The PMI Project Management Fact Book

Second Edition

The PMI Project Management Fact Book

Second Edition

Project Management Institute

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.. . .. . . . . . 3 5 3 .. . ... . .. . .... . .. . .. . . . . . . . . . 27 .. . . . .. . . . .. . .. . . .. . . ... . . .... . . . ... .. . . . . .. 3 3 JobFunctiorVRole . . . .. . ... . .... . . . . . ... .. .. .... . . .. . . . . . . . . .. . . .. . . ..... .. . . CostofaProject . . . . . .. . . . . . . . 4 Project Management Process Groups . . ..... . . . . .. . .. .. . . .. . . ... . . .. ... . . . ... . . .. .. . . . . . . . . . .. . . . .... . . . . .... . .. . . . . . . . .. . . ..... . . . . . . . 3 3 * Number of Projects .. . . . . . .. ... . . .. .. . . . . . .... . . . .. . . ... .. . . ... . . . ... . . .. ... . . . ... . . .... ..1 2 Future of the Profession .. . . . . ... . .. . ... . . . .. . ..... . .\-Level of Education .. .... . . .. .. . .. . . 37 %Project Management Experience and Work History 39 Typical Work Week . .. 3 3 . . . . . .. . . . . . Definition of Portfolio .... . . ... . .. .. ... 1 7 Definition of Program . . .. ... . . . . . . . . ... . . . . . .. ... . . . .. ... . .. ... . . . . . . . .. . . .... .. . . . . .. Project Management and Other Professions . .... . .. . . .. . . . ... . . . . . . . Introduction . . . . .. . . ... .. . ... . .. . ... .. . . . . . . . . .. . . . 14 . .. . . . . .... . . . . . .. 40 . .. . . . .. .. . . . . .. .... .. . . . . . . . . . . . .. . . . . . . ...... . . . . . . .. .. .. .. . . .. ... . . . .. . . . . . 2 1 ProjectPerformance . .. .. . . . . . . .. . . 3 Project Management Knowledge Areas . 40 . . ... . . . .. .. . . .. . e+EmploymentStatus . . . . ..... .. . . .. . .. . .. . . . . . . .... . . . . . .. . . . . .. . . . . . .. . . . 1 8 . . . . .. . . . . . .... .. . .. ... .. . .. . . . . . . . . . . . . . . .. . . .... . . . . .. . .. . 1 Awareness and Recognition of the Profession . . .. . . . 3 9 . . . . .. . 3 1 . . . .... .. . . . 7 History and Evolution of the Profession . . .. .. . ...... . .. . . .. 4 1 . . . .. .. . . . ... .. . . . 1 Section OnThe Profession Definition of Project Management . ... .. . . . . .. . . . . . ... . . . . . . . . . ... . .. .. .. . . . . . . . . . . ..*tCompensation and Benefits . . . .. . 20 ProjectTypes .. . . .. . . . . ... . . . .. . . . . . . . . . . . .. . . . ... . . .. . . . .. . . . .. .. .. . . .. . . . .. .. ... . . . . . .. . . ... ...1 9 19 Total Spent on Projects . .. . . .-+Professional Development .Exhibits . .. . ... .. .. .. . . . . . .. ... . . . . .. . . . . .. .. .. ... . . .... . .. . ... . . . . . . . . .. . . . .. . .. .. . .... . . . . . .. . . .. ... . . . ... .. . . . .9 10 Hallmarks of a Profession . . ... . . .... . . . . . .. . . . .. . .. . . .. . ..1 .. .. . . .. . . . . . . .. . .. . . . .. . .. . .. .. . . . . ... . . . . . . . . . . . .... . .. . . .. . . .. . . . .. .. . . . . . . ..... . . . . .. . . . . . . .. .. .. . . .... . . . . ... .. . . . . .... .. ... .. .. . .. ... . . .. ..... . . .. .. . . ... .. . . . . . .. ... ... . . .. . . . .. .. . ... . . .... .. . . . . . .... . .. ... . . ............ . . . . . . .. . . .. . . . . .. Size of the Profession . . . . .. . . 1 2 . . .. ...... . . . . .. . . . . 23 Project Dimensions . ..viii . . . .. . . . .. . . . . .. .. . . Working in Project Management ... .. . . . . .... ... . .. . .... ...... . .. . . . ... ... .. . . . . . . . . . . . .. . ... . .. 20 Geographic Scope of Projects .. . . . .. . . .. . . .. . . . .. . .. .. . . .. .. . ... . . . .31 - The PMI Project Management Fact Book v . . . . .. ... . . . .. . . . .. .. . .. . . . .. . 24 Project Challenges . . ... . .. ... .. . . 3 3 Careerpath 34 . .. .... ... . . . .... .. . . ... .. . .. ... . .. . . . .. . . ...... . . .... . . ... . . .. * Professional Ethics . . . . . . . . . . . .. . .... .. .. .. . . .7 Scope of Responsibiliv . .. .. . .. .. . .. . . . . . .. . . . . . . . . . . . . . . . . . c Professional Credentials . . . . .. . . . . .... . . . .. . . . .... . . . .. . . . . 3 SectionTwo-Theproject Definition of Project . . . . .* Project Management Practit~oner Profile .. . .. . . .. . . . ..17 Section Thre-Individuals kJobi7tle . . . .. ... . ... . .. ... . . .. .. . ... .. . . .. . . . . .. .... .. . . . .. . . ... .. . ..

. . . .. ...... . . .. . .. .. . . .. . . . . .. . ... . ... . . ... .. .. . p mi.... .. .. . . . 116 . . . ... . . . .. . . . . ... . . .. .. ... .. . . . . . . .. .. . . . .... .. . Appendix D-PMI PMI Project of the Year Award . . . .. .... . . .117 . . 8 1 w .. . . 118 PMI Educational Foundation Award and Scholarship Recognition 1979-2000 . . ..... . .. ... . . .... ... . ... . . .. .. . . .. . .. . . . .. . . 9 Research on the Project Management Environment ...... . ... . ... .. .. ........ . .... . . . . . . .. 50 Support for Professional Affiliations . ... . ... .+ Globalization of Project Management ..... . ... .. . . . . . ... . .. . . ... . . .. .. . . .. . . .. .. . . . . .org .. . . . .. .. . . . . . .... . .. . . . ... .. ... ... . ... . . .. .. . .. . .. . . . .. . . . . . ... . .. . .. ... . .. .. . . ... .. . . . .. ... . .. . ..... . .... .. .. . .. 58 Board of Directors . .... . . ... . .. . . 50 ..-P MIEndsPolicies Introduction PMIEndsPolicies .. . . . . .. ... .... .. ... .. .. .. .. .... . . . . . . . .. ... . ... . . .... . ... .. . .. .. . ...... . .. .... . .. ... . . .. .. .. .. . . . . . .. . .. .. . . . . ... ... .. ... . . . .. ... ...... . ... . . . . . . .. ... .. ........ .... .. .. ... . . ... ... .. . . .. .. . . . . . .. . . . . . .109 ... .. ..... 67 Corporate Involvement and Participation .. . . .. ....... . .... . . . . .. . 59 . .. ... . . .. . . . . . . .. . . . ... . .. . . . .. . . .. .. . .. . 46 . . . .. .. .. . .. ... . . .. . . . . ... ... . . . . . . ... .. . .. . .. . . .M a t i o of Project Management Personnel to Total Employees . . .... . .. .. . ...... . . . . ..... . ... .. ... .. .. 52 +Project Management Academic Degrees and Programs .. . ... . . . . .. .. . .... . .. . . . . . ... . .. ... ... . ... ... . . . . ..60 Membership .. .93 .... .. . . .. . . . . .. .. .. . . ... .. .. . . . . . ... .lobal Acceptance of PMP Certification . .. . .9 4 Member Ethics Case Procedures . .. . 57 . .. . . . .. . .. . . .. . . . ... . . . . .. . ...... .. ... . .. ... .. .. . . .. . . .. . . ... . . . . . .. . ... . . . . . . . . .. ... . . .. ... . .. . . .. . . . . . .... . . . .. . .. . ... . .. . .... . . . ... . ... . .. .... . ... . . . . .. . . . . . .. ... .. .. ... . . .. . .... .. . .. . . .... 72 75 Education . . .. . ... ... . . .. . . .. .... 52 4d. . ...... .. ... . . . . 80 Annual Seminars &Symposium . . . . .. . . . . . . .. . .. .. . . . .. . . . .. . . .. . . .. 134 PMI Comoonent Providers ... . . .. . . .. . . . . . ... .. . .... .... . . . ... 117 PMI Professional Awards Program Recognition 1974-2000 . . . . .. . .. 72 Certification . . . . . . .... ... . . . ... 46 . . . . . .. . . .. ..... ... . . . . . .. . .... .. .. . . .... . .. . . . . . . . . . .. . . . . . . . . . . .. .... . . . . . . . .... ... 122 Professional Awards Appendix E-+MI PMICharterProviders . ... .. . ... . . . . . . ... . . .. . ... . .. . . .... . . . . . . . . .... . ... .. . .. . 134 Registered Education Providers vi The PMI Project Management Fact Book ... . .. .. .. . ... . . . . . .. . 77 Standards . .. . . . .. . . . . . . . .. 78 Publishing 79 KnowledgeandWisdomCenter. .. . ...... . .. .. .. . . . . .. . .. . . . . . . . .. . . .... ... . ... . . .. . ... .. . . . . . ....... .. . ... . . . .... . .. . 93 AppendixWMIComponents PMIChapters . . . ... .. . . . . . .. ... .. .. . . . .. .. . . . . . .. .... . . .. .. . ... ... .. . . . . ...... . .. .. . . . . . . 70 Financial Stability . ...... . .. . . ..127 . . .... . . . ... 45 Section Fve-The Project Management lntiiute ..... .. ... . . . . .... ... . . 53 q. . ... . .. .. . . . . . . . ... . .. .87 . . . . . . . . . .. . . ... .54 Governance . . .. .. .. . . .. . .. .. .. . . . . . ... . ... . ... ... . . . . .... . . . . . .. 53 =#Project Management Literature . ... . 6 4 GlobalOutreach . . . ... .. . .. .. .. .. . . . ... .. .. ...... . . . ... . . 127 PMI Global Providers . . . .. .. . 59 Implementation of Ends Policies .. . .. . . ... . .... .... . ... ... . .. . . . . . ... . . . . . . . . .. ... .. . .. . .. . . .. .. .. .. ... . .. .. .. . . .. . .. .. . ... . . 3 1 PMI Association Providers .. .. . . ... . .. .... .. . .. . .... . . ... . . ... . . 5 1 SupportforCertification . . . 66 Components ... . .. .. . .. . . . . .. .... . .. ... . .. . . . . . . . . . .... . . . . . AppendixA. .. . . .. . . .. .. . ... .. 82 PMI Educational Foundation .. . .... ... . . . . . . . .... . . . . . . ... . . . ... . .. . ..6 1 Volunteerism . . . .... 109 PMI Specific Interest Groups 115 PMICollege . .. ... . .. .... . 9 6 Ethical Standards ... .. .. 129 1 PMI Basic and Corporate Providers . . . . .. .. . ... . .. . . . .... ... ....... .. .... . . . .. . . . ... . ... .. .. .... . . .. . ... . . .... . Research .. ... . .... . . .... . ... .. . . ... . . . .. Project Management Responsibility in Organizations . .. . . .. .... . .. . . Member Standards of Conduct . . . . ..... .. .. . .. . .. .. .. .. . . . .... . . . ... .. . . .82 .. ... . .. . . .. . ... . ... .. . . ........ . ..... . . ... . .. ... . . .. . . . .... . . . ... . . .. . . . . .. . .. . . . . . . . . . . .. . ... Worldwide Cooperating Organ~zations ... . . .... . 54 . .. . .. .. ... .. . .. .. ... . .. .. .. ... .. . . . . . . . .Section FourThe Environment of Project Management - +Adoption of Project Management by Organizations . 59 StmtegicAdvisoryGroups .. . . .. .. . .... . .... ... ..... .... . ... . . .. . . ... . . 87 88 Appendix 6-PMI Member Code of Ethics . . . . . . .. . ... . . . . . . . . .. .. ... .. . . . . . . . .. ... 8 1 Awards ... . . . . History .. . . . ... . ....... . . ..... . .

..... . . .. ... .... ... .. Responsibilitiesto the Profession .. ........ . . .. ... .. 157 The PMI Project Management Fact Book vii . . .. .. ..... .......... .. . . ... . . ..... . .. . .. . .. 139 .. . .... . .. 149 . 147 Appendii HPMI Annual Seminars & Symposium Sies and Dates 1969-2000 Appendix 1 ... 1 5 1 Definitions . . . 139 .... ......... ... .. .. .. 143 Master's Degree Programs ... . . . . ...... .... .....143 . ... . . . .. . ....... ..... . .... .. ... . . . ..... ......... . . . . .. . . ... . ...Appendix FPMP Code of Professional Conduct II Responsibilitiesto Customers and the Public .. . ... ...... . . .. .. 1. .. . ... . ... ... . . .... . .. . . .. ...... ..... 140 Appendix W r o j e c t Management Degree Programs Bachelor's Degree Programs ....1 5 1 Accessible Information ....... ....... . ... ... . .... . . . . . .......... .. ......... .. .. .... .. .. .. ........ ..... ... .... .. . . ..... .. .. ... ... ... .. 143 Doctoral Degree Programs . ....... . ..... .. . . .. .. .. . .... ..... .157 Internal PMI Documents and Communications ..... . ... . ... ... ... .... .. . .. . .. .. . . . . . . . . . . .... .... ...... .. . . . ... . . ... ... .... .. .... . .. .. 1 5 1 Bibliography .... ...... ...... .. .. .. . 4 ountries with PMI Members as of 3 1 December 2000 Glossary Acronyms . .. . .... ... . .. ... ...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 Geographic Area Global Average Total Compensation. 1994 Versus 1998 Relation of Organizational Structure to Project Success Project Management Practitioner Profiles Years of Project Management Experience. by Scope Global Average Total Compensation. by Position PMI Membership Growth. 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 .

Its five principal sections are structured to serve as a comprehensive compilation of information and data about: 1. The PMI Project Management Fact Book 1 . advance the project management knowledge base. including typical costs. and challenges associated with projects. now with more than 70. membership. industries. etc. Individuals Working in Project Management. The Environment of Project Management activities. 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. count on the project management profession and PMI to help them succeed in the global marketplace. 4. compensation. The Profession of project management. The PMI Project Management Fact Book. 2. 5. accomplishing their strategic objectives through the practice of project management. PMI is the world's leading project management association. The Project. 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. Second Edition. along with businesses. responsibilities. and meet the needs of our members and other stakeholders. including its structure.Introduction The Project Management Institute (PMIB)is pleased to publish The PMI Project Management Fact Book. scope. and services.000 members in more than 120 countries. within the global context of organizational structure and practice. The Project Management Institute itself. and organizations. Individual practitioners. dimension. activities. 3. PMI is committed to delivering products and services that set the industry standard.

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training. tools.Section One The Profession Project management has become a top career choice for many talented and knowledgeable individuals. controlling. "Project management is the application of knowledge.2000 Edition. skills. 6). The PMI Project Management Fact Book 3 . planning. certification. 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. 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. and techniques to project activities to meet project requirements. Definition of Project Management According to A Guide to the Project Management Body o Knowledge f (PMBOP Guide) . Project management is accomplished through the use of the processes such as: initiating. executing. networking. and closing" (2000. The profession values the Institute as the association of choice for individuals across all industries and organizations in the global marketplace.

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. more manageable components. Project Time Management A subset of project management that includes the processes required to ensure timely completion of the project. ~rActivity sequencing-identifying and documenting interactivity dependencies. It consists of: R Project plan development-integratingand coordinating all project plans to create a consistent. 7). Scope planning-developing a written scope statement as the basis for future project decisions. 4 The PMI Project Management Fact Book . r Scope definition-subdividing the major project deliverables into smaller. m Integrated change control-coordinating changes across the entire project. to complete the project successfully. 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. It consists of: ia Initiation-authorizing the project or phase.Section One . coherent document.The Profession Project Management Knowledge Areas The PMBOP Guide . Scope change control-controlling changes to project scope. These describe "project management knowledge and practices in terms of their component processes" (PMBOP Guide 2000.2000 Edition defmes nine Project Management Knowledge Areas. r Scope verification-formalizing acceptance of the project scope. It consists of: R Activity definition-identifying the specific activities that must be performed to produce the various project deliverables. and only the work required.

and resource requirements to create the project schedule. I Cost estimating-developing an approximation I (estimate) of the costs of the resources needed to complete project activities. r Quality assurance-evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. r Cost budgeting-allocating the overall cost estimate to individual work activities. r Schedule development-analyzing activity sequences. It consists of: r Resource planning-determining what resources (people. Project Cost Management A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. equipment. It consists of: r Quality planning-identifying which quality standards are relevant to the project and determining how to satisfy them. 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. 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: The PMI Project Management Fact Book 5 . m Cost control--controlling changes to the project budget.Section One -The Profession m Activity duration estimating-estimating the number of work periods that will be needed to complete individual activities. r Schedule control--controllingchanges to the project schedule. 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.

storage. It includes: Risk management planning-deciding how to approach and plan the risk management activities for a project. and forecasting. responsibilities. analyzing. and how it will be given to them. and assigning project roles. progress measurement. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives. and ultimate disposition of project information. 8 Information distribution-making needed information available to project stakeholders in a timely manner. when they will need it. and disseminating information to formalize phase or project completion. 8 Project Communications Management A subset of project management that includes the processes required to ensure timely and appropriate generation. dissemination. This includes status reporting.Section One . gathering. documenting. and responding to project risk. 8 Qualitative risk analysis-performing a qualitative analysis of risks and conditions to prioritize their effects on project objectives. m Quantitative risk analysis-measuring the probability and consequences of risks and estimating their implications for project objectives.The Profession Organizational planning-identifying. 6 The PMI Project Management Fact Book . Project Risk Management Risk management is the systematic process of identifymg. and reporting relationships. B Risk identiflcation-determining which risks might affect the project and documenting their characteristics. It consists of: R Communications planning-determining the information and communications needs of the stakeholders: who needs what information. B Administrative closure-generating. I Team development-developing individual and group skills to enhance project performance. 8 Staff acquisition-getting the needed human resources assigned to and working on the project. s Performance reporting-collecting and disseminating performance information. collection.

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. offers.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. m Solicitation-obtainingquotations. EN T e PMI Project Management Fact Book h . identifying new risks. It consists of: Procurement planning-determining what to procure and when.2000 Edition. or proposals. as appropriate. including resolution of any open items. bids. Risk monitoring and control-monitoring residual risks. 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. and evaluating their effectiveness throughout the project life cycle. (PMBOP Guide 2000. Source selection--choosingfrom among potential sellers. 189-91) Project Management Process Groups As indicated in the PMBOP Guide . executing risk reduction plans. Contract administration-managing the relationship with the seller. Executing processes-coordinating people and other resources to carry out the plan. Solicitation planning-documenting product requirements and identlfylng potential sources. 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 One -The Profession (Arrows represent flow of information) Figure 1 Links Among Process Groups in a Phase (PMBOP Guide 2000.. Among the central process groups. Figure 3. 30) 8 The PMI Project Management Fact Book .1. 31) B Controlling processes-ensuring that project objec- tives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary. the links are iterated-planning provides executing with a documented project plan early on. The process groups are linked by the results they produce-the result or outcome of one becomes an input to another. (PMBOP Guide 2000. the project management process groups are not discrete. and then provides documented updates to the plan as the project progresses.. . they are overlapping activities which occur at varying levels of intensity throughout each phase of the project. s Closing processes-formalizingacceptance of the project or phase and bringing it to an orderly end. one-time events. In addition.

techniques and methodologies we have today. and history is rich with magnificent examples of projects. resource procurement. articles were appearing on subjects like project planning and scheduling and critical path techniques. and the United States (U. people created project timelines. rotating crops. and canals. Without the advanced tools. and below the surface of the earth. Over time. arenas. In particular. and risk management were applicable to a wide range of projects. the author highlights breakthrough thinking in computer-related development projects. above. By the early 1960s. as well as the introduction of the Program Evaluation Review Technique (PERT) in the field of military electronics. One author suggests that 1958 "was the beginning of the age of the giant project: that point where the size. or deciding how to govern themselves. and major advances in medicine and biotechnology. complexity. when the first papers on project management techniques began to be published. 2 ) The origins of modern project management can be pinpointed to the 1950s. 28-29). timeline development. located materials and resources. bridges. These early ideas were the precursors to a set of management techniques we now know as "modern project management. whether erecting bridges. time span. the development of electronic communications and computation systems.Section One -The Profession History and Evolution of the Profession Projects have been done since the dawn of time. As one PMI publication puts it: Whenever and wherever civilizations took root. 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 . there were projects to manage: buildings to erect. resource requirements and cost of project demanded more than the Gantt chart" (Snyder 1987. people realized that the techniques for cost control.S. roads to pave." (Project Management: A Proven Process for Success 2000. laws to write.) Department of Defense directed some of its services to test the PERT concept to control costs. the establishment of travel on. including the construction of pyramids. and weighed the risks involved.

a profession is distinguished by its special features and characteristics. Since its creation. In most cases. (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. "Experience was beginning to replace ideas.Section One -The Profession computer technology. As the article's author states. Results were starting to reinforce concepts" (Snyder 1987. among other things: r Ethical behavior and integrity Discreet body of knowledge Theoretical base for its knowledge 10 The PMI Project Management Fact Book . to which it relates. The 1970s became a turning point in project management. 28-29). as more and more organizations had real experience in applying these new techniques in actual project conditions. project management had not really been regarded as a profession. 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. More and more research papers were published during and following this period. 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. In 1969. Prior to the formation of PMI. ultimately." Building and expanding upon the academic discipline or disciplines. as a new profession in itself. the hallmarks of a profession include. chronicling project management as a new management style and.

