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The PMI Project Management Fact Book
Project Management Institute
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.. . ... ... .. Introduction . . .. ....... . . . . . . . .. .. . .. . . . . . . . .. . .. . .. . .. . .. . .... ...... . . . . .. . .. . . . 20 Geographic Scope of Projects . . . . . . . . ..\-Level of Education . . .. ... . .. . . . . . . . 3 SectionTwo-Theproject Definition of Project . . ...... .. .-+Professional Development . . . . . . ... . .. . . . . . .. . . ... . . . . . . . . .. .17 Section Thre-Individuals kJobi7tle . . . . .. . ... ... 1 2 . . . . . . . .. . .. . . . .. . .. .. . . ..* Project Management Practit~oner Profile ... .. .. . . . . .. . . .. . . . 3 3 JobFunctiorVRole . .. . . . . . ... . . . . . . . .. . .. . . . . . . .. ... . . . . . . . ..... . .. . .. . . ........ . 4 Project Management Process Groups ... . .... .. .. . . . .. . . . . . . .. . . . .. ... . . . . . .. . . .... 3 3 . . . . .. . . . . . . . . . . . 1 8 . .. .. .. . . .. .. . . . . . . . . . .. ... . . . . 1 Section OnThe Profession Definition of Project Management . . . . .. . . . . . . 3 3 Careerpath 34 .. . . . .. . . . .. . . . . . . . . .. .. .. . .. . . . . . . . . . .. 1 Awareness and Recognition of the Profession .. .. . 37 %Project Management Experience and Work History 39 Typical Work Week .. . ... ... . . . . .. . . ... .. . .. .. . . .... . .. . .. . .7 Scope of Responsibiliv . . ... . . ... .... . . ... ... . ... . . .. . . .. .. . . . . . . . . . . . .. . . . . . .. .. . .. ... 2 1 ProjectPerformance . . .. . . .. .... . .. . .. . ..1 2 Future of the Profession . . . . .. .. . . . . . . . . . .1 9 19 Total Spent on Projects . .. . .. . ..Exhibits . . Size of the Profession . . ... . . . . . . . . .. ... .... . . . . . ..31 - The PMI Project Management Fact Book v . .. . .. . .. .. .. . . .. . .. Definition of Portfolio .. .... . ... ... . . .. . . . 3 3 * Number of Projects . . . . .. . . . . . . . . ... . . . . . . . . . . . . .. . . . . .. . .. . .. . . . . ... . . . . . . . . ... .. . .. .. .. ... . . .. . .... . .. .. . . . .. .. .... . . . . . . .. .9 10 Hallmarks of a Profession .. . .. . .. . . . . . . . . .... .. .. . .. . .. . .. . 40 . ... . .. . . . .. .. . . . . .1 .. . 3 Project Management Knowledge Areas .. . . . .. ... .. . .. .. ... . . . . ... . .... . ... . .. . .. . . . . . . . .. ... . .... . ... . . .. .. . . . .. . . .. . . . . . . . . ... .. . . .. . . . . . . .. . ... . .. . . .. . . . .... . . . . . . . . .. . .. .. ... c Professional Credentials . . ... . . .. . . . . .. . .. . . . . .. .. . .... . . . . . . . . .. . . . . 14 . ..... . . . .. .. .. . . . . . . . . .... . ... ... .. . . . .. 3 1 . . . . ......... .. . . .. . . . . . . ... ... . . ... . .. . ... . ... Working in Project Management . . . . .. . 40 . . . .. .. . .. . . .. . 4 1 .. ... .. . . . . .. . . . . .. . . . .. . . . . . . . . . CostofaProject .... . . .... . .... . .. ... . 3 9 . . .. . . . . . . . . .... . ... .. .. ... . .. ... . . .. . .. . . . . .... . . . . .. . . . . .. ... . . . .. . . . ..*tCompensation and Benefits . .. .viii . .... . . . .. . 24 Project Challenges .. . . . . . . . .. . . . .. ... . .. .. . . .. . . ... . . . .. .. . . . . . . . ... .. . . . . .. . . . . . .. . . ... . . . .. .... . ... . . . . . . . .. . . . .. .. . . e+EmploymentStatus . .. . .. . .. . ..... . .. . . . . . . ... . ..... . ... ... . . . . . . . . .. . . . . .. . . .... . . . . . .. . . .. . . . . . . .. ... . .. .. . . . . . . 3 5 3 . . . . .. . . . .. . . . .. . . . .. . . ... . ... . .. . . .... .. .. . . .. . . ... . . ... ... . .. . ... .. . . . .... . .. . . . . . ... . . .. . . .. . . .. . . . .. . * Professional Ethics .. . . . .. . . . ... . . . . . . ... . . . . .. .. . . . . Project Management and Other Professions ... . 20 ProjectTypes . .. .. . . ..... . . . . . . . .... . .. . . 7 History and Evolution of the Profession . .. . . . . .. . .. . . .. .. . .. . . . .. . . . . .. . . . ... . ... . .. . .. . . . ... . . . . . . . . . . . . . . . . ... . . . . . . 23 Project Dimensions . . . . . . .. .. .. .. . . . ..... . . . . 1 7 Definition of Program .. . . . .. .. ... . .. ... . . . .. 27 . .. .. .. .. . . . . . . .. ... .. ... .. . ... .. . .. . ... .. . .. .. . . . .. .. .. ..... . . . ..
. . .. . . . . . . ... ... . . . .. . .. 53 =#Project Management Literature .. . . .. 50 . .. . ... .. . .. . ..... . . .. .... . . . ... . . . .. . . . ... . . . . . ... . . . . .. . . .. .. ... . . .. .. . .. .. . .. . . .. ... .. . .54 Governance ... .. .. . .. . . . . . . .. p mi. .. .. .. .. .. .. . . . . . . .. .. . . .. . . . ... .. . . . ... . . . . .. ... .. . . . 52 +Project Management Academic Degrees and Programs . . . . . ..... . .. . . . .. . . .. .... . .. . .. .. . . .. .... . .. . .. . . . . .... . . .. .... .. ... . . ... . .. . . . . . ...... . .. . ... .. .. . .. . . ... . .. .. .... . . .. . . .. ... .... 58 Board of Directors .. . . .. .. .... ..... .. . . .. . .. . ..9 4 Member Ethics Case Procedures . . . 78 Publishing 79 KnowledgeandWisdomCenter. . .. . . . .. .. . . . ... . . . . . .. 109 PMI Specific Interest Groups 115 PMICollege .. . . . .. . . .. .. .. .. . .. . . ... .. .. . . . .. 116 . . . .. . . . . ... .. . .. ... . ... .. . . . . . .. . . .. . .. ... . . .. . . . . . . . .. . 46 . .. . .. .lobal Acceptance of PMP Certification .. . . .... 80 Annual Seminars &Symposium .. 53 q... . . . . . ..... .... . . . . ... 8 1 w .127 . .. .. . .. . . .. .... . . .. .. . ... .. .. ... . .... . . . . 77 Standards . . . . .... . . .. .. ... . ... . . ... . . . . . .. . . ... 72 75 Education . .. .. . .. . 134 PMI Comoonent Providers ... 5 1 SupportforCertification . . . . .. ... 59 StmtegicAdvisoryGroups .... . .. .. ... . . .. .. ... .... . .. . ... . .. .. . . .. 118 PMI Educational Foundation Award and Scholarship Recognition 1979-2000 . . ... .. . ... . .. . .. ... . . .. . . . .. . . .... ... . .... . . 50 Support for Professional Affiliations . .. . . .. 127 PMI Global Providers . .... . . .. . .. ... . ... ... ...... ... .. .117 . . . . .. . .. . . . . . .. . . .. . .. .. . ... ... . .... . . . . .. . . .org . . .. ... . . . .. .... .. . 57 . .. .. . . . .. .. . .. .. . .. . ... .. . .. . . . . .. . . . . ... . .... . . . . .. . . .. .... . . .. . . . . .. . . . . . .... . . .. . . . .... . .. . AppendixA. .. .. . . . . . .... ..... 129 1 PMI Basic and Corporate Providers . . . .. . . ... . . . 66 Components ..93 .. . . . . . . . .... . .. . ..... .... .... .... . . . .. .. . . . . .. .. .. . ... ... . ..Section FourThe Environment of Project Management - +Adoption of Project Management by Organizations . . ..... . . ... . .. . . . . . . . . .. . .. . . . . . . . .. . .. . . . . . . ..... 54 . .. .. .. . ...... . . . . . .. . .. .. .+ Globalization of Project Management .. . 70 Financial Stability .. . . . ... . .. . .. . .. . . .. . . . . . ... .... .. ... . .. . ... .109 . . . .. ... . ... ... . . . . . . . .. .. .. . . . . . . .. . .. . . . . .. .. .. . . . ..... .. . . ... . ... . .. .. . . .. . . .... . .. ... ..... .. .. . . . . .... . . . . . . . . . . ... .. . .. .. . . .. . . .... .. . . . . . . .. . .... . . . .. . . . . ... . . .. . ... . . .. . Project Management Responsibility in Organizations . .... 8 1 Awards . . . .. .. .. . 67 Corporate Involvement and Participation . . . . . ... . . . . .. . . . .M a t i o of Project Management Personnel to Total Employees . . .. . . .. . . .. . .. .. History .. .... 82 PMI Educational Foundation .. ... . .. . 117 PMI Professional Awards Program Recognition 1974-2000 . . . . . . . . ... .. ... .. . . .. . 122 Professional Awards Appendix E-+MI PMICharterProviders .. . . ... . .. . . . .. . . . .... ... . . .... . . .. .. . ..... . .. . . .. . .. . . .... . . ... ......... 134 Registered Education Providers vi The PMI Project Management Fact Book . . Member Standards of Conduct ... 46 .. .6 1 Volunteerism .. .. .. . . .. . . . . . . . . Worldwide Cooperating Organ~zations .. .. .. . .... . ..... . . ... . . ... . . . ... .. . .. . .. . . . .. . . .. ...... ...... . .. . ... . .. . . .. ... . .. . ... .. . .. . ..60 Membership .. . . .. .. ... . . . .. . . . ... .. . .. . . ... .. . . . .. . . .... . . . . . . . ...... . . . . ... . .. .. .. . . .. . . . . 45 Section Fve-The Project Management lntiiute . . . . . . . . . . . . . ..... . . . . ... .. . . .87 ....... . .... . ... . . . .... ... .. . . .. .. . . . . . . 52 4d. ..... .. . . .. ... .. .. . ... 72 Certification . . . . .. . .82 . .... . . . .. . .. . . . . . . . .. .... .... .. . . . .. . . . . . . . . . . . . .. .. ... . . .. . .. ... . ... .. . . . .. . .. . . .. . .. . . 87 88 Appendix 6-PMI Member Code of Ethics . . .. . . . . .. . .. .. .. ... .. . . . . .... . .. .. . . . ..... .... .. . . . . .... . ..... .. .. . .. . . .. . ...... . . . . . . . . ...... . .. ..... .. ... . ...-P MIEndsPolicies Introduction PMIEndsPolicies . . . .. . ... . . . . .. ... 3 1 PMI Association Providers . . .. ... .. . . . 9 6 Ethical Standards .. . .. . .. . .. ... ...... . ... ... 9 Research on the Project Management Environment .. .... .. . . . ... . . ..... . . . .. ... ..... .. . . . . ... Appendix D-PMI PMI Project of the Year Award .... .. ... .. .. . .... . . . ... . . . . . . .. . . ... .... .. . ... . . . . . 59 . .. ... . . .. . . .. 93 AppendixWMIComponents PMIChapters ... .... . .. . ... .. . .. . . . . .. ...... . .... .. . . . .. . . .. . .. . .. . ... . . . . .. ... ... .. .. ... ....... . .. .. .. .. .. . ... . . . . . . . . . . . ... .. . .. .. . . . .... . .. . . ...... .. . . . . .. .. . .... . .. . . . .. . . .. . . . ... .. . . .. . .. .. . .. . ... . .. . . ... . ... .. . . .. .. . . . ... ....... ... 59 Implementation of Ends Policies .. . .. . . .. . ... . . . ... .... .. . .. .. .. . . ... . .. .. .. .. .. . ... ... . . .. ... . . .. .. .... .. . .. 6 4 GlobalOutreach . . . .. ... .. . .. . . . Research .
. ...... 149 . 147 Appendii HPMI Annual Seminars & Symposium Sies and Dates 1969-2000 Appendix 1 . 1 5 1 Bibliography ... .. .... 157 The PMI Project Management Fact Book vii .. ... .... 139 . .. . . 139 .. . .. . ........ ......143 .... .... . ..... ... .. ... . .. ..... . ......... . .. . ..... . . . . ... . . . . .......... . .... .... . . ..... . . ..... ... .. ...... .... .. .... . ......... .. .... . .. . .. . ....... . .. . .... . .. 1.. .... ... . . . ... .. .... ... . ...... ... ..... . . . .. .. .. ........ . .. .... . ..... .... .. . .. .. ... . .. ..1 5 1 Accessible Information . ... . . ..... .. ... .. .......Appendix FPMP Code of Professional Conduct II Responsibilitiesto Customers and the Public ... 4 ountries with PMI Members as of 3 1 December 2000 Glossary Acronyms .. . . .... . ..... . 143 Doctoral Degree Programs .. . .. .. ...... . .... . . ... .... . ... ... .. . .... ...... .. . . . .. .. .. . ..... .. .. .. .. .... ..... .. ... .... 140 Appendix W r o j e c t Management Degree Programs Bachelor's Degree Programs ... ... ........... 143 Master's Degree Programs ... .. . .. ..157 Internal PMI Documents and Communications ... .. ... ... ... . . .. 1 5 1 Definitions .. .. . .. .... . . . .. . .. . .. ... . ... ... .. . . .. . .. . . Responsibilitiesto the Profession .....160 .. . ...145 .. .. . .. ... .. ... . .......... . ... . .. .. ..... . ....... . .
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. by Position PMI Membership Growth. by Geographic Area Ratio of Project Management Personnel t o Total Employees Representative Countries with Significant PMP Growth Process Used to Develop PMI Annual Program Plan and Budget Industries Represented in PMI Membership PMI Component Facts PMP Certification Facts viii The PMI Project Management Fact Book . by Scope Global Average Total Compensation. 1994 Versus 1998 Relation of Organizational Structure to Project Success Project Management Practitioner Profiles Years of Project Management Experience. by Geographic Area Global Average Total Compensation.
The Profession of project management. 2. and organizations. scope. including typical costs. PMI is the world's leading project management association. etc.000 members in more than 120 countries. compensation. accomplishing their strategic objectives through the practice of project management. The Environment of Project Management activities. within the global context of organizational structure and practice. count on the project management profession and PMI to help them succeed in the global marketplace. and meet the needs of our members and other stakeholders. dimension. 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. now with more than 70. 4. responsibilities. Its five principal sections are structured to serve as a comprehensive compilation of information and data about: 1. 3. The PMI Project Management Fact Book. The Project Management Institute itself. Individuals Working in Project Management. including a profile of their qualifications. This new book is an enlarged and updated version of the groundbreaking The PMI Project Management Fact Book published in 1999. along with businesses. The Project. and services. advance the project management knowledge base.Introduction The Project Management Institute (PMIB)is pleased to publish The PMI Project Management Fact Book. PMI is committed to delivering products and services that set the industry standard. Second Edition. industries. activities. and challenges associated with projects. The PMI Project Management Fact Book 1 . Individual practitioners. 5. including its structure. membership.
Definition of Project Management According to A Guide to the Project Management Body o Knowledge f (PMBOP Guide) . networking. planning. training. skills. The PMI Project Management Fact Book 3 . The profession values the Institute as the association of choice for individuals across all industries and organizations in the global marketplace. certification. and techniques to project activities to meet project requirements. Project management is accomplished through the use of the processes such as: initiating. and closing" (2000.2000 Edition. 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. and the knowledge that they need to successfully manage projects and deliver the expected results. executing. tools. controlling.Section One The Profession Project management has become a top career choice for many talented and knowledgeable individuals. 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. "Project management is the application of knowledge. 6).
It consists of: ia Initiation-authorizing the project or phase. r Scope verification-formalizing acceptance of the project scope. 4 The PMI Project Management Fact Book . Scope change control-controlling changes to project scope.Section One . Project Time Management A subset of project management that includes the processes required to ensure timely completion of the project. Scope planning-developing a written scope statement as the basis for future project decisions. It consists of: R Activity definition-identifying the specific activities that must be performed to produce the various project deliverables. 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. r Scope definition-subdividing the major project deliverables into smaller. m Integrated change control-coordinating changes across the entire project. and only the work required.2000 Edition defmes nine Project Management Knowledge Areas. to complete the project successfully. ~rActivity sequencing-identifying and documenting interactivity dependencies. It consists of: R Project plan development-integratingand coordinating all project plans to create a consistent. These describe "project management knowledge and practices in terms of their component processes" (PMBOP Guide 2000. more manageable components. 7). coherent document. Project Scope Management A subset of project management that includes the processes required to ensure that the project includes all the work required. m Project plan execution-carrying out the project plan by performing the activities included therein.The Profession Project Management Knowledge Areas The PMBOP Guide .
It consists of: The PMI Project Management Fact Book 5 . r Schedule control--controllingchanges to the project schedule. and resource requirements to create the project schedule. r Cost budgeting-allocating the overall cost estimate to individual work activities. Project Cost Management A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. m Cost control--controlling changes to the project budget. It consists of: r Quality planning-identifying which quality standards are relevant to the project and determining how to satisfy them. r Quality assurance-evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.Section One -The Profession m Activity duration estimating-estimating the number of work periods that will be needed to complete individual activities. 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. activity durations. 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. materials) and what quantities of each should be used to perform project activities. equipment. r Schedule development-analyzing activity sequences. Project Quality Management A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of: r Resource planning-determining what resources (people. I Cost estimating-developing an approximation I (estimate) of the costs of the resources needed to complete project activities.
and reporting relationships. and responding to project risk. dissemination. 8 Qualitative risk analysis-performing a qualitative analysis of risks and conditions to prioritize their effects on project objectives. Project Risk Management Risk management is the systematic process of identifymg. responsibilities. 8 Information distribution-making needed information available to project stakeholders in a timely manner. It includes: Risk management planning-deciding how to approach and plan the risk management activities for a project. collection. progress measurement. and forecasting. storage. 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. and ultimate disposition of project information. 8 Project Communications Management A subset of project management that includes the processes required to ensure timely and appropriate generation. and assigning project roles. B Administrative closure-generating. gathering. It consists of: R Communications planning-determining the information and communications needs of the stakeholders: who needs what information. 6 The PMI Project Management Fact Book . documenting. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives. when they will need it. m Quantitative risk analysis-measuring the probability and consequences of risks and estimating their implications for project objectives. This includes status reporting.Section One .The Profession Organizational planning-identifying. and how it will be given to them. analyzing. and disseminating information to formalize phase or project completion. s Performance reporting-collecting and disseminating performance information. B Risk identiflcation-determining which risks might affect the project and documenting their characteristics.
Contract closeout--completion and settlement of the contract. "Project management processes can be organized into five groups of one or more processes each": Initiating processes-authorizing the project or phase. m Solicitation-obtainingquotations. Risk monitoring and control-monitoring residual risks. Planningprocesses-defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address. Executing processes-coordinating people and other resources to carry out the plan. EN T e PMI Project Management Fact Book h . It consists of: Procurement planning-determining what to procure and when. 189-91) Project Management Process Groups As indicated in the PMBOP Guide . Source selection--choosingfrom among potential sellers. Contract administration-managing the relationship with the seller. as appropriate. identifying new risks. 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.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. bids. and evaluating their effectiveness throughout the project life cycle. or proposals.2000 Edition. Solicitation planning-documenting product requirements and identlfylng potential sources. offers. including resolution of any open items. (PMBOP Guide 2000. executing risk reduction plans.
and then provides documented updates to the plan as the project progresses. 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.Section One -The Profession (Arrows represent flow of information) Figure 1 Links Among Process Groups in a Phase (PMBOP Guide 2000. s Closing processes-formalizingacceptance of the project or phase and bringing it to an orderly end. Among the central process groups. the links are iterated-planning provides executing with a documented project plan early on.. Figure 3. In addition. (PMBOP Guide 2000. one-time events.1. . 30) 8 The PMI Project Management Fact Book . they are overlapping activities which occur at varying levels of intensity throughout each phase of the project. The process groups are linked by the results they produce-the result or outcome of one becomes an input to another. the project management process groups are not discrete..
