degree Programs American Graduate University m Bournemouth University City University The PMI Project Management Fact Book 1 143 .
Les Instituts #Administration des Entreprises Lancaster University Department of Engineering: Electronic & Mechanical Engineering.International Business Project Management Universite du QuCbec A MontrCal . Derbyshire Business School 144 The PMI Project Management Fact Book .Project Management Degree Programs Colorado Technical University n Curtin University of Technology School of Architecture. Leeds Metropolitan University Montana State University Montana Tech of The University of Montana Northwestern University . Howe School of Technology Management Texas A&M University Unitec Institute of Technology UniversitC du QuCbec A Chicoutimi UniversitC du Quebec A Hull .Lille Graduate School of Management Keller Graduate School of Management YUniversitC des Sciences et Technologies de Lille. The Golden Gate University Henley Management College ISGI . McCormick School of Engineering & Applied Science Regis University .Appendix G .Robert R.School of Professional Studies Royal Melbourne Institute of Technology University (RMIT) South Bank University Stevens Institute of Technology. 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 a Management.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. Fac of Apl Sci.Wesley J.
May 2001) The PMI Project Management Fact Book 145 .J. Clark School of Engineering a E University of Northumbria at Newcastle r University of Portsmouth Centre of Project and Quality a Management I University of Reading rs! University of San Diego &4 University of South Australia University of Sunderland School of Computing. 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. A.Appendix G .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 . Nepean School of Management sr University of Wisconsin . 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 (PMI Research Department.J.Wesley J. Howe School of Technology Management University of Aberdeen University of Calgary Department of Civil Engineering University of Maryland.Project Management Degree Programs HI University of Limerick College of Business ar University of Manchester Institute of Science and Technology (UMIST) t University of Maryland. A.
Quebec (Canada) Milwaukee. Ontario (Canada) Washington.21 September 19-22 October 6-8 October 23-26 October 8. Texas Philadelphia. Wisconsin San Francisco. Ontario (Canada) Houston. Colorado Montreal. Arizona Boston. Georgia Phoenix. Louis. Pennsylvania Toronto. California Atlanta. Massachusetts Toronto. DC San Francisco. Missouri Houston. Georgia 9-10 October 22-24 October 14-16 October 18-21 October 22-24 October 18.21 September 7-11 October 147 The PMI Project Management Fact Book . Georgia St. Quebec (Canada) Chicago. California Atlanta. Texas Philadelphia. Illinois Los Angeles. Pennsylvania Denver.Appendix H PMI Annual Seminars & Symposium Sites and Dates 1969-2000 Atlanta.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. California Montreal.
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)
The PMI Project Management Fact Book
Countries with PMI Members as of 3 1 December 2000
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 il Gambia l r Germany
The PMI Project Management Fact Book
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 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
w w w w w w w w w w w w 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
2000 Edition.Glossary This glossary contains some of the acronyms and definitions that are most commonly used in project management.P.E. A more complete list of both can be found in A Guide to the Project Management Body of Knowledge (PMBOKm Guide) . 151 The PMI Project Management Fact Book . Acronyms CAQ" EV EVM OBS PERT PM PMBOR PMI" PMP QA QC R.2000 Edition. 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 Body of Knowledge (PMBOP Guide) These definitions were selected fromA Guide to the R o j e c t Management . This glossary also contains most of the acronyms used in the text of this publication.
Critical Path.. Brainstorming. or item that must be produced to complete a project or part of a project. A tool of the risk identification process. the critical path is usually defined as those activities with float less than or equal to a specified value. 152 The PMI Project Management Fact Book . The physical work accomplished plus the authorized budget for this work. often zero. Deliverable. Usually used with a modifier (e. cost-reimbursable contracts or time and material contracts. performance measurement baseline). Early dates are calculated by means of a forward pass. 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).g. and activity durations are shown as dateplaced horizontal bars. The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.g. A general creativity technique that can be used to identify risks using a group of team members or subject-matter experts. Also called a Gantt chart. or an activity).e. an expected cost. Contract. by similar technologies or industry sectors) or the type of customer (e. result. Earned Value (EV).. An element of work performed during the course of a project. schedule baseline. The original approved plan (for a project. 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. Baseline. internal versus external. tangible. It incorporates probabilities or risks and the costs or rewards of each logical path of events and future decisions. Typically. Bar Chart. Application areas often overlap. A contract is a mutually binding agreement that obligates the seller to provide the specified product and obligates the buyer to pay for it. A method for integrating scope. a work package. Application areas are usually defined in terms of either the product of the project (i. and resources.. Decision tree analysis. Previously called the budgeted cost of work performed (BCWP) for an activity or group of activities. Often used more narrowly in reference to an external deliverable. schedule. starting from a specified completion date (usually the forward pass' calculated project early finish date). A graphic display of schedule-related information. and expected resource requirements. and for measuring project performance. dates are shown across the top. plus or minus approved scope changes. Application Area.Activity. verifiable outcome. A category of projects that have common elements not present in all projects. which is a deliverable that is subject to approval by the project sponsor or customer. Earned Value Management (EVM). The series of activities that determines the duration of the project. 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). In the typical bar chart. Critical Path Method (CPM). activities or other project elements are listed down the left side of the chart. In a deterministic model. government versus commercial). Any measurable. It is the longest path through the project. cost baseline. Late dates are calculated by means of a backward pass. An activity normally has an expected duration. Contracts generally fall into one of three broad categories: fixed-price or lump-sum contracts. a brainstorming session is structured so that each participant's ideas are recorded for later analysis. using a specified start date. Activities can be subdivided into tasks. See critical path method. See project charter. Charter.