PMI considers only those who may regard themselves as being directly involved in project management in arriving at its estimates. This number is likely to grow significantly as more advanced degrees and undergraduate majors are offered in the discipline of project management.5 million.3 percent of the employed U. 105-11) Size of the Profession PMI estimates that as many as four and a half million people in the U. workforce-may regard project management as their profession of choice.7. but do not view themselves as members or potential members of the profession. and as the profession gains wider recognition (U. 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. Department of Labor. (The Future of Project Management 1999.Section One .S. Bureau of Labor Statistics 2000.S. Even if projects and project management became ubiquitous in society throughout the world. 8. this figure may actually understate the worldwide size of the profession. Given the incomplete nature of available labor force information from many countries.--representing about 3.S. Therefore. Others may have an interest in the The PMI Project Management Fact Book 11 . PMI estimates that the size of the profession in the rest of the world may be more than 12 million. project management as a profession of choice currently exceeds 16. PMI Research Department 2001).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. or might view. as more emphasis is placed on research into the theory and practice of the profession. the total number of people around the world who view.

Section One . Project Management Institute Chair Hugh Woodward. "much of the knowledge needed to manage projects is unique to project management (e. the project management profession and PMI experienced a 645 percent increase in total media exposure in 2000. but would never consider it to be their primary profession or focus in life (Central Intelligence Agency. However. PMF appeared in the role of invited subject-matter experts on two episodes of The Next Wave. as illustrated in Figure 2. Directorate of Intelligence 2000.. the PMBOKa does overlap other management disciplines" (PMBOP Guide 2000). Awareness and Recognition of the Profession There are many ways to measure the success of project management as a profession. Project Management and Other Professions According to the PMBOP Guide . PMI Research Department 2001). A key global source of information on project management is PMI's web page. 4). PMI also recorded more than 140 million electronic public relations exposures in 2000. airing as paid programming on CNBC television.g. 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. compared to 1999. In 2000.org. PMF and PMI member Daniel Cozad. hosted by Leonard Nimoy The PMI experts explained the general aspects of project management and its role in the new economy.pmi. Coupled with nearly 28 million exposures documented in print communications.621.The Profession products and services offered by the project management profession and by PMI. critical path analysis and work breakdown structures). 12 The PMI Project Management Fact Book .092 hits were recorded in 2000. www.2000 Edition. a 64 percent increase over the previous year (2000 in Review 2001. where a total of 2.

and human resource management. and planning techniques. The overlaps shown are not proportional. to name just a few. Figure 1. staffing.The Profession The Project Body of Knowledge Generally Accepted Project Management Knowledge and Practice This figure is a conceptual view of these relationships. organizing. logistics. 9) The P M B O P Guide .2. Application areas are usually defined in terms of: The PMI Project Management Fact Book 13 . The PMBOKe overlaps or modifies general management in many areasorganizationalbehavior. strategic planning. executing. Figure 2 Relationship of Project Management to Other Management Disciplines (PMBOP Guide 2000. General management also includes supporting disciplines such as law. and controlling the operations of an ongoing enterprise.Section One . financial forecasting. Application areas are categories of projects that have common elements significant in such projects but not needed or present in all projects.2000 Edition further explains the related elements of General Management and Application Areas: General management encompasses planning.

such as government contracting.27-28) 14 The PMI Project Management Fact Book . such as legal.Section One -The Profession Functional departments and supporting disciplines. Acceptance by top management 3. Seventy percent of PMI members. a Industry groups. marketing. water and sanitation engineering. who are also PMPs. logistics. Furthermore. community development. in the coming years the following capabilities will be most critical to people in the profession of project management: Leadership skills/vision and motivating others rr People skills/getting along with others rxr Management skills/directing and managing others. such as automotive. (PMI 2000 Needs Assessment 2000. 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. Success/showing value 4. Public perceptionlacceptance 2. or financial services. Methods/applyingfunderstanding/consistency 5. a Management specializations. 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. or construction engineering. ( P M B O P Guide 2000. pharmaceuticals. Technical elements. expect project management to increase in importance to them personally. chemicals. such as software development. or new product development. agriculture. production and inventory management. Becoming a profession/establishing standards. and personnel. PMI research also indicates that the five "greatest challenges" to the future of project management are as follows: 1.

Section One. The PMt Project Management Fact Book 15 . challenging.The Profession Considering the observable signs of a maturing professionincreasing numbers of individuals associating themselves with project management. and continued refinement of professional standards. to name a few-the future of project management as a profession looks very bright. heightened public exposure of project management issues and concepts. and rewarding.

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projects have become integral to the execution of an organization's strategic plan. tz Constrained by limited resources. people do not walk on the moon. and controlled. or transform the global economy Definition of Project According to the PMBOP Guide . In many situations. Operations and projects share many characteristics. new products do not reach the consumer.2000 Edition: Organizations perform work. The PMI Project Management Fact Book 17 . administers certification. for example. executed. B Planned. Work generally involves either operations or projects. establishes standards. conducts research. It is the concept of the project that inspires practitioners to achieve the innovative breakthroughs that continually move the profession forward. and provides professional development and academic accreditation. Without projects.Section nYo I The Project The profession of project management is built around a central concept known as the project. and the Internet does not unify the continents and cultures of the world. although the two may overlap. they are: a Performed by people. This concept is the foundation upon which the profession builds its body of knowledge.

but each individual issue is a project. IB Publishing a newspaper or magazine is also a program-the periodical itself is an ongoing effort.2000 Edition defines and explains the concept of a "program" as follows: A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually Many programs also include elements of ongoing operations. A project can thus be defined in terms of its distinctive characteristics. IB Many non-profit organizations have a "fundraising program. 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. ongoing operation which involves many projects." an ongoing effort to obtain financial support that often involves a series of discrete projects such as a membership drive or an auction. for example: I Utilities often speak of an annual "construction program.project is a temporary endeavor undertaken to a create a unique product or service. 18 The PMI Project Management Fact Book . Definition of Program The P M B O P Guide . Operations and projects differ primarily in that operations are ongoing and repetitive while projects are temporary and unique." a regular.Section Two -The Project Projects are often implemented as a means of achieving an organization's strategic plan. IB Many electronics firms have "program managers" who are responsible for both individual product releases (projects) and the coordination of multiple releases over time (an ongoing operation). Programs may also involve a series of repetitive or cyclical undertakings.

Section Two -The Project In some application areas. program management and project management are treated as synonyms.S. 10). the Project Management Institute (PMI3 estimates that the U. an amount equivalent to one-quarter of the nation's gross domestic product. data. and all sectors of public and private endeavor. These projects occur in all industries. 10). and complexity among other factors. discussion of program management versus project management be preceded by agreement on a clear and con. project management is a subset of program management.S. through residential and commercial construction. all countries. into development of software and information systems. This diversity of meaning makes it imperative that any . Central Intelligence Agency. public and private sectors spend some $2. ~ ( P M B O P Guide 2000. staffing. Directorate of Intelligence 2000. Definition of PortFolio According to the PMBOP Guide . Total Spent on Projects On the basis of data released by the Bureau of Economic Analysis of the U. "Project portfolio management refers to the selection and support of projects or program investments.3 trillion (US) on projects every year. Department of Commerce. quality duration.1 1 sistent definition of each term. to reengineering and other forms of organizational change. PMI estimates that the world as a whole spends nearly $10 trillion (US) of the world's $40. in others. These investments in projects and programs are guided by the organization's strategic plan and available resources" (2000. The PMI Project Management Fact Book 19 . PMI Research Department 2001). This expenditure is comprised of projects that vary in cost.7 trillion (US) gross product on projects of all kinds (Lum and Moyer 2000. risk. They run the gamut from new product development and overall research and development. requirements.2000 Edition. Extrapolating U.S.

S. while the mean (average) project budget size is $55 million (US). According to the U. 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). 40). of a special grade of paper) or the production of one large item (e. 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). indeed. Consequently. Census Bureau 2000).Section Two -The Project Unlike activities to improve manufacturing operations. some data associated with projects may be included in multiple data sets. businesses alone invested $973.000 to $10 million (US) (Nellenbach 2001. a customized airplane). many manufacturing operations can be viewed as projects and. Percentages shown in Figure 3 add up to more than 100 because respondents were allowed to select more than one descriptor to accurately reflect multiple projects of varying scope (PMI Project Management Salary Survey 2000. The extreme difference between the two figures is accounted for by a relatively small number of very large projects represented in the survey sample.g. 20 The PMI Project Management Fact Book . Projects varied in average value from under $100. Much of this expenditure takes place in the context of fulfilling the requirements of major projects (U.S. Census Bureau. Examples of such projects could include a short-duration special production run (e. However.7 percent from 1997. are projects. manufacturing itself usually is not viewed as a project-based operation because of the concept of mass and repetitive production.g.. in 1998 U.S.80).6 billion in capital goods-structures and equipment-an increase of 11.. which had the effect of skewing the mean upward.

academia. Projects may involve a single unit of one organization or may cross organizational boundaries. Examples of projects include: B Developing a new product or service. The broad array of work areas. s t f i g . As stated in the PMBOP Guide . roles.Section Two -The Project Project Scope Percent Reporting Local StateIProvince Multi-State/Province Within One Countty Multiple Countries Multiple Continents Figure 3 33 percent 20 percent 28 percent 28 percent 21 percent 15 percent Geographic Scope of Projects Engaged In (PMI Project Management Salary Survey 2000. and geographic location of PMI members demonstrates the extreme breadth of application of projects and project management. jobs. and society. 80) Project Types As "a temporary endeavor undertaken to create a unique product or service. Their duration ranges from a few weeks to more than five years." projects are involved in all aspects of business. as in joint ventures and partnering. m Effecting a change in structure.2000 Edition: Projects are undertaken at al levels of the organization. rrt Constructing a building or facility. The PMI Project Management Fact Book 21 . or style of an organization. Designing a new transportation vehicle. government. Developing or acquiring a new or modified information system. l They may involve a single person or many thousands. Projects are critical to the realization of the performing organization's business strategy because projects are the means by which strategy is implemented.

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. ar Implementing a new business procedure or process. 13). different contractors.The Project m Building a water system for a community in a developing country ar Running a campaign for political office. As stated in one PMI publication.different owner. and so on. For example. water and sanitation) may be implemented in five geographic areas.g. For example: A project to develop a new commercial airliner may require multiple prototypes.. many thousands of office buildings have been developed. Because projects are. 91). Individuals working in project management are working on an average of three or more projects at any given time.Section Two . 17. "a taxonomy helps clarify our thinking by classifying things neatly into groups and subgroups based on their similarities and relationships"(Knutson 1997. but each individual facility is unique . different location. 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 . aimed at creating a "unique product or service." each project itself is unique (PMI Project Management Salary Survey 2000. The P M B O P Guide . A project to bring a new drug to market may require thousands of doses of the drug to support clinical trials. different design. A development project (e. The presence of repetitive elements does not change the fundamental uniqueness of the project work. A real estate development project may include hundreds of individual units. No generally accepted classification system exists for projects. by definition.

2million Medium ($200 million to $500 million in revenue) 16% 28% $1.6million Figure 4 Project Success Rates and Costs. A taxonomy would also be beneficial in identifying the transferability among projects of lessons learned.The Project Company Size Large (more than $500 million in revenue) Success Rate.3 million $1. and templates. Inc. These three factors account for 50 percent of a project's chance for success. The PMI Project Management Fact Book 23 . experiences. 1994 9% Success Rate. 1994 $2. 1998). (All amounts in Figure 4 are in U.3 million Project Cost.4 million $0. 1994 Versus 1998 (1998 Chaos Report) Project team assignments and overall staffing Professional development B Career path m Mobility. Adding an experienced project manager brings the project's chances for success to 65 percent (The Standish Group International.I Section Two . compiled by The Standish Group International. 1998 24% Project Cost.1million Small ($100 million to $200 mill~on in revenue) 28% 32% $0. 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.S. such as documents. dollars. B B Project Performance According to the 1998 Chaos Report. 1998 $1. project success rates rose and costs fell between 1994 and 1998.

This projectization will become more clearly understood as data on spending and other dimensions of projects become more widely known in the global marketplace. 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). every time it makes a movie. for example." Somewhere between these extremes lie the 24 The PMI Project Management Fact Book . Providing some sample dimensions of the world of projects will contribute to elevating and clarifying the general consciousness on the subject of projects. schedule.Section Two . worldwide. organizations-and civilization itself-will become more projectized. Most economic activities in the world are projectized to some degree.400 projects and correlated each organization's project structure with the degree to which the project met its objectives in the areas of cost. and technical performance. carries out a project every time it erects a building and the motion picture industry. in terms of the role of project management. A landmark study by Gobeli and Larson in this issue examined more than 1.ig) f Another way of looking at what impacts project success is to analyze an organization's structure.The Project Balanced Matrix 55. Project Dimensions As the project management profession gains in recognition and size. only some of what the trucking or retail trade industries do involves such a "temporary endeavor undertaken to create a unique product or service.9% Figure 5 Relation o Organizational Structure to Project Success (Baker 2000. The construction industry. On the other hand.

as the world prepared for the arrival of 2000. do-more-with-less. (Young 2000. Y2K The event known as "Y2K" captured the attention and imagination of business. Y2K. among others. has been described as a classic example of good project management averting a potential disaster. and society for several years and especially toward the end.S. The Gartner Group estimates $300 billion (US) will have been spent worldwide on projects surrounding the Y2K issue. "It was the ultimate cross-functional.34 billion (US) on Y2K efforts.S. immovable deadline project" (Young 2000. and fabricated metal products industries.37-41) The PMI Project Management Fact Book 25 . are estimated to have spent up to $50 billion (US) (Young 2000. Businesses in the U. In the face of a fixed deadline. while dismissed by some as a non-event. Assessing how much is expended on projects. governments. government spent $8. therefore. and creeping project scope. 3741). internal and external m Better testing platforms B Better documentation of applications and systems II Improved client relations B Better project management discipline. Quick return to business at hand + Better change and configuration management processes II Better help desk procedures m Better communications.38). helps in determining how much of the output of each of these and other industries is project-driven. The United States Office of Management and Budget estimates that the U. Some put the figure as high as $600 billion (US). 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. limited budgets.Section Two -The Project motor vehicle manufacturing. late starts.

which involved hiring. 26 The PMI Project Management Fact Book . planned and initiated forty-four new economic development and growth projects in a one-year span. As of January 2001. was projected in 1982 to cost $2. the project is targeted for completion in 2004 and is expected to cost $14. retaining. up from the original budget of $282 million (US).400 employees and 50. transporting.3536). They were able to coordinate these successfully through the application of project portfolio management methods (Mens and Nelson 2000.1 billion (US) (Levinson 2000). $4. The entire 2001 Mars Odyssey project ended up costing $305 million (US). Australia. 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.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. Ontario. 70-76). The PMI 2000 International Project of the Year. with only one forced outage (Smith 2000. 6). The project cost $21. and disposing of a full-sized commercial nuclear reactor.2 million (US) under budget (Holtzman 2001. successfully met the human resources challenges of putting on the 2000 Olympic Games.2 billion (US). The Big Dig in Boston. ranging in scope from one person to the construction of an $8.2 percent availability during the first year of its operation. the Delesto 2 cogeneration electrical power plant--one of the largest of its kind in Europeoperated at 97. The Sydney Organizing Committee.28-29).Trojan The Reactor Vessel and Internals Removal Project-succeeded in removing. Canada. excluding the launch (Associated Press International 2001). The small Canadian municipality of Parry Sound. in a three and a half-year project involving dozens of Portland General Electric (Oregon USA) employees and more than ten subcontractor firms. training. and managing 2. in Sydney.37 million (US) performing arts center.000 volunteers for temporary assignments ranging up to six years (Sunoo 2000.9 million (US).

with heavy dependence on technology tools. resources. and 300. etc. 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. Project Challenges All projects are not created equal. and social impact (Africa News Service 2001). dining. will contribute additional insights that will enhance the practice of project management in the new millennium. Furthermore. the dimensions of major projects can touch upon every aspect of the global economy. governance. and the challenges of managing projects can be as varied as the undertakings themselves. These include: the use of public revenues. Economic development in an area of extreme poverty poses a range of challenges to the governments of Chad and Cameroon.Section Two -The Project m The Walt Disney Company created three new major expan- sions to the Disneyland Resort in Anaheim. The leading challenge of a project may derive from its complexity of scope. and shopping complex. new types of challenges have emerged. governments.7 billion (US) ChadCameroon Petroleum Project. in the era of cyber-business. among other factors. Total project costs are estimated at $1. and human planning errors.. including a 750-room hotel. and progress in building institutional capacity. The PMI Project Management Fact Book 27 .4 billion (US) (Stephan 2001. its physical demands.000 square foot entertainment. a 55-acre theme park. which are collaboratingon the $3. its involvement of multiple companies. timelines. and cultures. environmental management. As the data included here demonstrates. California USA. the adequacy of civil society participation. or mastering virtual project management-at long distance. such as creating the best way to manage the implementation of an e-commerce strategy. Further analysis of existing data and collection of new data on project expenditures. Following are a few interesting examples of special challenges in project management. 12-15).

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. on 385 acres of land.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. Department of Energy's Rocky Flats Site. Government's Federal Aviation Administration (FAA). the X-34. plagued with clashing opinions and a multitude of unforeseen technical and legal issues (Engineering NewsRecord 2001. 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. Project planning complexityis the overriding challenge of a project aimed at closing the U. The $600 million (US) project has seen slipping schedules and creeping costs. It is now more than a year behind schedule. includes more than 700 facilities and structures containing nineteen metric tons of uranium and plutonium requiring rigorous safety procedures.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.S. The National Aeronautics and Space Administration (NASA) announced in March 2001 that the problem-plagued X-33 spaceplane project.9 million (US) (Mead 2001). a manufacturing facility using a variety of radioactive and hazardous materials. the site manager 28 The PMI Project Management Fact Book . these NASA resolutions add up to over $1 billion (US) worth of canceled projects (David 2001). Unrealistic and over-ambitious scheduling is the main challenge being faced by developers of the Diplomat Resort just north of Miami. According to an internal audit memorandum. In total. was being axed.S. To meet the planning needs of this project. Florida USA. a venture that aimed to create a single-stage-to-orbit spaceliner. the American space agency announced that another reusable rocket. The site.000 to 18. had been scrapped. In addition. Implementation of appropriate systems to track financial data and property management information has proven to be a troublesome project for the U. 56).

a U. 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.S. among other factors.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). was completed within budget and eight months ahead of schedule. A cross cultural project involving the Iranian government.29A).3 billion (US) project. lost time injury/illness hours were one-half the industry average. due to competitive pressures and rapid technological changes. is expected to cost $4 billion (US) versus the $2 billion (US) originally estimated. Technology a d v a n c e s create scheduling and cost challenges. based in Yokahama. 92-95).Section Two . but after seven years of construction. the $2. The extra costs include $50 million (US) for additional project management (Hotz 2000. and the lost time incident rate was zero. The National Ignition Facility at the Lawrence Livermore National Laboratory. 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. against an industry average of 1. Japan. 35). A complex. It will be four to six years behind schedule. The PMI Project Management Fact Book 29 . Information systems (IS) organizations often experience project delays and cost overruns. 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. The $800 million (US) project was supposed to have been completed in 2002. is only half-finished and may be up to two years late (Reuters News Service 2001). Nevertheless. awarded to the Chiyoda Corporation. Furthermore. working with Russian contractors. has experienced delays in completing a nuclear power plant in the Gulf port of Bushehr.5 (Ishikura and Kadoyama 2000. government project intended to result in the development of the world's most powerful laser and the achievement of atomic fusion.

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 . where the most fundamental project is the development of new drugs and their introduction to the market. In order to reduce product development time from its current six. 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. Pharmaceutical research and development organizations.513-31).Section Two . managing schedules that measure slippage in hours" (Gugliotti 2001. which are impacting needed skills and industry employment conditions (Miozzo and Ivory 2000. are facing shrinking operating margins and heightened competitive pressures. A centerpiece of this shift in approach will need to be a strong centralized project management capability "with world-class competency.The Project The British construction industry. organizations. and process. 14-17). according to some experts. experts believe companies will have to take a radical approach to managing people." in spite of new developments in project management and related technologies.to sevenyear cycle to something approaching three years or less.

as evidenced by the unprecedented growth of membership in the Project Management Institute (PMIm) to more than 70. 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.000 individuals are now certified as Project Management Professionals (PMPm). more than 27. 25 percent are female. s I Eighty-nine percent have college degrees.000 members. Project Management Practitioner Profile Based on PMI member demographics.Section Three Individuals Working in Project Management The project management profession has witnessed explosive growth over the past five years. The PMI Project Management Fact Book 31 . the profile of those individuals working in the project management profession is as follows: i Seventy-five percent are male. In addition. These statistics demonstrate the continuously evolving project management profession and the leading role of PMI in the global marketplace.

RS Thirty-six percent have earned their PMP" certification credential. (PMI Project Management Salary Survey 2000.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. 8 percent are fifty-five or above. 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. Individuals are found working in project management in all industries. 74 percent are between thirty-five and fiftyfour. According to PMI data.228-29) 32 The PMI Project Management Fact Book . 180.