By the early 1960s. whether erecting bridges. and canals. and weighed the risks involved. people created project timelines. roads to pave. the author highlights breakthrough thinking in computer-related development projects. laws to write. One author suggests that 1958 "was the beginning of the age of the giant project: that point where the size. as well as the introduction of the Program Evaluation Review Technique (PERT) in the field of military electronics. time span. above. 2 ) The origins of modern project management can be pinpointed to the 1950s. timeline development. including the construction of pyramids.Section One -The Profession History and Evolution of the Profession Projects have been done since the dawn of time.) Department of Defense directed some of its services to test the PERT concept to control costs. techniques and methodologies we have today." (Project Management: A Proven Process for Success 2000. and risk management were applicable to a wide range of projects. These early ideas were the precursors to a set of management techniques we now know as "modern project management. 28-29). complexity. and major advances in medicine and biotechnology. 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 . In particular. when the first papers on project management techniques began to be published.S. resource requirements and cost of project demanded more than the Gantt chart" (Snyder 1987. Over time. rotating crops. Without the advanced tools. the establishment of travel on. or deciding how to govern themselves. As one PMI publication puts it: Whenever and wherever civilizations took root. and the United States (U. the development of electronic communications and computation systems. arenas. people realized that the techniques for cost control. and below the surface of the earth. bridges. located materials and resources. there were projects to manage: buildings to erect. resource procurement. and history is rich with magnificent examples of projects. articles were appearing on subjects like project planning and scheduling and critical path techniques.
as a new profession in itself. Since its creation. to which it relates. (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. Results were starting to reinforce concepts" (Snyder 1987. In 1969." Building and expanding upon the academic discipline or disciplines. More and more research papers were published during and following this period. among other things: r Ethical behavior and integrity Discreet body of knowledge Theoretical base for its knowledge 10 The PMI Project Management Fact Book . "Experience was beginning to replace ideas. Prior to the formation of PMI. 28-29). chronicling project management as a new management style and. 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. project management had not really been regarded as a profession. The 1970s became a turning point in project management. the hallmarks of a profession include. 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. As the article's author states. In most cases. as more and more organizations had real experience in applying these new techniques in actual project conditions. a profession is distinguished by its special features and characteristics.Section One -The Profession computer technology.
Department of Labor. Bureau of Labor Statistics 2000. Others may have an interest in the The PMI Project Management Fact Book 11 . (The Future of Project Management 1999. PMI Research Department 2001). but do not view themselves as members or potential members of the profession. and as the profession gains wider recognition (U. 8. project management as a profession of choice currently exceeds 16.7. Therefore. Even if projects and project management became ubiquitous in society throughout the world.Section One . 105-11) Size of the Profession PMI estimates that as many as four and a half million people in the U.5 million.--representing about 3.3 percent of the employed U. this figure may actually understate the worldwide size of the profession. Given the incomplete nature of available labor force information from many countries.S. workforce-may regard project management as their profession of choice. the total number of people around the world who view. This number is likely to grow significantly as more advanced degrees and undergraduate majors are offered in the discipline of project management. or might view. 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 considers only those who may regard themselves as being directly involved in project management in arriving at its estimates. PMI estimates that the size of the profession in the rest of the world may be more than 12 million.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. as more emphasis is placed on research into the theory and practice of the profession.S.S.
Directorate of Intelligence 2000. "much of the knowledge needed to manage projects is unique to project management (e. as illustrated in Figure 2. Project Management Institute Chair Hugh Woodward. www. PMF appeared in the role of invited subject-matter experts on two episodes of The Next Wave. but would never consider it to be their primary profession or focus in life (Central Intelligence Agency.2000 Edition.092 hits were recorded in 2000. Awareness and Recognition of the Profession There are many ways to measure the success of project management as a profession. hosted by Leonard Nimoy The PMI experts explained the general aspects of project management and its role in the new economy. the project management profession and PMI experienced a 645 percent increase in total media exposure in 2000. PMI also recorded more than 140 million electronic public relations exposures in 2000. PMI Research Department 2001). 4). A key global source of information on project management is PMI's web page. compared to 1999.Section One . In 2000. critical path analysis and work breakdown structures).621. a 64 percent increase over the previous year (2000 in Review 2001.pmi. where a total of 2. 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. Coupled with nearly 28 million exposures documented in print communications. However.The Profession products and services offered by the project management profession and by PMI.g. Project Management and Other Professions According to the PMBOP Guide . the PMBOKa does overlap other management disciplines" (PMBOP Guide 2000).. airing as paid programming on CNBC television.org. 12 The PMI Project Management Fact Book . PMF and PMI member Daniel Cozad.
and planning techniques. Figure 1. executing. and controlling the operations of an ongoing enterprise.2000 Edition further explains the related elements of General Management and Application Areas: General management encompasses planning. strategic planning. and human resource management. The PMBOKe overlaps or modifies general management in many areasorganizationalbehavior. organizing. Application areas are usually defined in terms of: The PMI Project Management Fact Book 13 .The Profession The Project Body of Knowledge Generally Accepted Project Management Knowledge and Practice This figure is a conceptual view of these relationships. Application areas are categories of projects that have common elements significant in such projects but not needed or present in all projects. financial forecasting. 9) The P M B O P Guide .2. General management also includes supporting disciplines such as law. staffing. The overlaps shown are not proportional. logistics. to name just a few. Figure 2 Relationship of Project Management to Other Management Disciplines (PMBOP Guide 2000.Section One .
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. ( P M B O P Guide 2000. Public perceptionlacceptance 2. and personnel. Furthermore. a Management specializations. such as software development. such as government contracting. Methods/applyingfunderstanding/consistency 5. Acceptance by top management 3. (PMI 2000 Needs Assessment 2000. PMI research also indicates that the five "greatest challenges" to the future of project management are as follows: 1. 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. who are also PMPs. a Industry groups. logistics. Seventy percent of PMI members. such as legal. production and inventory management. Technical elements. 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. expect project management to increase in importance to them personally. Becoming a profession/establishing standards. pharmaceuticals.27-28) 14 The PMI Project Management Fact Book . water and sanitation engineering. Success/showing value 4. community development. such as automotive. or construction engineering. marketing. chemicals. agriculture.Section One -The Profession Functional departments and supporting disciplines. or financial services. or new product development.
The Profession Considering the observable signs of a maturing professionincreasing numbers of individuals associating themselves with project management. to name a few-the future of project management as a profession looks very bright. heightened public exposure of project management issues and concepts. challenging. and rewarding. and continued refinement of professional standards. The PMt Project Management Fact Book 15 .Section One.
This concept is the foundation upon which the profession builds its body of knowledge. for example. or transform the global economy Definition of Project According to the PMBOP Guide . B Planned. new products do not reach the consumer. Work generally involves either operations or projects. although the two may overlap. and the Internet does not unify the continents and cultures of the world. The PMI Project Management Fact Book 17 . It is the concept of the project that inspires practitioners to achieve the innovative breakthroughs that continually move the profession forward. conducts research. executed.Section nYo I The Project The profession of project management is built around a central concept known as the project. tz Constrained by limited resources. In many situations. projects have become integral to the execution of an organization's strategic plan. they are: a Performed by people. and controlled. and provides professional development and academic accreditation. establishes standards.2000 Edition: Organizations perform work. people do not walk on the moon. administers certification. Without projects. Operations and projects share many characteristics.
Section Two -The Project Projects are often implemented as a means of achieving an organization's strategic plan. ongoing operation which involves many projects. Programs may also involve a series of repetitive or cyclical undertakings. for example: I Utilities often speak of an annual "construction program.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. Operations and projects differ primarily in that operations are ongoing and repetitive while projects are temporary and unique. 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). Definition of Program The P M B O P Guide . IB Many non-profit organizations have a "fundraising program.project is a temporary endeavor undertaken to a create a unique product or service. 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. but each individual issue is a project." an ongoing effort to obtain financial support that often involves a series of discrete projects such as a membership drive or an auction. 18 The PMI Project Management Fact Book . IB Publishing a newspaper or magazine is also a program-the periodical itself is an ongoing effort." a regular.
~ ( P M B O P Guide 2000. in others. into development of software and information systems.Section Two -The Project In some application areas.1 1 sistent definition of each term. quality duration. and all sectors of public and private endeavor. Department of Commerce. and complexity among other factors.2000 Edition. 10). staffing. 10). These projects occur in all industries. all countries. discussion of program management versus project management be preceded by agreement on a clear and con. to reengineering and other forms of organizational change.7 trillion (US) gross product on projects of all kinds (Lum and Moyer 2000. These investments in projects and programs are guided by the organization's strategic plan and available resources" (2000. They run the gamut from new product development and overall research and development. program management and project management are treated as synonyms.S. This expenditure is comprised of projects that vary in cost. Central Intelligence Agency. Total Spent on Projects On the basis of data released by the Bureau of Economic Analysis of the U. Definition of PortFolio According to the PMBOP Guide . "Project portfolio management refers to the selection and support of projects or program investments.S. data. an amount equivalent to one-quarter of the nation's gross domestic product.3 trillion (US) on projects every year. risk. PMI Research Department 2001). through residential and commercial construction. the Project Management Institute (PMI3 estimates that the U. project management is a subset of program management. requirements. The PMI Project Management Fact Book 19 . Extrapolating U. This diversity of meaning makes it imperative that any . PMI estimates that the world as a whole spends nearly $10 trillion (US) of the world's $40. Directorate of Intelligence 2000.S. public and private sectors spend some $2.
are projects. Census Bureau 2000).. of a special grade of paper) or the production of one large item (e. 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. Much of this expenditure takes place in the context of fulfilling the requirements of major projects (U.S. However.S. 40). in 1998 U.S.6 billion in capital goods-structures and equipment-an increase of 11.g.7 percent from 1997. The extreme difference between the two figures is accounted for by a relatively small number of very large projects represented in the survey sample. 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). According to the U. some data associated with projects may be included in multiple data sets. Examples of such projects could include a short-duration special production run (e.80). a customized airplane).Section Two -The Project Unlike activities to improve manufacturing operations. many manufacturing operations can be viewed as projects and.g. indeed. Consequently. businesses alone invested $973. manufacturing itself usually is not viewed as a project-based operation because of the concept of mass and repetitive production.000 to $10 million (US) (Nellenbach 2001. Census Bureau. which had the effect of skewing the mean upward. 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). 20 The PMI Project Management Fact Book . while the mean (average) project budget size is $55 million (US).. Projects varied in average value from under $100.
rrt Constructing a building or facility. or style of an organization. roles. 80) Project Types As "a temporary endeavor undertaken to create a unique product or service. Projects are critical to the realization of the performing organization's business strategy because projects are the means by which strategy is implemented. and geographic location of PMI members demonstrates the extreme breadth of application of projects and project management.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. jobs. As stated in the PMBOP Guide . government. Designing a new transportation vehicle." projects are involved in all aspects of business. l They may involve a single person or many thousands. Their duration ranges from a few weeks to more than five years. as in joint ventures and partnering. s t f i g . Developing or acquiring a new or modified information system. m Effecting a change in structure. The broad array of work areas. Examples of projects include: B Developing a new product or service. and society. Projects may involve a single unit of one organization or may cross organizational boundaries. academia.2000 Edition: Projects are undertaken at al levels of the organization. The PMI Project Management Fact Book 21 .
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. by definition. "a taxonomy helps clarify our thinking by classifying things neatly into groups and subgroups based on their similarities and relationships"(Knutson 1997. different location." each project itself is unique (PMI Project Management Salary Survey 2000.different owner. different contractors. 91). A real estate development project may include hundreds of individual units.Section Two . For example: A project to develop a new commercial airliner may require multiple prototypes.. Because projects are. and so on. A project to bring a new drug to market may require thousands of doses of the drug to support clinical trials. For example. Individuals working in project management are working on an average of three or more projects at any given time. A development project (e. 13). The P M B O P Guide .g. aimed at creating a "unique product or service. The presence of repetitive elements does not change the fundamental uniqueness of the project work.The Project m Building a water system for a community in a developing country ar Running a campaign for political office. many thousands of office buildings have been developed. 17. 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 design. No generally accepted classification system exists for projects. but each individual facility is unique . As stated in one PMI publication. water and sanitation) may be implemented in five geographic areas. ar Implementing a new business procedure or process.
1994 9% Success Rate. project success rates rose and costs fell between 1994 and 1998. experiences. and templates.6million Figure 4 Project Success Rates and Costs.S.I Section Two . 1998 24% Project Cost.3 million $1. These three factors account for 50 percent of a project's chance for success.1million Small ($100 million to $200 mill~on in revenue) 28% 32% $0.3 million Project Cost. Inc. according to the Chaos report.) The three biggest contributors to project success are: ~ r t User involvement Executive support rr Clear statement of the business objectives of the project. 1994 Versus 1998 (1998 Chaos Report) Project team assignments and overall staffing Professional development B Career path m Mobility. 1998 $1. 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. compiled by The Standish Group International.4 million $0. 1994 $2. 1998). The PMI Project Management Fact Book 23 .2million Medium ($200 million to $500 million in revenue) 16% 28% $1. (All amounts in Figure 4 are in U. Adding an experienced project manager brings the project's chances for success to 65 percent (The Standish Group International. dollars. such as documents.The Project Company Size Large (more than $500 million in revenue) Success Rate.
schedule. worldwide. every time it makes a movie. in terms of the role of project management. Most economic activities in the world are projectized to some degree. only some of what the trucking or retail trade industries do involves such a "temporary endeavor undertaken to create a unique product or service. and technical performance." Somewhere between these extremes lie the 24 The PMI Project Management Fact Book . 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). The construction industry. Project Dimensions As the project management profession gains in recognition and size.Section Two . A landmark study by Gobeli and Larson in this issue examined more than 1. carries out a project every time it erects a building and the motion picture industry.The Project Balanced Matrix 55. On the other hand.400 projects and correlated each organization's project structure with the degree to which the project met its objectives in the areas of cost. 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.ig) f Another way of looking at what impacts project success is to analyze an organization's structure. This projectization will become more clearly understood as data on spending and other dimensions of projects become more widely known in the global marketplace. for example.9% Figure 5 Relation o Organizational Structure to Project Success (Baker 2000.
do-more-with-less.Section Two -The Project motor vehicle manufacturing. government spent $8.37-41) The PMI Project Management Fact Book 25 . while dismissed by some as a non-event. The Gartner Group estimates $300 billion (US) will have been spent worldwide on projects surrounding the Y2K issue. Y2K. therefore. immovable deadline project" (Young 2000. Quick return to business at hand + Better change and configuration management processes II Better help desk procedures m Better communications. "It was the ultimate cross-functional.34 billion (US) on Y2K efforts. Businesses in the U. limited budgets. 3741). as the world prepared for the arrival of 2000. late starts. among others. and society for several years and especially toward the end.S. Assessing how much is expended on projects. 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.S. and fabricated metal products industries. The United States Office of Management and Budget estimates that the U. Some put the figure as high as $600 billion (US). are estimated to have spent up to $50 billion (US) (Young 2000. has been described as a classic example of good project management averting a potential disaster. Y2K The event known as "Y2K" captured the attention and imagination of business. In the face of a fixed deadline. 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. oil and gas extraction.38). and creeping project scope. (Young 2000. governments.
2 billion (US). 70-76).2 million (US) under budget (Holtzman 2001. with only one forced outage (Smith 2000.000 volunteers for temporary assignments ranging up to six years (Sunoo 2000. 6).400 employees and 50. $4. They were able to coordinate these successfully through the application of project portfolio management methods (Mens and Nelson 2000. and disposing of a full-sized commercial nuclear reactor. The small Canadian municipality of Parry Sound. training. The project cost $21. As of January 2001. The PMI 2000 International Project of the Year. transporting. Ontario. The Sydney Organizing Committee. ranging in scope from one person to the construction of an $8. 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.9 million (US).1 billion (US) (Levinson 2000). up from the original budget of $282 million (US). which involved hiring. successfully met the human resources challenges of putting on the 2000 Olympic Games. and managing 2. Canada. The Big Dig in Boston.37 million (US) performing arts center.28-29). The entire 2001 Mars Odyssey project ended up costing $305 million (US). planned and initiated forty-four new economic development and growth projects in a one-year span. retaining. 26 The PMI Project Management Fact Book . Australia.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.2 percent availability during the first year of its operation. was projected in 1982 to cost $2.3536). excluding the launch (Associated Press International 2001). in Sydney. in a three and a half-year project involving dozens of Portland General Electric (Oregon USA) employees and more than ten subcontractor firms. the Delesto 2 cogeneration electrical power plant--one of the largest of its kind in Europeoperated at 97.Trojan The Reactor Vessel and Internals Removal Project-succeeded in removing. the project is targeted for completion in 2004 and is expected to cost $14.
among other factors. resources. and 300. California USA. As the data included here demonstrates. These include: the use of public revenues. dining. The PMI Project Management Fact Book 27 . and cultures. and shopping complex. Furthermore. Economic development in an area of extreme poverty poses a range of challenges to the governments of Chad and Cameroon. new types of challenges have emerged.7 billion (US) ChadCameroon Petroleum Project. and social impact (Africa News Service 2001). and progress in building institutional capacity. including a 750-room hotel. its physical demands. environmental management. the adequacy of civil society participation. 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. such as creating the best way to manage the implementation of an e-commerce strategy. Project Challenges All projects are not created equal. timelines.000 square foot entertainment. or mastering virtual project management-at long distance. governments.. governance. Following are a few interesting examples of special challenges in project management. and human planning errors. Total project costs are estimated at $1. which are collaboratingon the $3. in the era of cyber-business. 12-15). etc. will contribute additional insights that will enhance the practice of project management in the new millennium. Further analysis of existing data and collection of new data on project expenditures. with heavy dependence on technology tools. The leading challenge of a project may derive from its complexity of scope. the dimensions of major projects can touch upon every aspect of the global economy. its involvement of multiple companies. a 55-acre theme park.Section Two -The Project m The Walt Disney Company created three new major expan- sions to the Disneyland Resort in Anaheim. and the challenges of managing projects can be as varied as the undertakings themselves.4 billion (US) (Stephan 2001.
The $600 million (US) project has seen slipping schedules and creeping costs. 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. was being axed. the X-34. Project planning complexityis the overriding challenge of a project aimed at closing the U. Government's Federal Aviation Administration (FAA).S. In addition. Department of Energy's Rocky Flats Site. includes more than 700 facilities and structures containing nineteen metric tons of uranium and plutonium requiring rigorous safety procedures. had been scrapped. the site manager 28 The PMI Project Management Fact Book .9 million (US) (Mead 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. a venture that aimed to create a single-stage-to-orbit spaceliner. Unrealistic and over-ambitious scheduling is the main challenge being faced by developers of the Diplomat Resort just north of Miami. plagued with clashing opinions and a multitude of unforeseen technical and legal issues (Engineering NewsRecord 2001. a manufacturing facility using a variety of radioactive and hazardous materials. The site. According to an internal audit memorandum. To meet the planning needs of this project.S.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.000 to 18. It is now more than a year behind schedule. The National Aeronautics and Space Administration (NASA) announced in March 2001 that the problem-plagued X-33 spaceplane project. on 385 acres of land. Florida USA. these NASA resolutions add up to over $1 billion (US) worth of canceled projects (David 2001). the American space agency announced that another reusable rocket. In total.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. 56). Implementation of appropriate systems to track financial data and property management information has proven to be a troublesome project for the U.
the $2. government project intended to result in the development of the world's most powerful laser and the achievement of atomic fusion. based in Yokahama. against an industry average of 1. awarded to the Chiyoda Corporation. 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.Section Two . 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. 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 2000.5 (Ishikura and Kadoyama 2000. has experienced delays in completing a nuclear power plant in the Gulf port of Bushehr.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). Nevertheless. The extra costs include $50 million (US) for additional project management (Hotz 2000. but after seven years of construction. A cross cultural project involving the Iranian government. Japan. and the lost time incident rate was zero.3 billion (US) project. 35). among other factors. is only half-finished and may be up to two years late (Reuters News Service 2001). working with Russian contractors. A complex. Technology a d v a n c e s create scheduling and cost challenges. was completed within budget and eight months ahead of schedule. a U. Information systems (IS) organizations often experience project delays and cost overruns. due to competitive pressures and rapid technological changes. 92-95).29A). The National Ignition Facility at the Lawrence Livermore National Laboratory. 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. It will be four to six years behind schedule.S. The $800 million (US) project was supposed to have been completed in 2002. The PMI Project Management Fact Book 29 . Furthermore.
The Project The British construction industry. Pharmaceutical research and development organizations. experts believe companies will have to take a radical approach to managing people.513-31). 14-17)." in spite of new developments in project management and related technologies.to sevenyear cycle to something approaching three years or less.Section Two . 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. organizations. A centerpiece of this shift in approach will need to be a strong centralized project management capability "with world-class competency. managing schedules that measure slippage in hours" (Gugliotti 2001. are facing shrinking operating margins and heightened competitive pressures. which are impacting needed skills and industry employment conditions (Miozzo and Ivory 2000. where the most fundamental project is the development of new drugs and their introduction to the market. and process. 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. 30 The PMI Project Management Fact Book . according to some experts.
the profile of those individuals working in the project management profession is as follows: i Seventy-five percent are male. as evidenced by the unprecedented growth of membership in the Project Management Institute (PMIm) to more than 70. In addition. s I Eighty-nine percent have college degrees. Project Management Practitioner Profile Based on PMI member demographics.000 individuals are now certified as Project Management Professionals (PMPm). 25 percent are female.000 members. 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. These statistics demonstrate the continuously evolving project management profession and the leading role of PMI in the global marketplace. more than 27. The PMI Project Management Fact Book 31 .Section Three Individuals Working in Project Management The project management profession has witnessed explosive growth over the past five years.
228-29) 32 The PMI Project Management Fact Book . 8 percent are fifty-five or above. Individuals are found working in project management in all industries. (PMI Project Management Salary Survey 2000. 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.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. 74 percent are between thirty-five and fiftyfour. According to PMI data. RS Thirty-six percent have earned their PMP" certification credential.