Authorizingthe project or phase.g. or current. Usually applied to project costs and durations and should always include some indication of accuracy (e. Lessons learned may be identified at any point. production. electrical. budget estimate. and reporting of project performance.Glossary Estimate. usually as compared to plan. and path float. Usually used with a modifier (e. Matrix Organization. some activities may not be performed).g. An organization structure in which staff are grouped hierarchically by specialty (e. and definitive estimate in engineering and construction projects). Mathematical Analysis. feasibility). scheduled. Monitoring. An assessment of the likely quantitative result. See also milestone schedule. Fast Racking. Coordinating changes across the entire project.e. Graphical Evaluation and Review Technique (GERT). Milestone. A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (i. See bar chart. 2) A functional manager. A point in time associated with an activity's completion. preliminary. Float is a mathematical calculation. estimated. See network analysis. The capture. The learning gained from the process of performing the project. A summary-level schedule that identifies the major milestones. target. A summary-level schedule that identifies the major activities and key milestones. engineering. The concept of including acquisition. Lessons Learned. manufacturing. Master Schedule. Finish Date. Gantt Chart. Monte Carlo Analysis. Also called slack. early. usually completion of a major deliverable. 1 The manager of any group that actually makes a product or per) forms a service. Line Manager. baseline.. Functional Organization. and others). Life-Cycle Costing.. Usually qualified by one of the following: actual. ?x percent). and accounting at the top level.g. further divided into mechanical. such as design and construction. Float. marketing. Integrated Change Control. and can change as the project progresses and changes are made to the project plan. marketing). analysis. late. A manager responsible for activities in a specialized department or function (e. planned. Compressing the project schedule by overlapping activities that would normally be done in sequence.. Initiation.. A technique that performs a project simulation many times to calculate a distribution of likely results. See also master schedule. engineering.g.. conceptual. Some application areas have specific modifiers that imply particular accuracy ranges (e. 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. A significant event in the project. The amount of time that an activity may be delayed from its early start without delaying the project finish date. Milestone Schedule. and disposal costs when evaluating various alternatives.. Also considered a project record. order-of-magnitude estimate. Functional Manager. The PMI Project Management Fact Book 153 . with engineering. total float. operating.g.
A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. The features and functions that characterize a product or service. A subset of project management that includes the processes required to ensure timely and appropriate generation. cost estimating. Project Charter. See project phase. performance reporting. A group of related projects managed in a coordinated way. 154 The PMI Project Management Fact Book . staff acquisition. A temporaly endeavor undertaken to create a unique product. ordered by frequency of occurrence. and cost control. information distribution. See also critical path method. An estimate. It consists of resource planning. Project Communications Management. See estimate. and integrated change control. and team development. Program. Pareto Diagram. Phase. A histogram. And it provides the project manager with the authority to apply organizational resources to project activities. collection and dissemination. A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated. Project. The term is commonly used to refer to a project network diagram. that shows how many results were generated by each identified cause. The process of identifying early and late start and finish dates for the uncompleted portions of project activities. 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 project plan development. of the amount of work that has been completed on an activity or a group of activities. PERT Chart. Performance Measurement Baseline. An event-oriented network analysis technique used to estimate program duration when there is uncertainty in the individual activity duration estimates. Project Human Resource Management. An approved plan against which deviations are compared for management control. storage and ultimate disposition of project information. program evaluation and review technique. PERT applies the critical path method using durations that are computed by a weighted average of optimistic. See program evaluation and review technique for the traditional definition of PERT. Order-of-Magnitude Estimate. expressed as a percent. and graphical evaluation and review technique. Project Cost Management. cost budgeting. Also known as the Method of Moments Analysis. A depiction of the project organization arranged so as to relate work packages to organizational units. Percent Complete (PC). PERT computes the standard deviation of the completion date from those of the path's activity durations. It consists of communications planning. Project IntegrationManagement. and administrative closure. A document issued by senior management that formally authorizes the existence of a project.Glossary Network Analysis. service. Program Evaluation and Review Technique (PERT). Product Scope. project plan execution. It consists of organizational planning. pessimistic. and most likely duration estimates. Programs usually include an element of ongoing work. or result. Organizational Breakdown Structure (OBS).