182) I The PMI Project Management Fact Book 33 . (PMIProject Management Salary Survey 2000. (See Appendix B and Appendix E) Number of Projects Recent figures show that the majority (52 percent) of project management practitioners are engaged in or managing three or fewer projects at any given time. Job 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). Other frequently mentioned roles include the following: s Consulting.Individuals Working in Project Management Professional Ethics Both PMI members and PMPs subscribe to and conduct business according to codes of conduct (www.pmi. 16 percent m Information/Computers. 15 percent.Section Three . 176). project team leader. 16 percent s Time Management/Scheduling/Planning. project management consultant/advisor. 17. followed by program manager (12 percent). 91). The remaining 48 percent are engaged in or managing four or more projects simultaneously (PMI Project Management Salary Survey 2000. and project coordinator. project engineer. Other ways to identify roles through job titles include director of project/program management.org). Some of those working in the profession use titles other than the ones mentioned here (PMIProject Management Salary Survey 2000.

there already exists a logical progression of skills and responsibilities. and then into management of a portfolio of projects or a program. chemistry. In this role. A next step would be a director or vice-president level with broad oversight of an array of project managers and their projects. their careers were defined by what was regarded as their chosen professionsengineering.Section Three . advancing naturally from low-cost. the position of Chief Project Officer (CPO) may evolve. 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. 34 The PMI Project Management Fact Book . project management evolved largely as an assigned profession. higher-risk projects. 225). etc. as people in various positions were assigned to work on projects in addition to their other duties. 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. there was no real career path specifically for those practicing this discipline. Initially. a CPO would be charged with ensuring that the planning and implementation of projects were inseparable from the advancement and fulfillment of corporate strategy. low-risk projects into higher-cost. product development.Individuals Working in Project Management Career Path In the early days of project management. While there is a need for extensive research on career paths in the profession. Ultimately. 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. Eighty-five percent say the project management career path is connected to roles in upper management. As organizations become mature and projectized. successful executive performance in this position could lead to opportunities at the Chief Executive Officer (CEO) level (PMI Research Department 2001). though only 24 percent say this is clearly defined and in writing.

and manufacturing and distribution. and other techniques. organizational behavior. stress management. m The greatest deficiency among stakeholders. Managing oneself through personal time management. Managing work relationships through motivation. and career paths.Section Three . is in understanding project management theory and the role of the project manager. team building. conflict management. and methods and scheduling/planning. and other techniques. and operational I planning. skills. Skill in any number of general-management areas may be required on any given project. tactical planning. supervision.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. compensation. I Strategic planning. I personnel administration. benefits. delegation.2000 Edition. I Organizational structures. other than project managers and project team members. topics in broad subject areas dealing with general management include: Finance and accounting. As set forth in the A Guide to the Project Management Body of Knowkdge (PMBOP Guide) .21) The PMI Project Management Fact Book 35 . sales and marketing. (PMI 2000 Needs Assessment 2000.25-26) Key General Management Skills for Practitioners General management skills provide the foundation for building project management expertise and are often essential to the professional development of the project manager. (FMBOP Guide 2000. research and development.

in what form. Agreements may be negotiated directly or with assistance. or interpersonal (personality or style clashes). Decision-making includes analyzing the problem to identify viable solutions. The sender is responsible for making the information clear. Decisions can be made or obtained (from 36 The PMI Project Management Fact Book . managerial (a functional group is not producing according to plan).. unambiguous. and resource barriers to change.. at many times. 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 .Individuals Working in Project Management Also. when. Negotiations occur around many issues. and at many levels of the project.. Project Communications Management is the application of these broad concepts to the specific needs of a project-for example.. deciding how. mediation and arbitration are two types of assisted negotiation. and to whom to report project performance. . Problems may be technical (differences of opinion about the best way to design a product). bureaucratic. the following general management skills are highly likely to affect most projects: Leading involves: rs Establishing direction-developing both a vision of the future and strategies for producing the changes needed to achieve that vision. as outlined in the P M B O P Guide . and then making a choice from among them. ~rMotivating and inspiring-helping people energize themselves to overcome political.. r Aligning people-communicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision. Negotiating involves conferring with others to come to terms with them or reach an agreement. Problem solving involves a combination of problem definition and decision-making. Communicating involves the exchange of information..Section Three. Problem definition requires distinguishing between causes and symptoms. .2000 Edition. Problems may be internal (a key employee is reassigned to another project) or external (a permit required to begin work is delayed).

All others in project management report a wide range of types of responsibility. customer. from the team.173). from beginning to end. partners. and 7 percent being self-employed (1 percent. to accomplish specific objectives in a given time frame and with limited resources. with direct accountabilityfor project execution while leading a team. decisions must be implemented. Manage all aspects of project. or teams." It requires an understanding of both the formal and informal structures of all the organizations involved-the performing organization. Influencing the organization also requires an understanding of the mechanics of power and politics. on a worldwide basis. contractors. (PMBOP Guide 2000. The PMI Project Management Fact Book 37 . as appropriate. 24-25) Employment Status Project management personnel indicate overwhelmingly that they work full time. Scope of Responsibility According to the PMI Project Management Salary Survey .Individuals Working in Project Management the customer.2000 Edition. Influencing the organization involves the ability to "get things done.Section Three . or from a functional manager). nearly half of project management personnel describe their scope of responsibilities as follows: Responsible for directing large projects or a multitude of smaller projects. 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. 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. Once made. with 92 percent working for an employer. and numerous others. no answer).

Level 3: Responsible for directing large projects or a multitude of smaller projects. training. from beginning to end. Level 5: Combine technical expertise essential to project execution. Level 4: Work within or outside of a project or program office providing support.2000 Edition: Level 1: Accountable for the strategy and performance of the overall organization or division (10 percent). which is designed to accomplish broad goals of the program to which these individual projects contribute (13 percent). Provide support to the project or program office and facilitate process implementation (12 percent). as presented in the PMI Project Management Salary Survey . Exceptional technical capabilities and leadership role for three-to four-person teams (2 percent). Level 7: Responsible for coordinating technical activities associated with the assigned project. Level 2: Direct responsibility of total program execution. 38 The PMI Project Management Fact Book . Usually a technical specialist residing within the organization who is not normally held accountable for the project (1 percent). with management of project task(s) implementation while leading task specialists (8 percent). Manage all aspects of the project. to accomplish specific objectives in a given time frame and with limited resources (45 percent). executed over a broad period of time. The program typically requires accountability for a related series of projects. Level 6: mically report to Project Manager and run certain segments or critical work packages of the project.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. with direct accountability for project execution while leading a team or teams.Section Three . and consultation to project managers and the organization.

and publish detailed planning and scheduling for the project (2 percent). and maintain project management information system that provides adequate information with which to manage the project (2 percent). coordinate. (PMI Project Management Salary Survey 2000. and Europe were more likely to work more than forty hours per week than those from other geographic areas (PMIProjectManagement Salary Survey 2000. Develop. The typical worker had been with his current employer for five and one-half years.212.175). Function as an individual contributor or serve as an interface with other specialists in respective departments (3 percent). implement. 184-85) 'project Management Experience and Work History The typical individual working in project management has been in the profession for eight years. 11. the Middle East. Level 11: None of the above applies.Individuals Working in Project Management Level 8: Administer or supervise support services for project. Fifty-six percent worked forty-one to fifty hours per week. Individuals in the United States. The PMI Project Management Fact Book 39 . Level 9: Track. Three out of ten (31 percent) had relocated with the same employer in the past five years (PMI Project Management Salary Survey 2000.218). and had changed employers at least once in the past five years.1 Section Three . 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. +-Typical Work Week ' Three out of four individuals working in project management (75 percent) worked more than forty hours per week. while 21 percent had worked in this field for at least fifteen years (see Figure 7).

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. 40 The PMI Project Management Fact Book . by Geographic Area f (PMIProject Management Salary Survey 2000. 228) G Level of Education Forty-six percent of those working in project management have undergraduate college degrees.Section Three .228). According to PMI's 2000 in Review. The PMP credential is the world's most recognized credential of choice for the project management profession.Individuals Working in Project Management w. while 43 percent have either master's or doctoral degrees (PMI Project Management Salary Suwey 2000. The PMI Certification Program continues to play a role in promoting a discipline that is consistently evolving and growing.053 individuals who have acquired the PMP credential (2000 in Review 2001. there are 27. 5).

The PMI Project Management Fact Book 41 . m Project management personnel receive an average of nineteen vacation days annually ar Forty-seven percent receive performance incentives. r Three out of ten receive stock options.883 (US). 43. 15 percent R Tickets to events. (PMI Project Management Salary Survey 2000.Section Three . 20 percent ria Club memberships. Total compensation is defined as annual salary.152 (US) for the 45 to 54 age group. 28. annual deferred compensation. 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.157 (US).389 (US). 18 percent rr Free participation in stock purchases. 18. Smaller percentages receive other types of benefits: rr Relocatiordtravel bonus. with $111.975 (US). and 79 percent receive long-term disability insurance. 76 percent receive life insurance. The highest average total compensation by geographic area was in Asia. and 76 percent receive contributions into a retirement plan from their employer. annual bonus/overtime.000 (US) and an annual average total compensation of $82. 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. at $102. 17 percent a Vehicle. and other annual compensation.493 (US) for the 25 to 34 age group.471 (US) for the 35 to 44 age group. ~rr Ninety-two percent receive healthcare insurance. $79. Average earnings for those fifty-five to sixty-four years of age were the highest. compared to $62. earlier in this Section). followed by the United States at $87.Individuals Working in Project Management 1 Compensation and Benefits Individuals working in project management had an annual median total compensation of $75.809 (US) and Latin America at $79. and $92. 14 percent.

967 Web Technology $103.512 Other Business Activities $69. Industries with the highest mean total compensation for those working in project management areas are as follows (US dollars): ElectricaVElectronic $111.Section Three -Individuals Working in Project Management Figure 8 Global Average Total Compensation. by Scope (US dollars) (PMI Project Management Salary Survey 2000.192. Industries with the lowest mean total compensation are as follows (US dollars): Automation Services $66.290 Utilities $101. 59. (PMI Project Management Salary Survey 2000. 64.74) 42 The PMI Project Management Fact Book . 74) The average total compensation by position or title is illustrated in Figure 9.373 m Academia $67.318 rr Health/Human/Social Services $68.64.646 Public Administration/Government $70.802 International Development $104.733 Chemical $101.360. 59.

64. by Position (US dollars) (PMI Pmject Management Salary Survey 2000.Individuals Working in Project Management Figure 9 Global Average Total Compensation.Section Three . 74) . 59.

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the availability of academic degrees and programs in project management. Not surprisingly. and many organizations. having practiced project management over time. project-oriented. approaches to getting business done. The PMI Project Management Fact Book 45 . the growing acceptance of project management has been evidenced in increased organizational support for certification of Project Management Professionals (PMP?. and a surge of interest in the Project Management Institute (PMF) and its publications. just as the nature of business and technology is evolving. 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 globalization of business has resulted in greater interest worldwide in the concepts of project management. have altered their structure to facilitate more effective cross-functional.

Australia. 46 The PMI Project Management Fact Book . profiled in the same issue. health.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. 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. iv). Adoption of Project Management by Organizations One in four individuals working in project management believes that his organization has "completely" accepted project management as the way of doing business. and community organizations" (Fleischer 2001. the 1999-2000 membership growth rate was slightly higher among members outside of the United States and Canada (see Figure 10). and Scotland. allowing a virtually non-stop electronic dialogue and review and revision process (Singer 2001. In fact. and a strong majority (75 percent) expects project management to become more important to its organizations in the next five years (PMI 2000 Needs Assessment 2000. Another example. involved the United Nations and more than a dozen other international organizations working together on Internet Project Kosovo. 32). 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. 36). 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. The resulting benchmark of high-level adoption of project management is PMI's list of organizations with more than 100 PMI members. media. Dramatic examples of the globalization of project management appear frequently in the news and in industry publications. to "address the urgent communication needs of the international humanitarian community in Kosovo and to provide free Internet access to local educational.

Incorporated E Compaq Computer Corporation s Complete Business Solutions.101 Figure 10 PMI Membership Growth. Incorporated r Cap Gemini Ernst & Young U.899 52. Incorporated r BellSouth Corporation s Blue Cross Blue Shield Association Boeing Company s Cambridge Technology Partners Massachusetts./Canada United States Canada 2000 9. Incorporated s EDS The PMI Project Management Fact Book 47 .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.669 Percent Member Growth 27. Incorporated s BCI Telecom Holding.467 7. Incorporated ~rComputer Sciences Corporation Compuware Corporation E CSC Consulting.65% 27.S. by Geographic Area (PMI Fact Sheet 1999. Incorporated r Cisco Systems.S. Incorporated E Deloitte & Touche LLP m DMR Group.755 41. Incorporated s CTG Resources.142 6.Section Four -The Environment of Project Management 1999 Non-U. LLC s Cargill. Incorporated m Decision Consultants.70% 7. Incorporated m CBS Corporation ~rCGI Group.53% 25.

PMI Membership Services Department 2001) ~rFluor 48 The PMI Project Management Fact Book .Section Four . 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. Incorporated r Xerox Corporation. Incorporated m Telcordia Technologies. Incorporated s PricewaterhouseCoopers r Qwest Communications International. Incorporated nr Motorola. Incorporated rrr Lockheed Martin Corporation a Lucent Technologies. Incorporated m Worldcom. Incorporated United States General Services Administration r Hewlett Packard Company hi Honeywell International. Incorporated I E ~ IBM m Johnson Controls Incorporated r Keane. Incorporated w Telus Corporation m Unisys Corporation II United States Department of the Army I USAA Capital Corporation R w Verizon Communications. Incorporated rr marchFIRST. Incorporated II NCR Corporation m NEC Corporation II Nortel Networks Corporation ~ll Pfizer. (PMIFact Sheet 2000. Incorporated KPMG Consulting. Incorporated rm Siemens Aktiengesellschaft w Sprint Corporation m State Farm Mutual Automobile Insurance Company I Syntel.

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) . projects provide a very effective approach for the attainment of corporate strategy. and the result is referred to as a matrix organization. These structural modifications can involve any point along the organization structure continuum.1. 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).2000. Both the way in which projects are aligned to corporate strategy and the organizational infrastructure for conducting projects impact the successful delivery of results. conflicts tend to arise between functional units. On the other hand. 18-20). the broadest array of projects can be conducted most successfully within an organizational structure that has adopted management by projects. the degree to which project management practice has permeated an organization increases the potential for project success. As is becoming more apparent through application and the literature.5). Unless additional temporary or permanent modifications to the structure are implemented. Enhancing the project management maturity of an organization involves the development and improvement of an array of capabilities (Schlichter 2000. Consequently project management has a broader impact than that confined within the scope of each individual project. The availability and control of resources can be an asset or an impediment to the management of a project. a strict functional organization generally can conduct projects successfully only within the confines of a specific function. The PMI Project Management Fact Book . While projects can be conducted successfully within any type of organizational structure. There is a continuum of organizational structure from the highly hierarchical classicfinctional organization to the fully project-based or projectized 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.

11. Twenty-five percent have responsibilities defined as one of the following: n "Direct responsibility of total program execution. 185) A complete listing of project management levels and their respective responsibilities can be found in Section Three. and the resulting ratios. using limited resources. They manage-and have direct responsibility for-all aspects of the project. Provide support to the project or program office and facilitate process implementation. from beginning to end. executed over a broad period of time." (PMI Project Management Salary Survey 2000. and consultation to project managers and the organization. These objectives are accomplished in a specified time frame. 50 The PMI Project Management Fact Book . while leading a team or teams to accomplish specific objectives. under Scope of Responsibility. training. 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).Section Four . 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. The program typically requires accountabilityfor a related series of projects." 'Work within or outside of a project or program office providing support. the estimated total number of employees in the organization. Forty-five percent are responsible for directing large projects or many smaller projects.

Thirty-nine percent of project management personnel say they belong to professional associations in addition to PMI.-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. Cross membership is most likely in the following organizations: m AACE International.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. ii. 11) m e PMI Project Management Fact Book 51 . (PMI 2000 Needs Assessment 2000. Inc.Section Four .

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. 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. 172). Sixty-five percent of employers pay for meetings and training. there are PMPs in about thirty other countries where none existed in 1997.-- 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. 57 percent of employers recommend striving for PMP certification. 52 The PMI Project Management Fact Book . Figure 12 shows countries with significant growth. 68 percent of employers cover the examination application fee.

multi-course certificates in project management (PMI Research Department 2001). and application of the project management profession continues to expand. Furthermore.Section Four . and at least five offering undergraduate degrees. majors. 52). training companies. practices. There are at least eight universities offering a doctoral program in project management.000 books through its online bookstore (The Library of Congress Online Database 2001. - The PMI Project Management Fact Book 53 .500 records of published research articles relating to project management (Kloppenborg 2000. In support of the numerous books published about project management and aligned fields. Project Management Literature The literature for and about the knowledge. In response to the demand for all forms of professional development in project management. and/or theses in project management. an extensive amount of project management research has been conducted and reported in the last forty years. there are over 3. In addition. and government agencies offer curriculum-based. www. a growing number of academic institutions offer graduate degrees in a range of fields with specialties.The Environment of Project Management Project Management Academic Degrees and Programs As the project management profession has evolved. PMI. there has been an increase in the number and array of academic institutions offering degrees in project management. In research repor?ed in the English language alone. a large number of academic institutions. Over 500 books have been written about project management.org). Some institutions offering academic degrees and programs in project management can be found in Appendix G.pmi. several thousand books have been written about fields and disciplines closely aligned with project management. businesses. the largest publisher of project management books. and there are almost fifty (including the eight in Figure 12) offering a master's program. offers over 1.

PMI had cooperative relationships with the following organizations: E AACE International r Associacion Espanola del Ingenieria de Proyectos (AEIPRO) r Australian Institute of Project Management (AIPM) r Construction and Economy Research Institute of Korea (CERIK) m Defense Systems Management College Alumni Association (D SMCAA) r Engineering Advancement Association of Japan (ENAA) s Institute of Project Management (IPM .Ireland) ra International Project Management Association (IPMA) Korean Institute of Project Management and Technology (PROMAT) r National Contract Management Association (NCMA) r The NORDNET National Associations (Denmark. (2000 in Review 2001. 14) Research on the Project Management Environment Much of the discussion about the environment for project management focuses on the challenge of gaining its acceptance as a priority at the top-management levels of an organization-making a compelling. Iceland. 54 The PMI Project Management Fact Book . Finland. 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.Section Four -The Environment of Project Management Worldwide Cooperating Organizations As of the end of December 2000. strategic business case for project management practices.

.. 32). software. the team stated: "Project management is not typically considered a concern of senior executives . The PMI Project Management Fact Book 55 . Fxtensive interest has evolved in regard to the concept of the project management office.Section Four . they did not consider project management capable of fulfilling these goals.2000 Edition. to actually being responsible for the results of the project" (2000.. Currently according to the PMBOP Guide . A project office may operate on a continuum from providing support functions to project managers in the form of training. templates." 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." Furthermore.The Environment of Project Management This is a prime area for potential research. 21). 2001. the central challenge remains to "demonstrate that the project office is helping to improve the company's bottom line" (Young 2001. One research team has indicated that "although senior executives were interested in services that were aligned to their strategic business and personal goals. 59. Whatever the project office's scope. 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. "there is a range of uses for what constitutes a project office. 61-62). until some crisis awakens their interest. etc.

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PMI represents members worldwide actively advancing the project management profession. Membership in PMI and earning the Project Management Professional (PMPm)certification credential helps individuals demonstrate their value to any organization competing in today's fast-paced global marketplace. best-of-class seminars and educational programs. and information technology. construction. pharmaceutical. and offers world-renown. Since its founding in 1969. advances the body of project management knowledge. telecommunications. the PMP certification is the world's most recognized and globally accepted credential in the project management profession and one that more and more organizations desire for their project leaders and their teams. In addition. PMI is indeed the premier organization serving those working in project management in all industries including engineering. aerospace. utility financial services.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). automotive. The Institute establishes project management standards. The PMI Project Management Fact Book 57 . PMI has become the organization of choice for individuals around the globe who work or are interested in project management.

The resulting Ends Policies serve to guide and direct the activities of the global organization. a Project management is globally recognized and valued. 6) The complete text of PMI's Ends Policies can be found in Appendix A. m Project management benefits from a supportive community. ra PMI's strategic objectives are assertively pursued globally for the profession and PMI members. 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. and devoted considerable time to refining the Ends Policies of the Institute. 58 The PMI Project Management Fact Book . national and global requirements. products and services are available for appropriate members of the project management community at a reasonable cost. The 2000 in Review details some of the Board's critical activity: During 2000 the PMI Board of Directors continued implementing Policy Governance". These policies dictate what benefits are to be created for which groups of people or needs and at what cost/value. PMI programs.Section Five-The Project Management Institute Governance The leadership of PMI is the responsibility of its member-elected Board of Directors. An abbreviated extract of the Ends Policies developed in 2000 for implementation in 2001 and beyond. s Project management contributes to social good and achievement. Supporting Ends Statements (Results to be Achieved) m Project management is a profession. a Professionals in project management are knowledgeable and skilled. are as follows: Overarching Ends Statement (Why PMI Exists) Professionalism in project management for the global community through practices that address appropriate local. The Ends Policies established by the Board reinforce the vision of the organization and establishes the association's strategic direction.

7) Implementation of Ends Policies The PMI Headquarters Executive Director and management staff are charged with the responsibility to define programs. (2000 in Review 2001. products. It is the duty of the PMI Board to carry out the purposes and objectives of the nonprofit corporation.- Section Five -The Project Management Institute Board of Directors According to PMI's Bylaws. further on in the Bylaws: 'Rccountable to the PMI membership." And. starting with the Board's Ends Statements. An enhanced planning process is used to reflect the origins of all Institute activities. Strategic Advisory Groups The Board appoints a range of Strategic Advisory Groups to take advantage of the specific expertise of PMI's members.pmi. 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). aligned with the Board's Ends Policies. According to PMI's 2000 in Review: This process has provided management with a five-year operational vision.org). 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. and services that will help implement the Board's Ends Policies. "The Institute shall be governed by an elected PMI Board of Directors (PMI Board). The flow chart in Figure 13 illustrates the process used to develop the annual program plan and budget. which will be continually refined and used to direct the The PMI Project Management Fact Book 59 .