Section Three . 16 percent s Time Management/Scheduling/Planning. The remaining 48 percent are engaged in or managing four or more projects simultaneously (PMI Project Management Salary Survey 2000. and project coordinator. 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. Job Title The primary job title in the profession has been identified as project manager (40 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). 17. Other frequently mentioned roles include the following: s Consulting.pmi.org). Some of those working in the profession use titles other than the ones mentioned here (PMIProject Management Salary Survey 2000. Other ways to identify roles through job titles include director of project/program management. (PMIProject Management Salary Survey 2000. 16 percent m Information/Computers. 91). (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. project team leader. project engineer. 182) I The PMI Project Management Fact Book 33 . 176). 15 percent.
34 The PMI Project Management Fact Book . there already exists a logical progression of skills and responsibilities. chemistry.Section Three . product development. low-risk projects into higher-cost. 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. successful executive performance in this position could lead to opportunities at the Chief Executive Officer (CEO) level (PMI Research Department 2001). advancing naturally from low-cost. A next step would be a director or vice-president level with broad oversight of an array of project managers and their projects. In this role. etc. their careers were defined by what was regarded as their chosen professionsengineering. 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. the position of Chief Project Officer (CPO) may evolve. though only 24 percent say this is clearly defined and in writing. Eighty-five percent say the project management career path is connected to roles in upper management. Initially. project management evolved largely as an assigned profession. and then into management of a portfolio of projects or a program. as people in various positions were assigned to work on projects in addition to their other duties. higher-risk projects. there was no real career path specifically for those practicing this discipline. While there is a need for extensive research on career paths in the profession. Ultimately. 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.Individuals Working in Project Management Career Path In the early days of project management. a CPO would be charged with ensuring that the planning and implementation of projects were inseparable from the advancement and fulfillment of corporate strategy. 225). As organizations become mature and projectized.
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. Managing oneself through personal time management. compensation.Section Three . I Strategic planning. topics in broad subject areas dealing with general management include: Finance and accounting. other than project managers and project team members. (FMBOP Guide 2000.2000 Edition. sales and marketing. m The greatest deficiency among stakeholders.21) The PMI Project Management Fact Book 35 . benefits. delegation.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. As set forth in the A Guide to the Project Management Body of Knowkdge (PMBOP Guide) . and manufacturing and distribution. and other techniques. team building. and operational I planning. I personnel administration. research and development. supervision. and career paths. tactical planning. I Organizational structures. conflict management. (PMI 2000 Needs Assessment 2000. skills. stress management. and methods and scheduling/planning. organizational behavior. Managing work relationships through motivation. and other techniques. Skill in any number of general-management areas may be required on any given project. is in understanding project management theory and the role of the project manager.
. Problems may be technical (differences of opinion about the best way to design a product).Section Three. as outlined in the P M B O P Guide .. 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. Decision-making includes analyzing the problem to identify viable solutions. in what form. ~rMotivating and inspiring-helping people energize themselves to overcome political. Project Communications Management is the application of these broad concepts to the specific needs of a project-for example. bureaucratic. The sender is responsible for making the information clear. . mediation and arbitration are two types of assisted negotiation. Communicating involves the exchange of information. when. 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). and then making a choice from among them.Individuals Working in Project Management Also. and resource barriers to change. Problem definition requires distinguishing between causes and symptoms.. Decisions can be made or obtained (from 36 The PMI Project Management Fact Book . deciding how. Problem solving involves a combination of problem definition and decision-making. or interpersonal (personality or style clashes). and at many levels of the project. and to whom to report project performance..2000 Edition. 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 . Agreements may be negotiated directly or with assistance. at many times. Negotiating involves conferring with others to come to terms with them or reach an agreement. .. unambiguous. r Aligning people-communicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision. managerial (a functional group is not producing according to plan).
nearly half of project management personnel describe their scope of responsibilities as follows: Responsible for directing large projects or a multitude of smaller projects. on a worldwide basis. Scope of Responsibility According to the PMI Project Management Salary Survey . The PMI Project Management Fact Book 37 . contractors.Individuals Working in Project Management the customer. 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. and numerous others. or teams. Manage all aspects of project. All others in project management report a wide range of types of responsibility.173). no answer). with direct accountabilityfor project execution while leading a team. customer. partners. 24-25) Employment Status Project management personnel indicate overwhelmingly that they work full time. with 92 percent working for an employer. Influencing the organization involves the ability to "get things done. Influencing the organization also requires an understanding of the mechanics of power and politics. Once made.Section Three . and 7 percent being self-employed (1 percent. from beginning to end. 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. as appropriate. or from a functional manager). from the team. decisions must be implemented.2000 Edition. to accomplish specific objectives in a given time frame and with limited resources. (PMBOP Guide 2000." It requires an understanding of both the formal and informal structures of all the organizations involved-the performing organization.
Level 5: Combine technical expertise essential to project execution. and consultation to project managers and the organization.Section Three . 38 The PMI Project Management Fact Book . Level 3: Responsible for directing large projects or a multitude of smaller projects. with management of project task(s) implementation while leading task specialists (8 percent). with direct accountability for project execution while leading a team or teams. Level 2: Direct responsibility of total program execution. Exceptional technical capabilities and leadership role for three-to four-person teams (2 percent). The program typically requires accountability for a related series of projects. training. Level 4: Work within or outside of a project or program office providing support. to accomplish specific objectives in a given time frame and with limited resources (45 percent). Usually a technical specialist residing within the organization who is not normally held accountable for the project (1 percent). executed over a broad period of time.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. Provide support to the project or program office and facilitate process implementation (12 percent). which is designed to accomplish broad goals of the program to which these individual projects contribute (13 percent). from beginning to end. Level 7: Responsible for coordinating technical activities associated with the assigned project. Level 6: mically report to Project Manager and run certain segments or critical work packages of the project.2000 Edition: Level 1: Accountable for the strategy and performance of the overall organization or division (10 percent). Manage all aspects of the project. as presented in the PMI Project Management Salary Survey .
and had changed employers at least once in the past five years. Function as an individual contributor or serve as an interface with other specialists in respective departments (3 percent). Individuals in the United States. Level 10: Team member from a functional department or project office with recognized specialty or "expert" status within the respective organization. Three out of ten have worked in project management for five or fewer years. 11. (PMI Project Management Salary Survey 2000. Develop. and maintain project management information system that provides adequate information with which to manage the project (2 percent). and publish detailed planning and scheduling for the project (2 percent). and Europe were more likely to work more than forty hours per week than those from other geographic areas (PMIProjectManagement Salary Survey 2000.212.218).175). Three out of ten (31 percent) had relocated with the same employer in the past five years (PMI Project Management Salary Survey 2000.Individuals Working in Project Management Level 8: Administer or supervise support services for project. The typical worker had been with his current employer for five and one-half years. implement. the Middle East. Fifty-six percent worked forty-one to fifty hours per week. Level 9: Track.1 Section Three . while 21 percent had worked in this field for at least fifteen years (see Figure 7). 184-85) 'project Management Experience and Work History The typical individual working in project management has been in the profession for eight years. coordinate. Level 11: None of the above applies. +-Typical Work Week ' Three out of four individuals working in project management (75 percent) worked more than forty hours per week. The PMI Project Management Fact Book 39 .
there are 27. The PMI Certification Program continues to play a role in promoting a discipline that is consistently evolving and growing. by Geographic Area f (PMIProject Management Salary Survey 2000. 40 The PMI Project Management Fact Book .Individuals Working in Project Management w. 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. 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.Section Three . The PMP credential is the world's most recognized credential of choice for the project management profession. According to PMI's 2000 in Review. while 43 percent have either master's or doctoral degrees (PMI Project Management Salary Suwey 2000.053 individuals who have acquired the PMP credential (2000 in Review 2001. 5).228). 228) G Level of Education Forty-six percent of those working in project management have undergraduate college degrees.
(PMI Project Management Salary Survey 2000. and $92. 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. Total compensation is defined as annual salary. with $111. 76 percent receive life insurance. ~rr Ninety-two percent receive healthcare insurance. and 79 percent receive long-term disability insurance. 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. 14 percent.000 (US) and an annual average total compensation of $82. earlier in this Section). Average earnings for those fifty-five to sixty-four years of age were the highest. followed by the United States at $87. and other annual compensation.Individuals Working in Project Management 1 Compensation and Benefits Individuals working in project management had an annual median total compensation of $75. $79. The highest average total compensation by geographic area was in Asia. compared to $62. 28. and 76 percent receive contributions into a retirement plan from their employer. annual deferred compensation. at $102. 15 percent R Tickets to events. 18 percent rr Free participation in stock purchases.809 (US) and Latin America at $79. m Project management personnel receive an average of nineteen vacation days annually ar Forty-seven percent receive performance incentives.883 (US).152 (US) for the 45 to 54 age group. The PMI Project Management Fact Book 41 .471 (US) for the 35 to 44 age group. r Three out of ten receive stock options. annual bonus/overtime. Smaller percentages receive other types of benefits: rr Relocatiordtravel bonus. 18.389 (US).157 (US). 43. 20 percent ria Club memberships.Section Three . 17 percent a Vehicle.493 (US) for the 25 to 34 age group.975 (US).
64.64.318 rr Health/Human/Social Services $68.Section Three -Individuals Working in Project Management Figure 8 Global Average Total Compensation.646 Public Administration/Government $70.360. Industries with the highest mean total compensation for those working in project management areas are as follows (US dollars): ElectricaVElectronic $111.290 Utilities $101.373 m Academia $67.967 Web Technology $103.512 Other Business Activities $69.192. 59. Industries with the lowest mean total compensation are as follows (US dollars): Automation Services $66.733 Chemical $101. 59.74) 42 The PMI Project Management Fact Book . 74) The average total compensation by position or title is illustrated in Figure 9. by Scope (US dollars) (PMI Project Management Salary Survey 2000. (PMI Project Management Salary Survey 2000.802 International Development $104.
64. 59.Section Three . by Position (US dollars) (PMI Pmject Management Salary Survey 2000. 74) .Individuals Working in Project Management Figure 9 Global Average Total Compensation.
The PMI Project Management Fact Book 45 . having practiced project management over time. and many organizations. and a surge of interest in the Project Management Institute (PMF) and its publications. Not surprisingly. the availability of academic degrees and programs in project management. project-oriented. have altered their structure to facilitate more effective cross-functional. The globalization of business has resulted in greater interest worldwide in the concepts of project management. the growing acceptance of project management has been evidenced in increased organizational support for certification of Project Management Professionals (PMP?. just as the nature of business and technology is evolving. approaches to getting business done. More and more organizations are adopting project management as a critical element in the fulfillment of their longterm strategy.Section Four The Environment of Project Management The environment in which project management is practiced has been rapidly evolving.
the 1999-2000 membership growth rate was slightly higher among members outside of the United States and Canada (see Figure 10). Australia. and Scotland. 46 The PMI Project Management Fact Book . 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. health. iv). One way to measure the extent to which the project management approach to business has penetrated an organization is by looking at the number of individuals within an organization who are members of PMI. to "address the urgent communication needs of the international humanitarian community in Kosovo and to provide free Internet access to local educational. 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. Another example. 32). involved the United Nations and more than a dozen other international organizations working together on Internet Project Kosovo. profiled in the same issue. and community organizations" (Fleischer 2001. The resulting benchmark of high-level adoption of project management is PMI's list of organizations with more than 100 PMI members. 36). In fact. Dramatic examples of the globalization of project management appear frequently in the news and in industry publications. allowing a virtually non-stop electronic dialogue and review and revision process (Singer 2001. 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. media. 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.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.
899 52.S. Incorporated r Cisco Systems. Incorporated r BellSouth Corporation s Blue Cross Blue Shield Association Boeing Company s Cambridge Technology Partners Massachusetts. Incorporated s CTG Resources.101 Figure 10 PMI Membership Growth.65% 27. by Geographic Area (PMI Fact Sheet 1999. Incorporated E Deloitte & Touche LLP m DMR Group. Incorporated s BCI Telecom Holding.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 EDS The PMI Project Management Fact Book 47 .755 41.Section Four -The Environment of Project Management 1999 Non-U./Canada United States Canada 2000 9.669 Percent Member Growth 27.142 6. LLC s Cargill. Incorporated ~rComputer Sciences Corporation Compuware Corporation E CSC Consulting.53% 25. Incorporated m CBS Corporation ~rCGI Group.467 7. Incorporated m Decision Consultants. Incorporated E Compaq Computer Corporation s Complete Business Solutions.70% 7.S. Incorporated r Cap Gemini Ernst & Young U.
Incorporated m Worldcom. PMI Membership Services Department 2001) ~rFluor 48 The PMI Project Management Fact Book . Incorporated nr Motorola. Incorporated w Telus Corporation m Unisys Corporation II United States Department of the Army I USAA Capital Corporation R w Verizon Communications. Incorporated I E ~ IBM m Johnson Controls Incorporated r Keane. Incorporated rr marchFIRST. Incorporated KPMG Consulting.Section Four . Incorporated United States General Services Administration r Hewlett Packard Company hi Honeywell International. Incorporated II NCR Corporation m NEC Corporation II Nortel Networks Corporation ~ll Pfizer. Incorporated r Xerox Corporation. Incorporated s PricewaterhouseCoopers r Qwest Communications International. Incorporated rrr Lockheed Martin Corporation a Lucent Technologies. Incorporated r Raytheon Company a Robbins-Gioia LLC Sabre Holdings Corporation II Science Applications International.The Environment of Project Management m Ericsson Business Networks AB w FedEx Corporation Enterprises. (PMIFact Sheet 2000. Incorporated m Telcordia Technologies. Incorporated rm Siemens Aktiengesellschaft w Sprint Corporation m State Farm Mutual Automobile Insurance Company I Syntel.
conflicts tend to arise between functional units. and the result is referred to as a matrix organization.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. Both the way in which projects are aligned to corporate strategy and the organizational infrastructure for conducting projects impact the successful delivery of results. While projects can be conducted successfully within any type of organizational structure. the degree to which project management practice has permeated an organization increases the potential for project success. projects provide a very effective approach for the attainment of corporate strategy. 18-20).2000.1. the broadest array of projects can be conducted most successfully within an organizational structure that has adopted management by projects. In addition to organizational structure. The structure of an organization can have a direct influence on the successful delivery of project results (see "Project Performance Measures" in Section Two). These structural modifications can involve any point along the organization structure continuum. As is becoming more apparent through application and the literature. a strict functional organization generally can conduct projects successfully only within the confines of a specific function. Consequently project management has a broader impact than that confined within the scope of each individual project. Enhancing the project management maturity of an organization involves the development and improvement of an array of capabilities (Schlichter 2000. 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) .5). The PMI Project Management Fact Book . The availability and control of resources can be an asset or an impediment to the management of a project. On the other hand. There is a continuum of organizational structure from the highly hierarchical classicfinctional organization to the fully project-based or projectized organization. Unless additional temporary or permanent modifications to the structure are implemented.
which is designed to accomplish broad goals of the program to which these individual projects contribute. Ratio of Project Management Personnel to Total Employees The estimated number of project management personnel employed per organization (by geographic area). 185) A complete listing of project management levels and their respective responsibilities can be found in Section Three. are shown in Figure 11.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.Section Four . The program typically requires accountabilityfor a related series of projects. Twenty-five percent have responsibilities defined as one of the following: n "Direct responsibility of total program execution. from beginning to end. 50 The PMI Project Management Fact Book . and consultation to project managers and the organization. and the resulting ratios." 'Work within or outside of a project or program office providing support. using limited resources. training. These objectives are accomplished in a specified time frame. 11. Provide support to the project or program office and facilitate process implementation. while leading a team or teams to accomplish specific objectives. executed over a broad period of time. They manage-and have direct responsibility for-all aspects of the project. Forty-five percent are responsible for directing large projects or many smaller projects." (PMI Project Management Salary Survey 2000. under Scope of Responsibility. the estimated total number of employees in the organization.
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. Thirty-nine percent of project management personnel say they belong to professional associations in addition to PMI. 11) m e PMI Project Management Fact Book 51 . Cross membership is most likely in the following organizations: m AACE International.Section Four .-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. 1nc. ii. (PMI 2000 Needs Assessment 2000. Inc.
there are PMPs in about thirty other countries where none existed in 1997. 172). 68 percent of employers cover the examination application fee.-- 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. Approximately 60 percent of employers support maintaining PMP certification and pay for any meetings and training required (PMI Project Management Salary Survey 2000. In addition to those shown. Figure 12 shows countries with significant growth. Sixty-five percent of employers pay for meetings and training. 52 The PMI Project Management Fact Book . 57 percent of employers recommend striving for 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.
Section Four . PMI. and application of the project management profession continues to expand. the largest publisher of project management books. and there are almost fifty (including the eight in Figure 12) offering a master's program. In addition. and at least five offering undergraduate degrees. Furthermore. businesses.The Environment of Project Management Project Management Academic Degrees and Programs As the project management profession has evolved. Project Management Literature The literature for and about the knowledge. an extensive amount of project management research has been conducted and reported in the last forty years. www. there are over 3. and/or theses in project management. In support of the numerous books published about project management and aligned fields. a large number of academic institutions. In response to the demand for all forms of professional development in project management.000 books through its online bookstore (The Library of Congress Online Database 2001.org). several thousand books have been written about fields and disciplines closely aligned with project management. practices.pmi. 52). - The PMI Project Management Fact Book 53 . In research repor?ed in the English language alone.500 records of published research articles relating to project management (Kloppenborg 2000. offers over 1. Some institutions offering academic degrees and programs in project management can be found in Appendix G. Over 500 books have been written about project management. there has been an increase in the number and array of academic institutions offering degrees in project management. and government agencies offer curriculum-based. a growing number of academic institutions offer graduate degrees in a range of fields with specialties. There are at least eight universities offering a doctoral program in project management. multi-course certificates in project management (PMI Research Department 2001). training companies. majors.
(2000 in Review 2001. 54 The PMI Project Management Fact Book .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. 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. 14) Research on the Project Management Environment Much of the discussion about the environment for project management focuses on the challenge of gaining its acceptance as a priority at the top-management levels of an organization-making a compelling. strategic business case for project management practices. Iceland. 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 . Finland.Section Four -The Environment of Project Management Worldwide Cooperating Organizations As of the end of December 2000.
the team stated: "Project management is not typically considered a concern of senior executives . 21)..The Environment of Project Management This is a prime area for potential research.Section Four . 32). etc." 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. One research team has indicated that "although senior executives were interested in services that were aligned to their strategic business and personal goals. Currently according to the PMBOP Guide . 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... templates. to actually being responsible for the results of the project" (2000. 2001. Fxtensive interest has evolved in regard to the concept of the project management office. The PMI Project Management Fact Book 55 . A project office may operate on a continuum from providing support functions to project managers in the form of training. 61-62). Whatever the project office's scope. "there is a range of uses for what constitutes a project office. they did not consider project management capable of fulfilling these goals. 59. until some crisis awakens their interest. software." Furthermore. the central challenge remains to "demonstrate that the project office is helping to improve the company's bottom line" (Young 2001.2000 Edition.
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.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). and information technology. utility financial services. and offers world-renown. construction. PMI represents members worldwide actively advancing the project management profession. Since its founding in 1969. automotive. The PMI Project Management Fact Book 57 . pharmaceutical. telecommunications. aerospace. PMI has become the organization of choice for individuals around the globe who work or are interested in project management. PMI is indeed the premier organization serving those working in project management in all industries including engineering. 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. In addition. best-of-class seminars and educational programs. advances the body of project management knowledge. The Institute establishes project management standards.
m Project management benefits from a supportive community. 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. The resulting Ends Policies serve to guide and direct the activities of the global organization. whose members volunteer their time and expertise to help advance the profession and make PMI the global leader in the profession. (2000 in Review 2001. The Ends Policies established by the Board reinforce the vision of the organization and establishes the association's strategic direction. An abbreviated extract of the Ends Policies developed in 2000 for implementation in 2001 and beyond. products and services are available for appropriate members of the project management community at a reasonable cost. Supporting Ends Statements (Results to be Achieved) m Project management is a profession. 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. 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. a Project management is globally recognized and valued. PMI programs. 58 The PMI Project Management Fact Book .Section Five-The Project Management Institute Governance The leadership of PMI is the responsibility of its member-elected Board of Directors. a Professionals in project management are knowledgeable and skilled. s Project management contributes to social good and achievement. 6) The complete text of PMI's Ends Policies can be found in Appendix A.
which will be continually refined and used to direct the The PMI Project Management Fact Book 59 . aligned with the Board's Ends Policies. products. (2000 in Review 2001.- Section Five -The Project Management Institute Board of Directors According to PMI's Bylaws. further on in the Bylaws: 'Rccountable to the PMI membership. and services that will help implement the Board's Ends Policies. 7) Implementation of Ends Policies The PMI Headquarters Executive Director and management staff are charged with the responsibility to define programs. starting with the Board's Ends Statements. 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). Strategic Advisory Groups The Board appoints a range of Strategic Advisory Groups to take advantage of the specific expertise of PMI's members. It is the duty of the PMI Board to carry out the purposes and objectives of the nonprofit corporation.org). The flow chart in Figure 13 illustrates the process used to develop the annual program plan and budget. An enhanced planning process is used to reflect the origins of all Institute activities. According to PMI's 2000 in Review: This process has provided management with a five-year operational vision.pmi. "The Institute shall be governed by an elected PMI Board of Directors (PMI Board)." And. 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.