quantitative risk analysis. Always drawn from left to right to reflect project chronology. usually culminating in the completion of a major deliverable.An inclusive term that describes the sum of knowledge within the profession of project management. Project Schedule. It consists of procurement planning. A collection of logically related project activities. The work that must be done to deliver a product with the specified features and functions. Project Management Team. tools.Project Life Cycle. risk response planning. risk identification. cost. 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. A subset of project management that includes the processes required to acquire goods and services to attain project scope from outside the performing organization. and document approved scope. medicine. analyzing. It consists of quality planning. and quality control. Any schematic display of the logical relationships of project activities. as well The PMBOKmincludes as innovative and advanced ones that have seen more limited use. solicitation. Project Scope. Project Management Body of Knowledge (PMBOKm). A formal. the project management team may include virtually all of the project team members. As with other professions--such as law. Project Management Software. The PMI Project Management Fact Book 155 . and accounting-the body of knowledge rests with the practitioners and academics that apply and advance it. Risk management is the systematic process of identifying. traditional practices that are widely applied. and techniques to project activities to meet the project requirements. The application of knowledge. Project Network Diagram. qualitative risk analysis. skills. and schedule baselines. and contract c~oseout. proven. It includes maximizingthe probability and consequences of positive events and minimizingthe probability and consequences of events adverse to project objectives. The planned dates for performing activities and the planned dates for meeting milestones. An individual certified as such by the Project Management Institute (PMI). approved document used to guide both project execution and project control. Project Plan. quality assurance. and risk monitoring and control. It includes the processes of risk management planning. Project Procurement Management. A class of computer applications specifically designed to aid with planning and controlling project costs and schedules. source selection. The primary uses of the project plan are to document planning assumptions and decisions.~ Project QualityManagement. On some smaller projects. contract administration. Project Management (PM). solicitation planning. A project plan may be summarized or detailed. Project Risk Management. Project Manager (PM). Often referred to as a PERT chart. A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. The members of the project team who are directly involved in project management activities. Project Phase. and responding to project risk. facilitate communication among stakeholders. Project Management Professional (PMP"). The individual responsible for managing a project.
Projectized Organization. Task. 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. A narrative description of products or services to be supplied under contract. In some application areas. A generic term for work that is not included in the work breakdown structure. lowest level of effort on a project. and only the work required. or whose interests may be positively or negatively affected as a result of project execution or project completion. scope definition. Scope. Individuals and organizations that are actively involved in the project. Quality Control (QC). A subset of project management that includes the processes required to ensure timely completion of the project. Stakeholder. activity duration estimating. it may have a narrower or more specific meaning. See project scope and product scope. 2) The organizational unit that is assigned responsibility for quality control. 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. A type of bid document used to solicit proposals from prospective sellers of products or services. Project Time Management. activity sequencing. to complete the project successfully. It consists of initiation. Also. A common approach to implementing a quality improvement program within an organization. Work Package. Total Quality Management (TQM). scope verification. Controlling changes to the project schedule. Scope Change Control. 156 The PMI Project Management Fact Book . Each descendinglevel represents an increasingly detailed definition of the project work.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. Statement of Work (SOW). but potentially could be a further decomposition of work by the individuals responsible for that work. The sum of the products and setvices to be provided as a project. 1) The process of evaluating overall project performance on a regular basis to provide confidence that the project will sat~sfy relevant the quality standards. QualityAssurance (QA). Schedule Control. They may also exert influence over the project and its results. A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Team Members. when that deliverable may be assigned to another project manager to plan and execute. The people who report either directly or indirectly to the project manager. A deliverable at the lowest level of the work breakdown structure. Request for Proposal (RFP). scope planning. Project Team Members. Work Breakdown Structure (WBS). 2) The organizational unit that is assigned responsibility for quality assurance. schedule development. and schedule control. and scope change control. Controlling changes to project scope. It consists of activity definition. This may be accomplished through the use of a subproject where the work package may be further decomposed into activities. See project team members.