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).

History
The Project Management Institute (PMF) was founded in 1969 by a group of five volunteers. The Commonwealth of Pennsylvania USA issued Articles of Incorporation for PMI that signified the official inception of the organization. During that same year, the first PMI Seminars & Symposium was held in Atlanta, Georgia USA, and eighty-three people attended. The 1970s brought the first issue of Project Management Quarterly (PMQ); the Annual Symposium was first held outside of the USA; the first PMI Chapter was chartered; and the PMI Awards Program was established. By the end of the decade PMI membership totaled over 2,000 individuals worldwide. During the 1980s, PMI's membership, programs, and services continued to grow. Perhaps most significantly, the first PMI Project Management Body of Knowledge (PMBOKQ)was published; a Code of Ethics was adopted for the profession; and the first PMP Certification Examination was administered. The PMI journal was renamed Project Management JournalB. PMI's publishing products and services grew rapidly during this decade.

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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.

Membership
Members

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
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seventy-one individuals in 1969 grew to an individual membership association with over 70,000 members worldwide in December 2000. PMI now has members in nearly 120 countries. In 1984, there were 4,905 members with 11 percent annual growth; 1989, 7,356 members with 12 percent growth; 1994, 12,067 members with 23.1 percent growth; 1996, 25,004 members with 46.6 percent annual growth; 1998,43,101 members with 37.6 percent annual growth; and 2000,70,035 members with 27 percent annual growth (2000 in Review 2001, 5).
Geography

The current majority of PMI members are from the United States (U.S.) (52,467 members or 74.92 percent); 7,669 members or 10.95 percent are in Canada; and 9,899 or 14.13 percent are outside of the U.S. and Canada. The segment of PMI membership outside the U.S. and Canada is the fastest-growing segment of the membership.
Industry

The top five industry areas represented by the membership are computers/sofnvare/data processing; information technology; telecommunications; business management services; and financial services. The full listing of industries represented by PMI's membership gives a comprehensive view of the importance of project management in virtually all forms of business endeavor (see Figure 14).
Number of Countries

PMI members are from nearly 120 countries throughout the world. A complete listing of countries represented by PMI members can be found in Appendix I.
Ethical Standards

The PMI Board of Directors approved Member Ethical Standards in March 2000. These Standards consist of the Member Code of Ethics, Standards of Conduct, and Ethics Case Procedures. PMI views ethical standards as an essential part of a profession. In order to establish project management as a recognized pro-

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The PMI Project Management Fact Book

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.org) fession.prni. it is necessary to have a code of ethics and standards of conduct. These Member Ethical Standards have now become an inseparable obligation of individuals joining the Institute.

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
Volunteerism is one of the organization's critical factors in achieving its objectives. Whether one is a PMP participating in an item-writing session for the PMP Certification Examination, serving on a project team, or sitting on a program area Member Advisory Group, the individual and collective support, knowledge, experiences, and professionalism received from PMI volunteers contributes to the advancement of the profession and to the Institute's continued unprecedented growth (2000 in Review 2001,2).

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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

65

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)

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Global Outreach
The global dimensions of PMI's outreach are documented in 2000

in Review:
The PMI Board of Directors expanded its own cornmunications and outreach initiatives in 2000. Global meetings and networking opportunities were conducted and members of the Board represented the Institute and the project management profession at approximately thirty engagements held at various locations around the world, including: Ausma, Canada, China, France, Ireland, Israel, Mexico, New Zealand, Slovenia, Slovakia, Spain, Russia, United Kingdom and the United States. As evidenced by shifting trends in PMI's membership and in the Institute's outreach and presence in markets and economies around the world, globalization has emerged as a major thrust of importance to the organization. The Institute received its direction from the Board of Directors in June 2000, when the Board adopted an Ends Policy for the organization, stating that PMPs strategic objectives will be assertively pursued globally for the profession and its members. Outreach also became a major initiative for many PMI Components. In 2000, eleven Chapters around the globe established formal advisory and networking groups. PMI Chapters in Europe and Latin America sponsored joint

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The PMI Project Management Fact Book

California. (2000 in Review 2001. Plus. USA. France and the ABT Project Leadership Conference in San Francisco.pmi.org). E-Business. 5.org). and Colleges. The College of Performance Management held two successful conferences. Texas USA.151 Components According to PMI's Bylaws.pmi. PMI reached into various markets by supporting key trade shows." The program was designed to enhance the awareness and understanding of attendees about the effect culture has on professional and personal interactions. California USA. some SIGs and Chapters linked efforts to initiate jointly sponsored events to facilitate networking among Chapter and SIG members within a specific industry and a specific geographic area. The PMI Global Assembly was unveiled at PMI 2000 in Houston. The PMI Project Management Fact Book 67 . 13. the International Project Leadership Conference in Paris. Chapters Definition of Chapter: 'Rgroup of Institute members within a distinct and definable geographical area" (www. PM17s overall trade-show program supported twenty-two Headquarters and component events. PMI's components are comprised of Chapters. "The primary purposes of Components shall be to advance the general and specific purposes of PMI" (www. The theme of the inaugural event was "Cultural Competencies in Project Management.Section Five -The Project Management Institute regional conferences. PMI Chapters in Germany and Austria formed a partnership to provide services and programs for their members in their native language. The Information Systems. The shows included Project World-Anaheim. 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. Specific Interest Groups.

and i l where the actual or potential number of SIG members wl create a viable subsidiary organization of the Institute" (www. Specific Interest Groups Definition of SIG: 'X group of Institute members representing specific interests. A complete list of Chapters is found in Appendix C. 6).000. 68 The PMI Project Management Fact Book .5) Number in Program: As of 31 December 2000. The first PMI Chapter was chartered in Houston. there were 168 PMI Chapters throughout the world.Section Five -The Project Management Institute PMI Component Facts (2000in Review 2001. Texas USA in 1974. Chapters in Northern and Southern California immediately followed (PMI Fact Sheet 2000. with no distinct and definable geographic location. 30 Years of Project Management Excellence 1999.org). with membership in Chapters over 60. a 29 percent increase from 1999 to 2000.pmi.

networking directory.org). and publications.org). but are not limited to. technical tracks at PMI Seminars & Symposium. Number in Program: PMI College membership has grown to 1. seminars. PMI Worldwide Component Affairs Department 2001). 16). Five new l SIGs received charters between 1999 and 2000.867. The concept of PMI SIGs was officially adopted at the PMI Board of Directors meeting in 1992. teleconferences. A complete list of SIGs can be found in Appendix C.pmi. quarterly newsletters. PMI has seen a steady increase in forming and joining industry.Section Five -The Project Management Institute Industry-specificinterest in project management is a theme in the developing environment of this profession. The Institute's SIGs operate in a global environment (2000 in Review 2001. 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. SIG membership gives PMI members the opportunity to network with peers with similar interests. 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). SIG members generally meet face to face once a year at PMI's Annual Seminars & Symposium.and interestrelated SIGs. an 82 percent increase from 1999 to 2000 (2000 in Review 2001. Number in Program: As of 31 December 2000. interactive web sites. with a total membership in al SIGs reaching 37.024.pmi. which it continuously develops and makes available to the profession" (www. among other benefits (www. Since SIG membership has no geographical boundaries. The first College was founded in 1999 (30 Years of Project Management Excellence 1999. The PMI Project Management Fact Book 69 . SIGs participate in a wide range of activities. which include. 5. 5). the Project Management Institute has twenty-five chartered SIGs and ten potential SIGs.

Washington Government Group. and services to meet the needs of global corporations and to prepare our membership to face the challenges that lie ahead (www. At the same time.pmi. U.Section Five . focusing on the role that knowledge management plays in organizational cultures worldwide (2000 in Review 2001.4-5).org). PMI Corporate Council participants. The Executive Forum was held as a key element of the PMI Corporate Council. Armed with that knowledge.S. The first Executive Forum was held in November of that year in Phoenix. 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. Arizona USA. (www.org) Certification Program Alliances Relationships are continually sought with PMI's Certification Program. as of 31 December 2000. State of North Dakota. These alliances include numerous Fortune 500 companies as well as Singapore Computer Society.pmi. PMI can more effectively develop products. PMI obtained a better understanding of the needs and challenges these leading companies are experiencing and will continue to experience in the coming years. providing participants with new perspectives and understanding of issues important to the global marketplace. programs. State of Oregon. 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. 70 The PMI Project Management Fact Book .The Project Management Institute Corporate Involvement and Participation Corporate Council Program PMI introduced its new global Corporate Council Program in 2000. targeted to senior corporate executives and intended to support companies' strategic project management needs.

in the CareerLink Directory where employers look to fill their project management positions. Job opportunities and payment submitted online. where professionals in project management search for career advancement opportunities.pmi. Current PMI members can post rCsumCs. Recruiters can search the CareerLink Directory of r6umCs for PMI members seeking employment opportunities. Government of the People's Republic of China (2000 in Review 2001.org) . 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.Section Five -The Project Management Institute Department of Energy and the Training Center Administration for Foreign Experts Affairs. Job seekers are able to search the database of project management job postings online at no charge. Users can answer job advertisements immediately by sending a r6sumC to employers. Advanced search capabilities allow effective navigation through the rbum6 listings. at no charge. via a secure site. and more than sixty companies have more than 100 PMI members among their employees. Employers can post project management positions on the PMI web site. Group Billing Almost 400 organizations participate in PMI's Group Billing Plan. Enhanced technology permits responding to job seekers immediately. The services include project management job postings and the CareerLink Directory of PMI member rCsumCs. The list of companies with more than 100 PMI members can be found in Section Four under 'Rdoption of Project Management by Organizations. is fully searchable on the web site within twenty-four hours of submission. online. Members also can create a r6sumC online and choose whether to make it public or keep the listing confidential (www. as well as career and professional development resources. Advanced search capabilities permit specifying job criteria for more effective searches." The PMI Project Management Fact Book 71 . online.14).

In PMI Today. We will end 2000 considerably ahead of budget-a trend hard to maintain but one we're committed to achieving. we expect not only to be ahead of budget but also to meet existing policy and achieve a fully funded reserve fund.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. impartially. Today. 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. PMP Program requirements and eligibility standards are applied fairly. The PMI Board of Directors approved the 2001-2002 Program Plan and Budget. the PMP certification is recognized worldwide as the credential of choice for individuals who practice project management. citing a $25 million operating budget for 2001 ( 2 0 0 0 in Review 2001. 17). and consistently with applicable laws (PMI Certification Handbook 2001).Section Five -The Project Management Institute Financial Stability Sound fiscal policy and planning are fundamental to ensuring PMI's viability as one of the world's leading professional associations for project management. During 2000. 72 The PMI Project Management Fact Book . Our year-end numbers will be available when our annual audit is completed next year (during 2001). 1. 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. for perhaps the first time in PMI history That's also a historic achievement and another sign of organizationalstrength and maturity (Carter 2000b. the Institute implemented a program plan and budgeting process that aligned the organization's resources and activities with the association's Ends Policies.

org) . The PMP credential symbolizes knowledge and accomplishment and is highly regarded by colleagues and employers. a 977 increase over 1999. A certified PMP will proudly join a successful group of professionals who are enriching and advancing their careers and the project management profession (www.937. To achieve PMP certification.960 professionals were certified.055.815 certified applicants. there were 10. Project Management Professional Growth Worldwide The total number of PMPs as of 31 December 2000 was 27.Section Five -The Project Management Institute Program Inception The Institute began certifying Project Management Professionals in 1984. The PMI Project Management Fact Book 73 . The Project Management Professional Certification Program has continued to gain momentum and strength. 8.937 were certified. The total number of PMPs certified in 2000 was 8. culminating in over 27.000 PMPs certified at the end of 2000 (PMI Certification Department 2001). In 1999. representing an increase of 12 percent over 1999 when 7.427 certification applicants and 7.388 increase over 1999. Global recognition and acceptance of the program has increased dramatically (see Figure 16). The certification program has grown steadily over the past sixteen years. 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.960 certified. Enrolling in PMI's Project Management Professional Certification Program offers individuals a wide range of important benefits. those who have been granted the PMP credential (certificants) must demonstrate ongoing professional commitment to the field of project management by satisfying Professional Development Program requirements.pmi. In addition. 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. a 2. Participation increased in 2000. when there were 12.

700 locations in over 100 countries around the world. The education requirement for candidates is either a college degree or global equivalent. Ten PMPs were awarded this credential in Automotive Product Development. During 2000 PMI deployed its first Certificate of Added Qualification (CAQ"). At many sites. and 4) passing the certification examination. it is offered in a computer-based format (PMI Certification Department 2001). These and other certification-related activities are part of what has earned PMI the IS0 9001 Certification status and recognition for its quality management systems. The most sought-after and recognized project management credential remains the PMP (2000 in Review 2001. Project Management Professional Certification Examination Requirements to attain PMP certification consist of four areas: 1) education. 2) experience. The PMI Project Management Fact Book . and Project Management Office (PMO) have been approved by the PMI Certification Board Center. 3) adherence to the PMP Code of Professional Conduct. planning. Countries and Test Sites The PMP examination is administered at more than 1. involving PMPs from around the world. After attaining the PMP credential.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. PMI supports the ongoing evolution of the PMP Certification Examination by conducting item-development meetings and itemvalidation meetings throughout the year. The development of additional CAQs in Information Technology-Systems. a PMP must satisfya professional development requirement. Information Technology-Networking. a PMP must submit proof of earning sixty Professional Development Units (PDUs) to maintain his or her credential. 10). and closing projects-but are not required to have experience in all five areas to satisfy this requirement. or a high school diploma or global equivalent. controlling. executing.

and Spanish.952 982 12% 14. French.5) Languages In addition to English. 3) executing processes. the PMP Certification Examination is available in Brazilian-Portuguese. and the Professional Development Program. Italian. 24 percent (forty-eight questions).079 5. 4 percent (eight questions). 28 percent (fifty-six questions).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 27.934 7.435 9. The PMI Project Management Fact Book 75 . 7 percent (fourteen questions) [www.pmi. Korean. educational aids.053 8.356 59% Facts (2000in Review 2001. 37 percent (seventy-four questions). 4) controlling processes. Mandarin. The Institute strives to respond to members' needs through a variety of programs and services. Education The PMI membership consistently lists access to education and information as one of its top reasons for joining PMI. 2) planning processes. and 5) closing processes. seminars. Japanese.org]. Examination Content The PMP exam consists of 200 multiple-choice questions in five categories: 1) initiating processes. forums. including degree accreditation. German.

Since 1995. Finally. including PMI's first seminars in France..Section Five -The Project Management Institute Accreditation PMI. PMI's seminars in 2000 continued to be extremely well attended and highly rated.S. in order to address the emergent number of non-degree programs awarding project management certificates or similar credentials. working with the Accreditation Member Advisory Group. IACET unconditionallyapproved PMI to continue issuing CEU credits for seminars offered through December 2004. In 1995. PMI's programs and processes were reviewed in accordance with IACET's five-year approval cycle. SeminarsWorldTM offered ninety-eight seminars in nineteen cities throughout the world.500 hours of project management experience for the purpose of qualifying to take the PMI certification examinations. IACET Approval One of the significant achievements in 2000 was the renewal of PMI as an authorized provider of Continuing Education Units (CEU) by the International Association for Continuing Education and Training (IACET). Mexico. 76 The PMI Project Management Fact Book . 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. completed work on the new accreditation policy for degree programs in 2000. now offered around the world. PMI has offered high-quality interactive seminars on current project management topics at convenient locations around the U. Individuals successfully completing an accredited degree or approved curriculum will be credited with 1. PMI will also be implementing the PMI Approval Program for evaluation of programs of this nature. An authorized CEU provider since 1995. and Singapore. Interest in degree programs continues to grow. eleven seminar topics were offered in two cities.

220 learning vendors.000 percent over 1999 (PMI Education Department 2001). for the first time. Under the theme of "Project Management Research at the Turn of the Millennium. Professional Development Program Administration PMI maintains responsibility for the reporting of learning and professional activities by PMPs for renewal of their certification. Illinois USA. twenty-eight internal corporate training centers. The R.I? program finished its first full year of operation with the participation of 102 PMI Components. The PMI research conference is set to be a biennial event. representing an increase of nearly 1. and practitioners gathered in Paris.E. The conference proceedings were published. its members. a groundbreaking global research conference. with the next one scheduled for 2002. The Institute's showcase research event for the year was PMI Research Conference 2000. and two cooperating associations. researchers. and other professional associations.000 PMPs reported over 160. The Research Program conducted an Open Working Session at PMI 2000 to facilitate additional exchange of needs and solutions among interested professionals. a track of research papers will occur during the symposium. in June to share papers. Alist of Registered Education Providers is provided in Appendix E. and their practice of the profession. Another session will be conducted at PMI 2001 and. In 2000 the association built on its heritage of defining and advancing the Project Management Body of Knowledge (PMBOKm). France. ideas.E.E) program is another area of partnership with the training and education community as well as with PMI components. corporations. and experiences.P Forum held in 2000 in Chicago." 150 academics.E.000 PDUs toward renewal of certification. The PMI Project Management Fact Book 77 .Section Five -The Project Management Institute Registered Education Provider Program PMI's Registered Education Provider (R. In 2000 nearly 3. Research PMI continues to advance and expand knowledge for and about the project management profession. A significant milestone was the first R.

PMI's premier standards document. is the de facto global standard for managing projects in today's marketplace. recognized the PMBOP Guide as an IEEE Standard. 9.What's the Hook? and Quantifyrng Project Management's Value will report their findings when completed.Section Five -The Project Management Institute Two external research projects are under way as a result of PMPs initiation and partial financial sponsorship. Furthermore. In addition. P M B O P Guide . that provides. The book's predecessor.2000 Edition: 'Rstandard is a document approved by a recognized body. for common and repeated use.700 comments from members and stakeholders in the project management community on the Exposure Draft. Additional projects to advance the knowledge and practices of the profession are under way (PMI Research Department 2001). IS0 TR 16543 .2000 Edition was a major highlight of the year. the Institute of Electrical and Electronics Engineers. Incorporated. guidelines. Selling of Project Management to Senior Executives . remained an American National Standard approved by the American National Standards Institute (ANSI) until the 2000 Edition became the new standard. the result of the project team's review of over 1.2000 Edition. The publication of the PMBOP Guide .SofnYare Project Management Guide according to 12207. PMI is committed to the continuous improvement and expansion of the PMBOP Guide. rules. processes or services with which compliance is not mandatory" (2000. 26). PMI provides global leadership in the development of standards for the practice of the project management profession throughout the world. and has several other Standards in various stages of development (2000 in Review 2001. A Guide to the Project Management Body of Knowledge (PMBOP Guide) .1996 Edition. Four additional external research investigations are being initiated in 2001. PMI Standards Depamnent 2001). it is used as an underlying reference in an International Organization for Standardization (ISO) Technical Report. Standards As stated in the P M B O P Guide . or characteristics for products. 78 The PMI Project Management Fact Book .

training tools. An impressive list of titles was added in 2000 to the world's largest collection of project management publications.2000 Edition Proceedings of PMI's Annual Seminars & Symposium E Teaming for Quality: The Right Way for the Right Reasons by H. technique. Shareholder Value with SMART Management by Francis T Hartman The PMI Project Management Fact Book 79 . 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. In 2000.2000 Edition E A Guide to the Project Management Body of Knowledge I (PMBOP Guide) . Project Management Journal is a peer-reviewed quarterly professional journal. The publishing activity of the organization is now located at PMI Headquarters in Newtown Square. the PMI membership. publishing significant articles dealing largely with research. PM17s publishing products had grown in scope and relocated off campus to expanded facilities. Periodical Publishing PMI produces three periodical publications for people in project management. PM Network is a monthly professional magazine that. among other features. serving the project management profession. Book Publishing PMI's book program is the world's largest project managementfocused publishing program. North Carolina. and learning products. David Shuster E Don't Park Your Brain Outside: A Practical Guide to Improving . Pennsylvania USA. By the early 1990s.Section Five . North Carolina USA. In 1995. PMI published the following books: B PMBOP Guide Exposure Draft . and practice. the publishing operation moved its offices to Sylva. and society as a whole. the PMI volunteer leadership. PMI Today is the monthly newsletter of PMI. covers industry applications and presents details on how projects were managed and lessons learned from project team experience in the field.The Project Management Institute Publishing PMI is the world's leading publisher of project management books. theory.

org).The Center's vision is to be the primary worldwide source for relevant.pmibookstore. 80 The PMI Project Management Fact Book . Accessible resources include the PMI collection of books and periodicals. and document delivery services (2000 in Review. Webster Jr. rr Earned Value Project Management. reliable. 2001. online search services. wisdom.ll-12) ia Online Bookstore Opened in 1998.2000 Edition ol Proceedings of PMI Research Conference 2000. Snyder Center for Knowledge &Wisdom. (2000 in Review 2001. Koppelman . the PMI Online Bookstore offers the world's leading collection of project management-related books. the Internet. the James R. and timely information that relates to project management. 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. PMI Knowledge and Wisdom Center 2001). It is destined to become a center for knowledge management. 12. It features books and products published by PMI. and intellectual capital of the organization and the profession are captured. through which the knowledge. Second Edition by Quentin W Fleming and Joel M. as well as over one thousand titles selected from other business and management publishers (www. Project Management Institute Practice Standard for Work Breakdown Structures Exposure Drafi la Project Management Professional Role Delineation Study rrt? PMI Project Management Salary Survey .