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
org) fession. it is necessary to have a code of ethics and standards of conduct. The PMI Project Management Fact Book 63 .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. These Member Ethical Standards have now become an inseparable obligation of individuals joining the Institute.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
org).org). PMI Chapters in Germany and Austria formed a partnership to provide services and programs for their members in their native language. Specific Interest Groups. 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. California USA. The PMI Project Management Fact Book 67 . USA. E-Business.151 Components According to PMI's Bylaws. "The primary purposes of Components shall be to advance the general and specific purposes of PMI" (www. 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 International Project Leadership Conference in Paris.pmi. Plus. (2000 in Review 2001. The College of Performance Management held two successful conferences. PMI reached into various markets by supporting key trade shows. and Colleges. The Information Systems.pmi. PM17s overall trade-show program supported twenty-two Headquarters and component events. Chapters Definition of Chapter: 'Rgroup of Institute members within a distinct and definable geographical area" (www. The shows included Project World-Anaheim. PMI's components are comprised of Chapters. California.Section Five -The Project Management Institute regional conferences. Texas USA. 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. 13. The PMI Global Assembly was unveiled at PMI 2000 in Houston. 5. The theme of the inaugural event was "Cultural Competencies in Project Management.
Section Five -The Project Management Institute PMI Component Facts (2000in Review 2001. there were 168 PMI Chapters throughout the world.000. Specific Interest Groups Definition of SIG: 'X group of Institute members representing specific interests.pmi. 6). 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. with no distinct and definable geographic location. The first PMI Chapter was chartered in Houston. Texas USA in 1974. 30 Years of Project Management Excellence 1999. with membership in Chapters over 60. 68 The PMI Project Management Fact Book .org).5) Number in Program: As of 31 December 2000. a 29 percent increase from 1999 to 2000. Chapters in Northern and Southern California immediately followed (PMI Fact Sheet 2000.
the Project Management Institute has twenty-five chartered SIGs and ten potential SIGs. SIG members generally meet face to face once a year at PMI's Annual Seminars & Symposium. and publications. teleconferences. PMI has seen a steady increase in forming and joining industry. 5. 16). 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). an 82 percent increase from 1999 to 2000 (2000 in Review 2001. quarterly newsletters.024. 5).pmi. technical tracks at PMI Seminars & Symposium. which include.Section Five -The Project Management Institute Industry-specificinterest in project management is a theme in the developing environment of this profession. 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. The PMI Project Management Fact Book 69 . SIGs participate in a wide range of activities. Number in Program: PMI College membership has grown to 1. SIG membership gives PMI members the opportunity to network with peers with similar interests. which it continuously develops and makes available to the profession" (www.org). Five new l SIGs received charters between 1999 and 2000. The Institute's SIGs operate in a global environment (2000 in Review 2001. but are not limited to. interactive web sites.and interestrelated SIGs. Number in Program: As of 31 December 2000. PMI Worldwide Component Affairs Department 2001).org). The first College was founded in 1999 (30 Years of Project Management Excellence 1999. with a total membership in al SIGs reaching 37. networking directory.867. The concept of PMI SIGs was officially adopted at the PMI Board of Directors meeting in 1992.pmi. A complete list of SIGs can be found in Appendix C. among other benefits (www. seminars. Since SIG membership has no geographical boundaries.
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. Washington Government Group. State of North Dakota. as of 31 December 2000. targeted to senior corporate executives and intended to support companies' strategic project management needs. At the same time.org). (www.org) Certification Program Alliances Relationships are continually sought with PMI's Certification Program. U. The Executive Forum was held as a key element of the PMI Corporate Council.4-5).Section Five . The first Executive Forum was held in November of that year in Phoenix. State of Oregon. providing participants with new perspectives and understanding of issues important to the global marketplace.pmi. 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.The Project Management Institute Corporate Involvement and Participation Corporate Council Program PMI introduced its new global Corporate Council Program in 2000. PMI Corporate Council participants.pmi. Arizona USA. focusing on the role that knowledge management plays in organizational cultures worldwide (2000 in Review 2001. and services to meet the needs of global corporations and to prepare our membership to face the challenges that lie ahead (www. programs. Armed with that knowledge.S. PMI obtained a better understanding of the needs and challenges these leading companies are experiencing and will continue to experience in the coming years. PMI can more effectively develop products. These alliances include numerous Fortune 500 companies as well as Singapore Computer Society. 70 The PMI Project Management Fact Book .
" The PMI Project Management Fact Book 71 . online. online. at no charge. and more than sixty companies have more than 100 PMI members among their employees. Members also can create a r6sumC online and choose whether to make it public or keep the listing confidential (www. Current PMI members can post rCsumCs. Enhanced technology permits responding to job seekers immediately. via a secure site. Government of the People's Republic of China (2000 in Review 2001. Job opportunities and payment submitted online. in the CareerLink Directory where employers look to fill their project management positions.pmi. Advanced search capabilities allow effective navigation through the rbum6 listings. Group Billing Almost 400 organizations participate in PMI's Group Billing Plan. where professionals in project management search for career advancement opportunities. Employers can post project management positions on the PMI web site.org) . The services include project management job postings and the CareerLink Directory of PMI member rCsumCs. is fully searchable on the web site within twenty-four hours of submission.Section Five -The Project Management Institute Department of Energy and the Training Center Administration for Foreign Experts Affairs. as well as career and professional development resources. Recruiters can search the CareerLink Directory of r6umCs for PMI members seeking employment opportunities.14). Job seekers are able to search the database of project management job postings online at no charge. Career Headquarters PMI's Career Headquarters is the premier web-based employment resource for those working in project management and for the employers who need them. The list of companies with more than 100 PMI members can be found in Section Four under 'Rdoption of Project Management by Organizations. Users can answer job advertisements immediately by sending a r6sumC to employers. Advanced search capabilities permit specifying job criteria for more effective searches.
impartially. Today. 72 The PMI Project Management Fact Book . 1. Our year-end numbers will be available when our annual audit is completed next year (during 2001). PMP Program requirements and eligibility standards are applied fairly.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. 17). citing a $25 million operating budget for 2001 ( 2 0 0 0 in Review 2001. During 2000. We will end 2000 considerably ahead of budget-a trend hard to maintain but one we're committed to achieving. The PMI Board of Directors approved the 2001-2002 Program Plan and Budget. the Institute implemented a program plan and budgeting process that aligned the organization's resources and activities with the association's Ends Policies. we expect not only to be ahead of budget but also to meet existing policy and achieve a fully funded reserve fund. and consistently with applicable laws (PMI Certification Handbook 2001). In PMI Today. for perhaps the first time in PMI history That's also a historic achievement and another sign of organizationalstrength and maturity (Carter 2000b. the PMP certification is recognized worldwide as the credential of choice for individuals who practice project management.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. 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. 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.
8. Enrolling in PMI's Project Management Professional Certification Program offers individuals a wide range of important benefits. A certified PMP will proudly join a successful group of professionals who are enriching and advancing their careers and the project management profession (www. a 977 increase over 1999. The total number of PMPs certified in 2000 was 8.org) . The PMP credential symbolizes knowledge and accomplishment and is highly regarded by colleagues and employers. representing an increase of 12 percent over 1999 when 7. In addition. those who have been granted the PMP credential (certificants) must demonstrate ongoing professional commitment to the field of project management by satisfying Professional Development Program requirements. The Project Management Professional Certification Program has continued to gain momentum and strength.Section Five -The Project Management Institute Program Inception The Institute began certifying Project Management Professionals in 1984.815 certified applicants.960 professionals were certified.pmi.427 certification applicants and 7. The certification program has grown steadily over the past sixteen years. culminating in over 27.000 PMPs certified at the end of 2000 (PMI Certification Department 2001). In 1999. Participation increased in 2000. To achieve PMP certification. there were 10. a 2.055. Global recognition and acceptance of the program has increased dramatically (see Figure 16).960 certified. 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. when there were 12. Project Management Professional Growth Worldwide The total number of PMPs as of 31 December 2000 was 27.388 increase over 1999.937 were certified.937. The PMI Project Management Fact Book 73 . 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.
a PMP must submit proof of earning sixty Professional Development Units (PDUs) to maintain his or her credential. and closing projects-but are not required to have experience in all five areas to satisfy this requirement. These and other certification-related activities are part of what has earned PMI the IS0 9001 Certification status and recognition for its quality management systems. The education requirement for candidates is either a college degree or global equivalent. executing. The most sought-after and recognized project management credential remains the PMP (2000 in Review 2001. The development of additional CAQs in Information Technology-Systems. it is offered in a computer-based format (PMI Certification Department 2001). PMI supports the ongoing evolution of the PMP Certification Examination by conducting item-development meetings and itemvalidation meetings throughout the year. Countries and Test Sites The PMP examination is administered at more than 1.Section IWe -The Project Management Institute To maintain the value of the certification in the global marketplace. Candidates must document hours of experience over a three-year period in the project management process groups-initiating. Every three years. or a high school diploma or global equivalent. planning.700 locations in over 100 countries around the world. 2) experience. During 2000 PMI deployed its first Certificate of Added Qualification (CAQ"). 10). involving PMPs from around the world. Project Management Professional Certification Examination Requirements to attain PMP certification consist of four areas: 1) education. Information Technology-Networking. Ten PMPs were awarded this credential in Automotive Product Development. After attaining the PMP credential. The PMI Project Management Fact Book . At many sites. controlling. 3) adherence to the PMP Code of Professional Conduct. and Project Management Office (PMO) have been approved by the PMI Certification Board Center. a PMP must satisfya professional development requirement. and 4) passing the certification examination.
Japanese. the PMP Certification Examination is available in Brazilian-Portuguese. The Institute strives to respond to members' needs through a variety of programs and services. 7 percent (fourteen questions) [www. educational aids. and 5) closing processes. Examination Content The PMP exam consists of 200 multiple-choice questions in five categories: 1) initiating processes. Italian. Education The PMI membership consistently lists access to education and information as one of its top reasons for joining PMI.pmi. and the Professional Development Program.934 7. seminars. Mandarin. The PMI Project Management Fact Book 75 . and Spanish.952 982 12% 14.org]. 4 percent (eight questions). 28 percent (fifty-six questions).053 8. 37 percent (seventy-four questions). 2) planning processes. 3) executing processes. Korean. 4) controlling processes.5) Languages In addition to English. French.079 5.435 9.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. forums. 24 percent (forty-eight questions). including degree accreditation.356 59% Facts (2000in Review 2001. German.
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. PMI has offered high-quality interactive seminars on current project management topics at convenient locations around the U.. and Singapore. eleven seminar topics were offered in two cities. Finally. Interest in degree programs continues to grow. in order to address the emergent number of non-degree programs awarding project management certificates or similar credentials. SeminarsWorldTM offered ninety-eight seminars in nineteen cities throughout the world. 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). PMI's seminars in 2000 continued to be extremely well attended and highly rated. now offered around the world. including PMI's first seminars in France. Mexico. An authorized CEU provider since 1995. working with the Accreditation Member Advisory Group. In 1995. Since 1995. PMI's programs and processes were reviewed in accordance with IACET's five-year approval cycle. completed work on the new accreditation policy for degree programs in 2000.S.Section Five -The Project Management Institute Accreditation PMI. Individuals successfully completing an accredited degree or approved curriculum will be credited with 1. 76 The PMI Project Management Fact Book .500 hours of project management experience for the purpose of qualifying to take the PMI certification examinations. PMI will also be implementing the PMI Approval Program for evaluation of programs of this nature. IACET unconditionallyapproved PMI to continue issuing CEU credits for seminars offered through December 2004.
and practitioners gathered in Paris. twenty-eight internal corporate training centers. researchers.E) program is another area of partnership with the training and education community as well as with PMI components. 220 learning vendors. Alist of Registered Education Providers is provided in Appendix E. representing an increase of nearly 1. and their practice of the profession. and other professional associations. for the first time. The Research Program conducted an Open Working Session at PMI 2000 to facilitate additional exchange of needs and solutions among interested professionals. Professional Development Program Administration PMI maintains responsibility for the reporting of learning and professional activities by PMPs for renewal of their certification.000 percent over 1999 (PMI Education Department 2001).E. France. Research PMI continues to advance and expand knowledge for and about the project management profession. Another session will be conducted at PMI 2001 and. Under the theme of "Project Management Research at the Turn of the Millennium.I? program finished its first full year of operation with the participation of 102 PMI Components." 150 academics. in June to share papers. The PMI research conference is set to be a biennial event.E. The R.E. Illinois USA. In 2000 the association built on its heritage of defining and advancing the Project Management Body of Knowledge (PMBOKm). its members. A significant milestone was the first R. The Institute's showcase research event for the year was PMI Research Conference 2000. corporations.Section Five -The Project Management Institute Registered Education Provider Program PMI's Registered Education Provider (R. and two cooperating associations. a groundbreaking global research conference. and experiences. a track of research papers will occur during the symposium. The conference proceedings were published. with the next one scheduled for 2002. The PMI Project Management Fact Book 77 .000 PMPs reported over 160. In 2000 nearly 3.000 PDUs toward renewal of certification.P Forum held in 2000 in Chicago. ideas.
Standards As stated in the P M B O P Guide . guidelines.2000 Edition. or characteristics for products. IS0 TR 16543 . PMI Standards Depamnent 2001). P M B O P Guide . processes or services with which compliance is not mandatory" (2000. PMI provides global leadership in the development of standards for the practice of the project management profession throughout the world. PMI's premier standards document. for common and repeated use. The book's predecessor. Incorporated. Selling of Project Management to Senior Executives . that provides.2000 Edition: 'Rstandard is a document approved by a recognized body.SofnYare Project Management Guide according to 12207. PMI is committed to the continuous improvement and expansion of the PMBOP Guide. A Guide to the Project Management Body of Knowledge (PMBOP Guide) . the result of the project team's review of over 1. 78 The PMI Project Management Fact Book . is the de facto global standard for managing projects in today's marketplace. In addition. 9. 26).2000 Edition was a major highlight of the year. the Institute of Electrical and Electronics Engineers.1996 Edition. rules. it is used as an underlying reference in an International Organization for Standardization (ISO) Technical Report. Furthermore.What's the Hook? and Quantifyrng Project Management's Value will report their findings when completed. The publication of the PMBOP Guide . Additional projects to advance the knowledge and practices of the profession are under way (PMI Research Department 2001). Four additional external research investigations are being initiated in 2001. recognized the PMBOP Guide as an IEEE Standard.Section Five -The Project Management Institute Two external research projects are under way as a result of PMPs initiation and partial financial sponsorship. and has several other Standards in various stages of development (2000 in Review 2001. remained an American National Standard approved by the American National Standards Institute (ANSI) until the 2000 Edition became the new standard.700 comments from members and stakeholders in the project management community on the Exposure Draft.
Book Publishing PMI's book program is the world's largest project managementfocused publishing program. PMI Today is the monthly newsletter of PMI. In 1995. PM Network is a monthly professional magazine that. among other features. David Shuster E Don't Park Your Brain Outside: A Practical Guide to Improving . An impressive list of titles was added in 2000 to the world's largest collection of project management publications. North Carolina USA.The Project Management Institute Publishing PMI is the world's leading publisher of project management books. The publishing activity of the organization is now located at PMI Headquarters in Newtown Square. and learning products. covers industry applications and presents details on how projects were managed and lessons learned from project team experience in the field. By the early 1990s. serving the project management profession. technique. North Carolina. the PMI volunteer leadership. Pennsylvania USA. PMI published the following books: B PMBOP Guide Exposure Draft . Periodical Publishing PMI produces three periodical publications for people in project management. training tools. the publishing operation moved its offices to Sylva. 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) . and practice. and society as a whole. In 2000. the PMI membership. Project Management Journal is a peer-reviewed quarterly professional journal.2000 Edition Proceedings of PMI's Annual Seminars & Symposium E Teaming for Quality: The Right Way for the Right Reasons by H. Shareholder Value with SMART Management by Francis T Hartman The PMI Project Management Fact Book 79 .Section Five . theory. publishing significant articles dealing largely with research. the Institute's publishing operations thrived under the efforts of a small group of business professors at Western Carolina University in Cullowhee. In the early 1980s.
and document delivery services (2000 in Review. through which the knowledge. (2000 in Review 2001. the Internet. PMI Knowledge and Wisdom Center 2001). and intellectual capital of the organization and the profession are captured. reliable.ll-12) ia Online Bookstore Opened in 1998.The Center's vision is to be the primary worldwide source for relevant. online search services.org).pmibookstore. It is destined to become a center for knowledge management. 80 The PMI Project Management Fact Book . wisdom. Project Management Institute Practice Standard for Work Breakdown Structures Exposure Drafi la Project Management Professional Role Delineation Study rrt? PMI Project Management Salary Survey . Second Edition by Quentin W Fleming and Joel M. It features books and products published by PMI. the James R. Snyder Center for Knowledge &Wisdom. 12. Koppelman . as well as over one thousand titles selected from other business and management publishers (www. Accessible resources include the PMI collection of books and periodicals.2000 Edition ol Proceedings of PMI Research Conference 2000. the PMI Online Bookstore offers the world's leading collection of project management-related books. Knowledge and Wisdom Center The Project Management Institute has established an information center.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. and timely information that relates to project management. Webster Jr. rr Earned Value Project Management. 2001.
Stewart. It offers access to the largest exhibit space. Texas USA. Recipients of 2000 PMI International Professional Awards given were: ~rPMI International Project of the Year Award: Trojan Reactor Vessel and Internals Removal Project. A listing of the sites and dates of past PMI Annual Seminars & Symposiums can be found in Appendix H. A complete list of PMI awards given in past years can be found in Appendix D. PMI Educational Foundation International Student Paper of the Year Award (undergraduate): Wendy E. "PMI Connections 2000. The PMI Project Management Fact Book 81 . PMI's Annual Seminars & Symposium. Portland General Electric Company. PMI Meetings and Conventions Department 2001). Attendees regularly cite the three most important reasons those in the profession attend the event are the paper presentations. The 2000 PMI Annual Seminars & Symposium. offering a wide range of subjects and tracks and access to keynote speakers and other experts-all in support of enhancing participants' learning experience. networking opportunities. 11). Submitted by the PMI Portland Chapter ~r. Awards At PMI 2000. the association recognized significant achievements in project management and in PMI. PMP ~r. which attracts project management-related vendors from around the world. who chose from twenty-three tracks and 180 papers.600 attendees." was held in Houston. "Balanced Scorecard on Projects" r PMI Educational Foundation International Student Paper of the Year Award (graduate): Valerie Lynn Herzog. Moylan. and interacted with more than 130 exhibitors. 'Trust Building on Corporate Collaborate Project Teams" (2000 in Review 2001. and the keynote speakers (2000 in Review 2001. It hosted more than 3.ll.PMI Distinguished Contribution Award: William A.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.
PMI Educational Foundation The Project Management Institute Educational Foundation is an autonomous. Career Headquarten. not-for-profit organization established under Section 501 (C)3 of the United States Internal Revenue Service by PMI for the purpose of charitable. and more than 8. Standards. citations. assist in establishing degree programs. almost 10. Education. endow and establish professorships.000 members who have made changes to their records online (2000 in Review 2001. and scientific endeavors. prepare and disseminate educational information. Since these new features became available. a 64 percent increase over the previous year. receive. The Foundation is empowered to solicit. and change their address records online. 82 The PMI Project Management Fact Book .Section Five -The Project Management Institute The most popular address in project management is www. grant and confer awards.000 visits by project management personnel. Membership. and expend gifts. The Foundation also may assist in educational and research projects. Certification.prni.4. PMI's web site plays a critical role in the association's ability to reach out to its target markets. The PMI web site recorded a total of 2. the site records more than 50. PMI introduced many new enhancements to its members' setion on the PMI web site in 2000. and the PMI Educational Foundation.15). and grants. and perform other related activities. Individuals can now join PMI and PMI Components.092 hits in 2000.621. Chapters. 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. educational.000 online membership applications have been received in addition to over 11. legacies. Each week.org. and administer and support student organizations.000 visits occur each weekday The Institute's most visited sites include the PMI Online Bookstore. provide scholarships and fellowships. Publications. or medals.