Lost A Opportunity (5 February): 56.I Accessible Information Africa News Service. X-34 programs. Kay M. The World Factbook 2000. Internet Project Kosovo. Reinventing Pharmaceutical Research and Development. DC: Central Intelligence Agency David. 2001.4. Burdge. Robert Lee. Lawmakers Criticize Management of Costly. 2000b. Diplomat Hotel Project. Baker. Recapping 2000. PM Network (January) : 28-29. Site Closure Requires Sophisticated Planning Tools. NASA Shuts Down X-33.com (1 March). Central Intelligence Agency. Associated Press International. Fleischer. 2001. 1991. Larry E 2001. PM Network (April): 32-34 Gugliotti. Over-Budget Laser Project Draws Anger from Congress. Public Performance & Management Review (September): 92-95. 2001. Dallas Morning News (26 November): 29A. Press Release (2 February). .4. 2000. 2001. The American Heritage Dictionary. Bud. PMI Volunteer Leadership Roles. Looking Ahead to 2005. Wire Story (26 February). 1 The PMl Project Management Fact Book 157 . Bradley. Linda. Pharmaceutical Executive (February): 14-17. Holtzman. Carter. PMI Today (August): 2. Building Project Management Capability in Information Systems Organizations. Engineering News-Record. 2000. Hotz. 2001. PM Network (December): 19. Jay 2001. Intense Scrutiny Will Accompany Mars Odyssey to the Red Planet. Africa News Service. Virgil. 2000. Proving the Profits. PMI Today (December): 1. 2000a. William E 2001. Lengthy Science Initiatives. Directorate of Intelligence. Second College Edition. Leonard. World Bank Appoints International Advisory Group on the Chad-Cameroon Petroleum Project. PMI 2000 International Project of the Year: The Trojan Reactor Vessel and Internals Removal Project. Washington. Cost Engineering (1 January): 37. 2000. Space.
org.pmi. Proceedings of PMI Research Conference: Project Management Research at the Turn of the Millennium 2000. Newtown Square. 2000. 74. The Money Pit. VI.2000. Project Management: A Proven Process for Success. S.91. FAA (1 March). XIII. The Future of Project Management. Gross Domestic Product by Indusny for 1997-99.doc. Salary Survey Goes Global. PA: Project Management Institute. PMIProject Management Salary Survey .org/membership/standards. Posted on http://www. Restructuring in the British Construction Indusny. Posted on http://www. PM Network (January): 40. Best Practices: Big Projects Succeed in a Small Town. 1997. Kloppenborg. Newtown Square. 1999. 17-18. PA: Project Management Institute. Newtown Square.2000 Edition. Bylaws. Survey o Current Business (December): 80: 24-35.pmi. PA: Project Management Institute.24-25. Project Management Institute. 2001.59.28.132.184-185. 4-6.225. 2000. A Guide to the Project Management Body of Knowledge .2. www. Merideth. Masyuki. 2 0 0 0 .43. 2001. Forty Years of Project Management Research Trends.3. .org/goveming/policy/manual.org. 2000. 2 0 0 0 .182. PMI Fact Sheet.9-10. as of 31 December 2000.172-173. PM Network (January): 35. Posted on Federal Aviation Agency Website. A. PM Network (April): 13.175. B. PMI Project Management Code of Professional Conduct.105-11. Kenneth M. Marcela.gov.218.228-229.htm. Posted on http://www. 2001.pmi. Lum. Rob. B.pmi.org/certification/certprog/conductcode.l. Knutson. 64.pmi.80. Technology Analysis & Strategic Management (December): 513-31. .2000 Edition.2000. and Akira Kadoyama. B. Levinson. 2000. 1999.org/goveming/policy/manual. 2000.30.Bibliography Ishikura.faa. and Moyer. and Predictions. PA: Project Management Institute. (PMBOP Guide) .30 Years of Project Management Excellence. Brian C.l.pmi. . and Chris Ivory.4.179-180. A. PMI Code of Ethics as of 31 December 2000. 1999. 2000. Newtown Square. The. PA: Project Management Institute. Memorandum: Report on Fiscal Year 2000 Financial Statements. Newtown Square. . Newtown Square. Timothy J. .2. Posted on www. 2 0 0 0 . Newtown Square. Posted on www. 1999 International Project of the Year: Qatargas LNG Plant Project. PMIFact Sheet (December). f Mead.189-91. PA: Project Management Institute. 2000. 2000. Mens. Interpretations.doc. 212. 2000. A.74. Sherlene K. PA: Project Management Institution. PA: Project Management Institute. Library of Congress Online Database. Miozzo. Newtown Square. and Howyi Nelson. CIO (December). (December).18-21.209. Bylaws. Joanita M. 52. . Posted on http://www. Joan. Nellenbach..203. PM Network (December): 35-37. 158 The PMI Project Management Fact Book .