PMI Distinguished Contribution Award: William A. and interacted with more than 130 exhibitors. who chose from twenty-three tracks and 180 papers. PMI's Annual Seminars & Symposium. the association recognized significant achievements in project management and in PMI. "Balanced Scorecard on Projects" r PMI Educational Foundation International Student Paper of the Year Award (graduate): Valerie Lynn Herzog. PMP ~r. Portland General Electric Company. It offers access to the largest exhibit space. "PMI Connections 2000. Recipients of 2000 PMI International Professional Awards given were: ~rPMI International Project of the Year Award: Trojan Reactor Vessel and Internals Removal Project. Submitted by the PMI Portland Chapter ~r.600 attendees. and the keynote speakers (2000 in Review 2001. Awards At PMI 2000. networking opportunities. The PMI Project Management Fact Book 81 . PMI Meetings and Conventions Department 2001). 'Trust Building on Corporate Collaborate Project Teams" (2000 in Review 2001. A complete list of PMI awards given in past years can be found in Appendix D. Texas USA. It hosted more than 3. A listing of the sites and dates of past PMI Annual Seminars & Symposiums can be found in Appendix H.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. which attracts project management-related vendors from around the world. The 2000 PMI Annual Seminars & Symposium. Moylan. 11). Attendees regularly cite the three most important reasons those in the profession attend the event are the paper presentations. offering a wide range of subjects and tracks and access to keynote speakers and other experts-all in support of enhancing participants' learning experience. Stewart. PMI Educational Foundation International Student Paper of the Year Award (undergraduate): Wendy E." was held in Houston.ll.

and scientific endeavors. The Foundation is empowered to solicit. 82 The PMI Project Management Fact Book . grant and confer awards. The PMI web site recorded a total of 2. receive. legacies. Each week. The Foundation also may assist in educational and research projects. Membership. Certification. Publications.000 members who have made changes to their records online (2000 in Review 2001. not-for-profit organization established under Section 501 (C)3 of the United States Internal Revenue Service by PMI for the purpose of charitable.621.000 visits occur each weekday The Institute's most visited sites include the PMI Online Bookstore. prepare and disseminate educational information. PMI introduced many new enhancements to its members' setion on the PMI web site in 2000. educational. and change their address records online. and grants. the site records more than 50. provide scholarships and fellowships. and administer and support student organizations. and expend gifts. endow and establish professorships. and perform other related activities. PMI Educational Foundation The Project Management Institute Educational Foundation is an autonomous.org. a 64 percent increase over the previous year.15). Since these new features became available.092 hits in 2000. citations.000 online membership applications have been received in addition to over 11.Section Five -The Project Management Institute The most popular address in project management is www. assist in establishing degree programs. Education. or medals. and the PMI Educational Foundation. and more than 8. 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. almost 10. Chapters. Standards.000 visits by project management personnel.prni.4. Individuals can now join PMI and PMI Components. Career Headquarten. PMI's web site plays a critical role in the association's ability to reach out to its target markets.

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. tax-exempt organization. A panel of knowledgeable individuals. The Donald S. It was established in 1998 in memory of Barrie. evaluates the eligible papers and selects the best one. Papers focus The PMI Project Management Fact Book 83 . Barrie Award was conceived and supported by the PMI Design-Procurement-Construction Specific Interest Group. representing academia and industry. Other volunteers support the activities of the Foundation through participation on committees and projects. based on originality and innovation without being inconsistent with the PMBOP Guide. Barrie Award and the International Student Paper of the Year Award. 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. All board members serve as volunteers. 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. The current Foundation Board structure is composed of four members appointed by PMI and three elected by the Foundation. Awards The PMI Educational Foundation presents two awards annuallythe Donald S. the PMI Educational Foundation is a non-political. who contributed in many ways to the project management profession and the construction industry.

The Gaylord (Gary) E. tools. master's. The PMI Educational Foundation currently awards annually four competitive scholarships: 1. schedule. master's. The PMI Educational Foundation International Student Paper of the Year Award is aimed at creating interest in project management among undergraduate and graduate students. project organizations and delivery systems. The recipient also has an opportunity to present the paper and have it published. Yourzak Scholarship. or doctoral degree. 2. as measured by academic performance and extracurricular activities. 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 scholarships are awarded based on merit. and techniques of managing project-oriented tasks. 84 The PMI Project Management Fact Book . or doctoral degree in acquisition management and/or project management. 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. which provides a $2. and their sponsoring faculty members. and progress controls.Section Five -The Project Management Institute on engineering and construction means and methods. applicability to the field of project management. Recipients of this award. or cost. receive a $500 (US) honorarium and are provided funds for travel to and attendance at PMI's Annual Symposium. The Robert J. These experts place emphasis on the originality of presented concepts. and suitability for presentation to PMI Symposium participants. Christle Scholarship.000 (US) scholarship to a student enrolled in an accredited college or university pursuing a bachelor's. which provides a $2. practical application of the concept. It annually honors a student for research and creative efforts directed toward advancing the concepts. The selection of the winning paper(s) is made by a panel of three experts in project management.000 (US) scholarship to a student enrolled in any degreegranting program of higher education in the field of project management or other related field. engineering and construction performance.

Section Five -The Project Management Institute 3. The Matthew H. Parry Memorial Scholarship. which provides a $2. and/or project management.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.000 (US) scholarship to a student enrolled in a degree-granting program of higher education in information systems. which provides a $2. information technology. The Wilson-Zells Academic Grant. 4. I The PMI Project Management Fact Book 85 .

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Consequently. the Board merely states-and The PMI Project Management Fact Book 87 . They are the Board's dictates about what benefits are to be created for which group of people or needs at what cost. Concretely. the Chair and the Executive Director are allowed to use "any reasonable interpretation" of these words. recipients of the results." Ends is a term intended to combine determinations about results. Instead of putting its time into a plan document (which can be tedious and even trivial). It is where the Board's greatest gift is given.Appendix A PMI Ends Policies Introduction Policies in this section are those referred to in the Policy Governance@model as "ends. At a next-lower level are policies in which the Board further defines these concepts. inasmuch as the long-term "ends" are where the Board exercises its most important strategic leadership. In the long run. the Board goes into whatever level of specification will allow it to be comfortable with this amount of interpretative latitude. The broadest statement of this section is the overall purpose. and the cost of those results. As is set forth in the Board-Executive-Director Relationship policies. this section is the most important area of Board policymaking. the Board's critical contribution to long-term planning is to be found in these policies.

1.1. government and society-at-large. PMI Ends Policies (Effective 1 January 2001) POLICY CATEGORY ENDS 1. The entire Board year is built around reexamination of these policies. 1. 1.1 The expansion of the body of knowledge of project management is dynamic and deliberate for the project management profession. national and global considerations for the project management profession. 1. Project management is practiced ethically by business.PMI Ends Policies next year restates-its ends policies with a long-term perspective.1.4 A universally accepted body of knowledge of project management exists for the project management profession.1. Accredited formal degree programs in project management exist for the project management profession.Appendix A.1. POLICY CATEGORY POLICY TITLE: ENDS 1.3 1.1 1.1.2 1.1 Project management is a profession Project management is recognized as a profession for project management practitioners at a reasonable investment. Generally accepted standards exist for the project management profession. gathering input and member consensus on them. national and global requirements.0 General Ends Statement POLICY TITLE: Professionalism in project management for the global community through practices that address appropriate local.1. 1.2 The expansion of the body of knowledge of project management addresses industry.1.3 The content of the body of knowledge of project management is codified and accepted for the project management profession.1. The PMI Project Management Fact Book 88 .1. and projecting the Board's broad vision into the future. general.

1.PMI Ends Policies 1.5.1 POLICY CATEGORY POLICY TITLE: Project management contributes to social good and achievement for business. ENDS 1. 1. Professionals in project management are skilled in the application of the body of knowledge of project management. 1.1-5.1. The PMI Project Management Fact Book 89 .2 POLICY CATEGORY POLICY TITLE: Professionals in project management are knowledgeable and skilled for a reasonable investment. governments.4.1 Established relationships with other entities achieve timely response to disasters.2.3. industry. 1. emergencies or threats for communities through voluntary actions of individuals.2 Project management contributes to social good and achievement 1.5 Generally accepted project management standards of conduct exist for the members of the project management profession.3. Community and social goals are advanced for global communities through volunteer services of project management individuals.2 Licensing programs exist through government or appropriate government-sponsoredagencies for the project management profession. Credentialing and licensing programs exist for the project management. 1. ENDS 1. academia and society-atlarge through economical and planned use of resources.1 1.1.2.1 Universally recognized and accepted credentialing programs exist for the project management profession.Appendix A .3 Professionals in project management are knowledgeable and skilled 1.2 Professionals in project management are knowledgeable in the body of knowledge of project management.

where appropriate to PMI's annual program and budget planning. POLICY CATEGORY POLICY TITLE: ENDS 1 6 PMI programs. POLICY CATEGORY POLICY TITLE: ENDS 1 5 PMI as a global organization . ticipation and development of PMI willing to participate in the organization.. and interest areas. industry.4 Project management community People in project management who participate in or use PMI offerings enjoy a supportive community.. Enhanced professionalism and opportunities for networking and professional development are available for project management practitioners through a variety of means. vices PMI programs. products and ser. products and services are available for appropriate members of the project management community at reasonable costs.. discipline. 141 .Appendix A -PMI Ends Policies POLICY CATEGORY POLICY TITLE: ENDS 1. joint participation in research and product development that advance the state-of-the-art. to the profession by PMI members and non-members willing to participate and contribute. 1 4 3 PMI provides an environment that fosters contributions . 1. including PMI components that address appropriate geographical. and by HQ staff through their planned and deliberate commitment of headquarter resources. 1 4 4 PMI provides an environment that fosters leadership par. 90 The PMI Project Management Fact Book .2 PMI supports. PMI's Ends are assertively pursued globally for the profession and PMI members by volunteer leadership through policy.4.

2 Project management is recognized and valued by business. 1.7. products and services are developed effectively for PMI members and customers.7 Project management is globally recognized and valued POLICY CATEGORY POLICY TITLE: Project management is globally recognized and valued for a reasonable investment. private and not-for-profit organizations cooperate for mutually beneficial products for the project management community through in-kind resources and seed money. Public. academia and government.3 Professional global standards are advanced and maintained for appropriate members of the project management community for an investment based on the value to the profession.1 1.6.2 1.6. Programs. ENDS 1. recognizes and values project management for current and future members of the project management profession. industry.1.7. The education community recognizes and promotes project management as a career. products and services advance the state-of-the-artfor the members of the project management community through the balanced use of resources.6.PMI Ends Policies 1.1 1. 1.6. Society-at-large is aware of.Appendix A .7.3 The PMI Project Management Fact Book 91 . 1.1 New or improved programs.

.

The purpose of the PMI Member Code of Ethics is to define and clarify the ethical responsibilities for present and future PMI members. the public. Preamble: In the pursuit of the project management profession. colleagues. PMI members pledge to uphold and abide by the following: m I will maintain high standards of integrity and professional conduct m I will accept responsibility for my actions ES I will continually seek to enhance my professional capabilities ~tI will practice with fairness and honesty B I will encourage others in the profession to act in an ethical and professional manner. it is vital that PMI members conduct their work in an ethical manner in order to earn and maintain the confidence of team members. The PMI Project Management Fact Book 93 . Member Code of Ethics: As a professional in the field of project management.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. customers/clients. employers. employees. and the global community.

and will maintain appropriate. or other forms of compensation or tangible benefits. 2. honest. All PMI Members must conduct their activities consistent with the Member Standards of Conduct. Clients. and (c) the preparation of estimates concerning costs. clients. PMI Members will respect and protect the intellectual property rights of others. and Employers. (b) their professional services. A. and otherwise appropriate. Professional Behavior. skills and knowledge. and (b) may provide unfair advantage for themselves. complete and accurate information concerning: (a) their qualifications. honest. 3. Professional Obligations. Relationship With Customers. 1. PMI Members will refrain from offering or accepting payments. 94 The PMI Project Management Fact Book . and research contributions of others. intellectual. PMI Members will strive to enhance their professional capabilities. and complete records with respect to such research and professional activities. 1. 5. and employers with fair. and will accurately and truthfully represent and advertise their professional services and qualifications. and expected results. and will properly disclose and recognize the professional.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. unbiased. services. accurate. B. PMI Members will provide customers. I. their business or others they may represent. accurate. PMI Members will fully and accurately disclose any professional or business-related conflicts or potential conflicts of interest in a timely manner. which: (a) do not conform with applicable laws.Appendix B . PMI Members who conduct research or similar professional activities will do so in a manner that is fair. 4.

and will not knowingly engage or assist in any activities intended to compromise the integrity. PMI Members will honor and maintain the confidentiality and privacy of customer. or financial advantage of confidential or private information acquired during the course of their professional relationships. employer. including the laws. property. or malfeasance. and will not knowingly engage in. or (b) the maintenance of the confidentiality is otherwise unethical or unlawful. including criminal conduct. Responsibilities of PMI Membership. reputation. 3. PMI Members will not take personal. 2. 2. The PMI Project Management Fact Book 95 . work. nor will they provide such information to others. PMI Members will abide by the laws.PMI Ethical Standards 2. requirements. any activities intended to have negative implications. client. professional misconduct. and/or legal rights of the Institute. and similar work information. or assist in. business. client. II. rules. A. including the confidentiality of customer or client identities. 1. policies. 1. or conduct professional activities. PMI Members will abide by the bylaws. Relationship With the Public and the Global Community. or employer. Obligations to PMI. unless: (a) granted permission by the customer. PMI Members will honor and meet all applicable legal and ethical obligations. rules. and customs of the community and nation in which they function. and other requirements of their respective communities and nations. C. PMI Members will perform their work consistent and in conformance with professional standards to ensure thar the public is protected from harm. and procedures of the Project Management Institute. regulations.Appendix B . and other information obtained throughout the course of a professional relationship. assignments undertaken.

many legal rules and practices are not observed. PMI members and applicants agree that they will accept the authority of the Institute to apply the Member Code of Ethics. and other PMI matters. If a party has retained an attorney. consistent with applicable policies and requirements. The Institute may use the services of PMI Legal Counsel without limitation. therefore. and the Member Ethics Case Procedures. The parties are encouraged to communicate directly with the Institute. completely. PMI Members will cooperate with the Institute concerning the review of possible ethics violations. These procedures are applicable to members of the Project Management Institute (hereinafter referred to as PMI or the Institute). General Provisions 1. and they will be bound by decisions made. may be represented by an attorney with respect to an ethics matter. 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. PMI Members will accurately. Nature of the Process. These ethics procedures are not a formal legal process. Any party.I Appendix B . and the procedures are designed to operate without the assistance of attorneys.PMI Ethical Standards 3. completely. of course. 4. 96 The PMI Project Management Fact Book . and other relevant policies to resolve ethics matters. pursuant to these procedures. that attorney may be directed to communicate with the Institute through the PMI Legal Counsel. By applying for membership in the Institute. regardless of circumstances. Member Standards of Conduct. and truthfully represent information to PMI. and requirements issued. A. Member Ethics Case Procedures The following ethics case procedures are the only rules for processing possible violations of these ethical standards. PMI has the only authority to resolve and end any ethics matter.

Participants. custom. as applicable. or other proceedings related to the complaint. In light of the global nature of the international project management community. Time Requirements. Ethics cases may be decided by the PMI Ethics Review Committee. the Ethics Appeals Committee. However. 3. a reasonable accommodation related to matters of language.Appendix B . Time extensions or postponements may be granted by the Institute if a timely written request explains a reasonable cause. 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. are also before a court. geographic location. the Institute's failure to meet a time requirement will not prohibit the final resolution of any ethics matter. The Institute w l make every reasonable il effort to follow the time requirements noted in these procedures. requests for such time extensions that seek to increase a deadline and other reasonable accommodations will be granted. or the like. Complainants and Respondents are required to comply with all time requirements specified in these procedures. and/or any authorized designee. the Institute recognizes that PMI members and applicants may have difficulty meeting certain time or other requirements in these procedures. The PMI Project Management Fact Book 97 . Accordingly. including differences related to the language. and other characteristics of PMI members and applicants. Generally. The Executive Director will forward such requests to the Chair of the Ethics Review Committee or the Chair of the Ethics Appeal Committee. or. A PMI member or applicant who is the subject of an ethics complaint or investigation will be identified as the Respondent. 4. The Institute may accept and resolve ethics complaints when civil or criminal litigation. Litigationlother Proceedings. or otherwise prevent PMI from acting under these procedures. custom. regulatory agency or professional body The Institute may also continue or delay the resolution of any ethics complaints in such cases. Relaxation of Requirements/Global Accommodations. The person(s) initiating an ethics complaint will be identified as the Complainant(s).PMI Ethical Standards 2. geographic location. 5.

Appendix B . or submitted to. decisions. any information relating to the member or applicant which he/she would like released to other professional organizations or third parties. or fails to disclose requested information related to: PMI membership. The Institute may issue any appropriate directive(s) and requirement(s) where a PMI member or applicant provides a misleading disclosure. 8. and/or reports of the Ethics Review Committee or the Ethics Appeals Committee. Improper Disclosure. requirements. order. an ethics complaint.PMI Ethical Standards 6. the Institute reserves the right to continue the matter to a final and binding resolution according to these procedures. all final published rulings. the Institute may: terminate the ethics complaint of an uncooperative Complainant. or other directive is issued by the Institute under this Section. and which is not otherwise confidential. Failure to Cooperate. Should a Respondent attempt to relinquish PMI membership or withdraw an application during the course of any ethics case. If any party refuses to fully cooperate with the Institute concerning matters arising under these procedures without good cause. directive. order. unless otherwise authorized by these procedures. Where a discipline. 98 The PMI Project Management Fact Book . or. or other requirement is issued by the Institute under this Section. requirement. In order to protect the privacy of the parties involved in an ethics case. an ethics case. 7. all material prepared by. materials which are disclosed upon the written request of the member or applicant who is the subject of an ethics complaint or investigation. Where a discipline. orders. the member or applicant involved may seek review and appeal pursuant to these procedures. 9. and. Among other information. Confidentiality. or similar matter. impose any sanction or requirement included within these rules if a Respondent is uncooperative. the Institute will not consider the following materials to be confidential: materials which are disclosed as the result of a legal requirement. Resignationfrom the Institute. the Institute will be confidential. the member or applicant involved may seek review and appeal pursuant to these procedures.

This Notice will The PMI Project Management Fact Book 99 . the Complainant is willing to provide testimony or other evidence concerning the complaint. based upon the specific Member Code of Ethics or Member Standards of Conduct provisions identified by the complaint. organization. Upon receipt of a complaint. In order to determine if an ethics complaint is accepted or rejected. Upon a determination that an ethics complaint is appropriate. 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. and to permit the Review Committee to conduct an appropriate review. group. or. The Executive Director will forward the complaint to the Ethics Review Committee Chair for review. 3.PMI Ethical Standards B. and the supporting factual basis for each complaint.Appendix B . reliable information or proof concerning the charge is available. the Review Committee will determine whether sufficient detail is presented to constitute a formal ethics complaint. 3. 1. Executive Director. and. the Institute (Complainant) may initiate an ethics complaint. and assignment. in appropriate cases.a. Complaint Acceptance/Rejection Criteria. Ethics Review Committee. the Ethics Review Committee will issue a formal Ethics Complaint Notice identifying each Member Code of Ethics and Member Standards of Conduct violation alleged. the passage of time since the alleged violation requires that the complaint be rejected. considering the proof available. Complaint Acceptance. including the specific provisions of the Member Code of Ethics or Member Standards of Conduct relevant to the allegations set forth in the complaint. Each Complainant must submit to the Executive Director a detailed written description of the factual allegations supporting the ethics complaint. Submission of Ethics Complaints/Acceptance or Rejection. Any person. relevant. 2. consideration. The Ethics Review Committee will be responsible for the investigation and resolution of each ethics complaint. there is reasonable cause to believe that the charge appears to be justified.