It was established in 1998 in memory of Barrie. 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. Barrie Award was conceived and supported by the PMI Design-Procurement-Construction Specific Interest Group. the PMI Educational Foundation is a non-political. based on originality and innovation without being inconsistent with the PMBOP Guide. tax-exempt organization. Other volunteers support the activities of the Foundation through participation on committees and projects. 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. Barrie Award and the International Student Paper of the Year Award. Grants Grants are given for both solicited and unsolicited requests related to education and/or research in project-management related fields.Section Five -The Project Management Institute History Founded 14 August 1990. representing academia and industry. Awards The PMI Educational Foundation presents two awards annuallythe Donald S. All board members serve as volunteers. who contributed in many ways to the project management profession and the construction industry. The Donald S. evaluates the eligible papers and selects the best one. The current Foundation Board structure is composed of four members appointed by PMI and three elected by the Foundation. A panel of knowledgeable individuals. Papers focus The PMI Project Management Fact Book 83 .
or doctoral degree in acquisition management and/or project management. and their sponsoring faculty members. These experts place emphasis on the originality of presented concepts. 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. The recipient also has an opportunity to present the paper and have it published. The PMI Educational Foundation International Student Paper of the Year Award is aimed at creating interest in project management among undergraduate and graduate students. and techniques of managing project-oriented tasks. applicability to the field of project management. It annually honors a student for research and creative efforts directed toward advancing the concepts. receive a $500 (US) honorarium and are provided funds for travel to and attendance at PMI's Annual Symposium. practical application of the concept. and progress controls. master's.Section Five -The Project Management Institute on engineering and construction means and methods. or doctoral degree. Christle Scholarship. The Gaylord (Gary) E. master's. schedule. The PMI Educational Foundation currently awards annually four competitive scholarships: 1. The selection of the winning paper(s) is made by a panel of three experts in project management. project organizations and delivery systems. which provides a $2.000 (US) scholarship to a student enrolled in any degreegranting program of higher education in the field of project management or other related field. tools. engineering and construction performance. 2. which provides a $2. as measured by academic performance and extracurricular activities. and suitability for presentation to PMI Symposium participants. or cost. Recipients of this award. Yourzak Scholarship. The Robert J.000 (US) scholarship to a student enrolled in an accredited college or university pursuing a bachelor's. The scholarships are awarded based on merit. 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. 84 The PMI Project Management Fact Book .
000 (US) scholarship to a student enrolled in a degree-granting program of higher education in information systems. I The PMI Project Management Fact Book 85 .Section Five -The Project Management Institute 3. 4. information technology.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. (PMI Educational Foundation 2001) A complete listing of PMI Educational Foundation Award and Scholarship recipients can be found in Appendix D. Parry Memorial Scholarship. and/or project management. The Matthew H. which provides a $2. which provides a $2. The Wilson-Zells Academic Grant.
and the cost of those results. Consequently. the Board merely states-and The PMI Project Management Fact Book 87 . The broadest statement of this section is the overall purpose. It is where the Board's greatest gift is given. Instead of putting its time into a plan document (which can be tedious and even trivial). inasmuch as the long-term "ends" are where the Board exercises its most important strategic leadership. In the long run. They are the Board's dictates about what benefits are to be created for which group of people or needs at what cost. the Board goes into whatever level of specification will allow it to be comfortable with this amount of interpretative latitude.Appendix A PMI Ends Policies Introduction Policies in this section are those referred to in the Policy Governance@model as "ends. As is set forth in the Board-Executive-Director Relationship policies. At a next-lower level are policies in which the Board further defines these concepts. Concretely. recipients of the results." Ends is a term intended to combine determinations about results. this section is the most important area of Board policymaking. the Chair and the Executive Director are allowed to use "any reasonable interpretation" of these words. the Board's critical contribution to long-term planning is to be found in these policies.
Accredited formal degree programs in project management exist for the project management profession. The PMI Project Management Fact Book 88 .Appendix A. general.1. 1.1.2 1.4 A universally accepted body of knowledge of project management exists for the project management profession. POLICY CATEGORY POLICY TITLE: ENDS 1. government and society-at-large.1. Generally accepted standards exist for the project management profession. national and global considerations for the project management profession.3 The content of the body of knowledge of project management is codified and accepted for the project management profession. gathering input and member consensus on them.18.104.22.168 The expansion of the body of knowledge of project management is dynamic and deliberate for the project management profession. 1.1.1. The entire Board year is built around reexamination of these policies.PMI Ends Policies next year restates-its ends policies with a long-term perspective.3 1.1 1. 1. and projecting the Board's broad vision into the future. Project management is practiced ethically by business.1 Project management is a profession Project management is recognized as a profession for project management practitioners at a reasonable investment.0 General Ends Statement POLICY TITLE: Professionalism in project management for the global community through practices that address appropriate local.1. 1. national and global requirements.2 The expansion of the body of knowledge of project management addresses industry.1. PMI Ends Policies (Effective 1 January 2001) POLICY CATEGORY ENDS 1.
2 POLICY CATEGORY POLICY TITLE: Professionals in project management are knowledgeable and skilled for a reasonable investment. academia and society-atlarge through economical and planned use of resources. 1. emergencies or threats for communities through voluntary actions of individuals.2 Licensing programs exist through government or appropriate government-sponsoredagencies for the project management profession. 1.1 POLICY CATEGORY POLICY TITLE: Project management contributes to social good and achievement for business. ENDS 1.1. governments. ENDS 1.1 Established relationships with other entities achieve timely response to disasters. The PMI Project Management Fact Book 89 . 1.3 Professionals in project management are knowledgeable and skilled 1.1.1.Appendix A .2.5 Generally accepted project management standards of conduct exist for the members of the project management profession.1-5.1 Universally recognized and accepted credentialing programs exist for the project management profession.4.2 Professionals in project management are knowledgeable in the body of knowledge of project management. 1. industry.5.PMI Ends Policies 1.3.2 Project management contributes to social good and achievement 1.2.1 1. Credentialing and licensing programs exist for the project management.3. Community and social goals are advanced for global communities through volunteer services of project management individuals. Professionals in project management are skilled in the application of the body of knowledge of project management.
POLICY CATEGORY POLICY TITLE: ENDS 1 5 PMI as a global organization .. to the profession by PMI members and non-members willing to participate and contribute. POLICY CATEGORY POLICY TITLE: ENDS 1 6 PMI programs. industry. products and ser. 90 The PMI Project Management Fact Book . products and services are available for appropriate members of the project management community at reasonable costs. discipline. including PMI components that address appropriate geographical. 1 4 3 PMI provides an environment that fosters contributions .. 141 . 1 4 4 PMI provides an environment that fosters leadership par. where appropriate to PMI's annual program and budget planning.Appendix A -PMI Ends Policies POLICY CATEGORY POLICY TITLE: ENDS 1.. ticipation and development of PMI willing to participate in the organization. Enhanced professionalism and opportunities for networking and professional development are available for project management practitioners through a variety of means. PMI's Ends are assertively pursued globally for the profession and PMI members by volunteer leadership through policy. and by HQ staff through their planned and deliberate commitment of headquarter resources.2 PMI supports. and interest areas. vices PMI programs.4 Project management community People in project management who participate in or use PMI offerings enjoy a supportive community. 1.4. joint participation in research and product development that advance the state-of-the-art.
1.PMI Ends Policies 1.7.6. 1. recognizes and values project management for current and future members of the project management profession. academia and government.3 The PMI Project Management Fact Book 91 . products and services advance the state-of-the-artfor the members of the project management community through the balanced use of resources.6.1 1. Society-at-large is aware of. industry.2 1.1 New or improved programs.Appendix A .7. The education community recognizes and promotes project management as a career.7 Project management is globally recognized and valued POLICY CATEGORY POLICY TITLE: Project management is globally recognized and valued for a reasonable investment. 1.6. 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. Programs. private and not-for-profit organizations cooperate for mutually beneficial products for the project management community through in-kind resources and seed money.1 1. Public.6. products and services are developed effectively for PMI members and customers.7.2 Project management is recognized and valued by business.
The purpose of the PMI Member Code of Ethics is to define and clarify the ethical responsibilities for present and future PMI members.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. 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. Member Code of Ethics: As a professional in the field of project management. colleagues. employers. Preamble: In the pursuit of the project management profession. the public. it is vital that PMI members conduct their work in an ethical manner in order to earn and maintain the confidence of team members. customers/clients. The PMI Project Management Fact Book 93 . and the global community.
accurate. their business or others they may represent. and (c) the preparation of estimates concerning costs.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. 3. honest. PMI Members will provide customers. and otherwise appropriate. I. services. All PMI Members must conduct their activities consistent with the Member Standards of Conduct. and research contributions of others. 5. complete and accurate information concerning: (a) their qualifications. clients. honest. unbiased. 4. Professional Behavior. 94 The PMI Project Management Fact Book . and will maintain appropriate. A. and (b) may provide unfair advantage for themselves. PMI Members will refrain from offering or accepting payments. and employers with fair. PMI Members will fully and accurately disclose any professional or business-related conflicts or potential conflicts of interest in a timely manner. and will properly disclose and recognize the professional. accurate. PMI Members will strive to enhance their professional capabilities. Professional Obligations. Relationship With Customers.Appendix B . intellectual. PMI Members who conduct research or similar professional activities will do so in a manner that is fair. and expected results. and will accurately and truthfully represent and advertise their professional services and qualifications. and complete records with respect to such research and professional activities. or other forms of compensation or tangible benefits. 1. 2. and Employers. which: (a) do not conform with applicable laws. PMI Members will respect and protect the intellectual property rights of others. B. 1. skills and knowledge. (b) their professional services. Clients.
client. including the confidentiality of customer or client identities. Relationship With the Public and the Global Community. or employer. client. rules. employer. requirements. and procedures of the Project Management Institute. 2.PMI Ethical Standards 2. A. regulations. or financial advantage of confidential or private information acquired during the course of their professional relationships. 2. policies. PMI Members will honor and maintain the confidentiality and privacy of customer. or malfeasance. 1. PMI Members will perform their work consistent and in conformance with professional standards to ensure thar the public is protected from harm. II. unless: (a) granted permission by the customer. and will not knowingly engage or assist in any activities intended to compromise the integrity. Obligations to PMI. 3. 1. PMI Members will abide by the bylaws. rules. business. PMI Members will abide by the laws. including criminal conduct. C.Appendix B . and other information obtained throughout the course of a professional relationship. PMI Members will honor and meet all applicable legal and ethical obligations. property. assignments undertaken. any activities intended to have negative implications. The PMI Project Management Fact Book 95 . nor will they provide such information to others. reputation. PMI Members will not take personal. Responsibilities of PMI Membership. or (b) the maintenance of the confidentiality is otherwise unethical or unlawful. and customs of the community and nation in which they function. or conduct professional activities. work. and/or legal rights of the Institute. and other requirements of their respective communities and nations. or assist in. including the laws. and will not knowingly engage in. and similar work information. professional misconduct.
and requirements issued. completely. may be represented by an attorney with respect to an ethics matter. These procedures are applicable to members of the Project Management Institute (hereinafter referred to as PMI or the Institute). Nature of the Process. These ethics procedures are not a formal legal process. consistent with applicable policies and requirements. If a party has retained an attorney. Member Standards of Conduct. Member Ethics Case Procedures The following ethics case procedures are the only rules for processing possible violations of these ethical standards. and other relevant policies to resolve ethics matters. and truthfully represent information to PMI. and the procedures are designed to operate without the assistance of attorneys. The Institute may use the services of PMI Legal Counsel without limitation. that attorney may be directed to communicate with the Institute through the PMI Legal Counsel. Any party. PMI has the only authority to resolve and end any ethics matter. A. completely.I Appendix B . 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 those who are seeking Institute membership. pursuant to these procedures. regardless of circumstances. 96 The PMI Project Management Fact Book . many legal rules and practices are not observed. PMI Members will accurately. PMI Members will cooperate with the Institute concerning the review of possible ethics violations. 4. and other PMI matters. The parties are encouraged to communicate directly with the Institute. and the Member Ethics Case Procedures. General Provisions 1. By applying for membership in the Institute. of course.PMI Ethical Standards 3. therefore. and they will be bound by decisions made. PMI members and applicants agree that they will accept the authority of the Institute to apply the Member Code of Ethics.
the Institute recognizes that PMI members and applicants may have difficulty meeting certain time or other requirements in these procedures. geographic location. However. Ethics cases may be decided by the PMI Ethics Review Committee. the Ethics Appeals Committee. 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. Accordingly. The Institute w l make every reasonable il effort to follow the time requirements noted in these procedures. Generally. a reasonable accommodation related to matters of language. Litigationlother Proceedings. and other characteristics of PMI members and applicants. and/or any authorized designee.Appendix B . or. regulatory agency or professional body The Institute may also continue or delay the resolution of any ethics complaints in such cases. or the like. The PMI Project Management Fact Book 97 . 4. Participants. Time extensions or postponements may be granted by the Institute if a timely written request explains a reasonable cause. are also before a court. Relaxation of Requirements/Global Accommodations. the Institute's failure to meet a time requirement will not prohibit the final resolution of any ethics matter. In light of the global nature of the international project management community. geographic location. The Executive Director will forward such requests to the Chair of the Ethics Review Committee or the Chair of the Ethics Appeal Committee. Time Requirements. The person(s) initiating an ethics complaint will be identified as the Complainant(s). including differences related to the language. A PMI member or applicant who is the subject of an ethics complaint or investigation will be identified as the Respondent.PMI Ethical Standards 2. 5. 3. custom. requests for such time extensions that seek to increase a deadline and other reasonable accommodations will be granted. as applicable. Complainants and Respondents are required to comply with all time requirements specified in these procedures. or otherwise prevent PMI from acting under these procedures. The Institute may accept and resolve ethics complaints when civil or criminal litigation. custom. or other proceedings related to the complaint.
the member or applicant involved may seek review and appeal pursuant to these procedures. all material prepared by. orders. and/or reports of the Ethics Review Committee or the Ethics Appeals Committee. or. decisions. Failure to Cooperate. or other requirement is issued by the Institute under this Section. In order to protect the privacy of the parties involved in an ethics case. all final published rulings. Confidentiality. impose any sanction or requirement included within these rules if a Respondent is uncooperative. unless otherwise authorized by these procedures.Appendix B . the Institute will not consider the following materials to be confidential: materials which are disclosed as the result of a legal requirement. requirements. 8. an ethics complaint. Where a discipline. materials which are disclosed upon the written request of the member or applicant who is the subject of an ethics complaint or investigation. requirement. the Institute may: terminate the ethics complaint of an uncooperative Complainant. order. directive. or fails to disclose requested information related to: PMI membership. Among other information. If any party refuses to fully cooperate with the Institute concerning matters arising under these procedures without good cause. or other directive is issued by the Institute under this Section. Should a Respondent attempt to relinquish PMI membership or withdraw an application during the course of any ethics case. The Institute may issue any appropriate directive(s) and requirement(s) where a PMI member or applicant provides a misleading disclosure. any information relating to the member or applicant which he/she would like released to other professional organizations or third parties. 98 The PMI Project Management Fact Book . 9. and which is not otherwise confidential. the member or applicant involved may seek review and appeal pursuant to these procedures. or similar matter. Improper Disclosure. and. Where a discipline. Resignationfrom the Institute. the Institute reserves the right to continue the matter to a final and binding resolution according to these procedures. order. or submitted to.PMI Ethical Standards 6. 7. the Institute will be confidential. an ethics case.
consideration. 3. This Notice will The PMI Project Management Fact Book 99 . 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 Complainant is willing to provide testimony or other evidence concerning the complaint. there is reasonable cause to believe that the charge appears to be justified.PMI Ethical Standards B. the Review Committee will determine whether sufficient detail is presented to constitute a formal ethics complaint. considering the proof available. Upon a determination that an ethics complaint is appropriate. 2. The Ethics Review Committee will be responsible for the investigation and resolution of each ethics complaint. reliable information or proof concerning the charge is available. Complaint Acceptance. based upon the specific Member Code of Ethics or Member Standards of Conduct provisions identified by the complaint. group. Upon receipt of a complaint. relevant. 3. Ethics Review Committee. In order to determine if an ethics complaint is accepted or rejected. Executive Director. and to permit the Review Committee to conduct an appropriate review. and. and assignment. including the specific provisions of the Member Code of Ethics or Member Standards of Conduct relevant to the allegations set forth in the complaint. the Ethics Review Committee will issue a formal Ethics Complaint Notice identifying each Member Code of Ethics and Member Standards of Conduct violation alleged. and the supporting factual basis for each complaint. in appropriate cases. 1. organization.Appendix B . or.a. The Executive Director will forward the complaint to the Ethics Review Committee Chair for review. the passage of time since the alleged violation requires that the complaint be rejected. Each Complainant must submit to the Executive Director a detailed written description of the factual allegations supporting the ethics complaint. the Institute (Complainant) may initiate an ethics complaint. Submission of Ethics Complaints/Acceptance or Rejection. Any person. Complaint Acceptance/Rejection Criteria.
The Review Committee may request additional information to supplement a response. Within forty-five (45) days of the mailing date of complaint rejection correspondence. 3. The Appeals Committee may accept the Review Committee decision and reject the complaint.b. The Ethics Complaint Response must include a full response to each complaint. reverse the Review Committee decision and direct that a complaint be issued and the case resolved under these procedures. Within forty-five (45) days of the mailing date of an Ethics Complaint Notice. 100 The PMI Project Management Fact Book . the Review Committee will return all information submitted and notify Complainant of the rejection and its basis by correspondence. If the Ethics Review Committee determines that an allegation or complaint change should not be a formal ethics complaint. Appeal of Complaint Rejection Determination. The Ethics Appeals Committee will review the Complainant's appeal and issue a decision based upon the record. or. if any. and a copy of each document relevant to the resolution of the ethics complaint. or the information revealed by an investigation. and. 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.b. the specific provisions of the Member Code of Ethics and Member Standards of Conduct believed violated. 5. the Respondent must submit a response to the Ethics Review Committee. 4. Complaint Rejection. the specific information he/she believes supports the acceptance of a complaint. 3. or any part thereof.Appendix B -PMI Ethical Standards be delivered to the Respondent.l. and will be marked Confidential. The Review Committee may request additional information to supplement or explain an allegation. Ethics Complaint Response. Complaint ReferraL If the Ethics Review Committee determines that the factual allegations presented by a Complainant.
will appoint a Committee Chair from the seven members. The Ethics Review Committee. unrelated Code or Standards violations. government. refer the matter to the Complainant for review and possible re-submission of a revised or new complaint. The PMI Chair. 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.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. or. C. a requirement that the Respondent voluntarily and immediately cease from representing himself or herself as a PMI member or applicant. Ethics Review Committee Hearings. or to refrain from doing. 1. The Chair may appoint one or more Vice-Chairs to assist him/her. but may be reconsidered by the Committees upon written request of the Respondent presenting substantial reasons that the order is no longer necessary. or professional bodies for review. who will supervise the work of the Committee. certain acts by Preliminary and Temporary Order reasonably related to the complaint under consideration pending the final resolution of the case or investigation. and any recommended corrective actions. a restriction that the Respondent may not pursue a PMI position or office pending the final resolution of the ethics matter under review. The Ethics Review Committee or the Ethics Appeals Committee may discipline a Respondent who fails to comply with a Temporary or Preliminary Order. D. or as otherwise associated with the Institute until further notice. Preliminary and Temporary Orders are not subject to appeal. Preliminary and Temporary Orders. As directed by The PMI Project Management Fact Book 101 . Such orders may include. with Board of Directors approval. other appropriate actions/referrals. Preliminary Actions and Orders. may require the Respondent to do. Ethics Review Committee. but are not limited to. or. refer the matter to other Institute. and to also preside over each Ethics Hearing. or the Ethics Appeals Committee. the Review Committee may take any of the following actions: notify the Respondent of possible.
Each party may attend the hearing in person or via telephone conference. 3. Hearing Expenses. or the PMI Board of Directors. oath. 4. and other procedures will apply to hearings. continue. another PMI representative. Notice. The PMI member or applicant. No formal legal rules of evidence. or a legal representative. and will conduct an informal Ethics Hearing designed to collect and weigh all of the available information and proof. the PMI Legal Counsel shall be available to assist the Committee at an Ethics Hearing. as determined by the Review Committee. or a stenographer/recorder. 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. Participation of Legal Representatives/Conduct of the Hearing. with privilege of the floor. time. or other record of the Ethics Hearing will be made by the Ethics Review Committee. decide. will be permitted to ask questions of witnesses at the discretion of the Ethics Review Committee. Objections relating to relevance of information and other procedural issues will be decided by the Ethics Review Committee and these decisions are not subject to appeal. three (3) disinterested members of the Ethics Review Committee will be assigned to each case. and both parties will be notified in writing. written. 5. the PMI Chair. where all participants will be able to communicate with each other. Upon request by the Ethics Review Committee. cross-examination. including the costs associated with any witnesses or legal 102 The PMI Project Management Fact Book . The hearing date.Appendix B -PMI Ethical Standards the Committee Chair. and may conduct the hearing in consultation with the Ethics Review Committee. and location for each ethics case will be scheduled by the Ethics Review Committee in consultation with the parties. 2. and conclude an Ethics Hearing. A taped. and Attendance. and will have full authority to convene. preside over. Hearing Schedule. Parties will be responsible for their expenses associated with an ethics investigation or case. Hearing Record.
PMI Ethical Standards counsel. 8.c. 7. The Institute will bear other general costs of conducting the Ethics 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. 8. will determine the outcome of the ethics case by majority vote in a closed session. including costs associated with the activities of PMI representatives. and other directives issued by the Review Committee. the Institute may issue and order one or more of the following disciplinary or remedial actions: 8. including the positions of the parties. The hearing record will be closed following the conclusion of the hearing. Closing of the Hearing Record. The Review Committee will review the hearing record. and. The denial and rejection of any PMI membership application. Public reprimand and censure. a summary of relevant factual findings based on the record of the hearing. Disciplinary Actions Available. The PMI Project Management Fact Book 103 . The parties will also be notified that the final decision may be published consistent with the requirements of these procedures. as determined by the Ethics Review Committee. which will include a summary of the case. When a Respondent is found to have violated one or more provisions of the Member Code of Ethics or Member Standards of Conduct. including any appropriate conditions or directives. based on the appropriate written record. Any Ethics Hearing may proceed to a conclusion and decision. and thereafter. a final ruling on the Member Code of Ethics and Member Standards of Conduct violations charged.a.b. a statement of any corrective or disciplinary action(s). including any appropriate conditions or directives. Private reprimand and censure. as well as any submissions presented by the parties and other relevant information. 8. 6. unless otherwise directed by the Ethics Review Committee Chair or a Vice-Chair. whether or not the parties are present.Appendix B . Copies of the Ethics Review Committee Decision and Order shall be sent to the parties.