Project Office Start-Up. Mission Possible: Selling Project Management to Senior Executives. MA: The Standish Group. 2000. Melissa. Reuters News Service (9 March). 5. D. PMI Chapter Listing as of 31 December 2000. Sunoo. HereSmith. 2001. PMI at a Glance.2000 i n Review. Posted on www. The Sydney Challenge. Stephan. PMI Membership Application (First Quarter). PMI Today (November): 1.C. www.pmi. d e n . DC: U. 2000. and Pamela Buckle. Newtown Square. SCR.pmi. Brenda Paik. Washington. John. 2 0 0 1 . Cogen. 2001. The PMI Project Management Fact Book 159 . Carol A.61-62. 2001. Schlichter. 2001. . 2001. Young. Newtown Square. PMI Today (February): 7.pmibookstore. Census Bureau.org. Countries with PMP Growth.org. 1998. Potential Barriers on the Road to Professionalization. Census Bureau. The Standish Group. PM Network (January): 59. and Nuclear Decommissioning Tabbed as "Projects of the Year" Winners. PM Network (April): 51. 2000-01 Edition. U. Douglas J. Delisle. Singer. PM Network (April): 36-40 Snyder. Reuters News Service. Janice. PMI Today (February). . Bureau of Labor Statistics.org. 3. . James R. Leveraging a Worldwide Project Team. Power Engineering (December): 6. 2001. 5-7. Rebecca. 2001.www. 17. Reflections on Y2K PM Network (July): 37-41. 2000.S.doc. . PMI Today (March).org. PM Network (February): 32. PA: Project Management Institute. U.S. Posted on www.org/goveming/policy/manual. Moving Mountains to Deliver Magic. The Chaos Report. Zwerman and Thomas. 2000. Projects@Work (January): 12-16. Kam Jugdev.S. Modem Project Management: How Did We Get Where Do We Go? Project Management Journal (March): 28-29.pmi. 2000. PMI Certification Handbook.2001. OccupationaZ Outlook Handbook. Iran Official Slams Russia on Nuclear Plant Delays. Washington. Annual Capital Expenditures Sunrey. 2000. Workforce (September): 70-76. D. 9-15.: U. PA: Project Management Institute. PA: Project Management Institute. Department of Labor. Connie L. Posted on http://www. .1998 (March).S. 2001. Ends Policies as of 31 December 2000. Government Printing Office. Volunteer Leaders: What Do They Do? PMI Today (December): 2. 2001. West Yarmouth. Thomas.pmi. 2000. 1987.Bibliography 2001. Winston. Bulletin 2500. Organizing for Project Management Maturity. 2001. . Newtown Square.
2001. PA: Project Management Institute. Newtown Square. Worldwide Component Affairs Department. Educational Foundation Summary. Newtown Square. Research Summary. Newtown Square. 25-28. Worldwide PMP Listing as of 3 1 December 2000. PA: Project Management Institute. 2001. PMI Certification Program Department. Newtown Square. PA: Project Management Institute. Project Management Institute Standards Department. Project Management Institute Meetings & Conventions Department. PMI 2000 Needs Assessment. . Education Summary. 2001. Newtown Square. PA: Project Management Institute. Annual Symposium Summary. 11. Project Management Institute Educational Foundation. Newtown Square. PA: Project Management Institute. 2001. Newtown Square. Newtown Square. Newtown Square. 160 The PMI Project Management Fact Book . . 2001. 2000. Certification Summary. PA: Project Management Institute. Newtown Square. Specific Interest Groups and College Listing as of 31 December 2000. . Project Management Institute Education Department. PA: Project Management Institute. iv. PA: Project Management Institute. PA: Project Management Institute. Standards Summary. 2001. Components Summary. 2001. PMI Professional Awards Program as of 3 1 December 2000. 2001. Newtown Square. ii. 2001. Project Management Institute Knowledge and Wisdom Center. 2001. PMI Certification Program Department. PA: Project Management Institute. PA: Project Management Institute. 2001. Knowledge and Wisdom Summary. PMI Marketing Department.Bibliography Internal PMI Documents and Communications Project Management Institute. . Project Management Institute Worldwide Component Affairs Department. PA: Project Management Institute. Newtown Square. Newtown Square. Project Management Institute Research Department. PA: Project Management Institute. 2001. Worldwide PMP Examination Sites as of 31 December 2000. Project Management Institute Certification Department.
and techniquesare aligned with the five project management processes and nine knowledge areas. and academics. and systems that technical professionals will understand and accept. The PMZ Project Management Salary Survey . with over 700. reserve time. ISBN: 1-880410-26-5 (paperback) Project Management for the Technical Professional Michael Singer Dobson PMI Project Management Salary Survey 2000 Edition - 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. This is one publication you'll want to have for quick reference both at work and at home. techniques. popular seminar leader. estimating publicationsand earned value measurement are added to Chapter 7 (Project Cost Management). the role of the project office is acknowledged. Newly added processes. and action plans. hammer home fundamental principles. researchers. along with the hands-on advice. and the chapter on risk management has been rewritten with six processes instead of four. It's also an insightful guide for those who manage technical professionals. including: progressive elaboration is given more emphasii. and project closure are added to Chapter 10 (Project Communications Management). project management expert. and personality theorist. Its purpose is to establish normative compensation and benefits data for the project man- Dobson." He counsels those who prefer logical relationships to people skills and shows technical professionals how to successfully make the transition into management. This new edition incorporates numerous recommendations and changes to the 1996 edition. An intriguing complement to more traditional IT management guides. supportive management primer for any "techie" invited to hop on the first rung of the corporate ladder. and project reports. tools. variance analysis. This is a witty. and activity attributes are added to Chapter 6 (Project T i e Management). For example. this is suitable for all libraries. understands "promotion grief. project presentations. "The exercises and case studies featured here. the treatment of earned value is expanded in three chapters. a skillful translation of general management theory and practice into tools. current members of the profession or those interested in joining it. The study provides salary. helpful "how to do it" sidebars.Upgrade Your Project Management Knowledge with First-Class Publications from PMI New Books - A Guide to the Project Management Body of Knowledge (PMBOKm Guide) 2000 Edition PMI's PMBOP Guide has become the essential sourcebookfor the project management profession and its de facto global standard. ISBN: 1-880410-23-0 (paperback) ISBN: 1-880410-22-2 (hardcover) ISBN: 1-880410-25-7 (CD-ROM) agement profession on a global basis.000 copies in circulation worldwide. It includes self-assessment exercises. and deferred compensation information for specific job titles/positions within the project management profession. bonudovertime."-Library Journal ISBN: 1-880410-76-1 (paperback) . the I d a g e between organizational strategy and project management is strengthened throughout.2000 Edition is a vital new research tool for managers and HR professionals looking to retain or recruit employees. It also contains normative data for a comprehensive list of benefits and an array of other relevant parameters.