3. The Appeals Committee may accept the Review Committee decision and reject the complaint. and. Complaint Rejection. the specific provisions of the Member Code of Ethics and Member Standards of Conduct believed violated. If the Ethics Review Committee determines that an allegation or complaint change should not be a formal ethics complaint. 4. The Review Committee may request additional information to supplement or explain an allegation.l. Appeal of Complaint Rejection Determination. or the information revealed by an investigation. the Respondent must submit a response to the Ethics Review Committee. 100 The PMI Project Management Fact Book . Complaint ReferraL If the Ethics Review Committee determines that the factual allegations presented by a Complainant.b. or any part thereof. Within forty-five (45) days of the mailing date of an Ethics Complaint Notice. Within forty-five (45) days of the mailing date of complaint rejection correspondence. reverse the Review Committee decision and direct that a complaint be issued and the case resolved under these procedures. and a copy of each document relevant to the resolution of the ethics complaint. 5. The Ethics Complaint Response must include a full response to each complaint.Appendix B -PMI Ethical Standards be delivered to the Respondent.b. The Review Committee may request additional information to supplement a response. The Ethics Appeals Committee will review the Complainant's appeal and issue a decision based upon the record. and will be marked Confidential. the specific information he/she believes supports the acceptance of a complaint. Ethics Complaint Response. if any. the Review Committee will return all information submitted and notify Complainant of the rejection and its basis by correspondence. 3. 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. or.

a restriction that the Respondent may not pursue a PMI position or office pending the final resolution of the ethics matter under review. and to also preside over each Ethics Hearing. or the Ethics Appeals Committee. Preliminary and Temporary Orders. but may be reconsidered by the Committees upon written request of the Respondent presenting substantial reasons that the order is no longer necessary. or. who will supervise the work of the Committee. or. Ethics Review Committee Hearings. will appoint a Committee Chair from the seven members. government.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. The Ethics Review Committee. or to refrain from doing. unrelated Code or Standards violations. the Review Committee may take any of the following actions: notify the Respondent of possible. As directed by The PMI Project Management Fact Book 101 . refer the matter to other Institute. refer the matter to the Complainant for review and possible re-submission of a revised or new complaint. Such orders may include. and any recommended corrective actions. with Board of Directors approval. may require the Respondent to do. Preliminary and Temporary Orders are not subject to appeal. or as otherwise associated with the Institute until further notice. 1. The PMI Board of Directors will appoint at least seven (7) PMI members to serve as the Ethics Review Committee to investigate and resolve ethics complaint matters. The Ethics Review Committee or the Ethics Appeals Committee may discipline a Respondent who fails to comply with a Temporary or Preliminary Order. The Chair may appoint one or more Vice-Chairs to assist him/her. certain acts by Preliminary and Temporary Order reasonably related to the complaint under consideration pending the final resolution of the case or investigation. or professional bodies for review. The PMI Chair. a requirement that the Respondent voluntarily and immediately cease from representing himself or herself as a PMI member or applicant. but are not limited to. Ethics Review Committee. C. D. other appropriate actions/referrals. Preliminary Actions and Orders.

three (3) disinterested members of the Ethics Review Committee will be assigned to each case. 4. will be permitted to ask questions of witnesses at the discretion of the Ethics Review Committee. preside over. 5. and other procedures will apply to hearings. and may conduct the hearing in consultation with the Ethics Review Committee.Appendix B -PMI Ethical Standards the Committee Chair. including the costs associated with any witnesses or legal 102 The PMI Project Management Fact Book . 2. or the PMI Board of Directors. Each party may attend the hearing in person or via telephone conference. and both parties will be notified in writing. 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. and conclude an Ethics Hearing. Upon request by 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. another PMI representative. continue. The hearing date. the PMI Chair. Participation of Legal Representatives/Conduct of the Hearing. 3. Parties will be responsible for their expenses associated with an ethics investigation or case. or a legal representative. Notice. the PMI Legal Counsel shall be available to assist the Committee at an Ethics Hearing. written. and will have full authority to convene. and Attendance. A taped. cross-examination. or other record of the Ethics Hearing will be made by the Ethics Review Committee. where all participants will be able to communicate with each other. and location for each ethics case will be scheduled by the Ethics Review Committee in consultation with the parties. decide. The PMI member or applicant. oath. with privilege of the floor. Hearing Schedule. and will conduct an informal Ethics Hearing designed to collect and weigh all of the available information and proof. Hearing Record. or a stenographer/recorder. No formal legal rules of evidence. Hearing Expenses. as determined by the Review Committee. time.

8. and. as determined by the Ethics Review Committee. the Institute may issue and order one or more of the following disciplinary or remedial actions: 8. a summary of relevant factual findings based on the record of the hearing. as well as any submissions presented by the parties and other relevant information. which will include a summary of the case. Ethics Review Committee Decision and Ordet: A Decision and Order will be prepared by the Ethics Review Committee after the closing of the record. The Institute will bear other general costs of conducting the Ethics Hearing.a.c. Private reprimand and censure. based on the appropriate written record. including the positions of the parties. The PMI Project Management Fact Book 103 . unless otherwise directed by the Ethics Review Committee Chair or a Vice-Chair.PMI Ethical Standards counsel. whether or not the parties are present. When a Respondent is found to have violated one or more provisions of the Member Code of Ethics or Member Standards of Conduct. The Review Committee will review the hearing record. including any appropriate conditions or directives. will determine the outcome of the ethics case by majority vote in a closed session. Closing of the Hearing Record. a statement of any corrective or disciplinary action(s).b. including any appropriate conditions or directives. The denial and rejection of any PMI membership application. Disciplinary Actions Available. 8. including costs associated with the activities of PMI representatives. Public reprimand and censure. 8. and thereafter. The hearing record will be closed following the conclusion of the hearing.Appendix B . a final ruling on the Member Code of Ethics and Member Standards of Conduct violations charged. Any Ethics Hearing may proceed to a conclusion and decision. and other directives issued by the Review Committee. The parties will also be notified that the final decision may be published consistent with the requirements of these procedures. 6. 7. Copies of the Ethics Review Committee Decision and Order shall be sent to the parties.

the appealing party has located relevant proof that was not previously in hisher possession. Time Period for Submitting Appeal. 2. could have affected the Ethics Review Committee decision. including any appropriate conditions or directives.e. The Executive Director will forward the appeal to the Ethics Appeals Committee Chair for review. 104 The PMI Project Management Fact Book . the grounds for appeal of an adverse decision are strictly limited to the following: 2. 8. Procedural Error.b. E. 2.a. and assignment. and the misapplication prejudiced the appealing party. 1. Membership probation for any period up to three (3) years. consideration. Suspension of membership status for a period of no less than six (6) months and no more than three (3) years. Groundsfor Appeal An adverse Ethics Review Committee Decision and Order may be reversed or otherwise modified by the Ethics Appeals Committee. including any appropriate restrictions or conditions concerning membership rights and any other conditions or directives. Misapplication of the Code ofEthics or Standards of Conduct.Appendix B . Following the closing of the Hearing Record. The Ethics Review Committee misapplied the provisions of the Member Code of Ethics or Member Standards of Conduct. Ethics Appeals Committee/Appeals. 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.PMI Ethical Standards 8. Within forty-five (45) days of the mailing date of an adverse Ethics Review Committee Decision and Order. and the misapplication prejudiced the appealing party. However. New or Previously Undiscovered Information. The Ethics Review Committee misapplied a procedure contained in these rules. Termination of membership and expulsion from the Institute. and.d.f. was not reasonably available prior to closure of the record. 8.c. 2.

who will supervise the work of the Appeals Committee. the Ethics Appeals Committee will schedule a date on which to conduct an Appeal Hearing. 3. The Appeals Committee will review the hearing record. the Ethics Appeals Committee will consider only arguments that were presented to the Ethics Review Committee prior to the closing of the Hearing Record. Contrary to the Information Presented. as well as any appeal submissions The PMI Project Management Fact Book 105 . Ethics Appeals CommitteeIAppeal Hearings. The Chair may appoint one or more Vice-Chairs to assist him/her. and 2. Contents of Appeal Letter. The PMI Board of Directors will appoint at least seven (7) PMI members to serve as the Ethics Appeals Committee to resolve ethics appeals. preside over. As directed by the Committee Chair. above. 2. 2. and the parties will be notified in writing at least forty-five (45) days in advance of the scheduled date. a statement and complete explanation of the reasons for the appeal under Section E. the docket number and date of the Ethics Review Committee Decision.2.c. Ethics Appeals Committee. With respect to Subsections 2. continue.PMI Ethical Standards 2. with Board of Directors approval. three (3) disinterested members of the Appeals Committee will be assigned to each case. and conclude an ethics appeal.Appendix B . including an explanation and basis for any request concerning a reduction in the discipline issued by the Ethics Review Committee. and. F. which contains the following information and material: the ethics case name. 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.e. and will have full authority to convene. 1. and to also preside over each Appeal Hearing. Following receipt of a complete and proper written appeal. decide. copies of any material supporting the appeal.d.a. The Ethics Review Committee decision is contrary to the most substantial information provided in the record. Appeal Hearings. The PMI Chair. will appoint a Committee Chair from the seven members.

the Ethics Appeals Committee will issue an Appeal Decision and Order stating: the outcome and resolution of the appeal. 1. or. and thereafter will determine and resolve the appeal by majority vote in a closed session. 106 The PMI Project Management Fact Book . Copies of the Ethics Appeals Committee Decision and Order shall be sent to the parties. G. 3. the Appeals Committee may limit the appearance in any manner. and. including a summary of relevant portions of the Ethics Review Committee Decision and Order. consistent with the requirements of these procedures. including any final disciplinary action or sanction issued by the Appeals Committee. a summary of any relevant procedural or factual findings made by the Appeals Committee. amending. Events Which Will Cause Closure of an Ethics Case. Finalizing Ethics Cases. affirming. 4. 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. Request to Appear Before Ethics Appeals Committee. reversing. a final decision has been issued by the Ethics Review Committee without appeal pursuant to these procedures. an ethics complaint has been terminated or withdrawn by the Complainant(s). Denials of requests to appear before the Appeals Committee are not subject to appeal. Following the conclusion of an Appeal Hearing. Ethics Appeals Committee Decision and Order. the Appeals Committee's final Decision and Order accepting. The parties will also be notified that the final decision may be published. In the event that a request to appear before the Ethics Appeals Committee is approved. or otherwise modifying any portion of the Ethics Review Committee Decision and Order.PMI Ethical Standards presented by the parties and other relevant information.Appendix B . the Ethics Appeals Committee's ruling(s) and decision(s) with respect to the matters under appeal. a final decision has been issued by the Ethics Appeals Committee pursuant to these procedures. An ethics case will be closed when any of the following occur: the ethics complaint has been rejected pursuant to these procedures.

if the Respondent has The PMI Project Management Fact Book 107 .PMI Ethical Standards 2. 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. 3. or.Appendix B . Referral and NotiBcation Actions. 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. and will do the following: if the Respondent has satisfied the terms of probation in full. Probation and Suspension OrdersIReinstatement Procedures. Any party may request publication of any final decision. or by sending another appropriate notice. 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. Events Which Will Cause an Ethics Case Decision and Order to Become Final. 4. professional. During the appeal period. PMI may notify appropriate governmental. Following the expiration of a final decision/order which includes a probation requirement under these procedures. The Ethics Case Decision and Order issued by the Ethics Appeals Committee will be considered final. 1. the Ethics Review Committee will determine whether the Respondent has satisfied the terms of the probation order. Probation Orders/Reinstatement or Referral. This notification may be done at any point after the time period for the Respondent to appeal an adverse decision has elapsed. the Institute may respond to inquiries regarding the existence of ethics cases and indicate the existence of such proceedings. This notification may be published following the conclusion of any appeals available to the Respondent. Publication of Final Disciplinary Action. PMI may publish a notification of a final Ethics Case Decision and Order following the issuance of an Ethics Review Committee or Ethics Appeals Committee decision or ruling. H.

which will consist of a written statement including: the relevant ethics case name. or continued to a later date. a Respondent may submit to the Ethics Review Committee a request for membership reinstatement. and prepare and issue a final Decision and Order stating whether: the request is granted. After the expiration of a final decisiodorder which includes a suspension requirement issued under these procedures.Appendix B -PMI Ethical Standards not satisfied the terms of probation in full. including. docket number. and. if appropriate. the Respondent may submit a new request pursuant to this Section. 2. Following the submission of a complete membership reinstatement request. the Ethics Review Committee will schedule and conduct a hearing to review and rule on the request. Ethics Review Committee Reinstatement Request Decisions. a statement of the reasons that support or justify the acceptance of the reinstatement request.108 The PMI Project Management Fact Book . During these deliberations. and the date that the final Ethics Decision and Order was issued. While no appeal of the Decision and Order is permitted. the Review Committee will issue any appropriate action consistent with these procedures. and. any conditions of membership. Copies of the Review Committee Decision and Order will be sent to the parties. . denied. but not limited to. Suspension Orders/Reinstatement Requests. the Review Committee will review the information presented by the Respondent and any other relevant information. the imposition of an additional probation term(s). 3. copies of any relevant documentary or other material supporting the request. one (1)year or more after the issuance of the Review Committee Decision and Order rejecting the request.

Non-United States Potential chapters are indicated by (P). student chapters by (S). ss Argentina-Buenos Aires ~ra Australia-Melbourne ss Australia-Sydney Austria-Styria (P) 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 .Appendix C PMI Components PMI Chapters PMI Chapters as of 3 1 December 2000.

ON (P) R CanadaLevis. BC m Canada-West Coast.Appendix C . PQ m Canada-Manitoba m Canada-Montreal. PQ PA Canada-New Brunswick m Canada-Newfoundland & Labrador (P) r Canada-Northern Alberta m Canada-Northern Saskatchewan ra Canada-Nova Scotia Canada-Ottawa Valley Outaouais. AB R Canada-Lakeshore. BC s Chile-Santiago m China-Beijing (P) r China-East China a China-Guangzhou (P) ra China-Hong Kong. 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 . ON (S) I Canada-Southem Alberta s Canada-Southem Ontario r Canada-Thames Valley District.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.. Saskatchewan s Canada-Ryerson Polytechnic Univ.

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.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.

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. student chapters by (S).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 . United States Potential chapters are indicated by (P).Appendix C.PMI Components r Thailand-Bangkok (P) lar Trinidad-Southem Caribbean s Turkey-Ankara m Turkey-Istanbul (P) ss Ukraine-Kyiv (P) rs United Kingdom BB Uruguay-Montevideo (P) m Venezuela m VenezuelaUCAB CIED (Ij S) r Venezuela-IESA (F: S) BB Zimbabwe (P) PMI Chapters as of 3 1 December 2000.

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 .Appendix C -PMI Components a DC-Washington.

Mid-America KC m MO-Metro/St.Appendix C -PMI Components m MNAugsburg (S) r MN-Minnesota MSSouth Mississippi (P) MO. Louis r MO-Mid-Missouri r NE-Heartland NE-Mid-Nebraska (P) NE-Southern Nevada m NHNew Hampshire (P) r NJNew Jersey r NN-Otowi Bridge NMPecos Valley I NMI Rio Grande NVNevada r NYBinghamton r NYBuffalo NYHudson Valley NYLong Island NYNew York City NYRochester m NYRochester (S) I NYI Syracuse m NYUpstate New York B NC-Metrolina r NCNorth Carolina Piedmont Triad B NCNorth Carolina m NCWestern Carolina University (S) r NDNorth Dakota University (S) r OH-DaytodMiami Valley m OH-Central Ohio m OH-Northeast Ohio OH-Northwest Ohio r OH-Southwest Ohio r OKGreen Country Regional r OKRed Earth OR-Portland I OR-Willamette Valley m PADelaware Valley 114 The PMI Project Management Fact Book .

PMI Aerospace & Defense SIG PMI Automation Systems SIG (P) @ PMI Automotive SIG E PMI Configuration Management SIG IB PMI Consulting SIG (P) @ E The PMI Project Management Fact Book .Appendix C -PMI Components 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).

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 . Gas.PMI Components B R R R B B R R R R m fl R R R B R a B m B R PMI Design/Procurement/Construction SIG PMI Dispute Management SIG (P) PMI Diversity SIG PMI E-business SIG PMI Education & Training SIG PMI Environmental Management SIG PMI Financial Services SIG PMI Global Communications Technologies SIG PMI Government SIG PMI Hospitality Management SIG (P) PMI Information Systems SIG PMI International Development SIG (P) PMI Manufacturing SIG PMI Marketing & Sales SIG PMI Metrics SIG PMI New Product Development SIG PMI Oil.

Submitted by: Sastech 1992 1993 1994 1995 1996 Project Title: ATIGUN MAINLINE REROUTE PROJECT Submitted by: Alaska Pipeline Service Company Project Title: METRO RED LINE SEGMENT 1PROJECT Submitted by: Rail Construction Corporation Project Title: LOGAN EXPANSION PROJECT Submitted by: Fluor Daniel. Project Title: BENFIELD COLUMN REPAIR PROJECT Submitted by: Sastech Engineering Services Project Title: 1B PROCESSOR STORY Submitted by: Lucent Technologies The PMI Project Management Fact Book 117 . Johnson & Mendenhall Project Title: LIMERICK GENERATING STATION UNIT 2 Submitted by: Philadelphia Electric Company Project Title: NEW PROPYLENWPOLYPROPYLENEFACTORY FOR SASAL CHEMICAL INDUSTRIES (PTY) LTD.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. Man.

PMP James R. PMI Fellow Matthew H. Adams. PMI Founder 1983 Dr. Gordon Davis. PMF: PMI Founder Matthew H. PMI Founder. PMF: PMI Fellow Dr.Appendix D . PMI Fellow Earl W. Albert Gerald A. J. Snyder. Feight. PMF: PMI Fellow William H. John R. John R. White James R. Parry. John W. PMP Robert B. Brunies 1984 118 The PMI Project Management Fact Book . Robinson Eric Jenett. Fondahl. Eric Jenett. ADVANCED PHOTO SYSTEM Submitted by: Eastman Kodak Company Project Title: MARS Submitted by: Jet Pro Project Title: QATAR~AS PLANT LNG Submitted by: chiyodd Corporation I TROJA~ REACTOR VESSEL AND INTERNALS REMOVAL PROJECT Submitted by: Portland General Electric Company Project Title: PMI Professional 1974-2000 wards Program Recognition I PMI Honorary Life &ember Award Year 1974 1975 1976 1978 1979 1981 1982 1983 1984 1985 1999 ~ecipidnt Major General John G. PMI Fellow Dr. PMI Fellow PMI Fellow Award Year 1982 Recipient Dr. Williams Steven V.PMI Professional Awards 1 1997 1998 1999 2000 Project Title: ADVAN~IX. Gillis Regula A. Adams. PMF: PMI Founder. Morton Dr. Snyder. Parry. PMI Founder David H. PMI Fellow Brian Fletcher. John W Fondahl .

McConachy. A. Pells. Cleland Henry F. Linn C. PMP Dr. Murphy James R. Kenneth 0. D. J. PMI Fellow lvars Avots Dr. PMP James O'Brien. Egan. PMP Robert Yourzak. Snyder.. "Kaay" Koch. PMP Jenny Strbiak Dick Balfour Harvey Levine David H. Archibald. PMP Charles Y Lopinsky. PE. Roger B. Waller. Jr. PMI Founder. PMP Brian Fletcher Russell D. PMP Fred Arnold. Stuckenbruck Robert G. SE Paul Dinsmore. Max Wideman Dr. Jr. PMP R. Hartley. 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. PEng. Dr. PMI Founder. Padgham. PMR CEM Robert L. Ireland. Staples Dr. PMP Dr. David L. PMP J. PMP Ronald PC. Curling Dr.PMI Professional Awards 1986 Earl W Feight .. Glaser David L. Gordon Davis. PMI Fellow 119 The PMI Project Management Fact Book . PMP Elvin lsgrig Mary Devon O'Brien. David C. Kimmons. Lewis R. PMP Bryan R. Webster.Appendix D . Martin Dean Martin Douglas S. Francis M.

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
Year 1980
1982 1983
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

1984

1985

1986

1987

120

Appendix D - PMI Professional Awards

Vim Kochar Christine A. Trautwein Dr. Francis M. Webster, Jr., PMP PMI Fellow Dr. Roger Glaser, PMI Fellow Dr. Stephen D. Owens Randall L. Bakel, PMP Harvey A. Levine, PMI Fellow Patrice L. Murphy Ozro West, PMP A.C. "Fred" Baker Dr. J. Gordon Davis, PMI Founder, PMI Fellow Don Barrie Ashok 'A.K." Kothari Neville Long Richard W Kimball . Ronald KC. Waller, PMF: CEM, PMI Fellow Rushton M. Williamson, Jr., PMP Frederick A. Arnold, SE, PMI Fellow Dr. David I. Cleland, PMI Fellow Dr. J. Davidson Frame, Jr., PMP Elvin D. Isgrig, PMI Fellow Joel Koppelman Pierre M. Menard, Eng, MBA, PMP Wayne L. Muzzy, PMP Dan Ono, PMP James M. Gallagher, PMP Lee R. Lambert, PMP Lyle W. Lockwood, PMP Wally Merrin Chris Quaife, PMP William Duncan, PMP James D. Klanke, PMP Saralee Newell, PMP William S. Ruggles, PMP Ahmet Taspinar, PMP

1997

Kenneth 0. Hartley, PMR PMI Fellow Paul D. Lustig, PMP Dr. Jeffery K. Pinto

The PMI Project Management Fact Book

121

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

1999

2000

PMI David I. Cleland Project Management Literature Award
Year 1999
Recipient Vijay Verma

PMI Eric Jenett Project Management Excellence Award
Year 1998
Recipient Kenneth 0. Hartley, PMR PMI Fellow

PMI Educational Foundation Award and Scholarship Recognition 1979-2000
Donald S. Barrie Award Recipients
1999 John L. Homer, BMW Constructors, Inc. for his paper, "Project Triage, Giving Emergency Help to an Out-ofControl Project" Vikas Joshi and Thomas Cook, Bechtel Corporation and Richard Bonner, Eastman Chemical Company, for their paper, "Project Management Approach for Small Capital Projects"

2000

PMI Educational Foundation International Student Paper of the Year Award Recipients
1979* Jonas Ulenas, Polytechnic Institute of New York

122

The PMI Project Management Fact Book

John Ward. OH "Support System for the Termination Decision in R&D Management" Sponsor: Samuel J. M. 1987 Glen Jansma. Austin. Jr. Austin.. CANADA 1988 The PMI Project Management Fact Book 123 . Harvey. Anaconda Minerals Company 'A Decision Support System for Mine Evaluations" Sponsor: Bob Miller..SC. University of Cincinnati. King. Mantel. Stall..SC.PMI Professional Awards "Project Effectiveness: A Simulation Study of Some Causes of Time and Cost Overruns" Sponsor: Prof.D.Appendix D . Rejean Houde. DC "Project Management Cost Estimate: A Case Study in Electronic Warfare System Flight Tests Costs" Sponsor: Dr. Anaconda Minerals Co. Fred Swift Michael D. Quebec. University of Texas.D. Wirth Robert N. University of Pittsburgh. Suresh K. Air Staff. Ph. Panna Nagarsenker. Universite du Quebec a Montreal. Cincinnati. TN "Management for Research Projects: A Synergistic Model" Sponsor: Dr. TX "The Relationship between Project Manning Levels and Craft Productivity for Nuclear Power Construction" Sponsor: John Borcherding Richard Desbiens. University of Texas. Ph. TX 'Analyzing and Improving Productivity with Computerized Questionnaires and Delay Surveys" Sponsor: Colin Popescu. Tadisina. Memphis State University. Massachusetts Institute of Technology "Project Management in the Design Firm: The Development of a Diagnostic Model" Sponsor: Hans Bjoinsson Paul Hart De Leon. Memphis. Washington. Air Force lnsitutute of Technology Nelson E. Pittsburgh. I. P A "Expanding Non-Specialist Participation in Development Project Management" Jill Anne Green. Capt. M.