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. 2. Suspension of membership status for a period of no less than six (6) months and no more than three (3) years.Appendix B . Time Period for Submitting Appeal. E. and the misapplication prejudiced the appealing party. 1. 104 The PMI Project Management Fact Book . was not reasonably available prior to closure of the record. The Ethics Review Committee misapplied a procedure contained in these rules. Groundsfor Appeal An adverse Ethics Review Committee Decision and Order may be reversed or otherwise modified by the Ethics Appeals Committee.f.d.c. and the misapplication prejudiced the appealing party. Following the closing of the Hearing Record. Membership probation for any period up to three (3) years. 8. including any appropriate conditions or directives. including any appropriate restrictions or conditions concerning membership rights and any other conditions or directives. Ethics Appeals Committee/Appeals. could have affected the Ethics Review Committee decision. the grounds for appeal of an adverse decision are strictly limited to the following: 2. and.e. Within forty-five (45) days of the mailing date of an adverse Ethics Review Committee Decision and Order. 2. and assignment. Misapplication of the Code ofEthics or Standards of Conduct.b. Procedural Error.PMI Ethical Standards 8. However.a. The Executive Director will forward the appeal to the Ethics Appeals Committee Chair for review. consideration. Termination of membership and expulsion from the Institute. New or Previously Undiscovered Information. 2. 8. The Ethics Review Committee misapplied the provisions of the Member Code of Ethics or Member Standards of Conduct. the appealing party has located relevant proof that was not previously in hisher possession.
The Chair may appoint one or more Vice-Chairs to assist him/her. 3. The Ethics Review Committee decision is contrary to the most substantial information provided in the record. F. continue. above. Ethics Appeals Committee. Contents of Appeal Letter.c. 1. 2. preside over.d. and 2.PMI Ethical Standards 2. and. With respect to Subsections 2. and to also preside over each Appeal Hearing. copies of any material supporting the appeal. decide. As directed by the Committee Chair. the docket number and date of the Ethics Review Committee Decision.Appendix B . The Appeals Committee will review the hearing record. The PMI Chair. with Board of Directors approval.a. as well as any appeal submissions The PMI Project Management Fact Book 105 . a statement and complete explanation of the reasons for the appeal under Section E.2. the Ethics Appeals Committee will consider only arguments that were presented to the Ethics Review Committee prior to the closing of the Hearing Record. 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 conclude an ethics appeal.e. three (3) disinterested members of the Appeals Committee will be assigned to each case. and the parties will be notified in writing at least forty-five (45) days in advance of the scheduled date. will appoint a Committee Chair from the seven members. Following receipt of a complete and proper written appeal. who will supervise the work of the Appeals Committee. and will have full authority to convene. which contains the following information and material: the ethics case name. Ethics Appeals CommitteeIAppeal Hearings. 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. including an explanation and basis for any request concerning a reduction in the discipline issued by the Ethics Review Committee. Contrary to the Information Presented. Appeal Hearings. the Ethics Appeals Committee will schedule a date on which to conduct an Appeal Hearing. 2.
1. Denials of requests to appear before the Appeals Committee are not subject to appeal. or otherwise modifying any portion of the Ethics Review Committee Decision and Order. The parties will also be notified that the final decision may be published. a summary of any relevant procedural or factual findings made by the Appeals Committee. Copies of the Ethics Appeals Committee Decision and Order shall be sent to the parties. and. In the event that a request to appear before the Ethics Appeals Committee is approved. an ethics complaint has been terminated or withdrawn by the Complainant(s). including any final disciplinary action or sanction issued by the Appeals Committee. Finalizing Ethics Cases. the Appeals Committee may limit the appearance in any manner. Following the conclusion of an Appeal Hearing. the Ethics Appeals Committee's ruling(s) and decision(s) with respect to the matters under appeal. amending.PMI Ethical Standards presented by the parties and other relevant information. the Appeals Committee's final Decision and Order accepting. Ethics Appeals Committee Decision and Order. 4. a final decision has been issued by the Ethics Review Committee without appeal pursuant to these procedures. affirming. and thereafter will determine and resolve the appeal by majority vote in a closed session. 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. consistent with the requirements of these procedures. Request to Appear Before Ethics Appeals Committee. including a summary of relevant portions of the Ethics Review Committee Decision and Order. the Ethics Appeals Committee will issue an Appeal Decision and Order stating: the outcome and resolution of the appeal. a final decision has been issued by the Ethics Appeals Committee pursuant to these procedures. G. Events Which Will Cause Closure of an Ethics Case. or.Appendix B . 106 The PMI Project Management Fact Book . 3. An ethics case will be closed when any of the following occur: the ethics complaint has been rejected pursuant to these procedures.
Any party may request publication of any final decision. Publication of Final Disciplinary Action. and will do the following: if the Respondent has satisfied the terms of probation in full. 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. professional. This notification may be published following the conclusion of any appeals available to the Respondent. During the appeal period. Following the expiration of a final decision/order which includes a probation requirement under these procedures. Referral and NotiBcation Actions. Probation Orders/Reinstatement or Referral. 1. 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. H. PMI may notify appropriate governmental. if the Respondent has The PMI Project Management Fact Book 107 . the Review Committee will immediately verify that the probation has been completed and reinstate the individual to full membership status following the acceptance of a complete membership application and full payment of all membership dues. or. Events Which Will Cause an Ethics Case Decision and Order to Become Final.PMI Ethical Standards 2. 3. The Ethics Case Decision and Order issued by the Ethics Appeals Committee will be considered final. 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. the Ethics Review Committee will determine whether the Respondent has satisfied the terms of the probation order. This notification may be done at any point after the time period for the Respondent to appeal an adverse decision has elapsed.Appendix B . Probation and Suspension OrdersIReinstatement Procedures. or by sending another appropriate notice. the Institute may respond to inquiries regarding the existence of ethics cases and indicate the existence of such proceedings.
Ethics Review Committee Reinstatement Request Decisions. While no appeal of the Decision and Order is permitted. and. or continued to a later date. the Ethics Review Committee will schedule and conduct a hearing to review and rule on the request.108 The PMI Project Management Fact Book . a statement of the reasons that support or justify the acceptance of the reinstatement request. one (1)year or more after the issuance of the Review Committee Decision and Order rejecting the request. the Review Committee will issue any appropriate action consistent with these procedures. the imposition of an additional probation term(s). docket number. 2. if appropriate. which will consist of a written statement including: the relevant ethics case name. During these deliberations. denied. Suspension Orders/Reinstatement Requests. Following the submission of a complete membership reinstatement request. 3. a Respondent may submit to the Ethics Review Committee a request for membership reinstatement. and. and the date that the final Ethics Decision and Order was issued. the Respondent may submit a new request pursuant to this Section. Copies of the Review Committee Decision and Order will be sent to the parties. copies of any relevant documentary or other material supporting the request. and prepare and issue a final Decision and Order stating whether: the request is granted.Appendix B -PMI Ethical Standards not satisfied the terms of probation in full. . After the expiration of a final decisiodorder which includes a suspension requirement issued under these procedures. including. the Review Committee will review the information presented by the Respondent and any other relevant information. any conditions of membership. but not limited to.
student chapters by (S). Non-United States Potential chapters are indicated by (P).Appendix C PMI Components PMI Chapters PMI Chapters as of 3 1 December 2000. 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 .
PQ PA Canada-New Brunswick m Canada-Newfoundland & Labrador (P) r Canada-Northern Alberta m Canada-Northern Saskatchewan ra Canada-Nova Scotia Canada-Ottawa Valley Outaouais. ON (S) I Canada-Southem Alberta s Canada-Southem Ontario r Canada-Thames Valley District. 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 . BC m Canada-West Coast. PQ m Canada-Manitoba m Canada-Montreal. AB R Canada-Lakeshore. Saskatchewan s Canada-Ryerson Polytechnic Univ.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. ON m Canada-Regina/S. ON m Canada-Vancouver Island. BC s Chile-Santiago m China-Beijing (P) r China-East China a China-Guangzhou (P) ra China-Hong Kong.Appendix C . ON (P) R CanadaLevis..
Appendix C. 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 .Petersburg St.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.
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. student chapters by (S). United States Potential chapters are indicated by (P). 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.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 .
Appendix C -PMI Components a DC-Washington. 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.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 .
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 .Mid-America KC m MO-Metro/St.Appendix C -PMI Components m MNAugsburg (S) r MN-Minnesota MSSouth Mississippi (P) MO.
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 .
Appendix C . 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 .PMI Components B R R R B B R R R R m fl R R R B R a B m B R PMI Design/Procurement/Construction SIG PMI Dispute Management SIG (P) PMI Diversity SIG PMI E-business SIG PMI Education & Training SIG PMI Environmental Management SIG PMI Financial Services SIG PMI Global Communications Technologies SIG PMI Government SIG PMI Hospitality Management SIG (P) PMI Information Systems SIG PMI International Development SIG (P) PMI Manufacturing SIG PMI Marketing & Sales SIG PMI Metrics SIG PMI New Product Development SIG PMI Oil. Gas.
Man. 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 . Johnson & Mendenhall Project Title: LIMERICK GENERATING STATION UNIT 2 Submitted by: Philadelphia Electric Company Project Title: NEW PROPYLENWPOLYPROPYLENEFACTORY FOR SASAL CHEMICAL INDUSTRIES (PTY) LTD. 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.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. Inc.
Robinson Eric Jenett. John R. Adams. John R. PMI Fellow Matthew H. Fondahl. Williams Steven V. PMF: PMI Fellow Dr. PMI Fellow Dr. Morton Dr. John W.Appendix D . Brunies 1984 118 The PMI Project Management Fact Book . PMI Founder David H. PMF: PMI Fellow William H. Snyder. Gillis Regula A. PMF: PMI Founder Matthew H. Parry.PMI Professional Awards 1 1997 1998 1999 2000 Project Title: ADVAN~IX. PMI Founder. 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. J. Albert Gerald A. PMF: PMI Founder. Eric Jenett. Gordon Davis. Snyder. PMI Founder 1983 Dr. PMP James R. Feight. PMI Fellow PMI Fellow Award Year 1982 Recipient Dr. John W Fondahl . White James R. PMI Fellow Earl W. PMP Robert B. Parry. Adams. PMI Fellow Brian Fletcher.
Stuckenbruck Robert G. PMP R. PMP Brian Fletcher Russell D. Jr. Francis M.Appendix D . PMP Elvin lsgrig Mary Devon O'Brien. McConachy. "Kaay" Koch. Waller. PMP J. PMI Fellow 119 The PMI Project Management Fact Book . Roger B. Murphy James R. Linn C. PMP Dr. PMI Fellow lvars Avots Dr.. PMP Charles Y Lopinsky. A. Gordon Davis. Lewis R. Webster. PMP Ronald PC. Hartley. Jr. Padgham. Curling Dr. PMI Founder. PE.PMI Professional Awards 1986 Earl W Feight . PMI Founder. Snyder. PEng. Cleland Henry F. Egan. Dr. SE Paul Dinsmore. David C. PMR CEM Robert L. D. PMP Jenny Strbiak Dick Balfour Harvey Levine David H. Glaser David L. David L. Kimmons. Pells. Staples Dr. 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. Martin Dean Martin Douglas S. Max Wideman Dr. PMP Dr. Archibald. Ireland. PMP Fred Arnold. Kenneth 0. J.. PMP Robert Yourzak. PMP Bryan R. PMP James O'Brien.
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
Universite du Quebec a Montreal. University of Texas. Washington. Ph. Massachusetts Institute of Technology "Project Management in the Design Firm: The Development of a Diagnostic Model" Sponsor: Hans Bjoinsson Paul Hart De Leon. Anaconda Minerals Company 'A Decision Support System for Mine Evaluations" Sponsor: Bob Miller. M. OH "Support System for the Termination Decision in R&D Management" Sponsor: Samuel J. Austin. King. M. Pittsburgh. Capt. 1987 Glen Jansma. Air Staff. DC "Project Management Cost Estimate: A Case Study in Electronic Warfare System Flight Tests Costs" Sponsor: Dr. Panna Nagarsenker. Harvey.Appendix D . Air Force lnsitutute of Technology Nelson E. I. Cincinnati.SC.SC. Ph. Mantel. Anaconda Minerals Co. CANADA 1988 The PMI Project Management Fact Book 123 . Austin..D. TN "Management for Research Projects: A Synergistic Model" Sponsor: Dr. Fred Swift Michael D.PMI Professional Awards "Project Effectiveness: A Simulation Study of Some Causes of Time and Cost Overruns" Sponsor: Prof. P A "Expanding Non-Specialist Participation in Development Project Management" Jill Anne Green. Jr. Stall. Memphis. Wirth Robert N.. University of Cincinnati.. University of Pittsburgh.D. Memphis State University. Tadisina. Quebec. TX "The Relationship between Project Manning Levels and Craft Productivity for Nuclear Power Construction" Sponsor: John Borcherding Richard Desbiens. Rejean Houde. John Ward. University of Texas. Suresh K. TX 'Analyzing and Improving Productivity with Computerized Questionnaires and Delay Surveys" Sponsor: Colin Popescu.
O R 'A Decision Support System for R&D Project Selection and Resource Allocation under Uncertainty'' Sponsor: Dr. Ph.D. O R "Estimation Issues in Software Project Management" Sponsor: Dr. Vancouver. Portland. BC. Calin Popescu Guven lyigun.PMI Professional Awards 'Archipel Feasibility Study: A Questionable Consensus Approach" Sponsor: Pierre Normandeau. Concordia University.D. Dundar E Kocaoglu Pasit Lorterapong.D. Montreal. CANADA 'A Fuzzy Heuristic Method for Resource-Constrained Project Scheduling" Sponsor: Osama Moselhi. Dundar E Kocaoglu Capt. Wright-Patterson AFB... PE James G. University of Texas at Austin "Utilization of Influence Diagram for the Design and Integration of the Construction and Measurement Control Environment" Sponsor: Dr. Cook. Washington. Portland State University. Ph.OH "Establishing a Department of Defense Project Management Body of Knowledge" Chotchai Charoenngam. Ph. Portland State University. DC "Utilizing Expert Systems to Improve the Configuration Management Process" Sponsor: Dr.D. Sherri L. ND "Management of Research and Development Project in Small Technical Services Companies"" Sponsor: John R. Ph. Schroder. 124 The PMI Project Management Fact Book . Connie L. Kobylarz. Donnelly Bryce G. George Washington University. Richard G. Portland. Quebec. Korina L. Casler. Guss. Fargo.Appendix D . CANADA "Virtual Project Management: Tools and the Trade" Sponsor: Francis Hartman. Air Force Institute of Technology (AFIT). PEng. Sweetman.
George Jergeas Wendy E. Dewan.D. VA (The PMI Project Management Fact Book 1999. Candidate. Fairfax. Washington. Algonquin College of Applied Arts and Technology. Ph. Delisle. CANADA "Balanced Scorecard for Project" Sponsor: Prof. FL "Evaluation and Application of a Project Charter Template to Improve the Project Planning Process" Sponsor: Susan Fife Edorchak. Nova Southeastern University.org) 2000-2001 The PMI Project Management Fact Book 125 . CANADA 'Automated Cost Estimating System Using Neural Networks" Sponsor: Osama Moselhi. Ph. Ph. Master of Science Candidate. Anthony Tsoukanas *First Award for this Program PMI Educational Foundation Robert J. Stewart.PMI Professional Awards lnes Siqueira. lnformation Technology School of lnformation Technology and Engineering George Mason University.D. Alberta. Valerie Lynne Herzog.pmi. Candidate.. DC Sunil K.D. Lauderdale. School of Business and Public Management The George Washington University. CANADA Jiwan Giri. Ft. Westmount. Quebec. Project Management Program The University of Calgary.D. Ontario. Calgary.Appendix D . Project Management Program. Ph. Project Management Program. Masters Candidate. Ottawa. CANADA "Trust Building on Corporate Collaboration" Sponsor: Dr. Yourzak Scholarship Recipients 1999-2000 Jiwan Giri. www. Washington. PE Diane S Hayes. 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. University of Calgary. Alberta.
Inc. Bates Project Management. Asean Project Manager's Cntr. CADENCE Management Corporation H Capitol View Consulting. Baker Barnes Associates. Hillyard.K H Dexheimer. Inc. S. Delta Integracion Corporativa. Atlantic Management Center. of Exc. (BPMI) Bay 3000 Consulting Boston University Corporate Ed. Center for Project Excellence CITI Limited Corporate Project Management Group Davis & Dean. Cntr. de C. Inc. Inc. and Associates. LLC e-Training at ESI International m EDS/Center for Industry Learning (CIL) EpicEdge The PMI Project Management Fact Book .A.Appendix E PMI Registered Education Providers PMI Charter Providers Advanced Management Services. Inc. Inc.
Inc. Inc.. r SmartForce. Learning. %aInnovators International. Limited B EI. a PM Solutions. aw Lawrence Technological University CEPD m Management Concepts. Inc. a Project Management Leadership Group aw Project Management Prof. Inc. B! PSM Consulting Services t Ruggles & Associates. York University Div. a International Institute for Learning. of Executive Development sls Skillsoft.C. Inc. Inc. B! Interpro ADF Corporation kaa ISIM University B! J.Group. Inc.com kaa Project Management Group. i % ta Schulich School of Business. B MartinTate sr NETg m Paradigm Learning. Glatt & Associates a Keane.J. a PM Advisors. aw Project Mentors. Ltd. Pittsburgh Project Management Cntr. Ltd. Proj. Inc. I Kimmons-Asaro Group Ltd. B Management Worlds. B! 188 128 The PMI Project Management Fact Book .Appendix E . Inc. m PrimeLearning. Inc. r Paradigm Management Incorporated rn PC1 Global. Inc. a Project Management Services. Inc.PMI Registered Education Providers ESI International EXP Consulting. Mgt. Inc. College kaa PMCC. B! Fissure Corporation I Franklin-Covey Company m Global Project Management Group I IBM Learning Services a INFINITA S. Inc. Inc. Inc.
Inc. r Systemation r University of California. Ltd. Inc. n Ericsson Project Management Institute Emoteam SPA. n Infotech Management r Integrated Management Systems r Integrated Strategies. a University of Wisconsin-Madison n Westney Project Services.PMI Registered Education Providers n SPMgroup. n Hampton Group. m AlphaNet Solutions. University of Limerick Center for Project Management m Center for Systems Management r Cheetah Learning LLC n City University r College of Southern MD. Irvine Ext. Inc. Inc. La Plata Campus r Colorado State University Denver Center Compliance Automation. Ltd. Inc. Inc. Strategic Management Group. r Holland & Davis. r Future Engineering a Georgia Institute of Technology-College of ComputingContinuing Education r Global Knowledge (UK). r Humphreys & Associates. Ltd. Inc. m American Graduate University m Artemis Management Systems r Bellevue University r Business Management Consultants n CDI Corporate Education Services m Centre for Project Management. Inc. PMI Global Providers r AB&Partners r Action for Results. Incorporated The PMI Project Management Fact Book 129 . m Element K m Enterprise Project Management.Appendix E .
Inc. Inc. Inc. Inc. Tercon. Inc. Inc. S. ~rPanurgem PTY LTD. The CBT Workshop 130 The PMI Project Management Fact Book .V Soft Tech Development. & Associates. Couture. Inc. Inc. PVI QA Training R3D Information and Technology. S. Inc. Siemens Business Services (SBS) Management Consulting and Training Skills for You. Campus Monterrey-CSIM TECHNOLOGIA Technology Management Associates TeraQuest Metrics. De C. L C L Priority Management Procept Associates. Inc. Ltd. Tecnologico de Monterrey. Project Masters. SKOPE. Project Management Resources Project Management Technologies. Polar Bear Software Corporation Praxis Management International. ra Key Skills. Limited rr Learning Tree International ~r MbpNet r Moore.P Jain Institute of Management & Research STI.A. Productivity Partners. 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. Inc. RMC Project Management Robbins-Gioia. SOMOS Consulting Group. Skills Transfer International Stonebridge Technologies. Inc.Appendix E -PMI Registered Education Providers m Istud SPA r Kepner-Tregoe. r PDI International. Ltd. Inc. Inc.