why the task is performed. Webster Jr. ISBN: 1-880410-75-3 (paperback) Project Management Experience and Knowledge Self-Assessment Manual In 1999.The Project Surgeon: A Troubleshooter's Guide to Business Crisis Management Boris Hornjak A veteran of business recovery. consultingon. project turnarounds and crisis prevention. most easily understood project management book on the market today. The authors have mastered a unique "early-warning" signal of impending cost problems in time for the project manager to react.. judgments and biases. he explains and demysti6e." The author. instead of on troubleshooting problems. Project managers will welcome this fresh translation of jargon into ordinary English. ISBN: 1880410-27-3 (paperback) PM 101 According to the Olde Curmudgeon Francis M. planning the project). Then his emphasis turns to crisis prevention.g. Fleming and Joel M. Former editor-in-chief for PMI". guarantee. address problems when they occur.s key concepts and techniques. trainers. decision trees. The Role Delineation Study is an excellent resource for educators. and stochastic variance. and identifies the knowledge and skills that are required to complete the task. including expected value. so you can free your best and brightest to focus on opportunities.. . practitioners. PMI" completed a role delineation study for the Project Management Professional (PMP") Certification Examination.robabilistic techniques. Earned Value Project Management. utility and multi-criteria decisions. ISBN: 1-880410-29-X (paperback) Earned Value Project Management Second Edition Quentin W. Monte Carlo simulation. In this heavily illustrated second edition.g. 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. modeling techniques. the value of information. refers to himself as "the olde curmudgeon. the study describes the tasks (competencies) PMPs perform and the project management knowledge and skills PMPs use to complete each task. arm-around-the-shoulder approach. and prevent them from happening again. of any size. It describes the tasks that are performed in each domain. A role delineation study identifies a profession's major performance domains (e. administrators. Hornjak shares his "lessons learned" in this best practice primer for operational managers. In addition to being used to establish the test specifications for the examination. or related activities. He writes with a dual purposefirst for the practical manager thrust into a crisis situation with a mission to turn things around. Second Edition may be the best-written. dispenses insider information to novice project managers with a friendly. and in any industry. ISBN: 1-880410-24-9 (papehack) Risk and Decision Analysis in Projects Second Edition John R. 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. Koppelman Now a classic treatment of the subject. Francis M. who has spent thirty years practicing. and ultimately break the failure/recovery cycle. Each of the study's tasks is linked to a performance domain (e. or infer success or failure by individuals in their project management career. p. The selfassessment rating should not be used to predict. writing about. ISBN: 1-880410-28-1 (paperback) Project Management Professional (PMP) Role Delineation Study In 1999. Each task has three components to it: what the task is. and teaching project management. Webster Jr. helps project management professionals improve their decision-makingskills and integrate them into daily problem solving. The authors describe the earned value concept in a simple manner so that it can be applied to any project. Schuyler Schuyler. initiating the project or planning the project). optimal decision policy. a consultant in project risk and economic decision analysis. examinations. and how the task is completed. make tough decisions under fire. PMIW completed a role delineation study for the Project Management Professional (PMP") Cemfication Examination. He provides a history and description of all the components of modern project management. Individuals may use all of these tools to enhance understanding and application of PM knowledge to satisfy personal and professional career objectives. and individuals interested in pursuing PMP certification.