Portland. Air Force Institute of Technology (AFIT). Sweetman. Fargo. O R 'A Decision Support System for R&D Project Selection and Resource Allocation under Uncertainty'' Sponsor: Dr. 124 The PMI Project Management Fact Book . Ph. Portland. Ph.PMI Professional Awards 'Archipel Feasibility Study: A Questionable Consensus Approach" Sponsor: Pierre Normandeau.D. O R "Estimation Issues in Software Project Management" Sponsor: Dr. George Washington University.D. Calin Popescu Guven lyigun.Appendix D . Portland State University. Connie L. Cook. Portland State University. Richard G. ND "Management of Research and Development Project in Small Technical Services Companies"" Sponsor: John R. Korina L. Ph. Ph. Casler. Guss. Sherri L. CANADA "Virtual Project Management: Tools and the Trade" Sponsor: Francis Hartman. CANADA 'A Fuzzy Heuristic Method for Resource-Constrained Project Scheduling" Sponsor: Osama Moselhi. Quebec. University of Texas at Austin "Utilization of Influence Diagram for the Design and Integration of the Construction and Measurement Control Environment" Sponsor: Dr.D. Wright-Patterson AFB.. PE James G. Kobylarz. PEng. Concordia University. Schroder. DC "Utilizing Expert Systems to Improve the Configuration Management Process" Sponsor: Dr.D. Montreal.OH "Establishing a Department of Defense Project Management Body of Knowledge" Chotchai Charoenngam.. Donnelly Bryce G. Dundar E Kocaoglu Capt. Washington. Dundar E Kocaoglu Pasit Lorterapong. Vancouver. BC.

VA (The PMI Project Management Fact Book 1999.D. Alberta. Ph. Westmount. Fairfax. School of Business and Public Management The George Washington University. Ph.PMI Professional Awards lnes Siqueira. Ft. Delisle. University of Calgary.D. FL "Evaluation and Application of a Project Charter Template to Improve the Project Planning Process" Sponsor: Susan Fife Edorchak.D. Candidate.org) 2000-2001 The PMI Project Management Fact Book 125 . CANADA Jiwan Giri. Algonquin College of Applied Arts and Technology. Project Management Program. Candidate. Anthony Tsoukanas *First Award for this Program PMI Educational Foundation Robert J. PE Diane S Hayes.pmi. Ph.D. Master of Science Candidate. www. Nova Southeastern University. lnformation Technology School of lnformation Technology and Engineering George Mason University. Valerie Lynne Herzog.. CANADA "Trust Building on Corporate Collaboration" Sponsor: Dr. George Jergeas Wendy E. Washington. Dewan. Lauderdale. Ottawa. Washington. CANADA 'Automated Cost Estimating System Using Neural Networks" Sponsor: Osama Moselhi. DC 2000-2001 PMI Educational Foundation Wilson-Zells Academic Grant Recipients 1999-2000 Connie L. Project Management Program The University of Calgary. Alberta. DC Sunil K. Masters Candidate. Yourzak Scholarship Recipients 1999-2000 Jiwan Giri. Stewart. Project Management Program. Ontario. Quebec. Ph. School of Business and Public Management The George Washington University. CANADA "Balanced Scorecard for Project" Sponsor: Prof.Appendix D . Calgary.

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and Associates. Inc. de C. Inc. LLC e-Training at ESI International m EDS/Center for Industry Learning (CIL) EpicEdge The PMI Project Management Fact Book . Atlantic Management Center. Baker Barnes Associates.A. Center for Project Excellence CITI Limited Corporate Project Management Group Davis & Dean. Inc. (BPMI) Bay 3000 Consulting Boston University Corporate Ed. Cntr. S. Inc. Bates Project Management. Inc.Appendix E PMI Registered Education Providers PMI Charter Providers Advanced Management Services. Asean Project Manager's Cntr. Inc. Hillyard. CADENCE Management Corporation H Capitol View Consulting. of Exc.K H Dexheimer. Delta Integracion Corporativa.

B Management Worlds. Proj.com kaa Project Management Group. %aInnovators International. B! 188 128 The PMI Project Management Fact Book . Pittsburgh Project Management Cntr. Inc. B! PSM Consulting Services t Ruggles & Associates. Inc. r SmartForce. Limited B EI. Inc. Inc. I Kimmons-Asaro Group Ltd. York University Div. Inc. a International Institute for Learning. r Paradigm Management Incorporated rn PC1 Global.. Inc. Mgt. Inc. a PM Solutions. Inc. College kaa PMCC. m PrimeLearning. i % ta Schulich School of Business. Inc. Inc. Inc. Ltd. Inc.C. Inc.PMI Registered Education Providers ESI International EXP Consulting. a PM Advisors. Learning. Ltd.Group. aw Lawrence Technological University CEPD m Management Concepts. B MartinTate sr NETg m Paradigm Learning. a Project Management Leadership Group aw Project Management Prof. Inc. of Executive Development sls Skillsoft. B! Interpro ADF Corporation kaa ISIM University B! J. Inc. a Project Management Services.J. Glatt & Associates a Keane. aw Project Mentors.Appendix E . B! Fissure Corporation I Franklin-Covey Company m Global Project Management Group I IBM Learning Services a INFINITA S. Inc.

Inc. Ltd. m Element K m Enterprise Project Management. r Systemation r University of California. Ltd. Inc. La Plata Campus r Colorado State University Denver Center Compliance Automation. Inc. a University of Wisconsin-Madison n Westney Project Services. Inc. PMI Global Providers r AB&Partners r Action for Results. r Holland & Davis. n Hampton Group. University of Limerick Center for Project Management m Center for Systems Management r Cheetah Learning LLC n City University r College of Southern MD. n Ericsson Project Management Institute Emoteam SPA. Inc. r Future Engineering a Georgia Institute of Technology-College of ComputingContinuing Education r Global Knowledge (UK). m AlphaNet Solutions.PMI Registered Education Providers n SPMgroup. r Humphreys & Associates. Strategic Management Group. 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. Ltd. n Infotech Management r Integrated Management Systems r Integrated Strategies. Irvine Ext. Inc.Appendix E . Incorporated The PMI Project Management Fact Book 129 . Inc.

Inc. Inc. Inc. r PDI International. PVI QA Training R3D Information and Technology.P Jain Institute of Management & Research STI. Inc. S. Project Masters. Polar Bear Software Corporation Praxis Management International. Campus Monterrey-CSIM TECHNOLOGIA Technology Management Associates TeraQuest Metrics. ~rPanurgem PTY LTD. Limited rr Learning Tree International ~r MbpNet r Moore. Inc. Ltd. Couture. Ltd. Inc. Tercon. ra Key Skills.Appendix E -PMI Registered Education Providers m Istud SPA r Kepner-Tregoe. Inc.V Soft Tech Development. Productivity Partners. De C. Inc. Inc. Inc. Tecnologico de Monterrey. L C L Priority Management Procept Associates. Inc. s Perot Systems Corporation r r r r r RI RI r RI m r ra r rr r r III r III rr ra r r m m Pinnacleone PM Concepts. S. & Associates. SKOPE. The CBT Workshop 130 The PMI Project Management Fact Book . Skills Transfer International Stonebridge Technologies.A. Project Management Resources Project Management Technologies. SOMOS Consulting Group. RMC Project Management Robbins-Gioia. Siemens Business Services (SBS) Management Consulting and Training Skills for You. Inc. Inc. Inc.

m Dale L. of Business & Management m University of Management and Technology University of Maryland. I I Compaq Computer Corporation I i Computer Sciences Corporation s RI Computer Systems Professionals u Coretech Consulting Group. PMI Basic and Corporate Providers r ABB Support AB ACM-Administrative Controls. PLC RI The University of Texas at Dallas. Inc. RI Canadian Institute of Computer Technology Child Care Council of Greater Houston. PMP The PMI Project Management Fact Book 131 . Executive Education Program Tiba Managementberatung GmbH Twin Star Consulting Co. Stewart. Inc. r AT&T r Babcock Borsig A G rr Baldwin-Wallace College.V m Analytic Project Management And Proje Yonetime. Inc. Management. Alpha Consultoria De Proyectos. The Gannt Group The Projects Group.Appendix E . e Art of Consulting. Ltd. De C.PMI Registered Education Providers The Federal Marketing Group. Executive Development Center Cabinet Conseil Developpement (CCDI). University of CA.J.A. Institute for Learning m Beijing Modem Management Technology Exchange Bentley College Blakemore Consulting m Bryant College. Zervigon International. Inc. S. Center for Professional Management Bank of Montreal. Inc. A.Dept. Berkeley Extension. Iieltisim Hizmetleri V Ticaret A. Clark School of Engineering n University of NE Partnerships Pty Ltd. Ltd.S.

& Perf.Appendix E . Ray McDermott Middle East. Faculty of Cont. PM. LLC ws Fleet CCS 481 Grupo A&C 481 Gulfstream Organizational Learning & Development na Heron Bay Group B Huson Bay Consulting a Individual Software. Inc. LLC M a DMR Consulting Group. iak! Management Solutions m Management Solutions Group. PA Ethier Associates a Federal Publications Seminars. (JRMMEI) ea Lee & Mac Consulting 481 Lucent Technologies Lng. rn INTouch International a Institute for International Research a Instituto de Direccion de Proyectos m Interconnection of Somerset. Inc. Systems and Training ac Ethicon Endo-Surgery. 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. Cntr. Consultoria em Qualidade. ~rs! IQPC ws JFGP J. Education & Extension ~i 132 The PMI Project Management Fact Book . Gestao e Technologias de Informacao. a Dinsmore Associates B D Consulting Group.A. Inc. Inc. S. a Durham College & University Centre QI E3 Project Management QI Egyptian Project Management Consultancy (EPM) B Escala.PMI Registered Education Providers rn David Francis Dinamo. Inc. Inc.

Prosys Bangun Nusantara. PlanTech. Ltd. Omega Management Education Group Ortho-Clinical Diagnostics Patrick Engineering Performance Knowledge. Inc. Inc. Perryman Group. State of California Project Assistants. Poliedra-Politecnico di Milano/Emoteam Pritchard Management Associates Procurement Division. Inc. LLC Performance Management Associates.) Niagara College of Applied Arts & Technology Oak Associates. Inc. Ltd. Inc. Project Solutions of Rochester.com The PMI Project Management Fact Book 133 . State of Oregon Technical Education Program Syntel. Project Management Associates. Inc. Inc. Inc. Sabcons Project Management Consultants San Jose State University Professional Development Software Quality Institute. Pfizer. Inc. Inc. PM Preview Corporation PMSOFT Korea.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. Dept. Technicalprojects. University of Texas at Austin Solutions Network. PT Prosys Bangun Persada RCC Consultants Renaissance Worldwide. Roadway Express. Inc. of General Services. Inc. PGCC Technologie/Q-LABS FRANCE Phillips Petroleum Company PILAT Technologies International.Appendix E .

UCSD Extension University Extension.S.Appendix E . Inc. LLC. West Center for Program Mgt. Wang Global-Wang Government Services Watermark Technical Services. University of CA-Davis URS Corporation Vencor. Inc. The Dayton Group.PMI Registered Education Providers m TechLink Training. Inc. PMI Association Providers m The Engineering Advancement Association of Japan (ENAA) Korean Institute of Project Management & Technology (PROW PMI Component Providers B PMI Alamo Chapter 111 rrt B m R R m R m rr 111 PMI Austin Chapter PMI Automotive SIG PMI Baltimore Chapter PMI Baton Rouge Chapter PMI Brasilia (Potential) Chapter PMI Central Alabama Chapter PMI Central Indiana Chapter PMI Central Illinois Chapter PMI Central Iowa Chapter PMI Central Ohio Chapter PMI Central Virginia Chapter PMI Champlain Valley Chapter PMI College of Performance Management (CPM) 134 The PMI Project Management Fact Book . (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. Xerox Connect. Winning Ways Management.

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.Appendix E . 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 .PMI Registered Education Providers ' D PMI Copenhagen. PQ Chapter PMI Los Angeles Chapter PMI Malaysia Chapter PMI Marketing & Sales SIG PMI Mass Bay Chapter PMI Melbourne Chapter PMI Metro/ St.

Saskatchewan Chapter PMI Retail SIG la PMI Rio Grande Chapter R PMI Risk Management SIG R PMI Sacramento Chapter R PMI San Diego Chapter R PMI San Francisco Bay Area Chapter s PMI Santiago Chapter rr PMI Savannah River Chapter PMI Silicon Valley Chapter ~rPMI South Florida Chapter R PMI Southern Ontario Chapter PMI Southwest Ohio Chapter PMI Suncoast Chapter r PMI Tampa Bay Chapter PMI Tokyo.Appendix E .PMI Registered Education Providers r PMI Montreal Chapter m PMI Moscow Chapter r PMI Munich Chapter r PMI New Jersey Chapter m PMI New York City Chapter PMI New Zealand Chapter a PMI North Carolina Chapter r PMI Northeast Florida Chapter a PMI Northeast Indiana Chapter r PMI Northern Utah Chapter PMI Northwest Ohio Chapter PMI Nova Scotia Chapter R PMI Orange County Chapter r PMI Ottawa Valley Outaouais. Japan 136 The PMI Project Management Fact Book . 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 -PMI Registered Education Providers a PMI United Kingdom Chapter I PMI Upstate New York Chapter I a PMI Venezuela Chapter ar PMI Washington. DC Chapter ar PMI West Coast. BC Chapter lar PMI Western Idaho Chapter rar PMI Western Michigan Chapter M PMI Wichita Chapter I PMI Williamette Valley Chapter I (PMI Education Department 2001) The PMI Project Management Fact Book 137 .

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or an appearance of impropriety. Upon a reasonable and clear factual basis. owners. responsibility to report possible violations of the PMP Code of Professional Conduct by individuals in the field of project management. answer sheets. 2. Responsibility to provide accurate and truthful representations concerning all information directly or indirectly related to all aspects of the PMI Certification Program. customers. or contractors. significant circumstances that could be construed as a conflict of interest. including and not limited to the following: examination applications.Appendix F PMP Code of Professional Conduct As a PMI" Project Management Professional (PMP"). I agree to support and adhere to the responsibilities described in the PMP Code of Conduct. and professional development program reporting forms. Responsibilities to the Profession A. The PMI Project Management Fact Book 139 . test item banks. 3. Responsibility to disclose to clients. I. examinations. Compliance with all Organizational Rules and Policies 1. 4. Responsibility to cooperate with PMI concerning ethics violations and the collection of related information. candidate information.

Responsibility to comply with laws. Responsibility to provide accurate. experience. 2. Experience. or influence/interfere with professional judgments. and Performance of Professional Services 1. and in the preparation of estimates concerning costs. B. Responsibility to maintain and satisfy the scope and objectives of professional services.Appendix F -PMP Code of Professional Conduct B. Responsibility to support and disseminate the PMP Code of Professional Conduct to other PMI certificants. Responsibility to ensure that a conflict of interest does not compromise legitimate interests of a client or customer. Advancement of the Profession 1. unless otherwise directed by the customer. and expected results. truthful advertising and representations concerning qualifications. C. public statements. truthful. Responsibility to maintain and respect the confidentiality of sensitive information obtained in the course of professional activities or otherwise where a clear obligation exists. and to otherwise act in an accurate. Conflict of Interest Situations and Other Prohibited Professional Conduct 1. II. including all activities related to professional work and research. CandidatelcertificantProfessional Practice 1. and performance of services. Responsibilities to Customers and the Public A. regulations. Responsibility to recognize and respect intellectual property developed or owned by others. 2. 140 The PMI Project Management Fact Book . and ethical standards governing professional practice in the state/province and/or country when providing project management services. 2. 3. and complete manner. Qualifications. Responsibility to provide accurate and truthful representations to the public in advertising. services.

PMP Code of Professional Conduct 2. Responsibility to refrain from offering or accepting inappropriate payments. or other forms of compensation for personal gain. unless in conformity with applicable laws or customs of the country where project management services are being provided. gifts.Appendix F. The PMI Project Management Fact Book 141 .

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It may not be comprehensive. Department of Civil Engineering University of Western Sydney.Appendix G Project Management Degree Programs Following is a listing representative of many of the institutions of higher learning that offer undergraduate and graduate degree programs in project management. Bachelor's Degree Programs l i Leeds Metropolitan University ~sr University of Northumbria at Newcastle B University of Phoenix m University of Sydney. 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.

Project Management Degree Programs Colorado Technical University n Curtin University of Technology School of Architecture.School of Professional Studies Royal Melbourne Institute of Technology University (RMIT) South Bank University Stevens Institute of Technology.Robert R. The Golden Gate University Henley Management College ISGI .International Business Project Management Universite du QuCbec A MontrCal . 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 .Appendix G . Construction and Planning s Denver Technical College rn George Washington University School of Business and Public ar ra ra IM rn s rn I n n la arr n ra ar rs ar n s IM rn ra la a Management.Ecole des Sciences de la Gestion UniversitC du QuCbec A Rimouski UniversitC du QuCbec A Trois-Rivieres UniversitC du QuCbec en Abitibi-Temiscamingue University of Aberdeen University of Bradford Faculty of Social Sciences and Humainites Development & Project Planning University of Calgary Department of Civil Engineering University of Derby.Wesley J.Lille Graduate School of Management Keller Graduate School of Management YUniversitC des Sciences et Technologies de Lille. Fac of Apl Sci. McCormick School of Engineering & Applied Science Regis University . Howe School of Technology Management Texas A&M University Unitec Institute of Technology UniversitC du QuCbec A Chicoutimi UniversitC du Quebec A Hull . Les Instituts #Administration des Entreprises Lancaster University Department of Engineering: Electronic & Mechanical Engineering.

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.Platteville ast Victoria University Faculty of Engineering & Science sl Western Carolina University Doctoral Degree Programs ast rn ata r ar a aa a! Stevens Institute of Technology . Nepean School of Management sr University of Wisconsin . Clark School of Engineering University of Portsmouth Centre of Project and Quality Management University of Sydney Department of Civil Engineering University of Texas at Austin University of Western Sydney. A.J. May 2001) The PMI Project Management Fact Book 145 . A.J.Appendix G . Howe School of Technology Management University of Aberdeen University of Calgary Department of Civil Engineering University of Maryland. 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.Wesley J. Nepean School of Management (PMI Research Department.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.

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Texas Philadelphia. Georgia 9-10 October 22-24 October 14-16 October 18-21 October 22-24 October 18. Illinois Los Angeles. California Montreal. Missouri Houston.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. Pennsylvania Toronto. DC San Francisco.Appendix H PMI Annual Seminars & Symposium Sites and Dates 1969-2000 Atlanta. Quebec (Canada) Chicago. Pennsylvania Denver. Ontario (Canada) Washington. Wisconsin San Francisco. Massachusetts Toronto. California Atlanta. Georgia Phoenix. California Atlanta. Georgia St. Quebec (Canada) Milwaukee. Arizona Boston. Texas Philadelphia.21 September 7-11 October 147 The PMI Project Management Fact Book . Ontario (Canada) Houston. Louis. Colorado Montreal.21 September 19-22 October 6-8 October 23-26 October 8.

Appendix H - PMI Annual Seminars &SymposiumSites and Dates 1969-2000

Calgary, AB (Canada) Dallas, Texas Pittsburgh, Pennsylvania San Diego, California Vancouver, BC (Canada) New Orleans, Louisiana Boston, Massachusetts Chicago, Illinois Long Beach, California Philadelphia, Pennsylvania Houston, Texas

13-17 October 28 September-2 October 17-24 September 1-6 October 14-20 October 13-19 October 4-10 October 2 6 September-:! October 9-15 October 10-16 October 7-16 September

(The PMIProject Management Fact Book 1999; 2000 in Review 2001,ll)

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Appendix I
Countries with PMI Members as of 3 1 December 2000
r Algeria
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
R
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The PMI Project Management Fact Book

Appendix I -Countries with PMI Members as of 3 1 December 2 0 0 0

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w

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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

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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)

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P. RFP SOW TQM WBS Certificate of Added Qualification Eamed Value Eamed Value Management Organizational Breakdown Structure Program Evaluation and Review Technique Project Management or Project Manager Project Management Body of Knowledge Project Management Institute Project Management Professional Quality Assurance Quality Control Registered Education Provider Request for Proposal Statement of Work Total Quality Management Work Breakdown Structure Definitions Body of Knowledge (PMBOP Guide) These definitions were selected fromA Guide to the R o j e c t Management .Glossary This glossary contains some of the acronyms and definitions that are most commonly used in project management.E. This glossary also contains most of the acronyms used in the text of this publication.2000 Edition.2000 Edition. 151 The PMI Project Management Fact Book . A more complete list of both can be found in A Guide to the Project Management Body of Knowledge (PMBOKm Guide) . Acronyms CAQ" EV EVM OBS PERT PM PMBOR PMI" PMP QA QC R.