Inc. Ltd. e Art of Consulting. University of CA. Center for Professional Management Bank of Montreal. Alpha Consultoria De Proyectos.J. RI Canadian Institute of Computer Technology Child Care Council of Greater Houston. Iieltisim Hizmetleri V Ticaret A. The Gannt Group The Projects Group. Executive Development Center Cabinet Conseil Developpement (CCDI). Management. Inc. Inc. PMI Basic and Corporate Providers r ABB Support AB ACM-Administrative Controls.Dept. of Business & Management m University of Management and Technology University of Maryland.V m Analytic Project Management And Proje Yonetime. De C. I I Compaq Computer Corporation I i Computer Sciences Corporation s RI Computer Systems Professionals u Coretech Consulting Group. Berkeley Extension. Executive Education Program Tiba Managementberatung GmbH Twin Star Consulting Co. Inc.A. Ltd. Clark School of Engineering n University of NE Partnerships Pty Ltd. A.S.Appendix E . Stewart. PLC RI The University of Texas at Dallas. m Dale L. Inc. Zervigon International. PMP The PMI Project Management Fact Book 131 .PMI Registered Education Providers The Federal Marketing Group. Institute for Learning m Beijing Modem Management Technology Exchange Bentley College Blakemore Consulting m Bryant College. r AT&T r Babcock Borsig A G rr Baldwin-Wallace College. S.
Inc. B Management Training & Development Center a Maxwell & Associates 481 McGill International Executive Institute iak! MCrWorldCom Global Implementation Project Management (GIPM) sn MDS SCIEX 481 Mornigton Consulting Partners rn Mount Royal College. ~rs! IQPC ws JFGP J. LLC M a DMR Consulting Group. iak! Management Solutions m Management Solutions Group. Systems and Training ac Ethicon Endo-Surgery. Ray McDermott Middle East. S. a Dinsmore Associates B D Consulting Group. Education & Extension ~i 132 The PMI Project Management Fact Book . rn INTouch International a Institute for International Research a Instituto de Direccion de Proyectos m Interconnection of Somerset. Consultoria em Qualidade. & Perf. Cntr. Inc. PM.PMI Registered Education Providers rn David Francis Dinamo.A. a Durham College & University Centre QI E3 Project Management QI Egyptian Project Management Consultancy (EPM) B Escala. Inc. LLC ws Fleet CCS 481 Grupo A&C 481 Gulfstream Organizational Learning & Development na Heron Bay Group B Huson Bay Consulting a Individual Software. Faculty of Cont. Gestao e Technologias de Informacao.Appendix E . Inc. Inc. (JRMMEI) ea Lee & Mac Consulting 481 Lucent Technologies Lng. Inc. PA Ethier Associates a Federal Publications Seminars.
Appendix E . of General Services. State of Oregon Technical Education Program Syntel. Inc. PT Prosys Bangun Persada RCC Consultants Renaissance Worldwide. Inc. Omega Management Education Group Ortho-Clinical Diagnostics Patrick Engineering Performance Knowledge. PM Preview Corporation PMSOFT Korea. State of California Project Assistants. Project Solutions of Rochester. LLC Performance Management Associates.com The PMI Project Management Fact Book 133 . Inc. University of Texas at Austin Solutions Network.PMI Registered Education Providers B B B & r a r B B B & & B r a B & a & r r a r B B Mutual of Omaha National Center for Continuing Education National University NCR Italy Nelson Consulting Associates (NCA. Inc. Inc. Ltd. Poliedra-Politecnico di Milano/Emoteam Pritchard Management Associates Procurement Division. Project Management Associates. Sabcons Project Management Consultants San Jose State University Professional Development Software Quality Institute. Roadway Express. Inc. Inc. Inc. PGCC Technologie/Q-LABS FRANCE Phillips Petroleum Company PILAT Technologies International. Technicalprojects. Prosys Bangun Nusantara. Ltd. Inc. Pfizer. Dept. Perryman Group. Inc. Inc. Inc. Inc. PlanTech.) Niagara College of Applied Arts & Technology Oak Associates.
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 . West Center for Program Mgt. Winning Ways Management. UCSD Extension University Extension.Appendix E . Inc. (TDG) The Institute for Professional Education TrainersDirect U. Inc. R R m B m m R m R B B @ Telcordia Technologies The Consulting Alliance Group. Inc. Inc.S.PMI Registered Education Providers m TechLink Training. Wang Global-Wang Government Services Watermark Technical Services. Xerox Connect. University of CA-Davis URS Corporation Vencor. Inc. The Dayton Group. Inc. LLC.
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. 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 .PMI Registered Education Providers ' D PMI Copenhagen.
Japan 136 The PMI Project Management Fact Book . 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.PMI Registered Education Providers r PMI Montreal Chapter m PMI Moscow Chapter r PMI Munich Chapter r PMI New Jersey Chapter m PMI New York City Chapter PMI New Zealand Chapter a PMI North Carolina Chapter r PMI Northeast Florida Chapter a PMI Northeast Indiana Chapter r PMI Northern Utah Chapter PMI Northwest Ohio Chapter PMI Nova Scotia Chapter R PMI Orange County Chapter r PMI Ottawa Valley Outaouais. ON Chapter mi PMI Palmetto Chapter s PMI Pharmaceutical SIG ~rPMI Pikes Peak Regional Chapter m PMI Pittsburgh Chapter H PMI Marketing & Sales SIG r PMI Portland Chapter PMI Program Management Office (PMO) SIG m PMI Puget Sound Chapter r PMI Red Earth Chapter PMI Regina/S.Appendix E .
DC Chapter ar PMI West Coast.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. 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 .
Responsibilities to the Profession A. Compliance with all Organizational Rules and Policies 1. I agree to support and adhere to the responsibilities described in the PMP Code of Conduct. including and not limited to the following: examination applications. Responsibility to cooperate with PMI concerning ethics violations and the collection of related information. owners. test item banks. responsibility to report possible violations of the PMP Code of Professional Conduct by individuals in the field of project management. significant circumstances that could be construed as a conflict of interest. answer sheets. and professional development program reporting forms. I. 4. The PMI Project Management Fact Book 139 . candidate information. Responsibility to disclose to clients. or contractors.Appendix F PMP Code of Professional Conduct As a PMI" Project Management Professional (PMP"). Responsibility to provide accurate and truthful representations concerning all information directly or indirectly related to all aspects of the PMI Certification Program. 2. examinations. or an appearance of impropriety. 3. customers. Upon a reasonable and clear factual basis.
2.Appendix F -PMP Code of Professional Conduct B. unless otherwise directed by the customer. Responsibility to comply with laws. 2. and Performance of Professional Services 1. and expected results. Qualifications. B. and in the preparation of estimates concerning costs. Responsibility to ensure that a conflict of interest does not compromise legitimate interests of a client or customer. 2. public statements. Responsibility to recognize and respect intellectual property developed or owned by others. truthful advertising and representations concerning qualifications. Responsibility to support and disseminate the PMP Code of Professional Conduct to other PMI certificants. Responsibility to maintain and respect the confidentiality of sensitive information obtained in the course of professional activities or otherwise where a clear obligation exists. Responsibility to maintain and satisfy the scope and objectives of professional services. services. 140 The PMI Project Management Fact Book . Conflict of Interest Situations and Other Prohibited Professional Conduct 1. or influence/interfere with professional judgments. Experience. and performance of services. C. CandidatelcertificantProfessional Practice 1. truthful. and complete manner. and ethical standards governing professional practice in the state/province and/or country when providing project management services. experience. regulations. II. Responsibility to provide accurate. Responsibilities to Customers and the Public A. Responsibility to provide accurate and truthful representations to the public in advertising. and to otherwise act in an accurate. 3. Advancement of the Profession 1. including all activities related to professional work and research.
Responsibility to refrain from offering or accepting inappropriate payments.PMP Code of Professional Conduct 2. unless in conformity with applicable laws or customs of the country where project management services are being provided. or other forms of compensation for personal gain. gifts.Appendix F. The PMI Project Management Fact Book 141 .
Bachelor's Degree Programs l i Leeds Metropolitan University ~sr University of Northumbria at Newcastle B University of Phoenix m University of Sydney. It may not be comprehensive. 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 . nor is this list in any way an endorsement or recommendation of any particular school or degree program.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. Department of Civil Engineering University of Western Sydney.
International Business Project Management Universite du QuCbec A MontrCal .Lille Graduate School of Management Keller Graduate School of Management YUniversitC des Sciences et Technologies de Lille.Appendix G . Fac of Apl Sci. McCormick School of Engineering & Applied Science Regis University .Robert R. Howe School of Technology Management Texas A&M University Unitec Institute of Technology UniversitC du QuCbec A Chicoutimi UniversitC du Quebec A Hull .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.Wesley J. The Golden Gate University Henley Management College ISGI .Project Management Degree Programs Colorado Technical University n Curtin University of Technology School of Architecture. Les Instituts #Administration des Entreprises Lancaster University Department of Engineering: Electronic & Mechanical Engineering. Leeds Metropolitan University Montana State University Montana Tech of The University of Montana Northwestern University . Derbyshire Business School 144 The PMI Project Management Fact Book . 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.School of Professional Studies Royal Melbourne Institute of Technology University (RMIT) South Bank University Stevens Institute of Technology.
J.J. Clark School of Engineering University of Portsmouth Centre of Project and Quality Management University of Sydney Department of Civil Engineering University of Texas at Austin University of Western Sydney. 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.Wesley J.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. Nepean School of Management sr University of Wisconsin . A.Appendix G . Nepean School of Management (PMI Research Department. May 2001) The PMI Project Management Fact Book 145 .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 . 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. Howe School of Technology Management University of Aberdeen University of Calgary Department of Civil Engineering University of Maryland. A.
Georgia 9-10 October 22-24 October 14-16 October 18-21 October 22-24 October 18. California Atlanta.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. Ontario (Canada) Houston. Louis.21 September 7-11 October 147 The PMI Project Management Fact Book . Wisconsin San Francisco. DC San Francisco. Pennsylvania Toronto. Missouri Houston. Georgia St. Arizona Boston. California Atlanta. Colorado Montreal. California Montreal. Texas Philadelphia.21 September 19-22 October 6-8 October 23-26 October 8. Quebec (Canada) Chicago. Texas Philadelphia. Massachusetts Toronto. Quebec (Canada) Milwaukee. Georgia Phoenix. Pennsylvania Denver. Illinois Los Angeles. Ontario (Canada) Washington.
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
This glossary also contains most of the acronyms used in the text of this publication. 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 . 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 . Acronyms CAQ" EV EVM OBS PERT PM PMBOR PMI" PMP QA QC R.Glossary This glossary contains some of the acronyms and definitions that are most commonly used in project management.2000 Edition.2000 Edition.E.P.
an expected cost.g. which is a deliverable that is subject to approval by the project sponsor or customer. The original approved plan (for a project. In a deterministic model. Early dates are calculated by means of a forward pass. The series of activities that determines the duration of the project. An activity normally has an expected duration. Decision tree analysis. by similar technologies or industry sectors) or the type of customer (e. A category of projects that have common elements not present in all projects. schedule baseline. Application areas often overlap. using a specified start date. Bar Chart.. government versus commercial). Any measurable. Charter. the critical path is usually defined as those activities with float less than or equal to a specified value. cost-reimbursable contracts or time and material contracts. It incorporates probabilities or risks and the costs or rewards of each logical path of events and future decisions. A method for integrating scope. Application Area. 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). A graphic display of schedule-related information. Earned Value (EV). internal versus external. Contracts generally fall into one of three broad categories: fixed-price or lump-sum contracts. Often used more narrowly in reference to an external deliverable. Also called a Gantt chart.e. 152 The PMI Project Management Fact Book ..g. Earned Value Management (EVM). starting from a specified completion date (usually the forward pass' calculated project early finish date). Activities can be subdivided into tasks. The physical work accomplished plus the authorized budget for this work. result. often zero. 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). verifiable outcome. 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. or an activity). It is the longest path through the project. schedule.. Contract. Brainstorming. plus or minus approved scope changes. and expected resource requirements. See project charter.Activity. A general creativity technique that can be used to identify risks using a group of team members or subject-matter experts. a work package. or item that must be produced to complete a project or part of a project. Usually used with a modifier (e. a brainstorming session is structured so that each participant's ideas are recorded for later analysis. and resources. In the typical bar chart. Baseline. Deliverable. dates are shown across the top. The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. and for measuring project performance. Late dates are calculated by means of a backward pass. performance measurement baseline). cost baseline. Critical Path Method (CPM). Typically. activities or other project elements are listed down the left side of the chart. Application areas are usually defined in terms of either the product of the project (i. See critical path method. and activity durations are shown as dateplaced horizontal bars. An element of work performed during the course of a project. A contract is a mutually binding agreement that obligates the seller to provide the specified product and obligates the buyer to pay for it. Previously called the budgeted cost of work performed (BCWP) for an activity or group of activities. A tool of the risk identification process. tangible. Critical Path.
. with engineering. manufacturing. Mathematical Analysis. An assessment of the likely quantitative result. See network analysis. Usually used with a modifier (e. and accounting at the top level. and definitive estimate in engineering and construction projects). Coordinating changes across the entire project. Graphical Evaluation and Review Technique (GERT). Initiation. production. or current. early. Fast Racking. engineering. and reporting of project performance.g. Functional Manager. Matrix Organization.g.g. late. marketing). 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. Usually qualified by one of the following: actual. A technique that performs a project simulation many times to calculate a distribution of likely results. The PMI Project Management Fact Book 153 . order-of-magnitude estimate. Functional Organization. Master Schedule. conceptual. Some application areas have specific modifiers that imply particular accuracy ranges (e. and others). A manager responsible for activities in a specialized department or function (e. scheduled. and path float. A summary-level schedule that identifies the major milestones.Glossary Estimate. operating. marketing. A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (i. Life-Cycle Costing. The amount of time that an activity may be delayed from its early start without delaying the project finish date.. Monte Carlo Analysis. Milestone. Integrated Change Control. 2) A functional manager.e. Float is a mathematical calculation. analysis. engineering. Finish Date. A significant event in the project. planned. usually completion of a major deliverable. The concept of including acquisition. Authorizingthe project or phase.. Milestone Schedule. Lessons Learned. Also considered a project record. Line Manager. some activities may not be performed). An organization structure in which staff are grouped hierarchically by specialty (e.. further divided into mechanical. See also master schedule. See also milestone schedule. feasibility). 1 The manager of any group that actually makes a product or per) forms a service. ?x percent). budget estimate. Float.g. such as design and construction. Usually applied to project costs and durations and should always include some indication of accuracy (e. baseline. Compressing the project schedule by overlapping activities that would normally be done in sequence. See bar chart. total float.. Gantt Chart. and disposal costs when evaluating various alternatives. usually as compared to plan. Also called slack. The learning gained from the process of performing the project. A summary-level schedule that identifies the major activities and key milestones. The capture. electrical. Monitoring. preliminary.. estimated. target. A point in time associated with an activity's completion. and can change as the project progresses and changes are made to the project plan. Lessons learned may be identified at any point.g.
And it provides the project manager with the authority to apply organizational resources to project activities. and administrative closure. Phase. Project Communications Management. It consists of project plan development. ordered by frequency of occurrence. project plan execution. Project Cost Management. It consists of communications planning. Project Charter. pessimistic. Percent Complete (PC). It consists of organizational planning. expressed as a percent. PERT computes the standard deviation of the completion date from those of the path's activity durations. A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated. PERT applies the critical path method using durations that are computed by a weighted average of optimistic. cost budgeting. Programs usually include an element of ongoing work. The features and functions that characterize a product or service. Order-of-Magnitude Estimate. A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. and integrated change control. See program evaluation and review technique for the traditional definition of PERT. PERT Chart. of the amount of work that has been completed on an activity or a group of activities. or result. A document issued by senior management that formally authorizes the existence of a project. A depiction of the project organization arranged so as to relate work packages to organizational units. A temporaly endeavor undertaken to create a unique product.Glossary Network Analysis. A histogram. collection and dissemination. performance reporting. See project phase. and most likely duration estimates. and team development. storage and ultimate disposition of project information. An estimate. Program. service. and graphical evaluation and review technique. It consists of resource planning. Project IntegrationManagement. Product Scope. See also critical path method. A subset of project management that includes the processes required to make the most effective use of the people involved with the project. Performance Measurement Baseline. An event-oriented network analysis technique used to estimate program duration when there is uncertainty in the individual activity duration estimates. Pareto Diagram. Program Evaluation and Review Technique (PERT). program evaluation and review technique. Project Human Resource Management. An approved plan against which deviations are compared for management control. The term is commonly used to refer to a project network diagram. Project. A group of related projects managed in a coordinated way. cost estimating. The process of identifying early and late start and finish dates for the uncompleted portions of project activities. 154 The PMI Project Management Fact Book . that shows how many results were generated by each identified cause. information distribution. and cost control. staff acquisition. A subset of project management that includes the processes required to ensure timely and appropriate generation. Also known as the Method of Moments Analysis. Organizational Breakdown Structure (OBS). See estimate.
and responding to project risk. It includes maximizingthe probability and consequences of positive events and minimizingthe probability and consequences of events adverse to project objectives. Project Management (PM). As with other professions--such as law. 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. and accounting-the body of knowledge rests with the practitioners and academics that apply and advance it. Project Manager (PM). Often referred to as a PERT chart. The PMI Project Management Fact Book 155 . The members of the project team who are directly involved in project management activities. Project Network Diagram. Project Management Software. Risk management is the systematic process of identifying. as well The PMBOKmincludes as innovative and advanced ones that have seen more limited use. Project Scope. source selection. usually culminating in the completion of a major deliverable. The application of knowledge. A project plan may be summarized or detailed. A class of computer applications specifically designed to aid with planning and controlling project costs and schedules. solicitation planning. skills. A collection of logically related project activities. A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of procurement planning. Always drawn from left to right to reflect project chronology. proven. It consists of quality planning. tools.~ Project QualityManagement. analyzing. The planned dates for performing activities and the planned dates for meeting milestones. On some smaller projects. Project Plan. 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 quality control. traditional practices that are widely applied. Project Management Team. and document approved scope. risk identification. An individual certified as such by the Project Management Institute (PMI). Project Risk Management. approved document used to guide both project execution and project control. The individual responsible for managing a project. The work that must be done to deliver a product with the specified features and functions. the project management team may include virtually all of the project team members. and techniques to project activities to meet the project requirements. Any schematic display of the logical relationships of project activities. and schedule baselines. It includes the processes of risk management planning. contract administration. Project Management Professional (PMP"). Project Schedule. and risk monitoring and control. The primary uses of the project plan are to document planning assumptions and decisions. solicitation. A formal. Project Phase. and contract c~oseout. Project Management Body of Knowledge (PMBOKm).Project Life Cycle. facilitate communication among stakeholders. cost.An inclusive term that describes the sum of knowledge within the profession of project management. medicine. qualitative risk analysis. quality assurance. risk response planning. Project Procurement Management. quantitative risk analysis.
Team Members. It consists of activity definition. See project scope and product scope. Projectized Organization. The people who report either directly or indirectly to the project manager. They may also exert influence over the project and its results. Total Quality Management (TQM). scope verification. A type of bid document used to solicit proposals from prospective sellers of products or services. when that deliverable may be assigned to another project manager to plan and execute. Controlling changes to project scope. and scope change control. A subset of project management that includes the processes required to ensure that the project includes all of the work required. A generic term for work that is not included in the work breakdown structure. Also. lowest level of effort on a project. QualityAssurance (QA).Glossary Project Scope Management. schedule development. Scope Change Control. A subset of project management that includes the processes required to ensure timely completion of the project. Work Package. This may be accomplished through the use of a subproject where the work package may be further decomposed into activities. or whose interests may be positively or negatively affected as a result of project execution or project completion. 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. it may have a narrower or more specific meaning. See project team members. A deliverable at the lowest level of the work breakdown structure. The sum of the products and setvices to be provided as a project. A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. scope definition. It consists of initiation. A common approach to implementing a quality improvement program within an organization. and only the work required. 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. Project Team Members. to complete the project successfully. Statement of Work (SOW). Schedule Control. Individuals and organizations that are actively involved in the project. Stakeholder. scope planning. 2) The organizational unit that is assigned responsibility for quality control. Request for Proposal (RFP). A narrative description of products or services to be supplied under contract. activity sequencing. Project Time Management. 156 The PMI Project Management Fact Book . 2) The organizational unit that is assigned responsibility for quality assurance. Work Breakdown Structure (WBS). and schedule control. Task. Controlling changes to the project schedule. Scope. Each descendinglevel represents an increasingly detailed definition of the project work. activity duration estimating. Quality Control (QC). 1) The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactolyperformance. but potentially could be a further decomposition of work by the individuals responsible for that work. In some application areas.