Called SMART". or are. 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. SMART has saved significant time and money on the hundreds of large and small. The Project Sponsor Guide is intended for executives and middle managers who will be. this new approach is Strategically Managed. independent. 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. ISBN: 1-880410-15-X (paperback) 1 Don't Park Your Brain Outside: A Practical Guide to Improving Shareholder Value with SMART Management Francis T. metaphysics. Shuster shows how personal work fulfillment and corporate goals can work in alignment. performance analysis. and cost reporting. The survey is a valuable tool to help narrow the field when selecting the best project management tools. It is also helpful reading for facilitators and project leaders. management theory and processes. Regenerative. how they perform time analysis. An excellent introduction for those interested in the profession themselves or in training others who are. It is based on research and best practices. behavioral science. and details the basic knowledge and processes of project management. ISBN: 1-880410-52-4 (paperback) ISBN: 1-880410-59-1(CD-ROM) 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. and interdependent levels of project portfolios. the root causes of their resistance to change. Dobson This comprehensive book introduces and explains task-oriented. individual creative expression (innovation). particularly crossfunctional projects. ISBN: 1-880410-79-6 (paperback) I The Project Sponsor Guide Neil Love and Joan Brant-Love Teaming for Quality H. resource analysis. tempered by hard-won experience. Aligned. and matrix organization. It says that you must first have a strong foundation in time management and priority setting. 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. Are your projects SMART? Find out by reading this people-oriented project management book with an attitude! ISBN: 1-880410-48-6 (hardcover) 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. 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. and two decades of personal teaming experience to explain how individuals can choose change for themselves. sponsors of a project. His new book offers a stimulating synthesis of classical philosophy. More than two hundred software tools are listed with comprehensive information on systems features. charting. It is deceptively simple. ISBN: 1-880410-55-9 (paperback) takes advantage of the strengths of the functional organization. administrative. and collective agreement (consensus). and much more. from scope management to work breakdown structure to project network diagrams. cost analysis. simple and complex projects on which it has been tested. then . projectized organization. and Transitional. He proposes the "Enterprize Organization" as a model that The Juggler's Guide to Managing Multiple Projects Michael S. Its philosophyto-practice approach will help people team in ways that promote exceptionally high levels of bonding. and the degree to which their willingness to change depends on the moral philosophy of management. and reduces lessons learned to a simple format that can be applied immediately to your projects. and leadership skills needed by project managers. project tracking. whlle reducing or eliminating their weaknesses. and how they handle multiple projects. The book collects the experiences and wisdom of thousands of people and hundreds of projects.discusses the technical.
org or Shop at Our Online Bookstore at www. such as homemade tomato sauce for pasta. and disintermediation to changing demography. this guide to the future describes one hundred national and global trends and their implications for project management. and markets. question-andanswer study guide to learn more about the key themes and concepts presented in PMI's international standard. org . Kliem and Irwin S. ISBN: 1-880410-71-0(paperback) - A Guide to the Project Management Body of Knowledge (PMBOK" Guide) 1996 Edition The basic reference for everyone who works in project management.introduces the concept of Portfolio Management to timeline multiple projects. 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") Certification Examination through 2001. ISBN: 1-880410-61-3 (paperback) Recipes for Project Success Al DeLucia and Jackie DeLucia This book is destined to become "the" reference book for beginning project managers. both as a recognized profession and as a general management tool. putting you in charge for possibly the first time in your life! ISBN: 1-880410-65-6 (paperback) Tools and Tips for Today's Project Manager Ralph L. to increasingly complex dishes or meals for groups that in turn require an understanding of more complex project management terms and techniques. made from the bottom up. social values. 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. Serves as a tool for learning about the generally accepted knowledge and practices of the profession. logically developed project management concepts are offered in easily understood terms in a lighthearted manner.pmibookstore. PMBOK" Guide. information technology. determine their resource requirements. It covers everything from knowbots. nanotechnology. Also included are tips on handling such seemingly simple everyday tasks as how to say "No" and how to avoid telephone tag. the PMBOK" Guide becomes an essential source of information that should be on every manager's bookshelf. As "management by projects" becomes more and more a recommended business practice worldwide. and handle emergencies. and tidbits of information provided with the recipes are interesting and humorous. after which the 2000 Edition will be used. 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. ISBN: 1-880410-58-3(paperback) The Future of Project Management Developed by the 1998 PMI" Research Program Team and the futurist consultant firm of Coates and Jarratt. particularly those who like to cook! Practical. ISBN: 1-880410-21-4(paperback) Visit PMl's website at www. Inc.. design. It's a reference you'll want to keep close at hand. The transition between cooking and project management discussions is smooth.pmi. single dishes. ISBN: 1-880410-12-5 (paperback) ISBN: 1-880410-13-3 (hardcover) PMBOK Q&A Use this handy pocket-sized. They are applied to the everyday task of cooking-from simple.
Program Risk Management Project 6 Editor by R. and procedures. Jeffrey Trailer. et al. Danielle Walker. Davidson Frame Principles of Project Management by John Adams. A Guide to the Project Management Body of Knowledge (PMBOKe Guide) . Pinto. PMP Resource Package Doing Business Internationally: The Guide to Cross-Cultural Success by Terence Brake. Michele Govekar ISBN: 1-880410-10-9 (paperback) Achieving the Promise of Information Technolorn Ralph B. Sackman ISBN: 1-880410-03-6 (paperback) Annotated Bibliography of Project and Team Management David I. Max W~deman. Gary Rafe. Second Edition by Quentin X Fleming and Joel M. Smith ISBN: 1-880410-54-0 (paperback) How to Turn Computer Problems into Cornpetitwe Advantage Tom lngram ISBN: 1-880410-08-7 (paperback) Project Leadership: From Theory to Practice Jeffery K. Koppelman ' Effective Project Management: How to Plan. Todd Palmer. Peg Thorns.2000 Edition by the Project Management Institute Global Literacies: Lessons on Business Leadership and National Cultures by Robert Rosen (Editor). Wysocki. Nigel J. and Controlling. Jeffrey W. Meredith and Samuel J. and Carl Phillips Human Resource Skills for the Project Manager by Vijay K. Project Management Experience and Knowledge Self-Assessment Manual by Project Management Institute Project Management: A Managerial Approach.New Resources for PMP@ Candidates The following publications are resources that certification candidates can use to gain information on project management theory. Scheduling. Verma The New Project Management by J. Jeffrey Mosher ISBN: 1-880410-47-8 (paperback) ISBN: 1-880410-57-5 (CD-ROM) Leadership Skills for Project Managem Editors' Choice Series Edited by Jeffrey K. et al. principles. Pinto. Cleland. Mantel Jr. Trailer ISBN: 1-880410-49-4 (paperback) The Wltual Edge Margery Mayer ISBN: 1-880410-16-8 (paperback) . Fourth Edition by Jack R. and Thomas Walker Earned Value Project Management. Seventh Edition by Harold Kerzner Also Available from PMI Project Management for Managers Mihaly Gorog. Manage.Patricia Digh. Project Management: A Systems Approach to Planning. techniques. and Deliver Projects on Time and Within Budget by Robert K.
All rights reserved. Yaroslav Vlasak ISBN: 1-880410-45-1 (paperback) Best Practices of Project Management Groups in Large Functional Organizations Frank Toney. Inc.741. Karen M. Verma ISBN: 1-880410-41-9(paperback) The PMI Project Management Fact Book ISBN: 1-880410-62-1(paperback) A Framework for Project Management ISBN: 1-880410-82-6. ISBN: 1-880410-02-8 (paperback) The PMI Book of Project Management Forms ISBN: 1-880410-31-1(paperback) ISBN: 1-880410-50-8(diskette) A Framework for Project and Program Management Integration R. A. ISBN: 1-880410-30-3 (paperback) Quality Management for Projects & Programs Lewls R. Bursic. "PMP" and the PMP logo are certification marks registered in tne Untted States and Other nations. Participants' Manual Set. "PM Network"." are trademarks of the Project Management Institute.741. Ray Powers ISBN: 1-880410-05-2 (paperback) Project Management Casebook.pmibookstore. Yaroslav Vlasak ISBN: 1-880410-18-4 (paperback) Project Management in Russia Vlad~mir Voropajev I. Volume Two Vijay K. Volume Three Vijay K. ISBN: 1-880410-46-X (paperback) Power & Politics in Project Management Jeffrey K. Bursic. Richard Puelzer. Pinto ISBN: 1-880410-43-5(paperback) Project Management Casebook Edited by David I. (paperback) Managing the Project Team Human Aspects of Project Management Series. and "Project Management Journal" and "Bulldingprofessionalismin project management. Cleland. . Max Widernan ISBN: 1-880410-06-0 (paperback) Human Resource Skills for the Project Manager Human Aspects of Project Management Series.com Mail: PMI Publications Fulfillment Center. Volume One Vijay K. Sewickley. Facilitator's Manual Set (3-ring binder) ISBN: 1-880410-80-X. Verrna ISBN: 1-880410-40-0 (paperback) Project & Program Risk Management Edited by R. PO Box 1020.0609 Email: pmiorders@abdintl. and "PMI Today" are trademarks redsteredin the United States and other nations.org Book Ordering Information Phone: +412. Ireland ISBN: 1-880410-11-7 (paperback) Organizing Projects for Success Human Aspects of Project Management Series. '"PMI"and the PMI logo are service and trademarksregistered in the Unlted States and other nations. Cleland.6206 Fax: +412. Karen M. Instructor's Manual Edited by David I. Verma (paperback) ISBN: 1-880410-42-7 Value Management Practice Michel Thiry ISBN: 1-880410-14-1(paperback) Order online at www. Richard Puerzer. Pennsylvania 15143-1020 USA 02001 Project Management Institute. Max Wideman ISBN: 1-880410-01-X(paperback) Principles of Project Management John Adams et al. A. Inc. 'PMBOK".The ABCs of DPC Edited by PMl's Design-Procurement-Construction Specific Interest Group ISBN: 1-880410-07-9(paperback) The World's Greatest Project Russell W Darnall .
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.