Lengthy Science Initiatives. Press Release (2 February). Directorate of Intelligence. Over-Budget Laser Project Draws Anger from Congress. NASA Shuts Down X-33. Building Project Management Capability in Information Systems Organizations. 2000. 1991. PM Network (April): 32-34 Gugliotti. PMI 2000 International Project of the Year: The Trojan Reactor Vessel and Internals Removal Project. 2000. 2000. 2001. PM Network (January) : 28-29. Africa News Service.4.com (1 March). 2000b. 2001. Public Performance & Management Review (September): 92-95. The American Heritage Dictionary. Washington. Cost Engineering (1 January): 37. Pharmaceutical Executive (February): 14-17. Diplomat Hotel Project. 2001. PMI Today (December): 1. . World Bank Appoints International Advisory Group on the Chad-Cameroon Petroleum Project. Second College Edition. Engineering News-Record. PMI Volunteer Leadership Roles. Kay M. Hotz. Internet Project Kosovo. 2000a. Lawmakers Criticize Management of Costly. Robert Lee. Leonard. William E 2001. Larry E 2001.4.I Accessible Information Africa News Service. 1 The PMl Project Management Fact Book 157 . Bud. Space. Proving the Profits. X-34 programs. Bradley. Burdge. PMI Today (August): 2. Virgil. Baker. Central Intelligence Agency. Wire Story (26 February). Jay 2001. Holtzman. Site Closure Requires Sophisticated Planning Tools.Lost A Opportunity (5 February): 56. Carter. Dallas Morning News (26 November): 29A. The World Factbook 2000. PM Network (December): 19. Recapping 2000. Looking Ahead to 2005. 2001. 2000. Reinventing Pharmaceutical Research and Development. Associated Press International. Linda. Intense Scrutiny Will Accompany Mars Odyssey to the Red Planet. 2001. Fleischer. DC: Central Intelligence Agency David.
28. www. PMIFact Sheet (December). Kenneth M. Knutson. Newtown Square.203. Technology Analysis & Strategic Management (December): 513-31. PMI Project Management Code of Professional Conduct. B.pmi. Lum.2. B. Nellenbach. The Future of Project Management. PM Network (January): 40. 74. Bylaws. B. PMI Code of Ethics as of 31 December 2000. Newtown Square. .pmi. Joanita M.org/membership/standards. PMIProject Management Salary Survey . as of 31 December 2000. 2001. 4-6. 1999. Newtown Square.doc. A. PA: Project Management Institute.2000.2.175. Masyuki.. 52. and Chris Ivory. and Moyer.gov.2000 Edition. Newtown Square. PA: Project Management Institute. . Memorandum: Report on Fiscal Year 2000 Financial Statements. 2000. PA: Project Management Institute. PMI Fact Sheet. 212. A. Bylaws. 2001. and Predictions.30 Years of Project Management Excellence. Mens. . PM Network (January): 35. Levinson. 2000. Forty Years of Project Management Research Trends.org. Kloppenborg. VI. Project Management Institute.faa.4.184-185.209. Miozzo. Posted on Federal Aviation Agency Website. Posted on www.80.l. Sherlene K. Merideth. . and Howyi Nelson.org/certification/certprog/conductcode. . PA: Project Management Institute. Brian C.218. 1999 International Project of the Year: Qatargas LNG Plant Project.74. Gross Domestic Product by Indusny for 1997-99.2000.182. PA: Project Management Institute.225. A. The Money Pit.105-11. Rob. (PMBOP Guide) . 2 0 0 0 . Marcela. Survey o Current Business (December): 80: 24-35. 2000. 2000.2000 Edition. FAA (1 March). S. Newtown Square. 2000.org/goveming/policy/manual. PM Network (April): 13. 2001. 17-18. Restructuring in the British Construction Indusny.pmi. CIO (December). Posted on http://www.91. Newtown Square. Joan.179-180. Posted on www. and Akira Kadoyama. Interpretations. 1997.18-21. Library of Congress Online Database. Newtown Square.org. 2000. Posted on http://www.172-173. . PA: Project Management Institute.132. XIII. Posted on http://www. 2000. 1999.Bibliography Ishikura. Proceedings of PMI Research Conference: Project Management Research at the Turn of the Millennium 2000.3.43. Timothy J.pmi. f Mead. PM Network (December): 35-37.228-229. 1999.l. 64. Newtown Square. Best Practices: Big Projects Succeed in a Small Town.org/goveming/policy/manual. 2000.doc. The.pmi. 2000.pmi. PA: Project Management Institution. 2 0 0 0 . Project Management: A Proven Process for Success. PA: Project Management Institute. Posted on http://www.htm.24-25. 158 The PMI Project Management Fact Book . A Guide to the Project Management Body of Knowledge . Salary Survey Goes Global.189-91. 2 0 0 0 .9-10.30.59. (December).
Kam Jugdev. Winston. West Yarmouth. Census Bureau. Thomas. 3. Newtown Square.S. Volunteer Leaders: What Do They Do? PMI Today (December): 2. 2001. 2001. . 2000-01 Edition. PA: Project Management Institute.org. 2000. PMI Today (November): 1. 1998. The Sydney Challenge.doc. PM Network (January): 59.pmi. Bulletin 2500. Power Engineering (December): 6. Connie L.2001. Washington. 17. Modem Project Management: How Did We Get Where Do We Go? Project Management Journal (March): 28-29. HereSmith. SCR. Schlichter. Washington. and Nuclear Decommissioning Tabbed as "Projects of the Year" Winners.Bibliography 2001. Posted on www. U. The Standish Group. www. Newtown Square.C. 5-7. 2001.pmibookstore. Melissa.1998 (March). Ends Policies as of 31 December 2000. Janice. PMI Certification Handbook. Douglas J. James R. Young.: U. . Brenda Paik. Delisle. Department of Labor. Census Bureau. Leveraging a Worldwide Project Team.S. . 2000. The Chaos Report. Rebecca. d e n .S. PMI Today (February): 7. John. Moving Mountains to Deliver Magic.2000 i n Review. U. 2001.org. PA: Project Management Institute. Mission Possible: Selling Project Management to Senior Executives. Potential Barriers on the Road to Professionalization.61-62.pmi.org/goveming/policy/manual. 2 0 0 1 . The PMI Project Management Fact Book 159 . PMI Chapter Listing as of 31 December 2000. Project Office Start-Up.pmi. 2001. Cogen. Reuters News Service. PM Network (February): 32. Government Printing Office. 2001. 2001. 2000. Stephan. Countries with PMP Growth.org. 2001.org. 2000. Projects@Work (January): 12-16. Organizing for Project Management Maturity. . 2000. Newtown Square. 2001. and Pamela Buckle. 5. Bureau of Labor Statistics. PMI Today (February). Workforce (September): 70-76. Iran Official Slams Russia on Nuclear Plant Delays. Annual Capital Expenditures Sunrey. PA: Project Management Institute. . Reflections on Y2K PM Network (July): 37-41. 2000. Sunoo. 2000. Singer.pmi.S. MA: The Standish Group. . 1987. PMI at a Glance. Posted on www. PM Network (April): 51.www. Reuters News Service (9 March). Posted on http://www. PM Network (April): 36-40 Snyder. Zwerman and Thomas. Carol A. PMI Today (March). 2001. D. OccupationaZ Outlook Handbook. PMI Membership Application (First Quarter). DC: U. 9-15. D.
Project Management Institute Knowledge and Wisdom Center. 2001. . PA: Project Management Institute. Newtown Square. Certification Summary. PA: Project Management Institute. Newtown Square. Newtown Square. . 2001. ii. Project Management Institute Research Department. PMI Certification Program Department. PA: Project Management Institute. Project Management Institute Standards Department. Newtown Square. Newtown Square. Education Summary. 2001. PMI Marketing Department. Worldwide PMP Examination Sites as of 31 December 2000. 2001. 2001. PMI 2000 Needs Assessment. Knowledge and Wisdom Summary. PA: Project Management Institute. Newtown Square. 2001. Components Summary. Worldwide Component Affairs Department. PA: Project Management Institute. 2001. Specific Interest Groups and College Listing as of 31 December 2000. PA: Project Management Institute. PA: Project Management Institute. 2000.Bibliography Internal PMI Documents and Communications Project Management Institute. 2001. Project Management Institute Educational Foundation. Newtown Square. Educational Foundation Summary. 2001. 2001. PA: Project Management Institute. PA: Project Management Institute. PMI Certification Program Department. PA: Project Management Institute. Worldwide PMP Listing as of 3 1 December 2000. . Project Management Institute Worldwide Component Affairs Department. Newtown Square. Research Summary. PMI Professional Awards Program as of 3 1 December 2000. iv. Project Management Institute Education Department. Newtown Square. Annual Symposium Summary. PA: Project Management Institute. 11. 25-28. Newtown Square. 2001. 2001. Standards Summary. Newtown Square. 160 The PMI Project Management Fact Book . Newtown Square. Newtown Square. Project Management Institute Meetings & Conventions Department. Project Management Institute Certification Department. PA: Project Management Institute. . PA: Project Management Institute.
and action plans. supportive management primer for any "techie" invited to hop on the first rung of the corporate ladder. along with the hands-on advice." He counsels those who prefer logical relationships to people skills and shows technical professionals how to successfully make the transition into management. This is a witty. and the chapter on risk management has been rewritten with six processes instead of four. and academics. popular seminar leader. and techniquesare aligned with the five project management processes and nine knowledge areas. and project reports. understands "promotion grief. techniques. Newly added processes.000 copies in circulation worldwide. project management expert. current members of the profession or those interested in joining it."-Library Journal ISBN: 1-880410-76-1 (paperback) . This new edition incorporates numerous recommendations and changes to the 1996 edition. and personality theorist. It's also an insightful guide for those who manage technical professionals. researchers. The study provides salary. For example. the I d a g e between organizational strategy and project management is strengthened throughout. Its purpose is to establish normative compensation and benefits data for the project man- Dobson. a skillful translation of general management theory and practice into tools. bonudovertime. It also contains normative data for a comprehensive list of benefits and an array of other relevant parameters. and deferred compensation information for specific job titles/positions within the project management profession. the treatment of earned value is expanded in three chapters. the role of the project office is acknowledged. An intriguing complement to more traditional IT management guides. and systems that technical professionals will understand and accept. project presentations. tools. including: progressive elaboration is given more emphasii. 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.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. this is suitable for all libraries. It includes self-assessment exercises. 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. The PMZ Project Management Salary Survey . variance analysis. "The exercises and case studies featured here. and activity attributes are added to Chapter 6 (Project T i e Management). helpful "how to do it" sidebars. and project closure are added to Chapter 10 (Project Communications Management). with over 700.2000 Edition is a vital new research tool for managers and HR professionals looking to retain or recruit employees. reserve time. hammer home fundamental principles. estimating publicationsand earned value measurement are added to Chapter 7 (Project Cost Management). This is one publication you'll want to have for quick reference both at work and at home.
In this heavily illustrated second edition. examinations. ISBN: 1-880410-24-9 (papehack) Risk and Decision Analysis in Projects Second Edition John R.The Project Surgeon: A Troubleshooter's Guide to Business Crisis Management Boris Hornjak A veteran of business recovery. or infer success or failure by individuals in their project management career. Webster Jr. Koppelman Now a classic treatment of the subject. and ultimately break the failure/recovery cycle. ISBN: 1-880410-28-1 (paperback) Project Management Professional (PMP) Role Delineation Study In 1999." The author. A role delineation study identifies a profession's major performance domains (e. Second Edition may be the best-written. The Role Delineation Study is an excellent resource for educators. The authors describe the earned value concept in a simple manner so that it can be applied to any project.s key concepts and techniques. p. PMI" completed a role delineation study for the Project Management Professional (PMP") Certification Examination. Hornjak shares his "lessons learned" in this best practice primer for operational managers. The selfassessment rating should not be used to predict. dispenses insider information to novice project managers with a friendly. Then his emphasis turns to crisis prevention. ISBN: 1-880410-75-3 (paperback) Project Management Experience and Knowledge Self-Assessment Manual In 1999. practitioners. instead of on troubleshooting problems. refers to himself as "the olde curmudgeon. He writes with a dual purposefirst for the practical manager thrust into a crisis situation with a mission to turn things around. a consultant in project risk and economic decision analysis. PMIW completed a role delineation study for the Project Management Professional (PMP") Cemfication Examination. initiating the project or planning the project). and how the task is completed. judgments and biases. trainers. why the task is performed. He provides a history and description of all the components of modern project management. most easily understood project management book on the market today. modeling techniques.. helps project management professionals improve their decision-makingskills and integrate them into daily problem solving. 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. writing about. and in any industry. project turnarounds and crisis prevention. of any size. and individuals interested in pursuing PMP certification. It describes the tasks that are performed in each domain. consultingon. Former editor-in-chief for PMI". and stochastic variance. optimal decision policy. and prevent them from happening again. so you can free your best and brightest to focus on opportunities. he explains and demysti6e. the study describes the tasks (competencies) PMPs perform and the project management knowledge and skills PMPs use to complete each task. address problems when they occur. Fleming and Joel M. planning the project). Project managers will welcome this fresh translation of jargon into ordinary English. Francis M. guarantee. Monte Carlo simulation. make tough decisions under fire. and identifies the knowledge and skills that are required to complete the task. ISBN: 1-880410-29-X (paperback) Earned Value Project Management Second Edition Quentin W.. Each of the study's tasks is linked to a performance domain (e. Individuals may use all of these tools to enhance understanding and application of PM knowledge to satisfy personal and professional career objectives.robabilistic techniques. decision trees.g. utility and multi-criteria decisions. Each task has three components to it: what the task is. Schuyler Schuyler. and teaching project management. In addition to being used to establish the test specifications for the examination. Earned Value Project Management. ISBN: 1880410-27-3 (paperback) PM 101 According to the Olde Curmudgeon Francis M. including expected value. or related activities.g. who has spent thirty years practicing. Webster Jr. 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. . administrators. arm-around-the-shoulder approach. the value of information. The authors have mastered a unique "early-warning" signal of impending cost problems in time for the project manager to react.
then . whlle reducing or eliminating their weaknesses. and the degree to which their willingness to change depends on the moral philosophy of management. and how they handle multiple projects. and much more. It is deceptively simple. independent. or are. His new book offers a stimulating synthesis of classical philosophy. The book collects the experiences and wisdom of thousands of people and hundreds of projects.discusses the technical. simple and complex projects on which it has been tested. this new approach is Strategically Managed. and leadership skills needed by project managers. Hartman has assembled a cohesive and balanced approach to highly effective project management. sponsors of a project. 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. project tracking. Shuster shows how personal work fulfillment and corporate goals can work in alignment. how they perform time analysis. 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. It says that you must first have a strong foundation in time management and priority setting. from scope management to work breakdown structure to project network diagrams. The survey is a valuable tool to help narrow the field when selecting the best project management tools. and matrix organization. An excellent introduction for those interested in the profession themselves or in training others who are. ISBN: 1-880410-55-9 (paperback) takes advantage of the strengths of the functional organization. individual creative expression (innovation). and two decades of personal teaming experience to explain how individuals can choose change for themselves. Called SMART". It is based on research and best practices. the root causes of their resistance to change. management theory and processes. particularly crossfunctional projects. and reduces lessons learned to a simple format that can be applied immediately to your projects. administrative. Aligned. and collective agreement (consensus). The Project Sponsor Guide is intended for executives and middle managers who will be. He proposes the "Enterprize Organization" as a model that The Juggler's Guide to Managing Multiple Projects Michael S. SMART has saved significant time and money on the hundreds of large and small. and interdependent levels of project portfolios. resource analysis. performance analysis. and Transitional. Dobson This comprehensive book introduces and explains task-oriented. 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. projectized organization. Hartrnan Don't Park Your Brain Outside is the thinking person's guide to extraordinary project performance. cost analysis. tempered by hard-won experience. 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. ISBN: 1-880410-79-6 (paperback) I The Project Sponsor Guide Neil Love and Joan Brant-Love Teaming for Quality H. More than two hundred software tools are listed with comprehensive information on systems features. It is also helpful reading for facilitators and project leaders. 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 cost reporting. 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. metaphysics. Its philosophyto-practice approach will help people team in ways that promote exceptionally high levels of bonding. Regenerative. and details the basic knowledge and processes of project management. charting. behavioral science.
social values. The transition between cooking and project management discussions is smooth. this guide to the future describes one hundred national and global trends and their implications for project management. It covers everything from knowbots. Inc. question-andanswer study guide to learn more about the key themes and concepts presented in PMI's international standard. both as a recognized profession and as a general management tool. 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. 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. org . Ludin This guidebook is valuable for understanding project management and performing to quality standards. It's a reference you'll want to keep close at hand. such as homemade tomato sauce for pasta.pmibookstore. 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.introduces the concept of Portfolio Management to timeline multiple projects. design. the PMBOK" Guide becomes an essential source of information that should be on every manager's bookshelf. single dishes. and disintermediation to changing demography. ISBN: 1-880410-12-5 (paperback) ISBN: 1-880410-13-3 (hardcover) PMBOK Q&A Use this handy pocket-sized. PMBOK" Guide. 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. after which the 2000 Edition will be used. determine their resource requirements. 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. 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. particularly those who like to cook! Practical. Kliem and Irwin S.pmi. Serves as a tool for learning about the generally accepted knowledge and practices of the profession.org or Shop at Our Online Bookstore at www. nanotechnology. to increasingly complex dishes or meals for groups that in turn require an understanding of more complex project management terms and techniques. Also included are tips on handling such seemingly simple everyday tasks as how to say "No" and how to avoid telephone tag. They are applied to the everyday task of cooking-from simple. and handle emergencies. As "management by projects" becomes more and more a recommended business practice worldwide. 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. information technology. made from the bottom up. and tidbits of information provided with the recipes are interesting and humorous. ISBN: 1-880410-21-4(paperback) Visit PMl's website at www. and markets.. logically developed project management concepts are offered in easily understood terms in a lighthearted manner.
Nigel J. Meredith and Samuel J. Cleland. Davidson Frame Principles of Project Management by John Adams. and procedures. Project Management: A Systems Approach to Planning.2000 Edition by the Project Management Institute Global Literacies: Lessons on Business Leadership and National Cultures by Robert Rosen (Editor). Fourth Edition by Jack R. Trailer ISBN: 1-880410-49-4 (paperback) The Wltual Edge Margery Mayer ISBN: 1-880410-16-8 (paperback) . Jeffrey W. Scheduling. Jeffrey Trailer. Michele Govekar ISBN: 1-880410-10-9 (paperback) Achieving the Promise of Information Technolorn Ralph B.New Resources for PMP@ Candidates The following publications are resources that certification candidates can use to gain information on project management theory. et al. PMP Resource Package Doing Business Internationally: The Guide to Cross-Cultural Success by Terence Brake. Todd Palmer. Max W~deman. Mantel Jr. and Thomas Walker Earned Value Project Management. A Guide to the Project Management Body of Knowledge (PMBOKe Guide) . Peg Thorns. Koppelman ' Effective Project Management: How to Plan. Program Risk Management Project 6 Editor by R. and Deliver Projects on Time and Within Budget by Robert K. Pinto. Project Management Experience and Knowledge Self-Assessment Manual by Project Management Institute Project Management: A Managerial Approach. Wysocki. techniques. Sackman ISBN: 1-880410-03-6 (paperback) Annotated Bibliography of Project and Team Management David I. 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. Pinto. Danielle Walker.Patricia Digh. Second Edition by Quentin X Fleming and Joel M. and Carl Phillips Human Resource Skills for the Project Manager by Vijay K. and Controlling. et al. Manage. principles. Seventh Edition by Harold Kerzner Also Available from PMI Project Management for Managers Mihaly Gorog. Gary Rafe. Verma The New Project Management by J. 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.
'"PMI"and the PMI logo are service and trademarksregistered in the Unlted States and other nations. PO Box 1020. Bursic.pmibookstore. All rights reserved. Verma (paperback) ISBN: 1-880410-42-7 Value Management Practice Michel Thiry ISBN: 1-880410-14-1(paperback) Order online at www.com Mail: PMI Publications Fulfillment Center. Yaroslav Vlasak ISBN: 1-880410-45-1 (paperback) Best Practices of Project Management Groups in Large Functional Organizations Frank Toney. A.org Book Ordering Information Phone: +412. Richard Puerzer. Volume Two Vijay K.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 ." are trademarks of the Project Management Institute. Max Wideman ISBN: 1-880410-01-X(paperback) Principles of Project Management John Adams et al. ISBN: 1-880410-46-X (paperback) Power & Politics in Project Management Jeffrey K. Sewickley. "PMP" and the PMP logo are certification marks registered in tne Untted States and Other nations. and "PMI Today" are trademarks redsteredin the United States and other nations. Ireland ISBN: 1-880410-11-7 (paperback) Organizing Projects for Success Human Aspects of Project Management Series. Inc. Volume One Vijay K. Karen M. 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. Cleland. Pennsylvania 15143-1020 USA 02001 Project Management Institute. Max Widernan ISBN: 1-880410-06-0 (paperback) Human Resource Skills for the Project Manager Human Aspects of Project Management Series. (paperback) Managing the Project Team Human Aspects of Project Management Series. Inc. Facilitator's Manual Set (3-ring binder) ISBN: 1-880410-80-X.6206 Fax: +412. Yaroslav Vlasak ISBN: 1-880410-18-4 (paperback) Project Management in Russia Vlad~mir Voropajev I. Instructor's Manual Edited by David I. ISBN: 1-880410-30-3 (paperback) Quality Management for Projects & Programs Lewls R. 'PMBOK". 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. Participants' Manual Set. Richard Puelzer. Volume Three Vijay K. and "Project Management Journal" and "Bulldingprofessionalismin project management. Pinto ISBN: 1-880410-43-5(paperback) Project Management Casebook Edited by David I.0609 Email: pmiorders@abdintl. A.741.741. Verrna ISBN: 1-880410-40-0 (paperback) Project & Program Risk Management Edited by R. Ray Powers ISBN: 1-880410-05-2 (paperback) Project Management Casebook. "PM Network". . Cleland. Bursic.
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