Activity. In a deterministic model. or item that must be produced to complete a project or part of a project. and expected resource requirements. government versus commercial). Earned Value (EV). or an activity). 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. Bar Chart. schedule baseline. It incorporates probabilities or risks and the costs or rewards of each logical path of events and future decisions. Late dates are calculated by means of a backward pass. performance measurement baseline). which is a deliverable that is subject to approval by the project sponsor or customer. Usually used with a modifier (e. Often used more narrowly in reference to an external deliverable. Baseline.g. a brainstorming session is structured so that each participant's ideas are recorded for later analysis. An element of work performed during the course of a project. often zero. A contract is a mutually binding agreement that obligates the seller to provide the specified product and obligates the buyer to pay for it. A category of projects that have common elements not present in all projects. verifiable outcome. Activities can be subdivided into tasks. internal versus external. a work package. the critical path is usually defined as those activities with float less than or equal to a specified value. A general creativity technique that can be used to identify risks using a group of team members or subject-matter experts. starting from a specified completion date (usually the forward pass' calculated project early finish date). The physical work accomplished plus the authorized budget for this work. Contracts generally fall into one of three broad categories: fixed-price or lump-sum contracts.. See critical path method.g. Also called a Gantt chart. Early dates are calculated by means of a forward pass. A method for integrating scope. Critical Path. by similar technologies or industry sectors) or the type of customer (e. and activity durations are shown as dateplaced horizontal bars. result.e. The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. Previously called the budgeted cost of work performed (BCWP) for an activity or group of activities. using a specified start date. A tool of the risk identification process. and resources. 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). The original approved plan (for a project. Application areas often overlap. Typically. Deliverable... Charter. Critical Path Method (CPM). and for measuring project performance. 152 The PMI Project Management Fact Book . cost baseline. It is the longest path through the project. activities or other project elements are listed down the left side of the chart. See project charter. schedule. dates are shown across the top. Application Area. An activity normally has an expected duration. Earned Value Management (EVM). Contract. A graphic display of schedule-related information. 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). Decision tree analysis. cost-reimbursable contracts or time and material contracts. an expected cost. The series of activities that determines the duration of the project. Application areas are usually defined in terms of either the product of the project (i. In the typical bar chart. tangible. Brainstorming. Any measurable. plus or minus approved scope changes.

Mathematical Analysis. late. Usually qualified by one of the following: actual. planned. analysis. Milestone. and definitive estimate in engineering and construction projects). Graphical Evaluation and Review Technique (GERT). Coordinating changes across the entire project. Monitoring. marketing.g. and others). A manager responsible for activities in a specialized department or function (e. A significant event in the project. Line Manager.Glossary Estimate. Float. Also considered a project record. feasibility). manufacturing. Matrix Organization. and can change as the project progresses and changes are made to the project plan. Functional Organization. A point in time associated with an activity's completion. Usually used with a modifier (e. preliminary. Initiation. See also master schedule. further divided into mechanical. Also called slack.g. marketing). and accounting at the top level. electrical.. conceptual. scheduled. 1 The manager of any group that actually makes a product or per) forms a service.g. early. Float is a mathematical calculation..g. A summary-level schedule that identifies the major milestones. Master Schedule. An organization structure in which staff are grouped hierarchically by specialty (e. ?x percent). target. some activities may not be performed). A technique that performs a project simulation many times to calculate a distribution of likely results. usually as compared to plan.. Lessons Learned. estimated. or current. operating.. Some application areas have specific modifiers that imply particular accuracy ranges (e. Gantt Chart. Fast Racking. engineering. See also milestone schedule. Monte Carlo Analysis. The concept of including acquisition. The learning gained from the process of performing the project. Authorizingthe project or phase. 2) A functional manager. A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (i. 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. Compressing the project schedule by overlapping activities that would normally be done in sequence. total float. See network analysis. and disposal costs when evaluating various alternatives. production. Functional Manager. order-of-magnitude estimate. Milestone Schedule. such as design and construction. Integrated Change Control. and path float. See bar chart. A summary-level schedule that identifies the major activities and key milestones. usually completion of a major deliverable. The amount of time that an activity may be delayed from its early start without delaying the project finish date. Usually applied to project costs and durations and should always include some indication of accuracy (e. Lessons learned may be identified at any point.g. An assessment of the likely quantitative result.e. The capture.. The PMI Project Management Fact Book 153 . and reporting of project performance. Finish Date. with engineering. baseline. budget estimate.. engineering. Life-Cycle Costing.

A depiction of the project organization arranged so as to relate work packages to organizational units. and integrated change control. staff acquisition. A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated. The term is commonly used to refer to a project network diagram. Project Communications Management. Program Evaluation and Review Technique (PERT).Glossary Network Analysis. It consists of organizational planning. Organizational Breakdown Structure (OBS). The process of identifying early and late start and finish dates for the uncompleted portions of project activities. and cost control. A subset of project management that includes the processes required to make the most effective use of the people involved with the project. Pareto Diagram. performance reporting. cost budgeting. and administrative closure. Project Charter. Project. and most likely duration estimates. See estimate. Project Human Resource Management. Program. And it provides the project manager with the authority to apply organizational resources to project activities. An event-oriented network analysis technique used to estimate program duration when there is uncertainty in the individual activity duration estimates. A subset of project management that includes the processes required to ensure timely and appropriate generation. A histogram. collection and dissemination. Project IntegrationManagement. and graphical evaluation and review technique. Phase. pessimistic. or result. Percent Complete (PC). A document issued by senior management that formally authorizes the existence of a project. It consists of communications planning. See also critical path method. and team development. of the amount of work that has been completed on an activity or a group of activities. A temporaly endeavor undertaken to create a unique product. It consists of resource planning. Order-of-Magnitude Estimate. ordered by frequency of occurrence. 154 The PMI Project Management Fact Book . A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. program evaluation and review technique. Product Scope. See program evaluation and review technique for the traditional definition of PERT. Also known as the Method of Moments Analysis. A group of related projects managed in a coordinated way. information distribution. Programs usually include an element of ongoing work. See project phase. service. It consists of project plan development. PERT applies the critical path method using durations that are computed by a weighted average of optimistic. expressed as a percent. project plan execution. PERT Chart. that shows how many results were generated by each identified cause. storage and ultimate disposition of project information. An approved plan against which deviations are compared for management control. The features and functions that characterize a product or service. Performance Measurement Baseline. Project Cost Management. PERT computes the standard deviation of the completion date from those of the path's activity durations. cost estimating. An estimate.

and risk monitoring and control. and contract c~oseout. Project Management Team. Project Plan. The primary uses of the project plan are to document planning assumptions and decisions. Project Scope. The work that must be done to deliver a product with the specified features and functions. solicitation planning. skills. Always drawn from left to right to reflect project chronology. On some smaller projects. approved document used to guide both project execution and project control. risk identification. facilitate communication among stakeholders. analyzing.Project Life Cycle. and document approved scope. The PMI Project Management Fact Book 155 . It includes the processes of risk management planning. A project plan may be summarized or detailed. Project Management (PM). A collection of logically related project activities. It consists of quality planning. Project Management Professional (PMP"). Any schematic display of the logical relationships of project activities. traditional practices that are widely applied. medicine. and accounting-the body of knowledge rests with the practitioners and academics that apply and advance it. An individual certified as such by the Project Management Institute (PMI). usually culminating in the completion of a major deliverable. The members of the project team who are directly involved in project management activities. quantitative risk analysis. solicitation. risk response planning. The application of knowledge. tools. quality assurance. and techniques to project activities to meet the project requirements. A class of computer applications specifically designed to aid with planning and controlling project costs and schedules. Project Manager (PM). The planned dates for performing activities and the planned dates for meeting milestones. proven.An inclusive term that describes the sum of knowledge within the profession of project 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. source selection. and responding to project risk. and schedule baselines. It includes maximizingthe probability and consequences of positive events and minimizingthe probability and consequences of events adverse to project objectives. Project Management Software. the project management team may include virtually all of the project team members. A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. Project Phase.~ Project QualityManagement. Often referred to as a PERT chart. A formal. Project Network Diagram. Project Management Body of Knowledge (PMBOKm). qualitative risk analysis. It consists of procurement planning. Risk management is the systematic process of identifying. A subset of project management that includes the processes required to acquire goods and services to attain project scope from outside the performing organization. cost. and quality control. as well The PMBOKmincludes as innovative and advanced ones that have seen more limited use. Project Schedule. Project Procurement Management. As with other professions--such as law. The individual responsible for managing a project. contract administration. Project Risk Management.

Total Quality Management (TQM). Statement of Work (SOW). when that deliverable may be assigned to another project manager to plan and execute. A subset of project management that includes the processes required to ensure timely completion of the project. See project scope and product scope. it may have a narrower or more specific meaning. Project Team Members. Team Members.Glossary Project Scope Management. Quality Control (QC). Task. Scope Change Control. scope definition. Schedule Control. A subset of project management that includes the processes required to ensure that the project includes all of the work required. They may also exert influence over the project and its results. QualityAssurance (QA). This may be accomplished through the use of a subproject where the work package may be further decomposed into activities. A narrative description of products or services to be supplied under contract. 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. Each descendinglevel represents an increasingly detailed definition of the project work. The people who report either directly or indirectly to the project manager. Projectized Organization. lowest level of effort on a project. to complete the project successfully. or whose interests may be positively or negatively affected as a result of project execution or project completion. A deliverable at the lowest level of the work breakdown structure. Scope. See project team members. 2) The organizational unit that is assigned responsibility for quality assurance. It consists of activity definition. activity duration estimating. and only the work required. In some application areas. 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. scope planning. It consists of initiation. activity sequencing. A common approach to implementing a quality improvement program within an organization. Also. Project Time Management. Controlling changes to the project schedule. and schedule control. Request for Proposal (RFP). The sum of the products and setvices to be provided as a project. scope verification. but potentially could be a further decomposition of work by the individuals responsible for that work. A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Work Breakdown Structure (WBS). A type of bid document used to solicit proposals from prospective sellers of products or services. A generic term for work that is not included in the work breakdown structure. schedule development. Stakeholder. and scope change control. Work Package. 156 The PMI Project Management Fact Book . Individuals and organizations that are actively involved in the project. 2) The organizational unit that is assigned responsibility for quality control. Controlling changes to project scope. 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.

Wire Story (26 February). X-34 programs.Lost A Opportunity (5 February): 56. Reinventing Pharmaceutical Research and Development. World Bank Appoints International Advisory Group on the Chad-Cameroon Petroleum Project. Baker. Bud. PM Network (April): 32-34 Gugliotti. PMI 2000 International Project of the Year: The Trojan Reactor Vessel and Internals Removal Project. Site Closure Requires Sophisticated Planning Tools. PM Network (December): 19.4. 2000. 2001. Cost Engineering (1 January): 37.com (1 March). The American Heritage Dictionary. Lengthy Science Initiatives. Linda. Second College Edition. Space. Press Release (2 February). 2000. Jay 2001. Building Project Management Capability in Information Systems Organizations. 2001. Proving the Profits. 1 The PMl Project Management Fact Book 157 . 2000b. . Lawmakers Criticize Management of Costly. Kay M. Hotz. PMI Volunteer Leadership Roles. Virgil. Central Intelligence Agency. Bradley. 2000. Africa News Service. Public Performance & Management Review (September): 92-95. Carter. Over-Budget Laser Project Draws Anger from Congress. Internet Project Kosovo. 2001. Fleischer. Engineering News-Record. PMI Today (December): 1. PMI Today (August): 2. Robert Lee.I Accessible Information Africa News Service. Larry E 2001. 2001. William E 2001. 2001. Diplomat Hotel Project. Pharmaceutical Executive (February): 14-17. Directorate of Intelligence. Washington. Associated Press International. NASA Shuts Down X-33. Burdge. Leonard. The World Factbook 2000. Looking Ahead to 2005. DC: Central Intelligence Agency David. PM Network (January) : 28-29. Intense Scrutiny Will Accompany Mars Odyssey to the Red Planet. Holtzman. 1991.4. Recapping 2000. Dallas Morning News (26 November): 29A. 2000a. 2000.

Restructuring in the British Construction Indusny. Knutson. Newtown Square.pmi. Masyuki. Rob. and Chris Ivory. Kenneth M.2000.pmi.doc. B. 1999 International Project of the Year: Qatargas LNG Plant Project. Library of Congress Online Database. and Moyer. Newtown Square.l. XIII. Timothy J.faa.org.218. Posted on Federal Aviation Agency Website.Bibliography Ishikura.doc. A.172-173.225. PM Network (April): 13. A Guide to the Project Management Body of Knowledge .l. 4-6.175.org/goveming/policy/manual. Posted on http://www.184-185.htm. Lum. 52.18-21. Newtown Square. Salary Survey Goes Global. FAA (1 March). 2 0 0 0 .105-11. Gross Domestic Product by Indusny for 1997-99. and Akira Kadoyama.2000. 1999. 2 0 0 0 . . . 2001. CIO (December).182.30 Years of Project Management Excellence. Project Management Institute. The. PMI Code of Ethics as of 31 December 2000. 2001.pmi. PA: Project Management Institute. B. A. Newtown Square. PA: Project Management Institute.179-180. PA: Project Management Institution. Memorandum: Report on Fiscal Year 2000 Financial Statements. PMIFact Sheet (December).pmi. f Mead.pmi. PA: Project Management Institute. Bylaws.pmi. Miozzo. PM Network (December): 35-37. PA: Project Management Institute. as of 31 December 2000. PA: Project Management Institute. 2 0 0 0 . Forty Years of Project Management Research Trends. 2000. Newtown Square. . Bylaws. Newtown Square. 2000. 17-18. Levinson. Newtown Square.28. VI. 2000. Posted on www. 2000. S.203.189-91. A. 2000. .2. Posted on http://www. 1999. Marcela.gov. Posted on http://www. Kloppenborg. Posted on www. PA: Project Management Institute. Merideth. 2000.132. (December). The Money Pit.2000 Edition. 1999.2000 Edition. PMI Fact Sheet. 1997. Survey o Current Business (December): 80: 24-35.74.91.2. 2001.30.80. and Predictions. 212.59. . Newtown Square.3.. Technology Analysis & Strategic Management (December): 513-31. Project Management: A Proven Process for Success. . Nellenbach. and Howyi Nelson. 158 The PMI Project Management Fact Book . PMI Project Management Code of Professional Conduct. Joan. 74.9-10. www.228-229. Mens.org. 2000. PM Network (January): 35. 2000. Posted on http://www. PMIProject Management Salary Survey . Proceedings of PMI Research Conference: Project Management Research at the Turn of the Millennium 2000.org/membership/standards. (PMBOP Guide) .209. Joanita M. B. PA: Project Management Institute.org/goveming/policy/manual.43. 64. 2000. Interpretations. Sherlene K.24-25.org/certification/certprog/conductcode. Brian C.4. PM Network (January): 40. The Future of Project Management. Best Practices: Big Projects Succeed in a Small Town.

S. 2001. Posted on www. Moving Mountains to Deliver Magic. Melissa. Bureau of Labor Statistics.doc. 2001. The Standish Group. Reuters News Service (9 March). The Sydney Challenge. PMI Certification Handbook. D. 17. Schlichter. . Organizing for Project Management Maturity. 2001. 2001.org. PMI Today (February). Iran Official Slams Russia on Nuclear Plant Delays. MA: The Standish Group. . 1998. 2001. 2001. 2 0 0 1 . 2000. Posted on www. Winston. Newtown Square. PMI Today (November): 1. Potential Barriers on the Road to Professionalization.org. James R. Rebecca. 2001. .2001. Volunteer Leaders: What Do They Do? PMI Today (December): 2.pmi. Posted on http://www. Reflections on Y2K PM Network (July): 37-41.org. Carol A.C.: U. Brenda Paik. 2000.S. Washington. West Yarmouth.S. John. PMI Chapter Listing as of 31 December 2000. Project Office Start-Up. Department of Labor. PM Network (January): 59. Bulletin 2500. Washington. PA: Project Management Institute. and Pamela Buckle. Newtown Square. PM Network (February): 32. Thomas. 2000.pmi. U. Kam Jugdev. 9-15.S. 2000.org. and Nuclear Decommissioning Tabbed as "Projects of the Year" Winners. Cogen.1998 (March). Stephan. Projects@Work (January): 12-16. Workforce (September): 70-76.pmi. www. HereSmith. 2000-01 Edition. Reuters News Service. 2000. Mission Possible: Selling Project Management to Senior Executives. SCR.pmibookstore. 5-7. 2000. d e n . Census Bureau. Newtown Square. Power Engineering (December): 6. PA: Project Management Institute. U. 2001.61-62. D. Zwerman and Thomas. Modem Project Management: How Did We Get Where Do We Go? Project Management Journal (March): 28-29. Government Printing Office. Connie L. 2000.org/goveming/policy/manual. 2001. . The Chaos Report. Sunoo. PMI Today (February): 7. DC: U.2000 i n Review. . Singer. PM Network (April): 51. 2001. PM Network (April): 36-40 Snyder. Annual Capital Expenditures Sunrey. Census Bureau. The PMI Project Management Fact Book 159 . 3. OccupationaZ Outlook Handbook. Delisle. PMI at a Glance. Leveraging a Worldwide Project Team. Young. Ends Policies as of 31 December 2000. Douglas J. PA: Project Management Institute.pmi. 1987.www. PMI Membership Application (First Quarter).Bibliography 2001. 5. Janice. Countries with PMP Growth. PMI Today (March). .

PA: Project Management Institute. Newtown Square. ii. Project Management Institute Education Department. 2001. Newtown Square. 2001. Newtown Square. 2001. PA: Project Management Institute. Education Summary. PA: Project Management Institute. 2001. PA: Project Management Institute. PA: Project Management Institute. Components Summary. 2001. 2001. Project Management Institute Standards Department. Newtown Square. Project Management Institute Meetings & Conventions Department. Project Management Institute Certification Department. Newtown Square. 2001. PA: Project Management Institute. PA: Project Management Institute. 2001. Newtown Square. 11. . Newtown Square. . 25-28. Certification Summary. Specific Interest Groups and College Listing as of 31 December 2000. PA: Project Management Institute. 2001. Newtown Square. 2001. Standards Summary. Project Management Institute Worldwide Component Affairs Department. . Knowledge and Wisdom Summary. PMI Marketing Department. 2001. 2000. PA: Project Management Institute. PMI Certification Program Department. PA: Project Management Institute. PMI 2000 Needs Assessment. Newtown Square. Worldwide PMP Listing as of 3 1 December 2000. Project Management Institute Educational Foundation. Educational Foundation Summary. Project Management Institute Knowledge and Wisdom Center. PA: Project Management Institute. Research Summary. PMI Professional Awards Program as of 3 1 December 2000. 160 The PMI Project Management Fact Book . Worldwide PMP Examination Sites as of 31 December 2000. Annual Symposium Summary. Newtown Square. Newtown Square.Bibliography Internal PMI Documents and Communications Project Management Institute. 2001. Newtown Square. iv. Project Management Institute Research Department. PMI Certification Program Department. PA: Project Management Institute. PA: Project Management Institute. Worldwide Component Affairs Department. . Newtown Square.

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Newly added processes. and the chapter on risk management has been rewritten with six processes instead of four. techniques. supportive management primer for any "techie" invited to hop on the first rung of the corporate ladder. current members of the profession or those interested in joining it."-Library Journal ISBN: 1-880410-76-1 (paperback) . It's also an insightful guide for those who manage technical professionals. This is one publication you'll want to have for quick reference both at work and at home. An intriguing complement to more traditional IT management guides. 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. and project closure are added to Chapter 10 (Project Communications Management). and activity attributes are added to Chapter 6 (Project T i e Management). helpful "how to do it" sidebars. 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. with over 700. a skillful translation of general management theory and practice into tools. bonudovertime. researchers. Its purpose is to establish normative compensation and benefits data for the project man- Dobson. the treatment of earned value is expanded in three chapters. The PMZ Project Management Salary Survey . This is a witty. project management expert. hammer home fundamental principles.2000 Edition is a vital new research tool for managers and HR professionals looking to retain or recruit employees." He counsels those who prefer logical relationships to people skills and shows technical professionals how to successfully make the transition into management. including: progressive elaboration is given more emphasii. tools.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. It also contains normative data for a comprehensive list of benefits and an array of other relevant parameters. and action plans.000 copies in circulation worldwide. For example. the I d a g e between organizational strategy and project management is strengthened throughout. The study provides salary. and systems that technical professionals will understand and accept. reserve time. variance analysis. and project reports. this is suitable for all libraries. and techniquesare aligned with the five project management processes and nine knowledge areas. along with the hands-on advice. project presentations. "The exercises and case studies featured here. It includes self-assessment exercises. popular seminar leader. and academics. and personality theorist. This new edition incorporates numerous recommendations and changes to the 1996 edition. the role of the project office is acknowledged. estimating publicationsand earned value measurement are added to Chapter 7 (Project Cost Management). and deferred compensation information for specific job titles/positions within the project management profession. understands "promotion grief.

optimal decision policy. guarantee. and stochastic variance. administrators. 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. The Role Delineation Study is an excellent resource for educators. project turnarounds and crisis prevention. In addition to being used to establish the test specifications for the examination. Fleming and Joel M. He provides a history and description of all the components of modern project management. and teaching project management. helps project management professionals improve their decision-makingskills and integrate them into daily problem solving. writing about. The authors describe the earned value concept in a simple manner so that it can be applied to any project. initiating the project or planning the project). 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. Then his emphasis turns to crisis prevention. or infer success or failure by individuals in their project management career. make tough decisions under fire. including expected value. the value of information. ISBN: 1-880410-24-9 (papehack) Risk and Decision Analysis in Projects Second Edition John R. Schuyler Schuyler. address problems when they occur. Koppelman Now a classic treatment of the subject. a consultant in project risk and economic decision analysis. trainers. A role delineation study identifies a profession's major performance domains (e. . most easily understood project management book on the market today. who has spent thirty years practicing. ISBN: 1-880410-75-3 (paperback) Project Management Experience and Knowledge Self-Assessment Manual In 1999. and individuals interested in pursuing PMP certification. practitioners. and identifies the knowledge and skills that are required to complete the task. and prevent them from happening again. judgments and biases. The authors have mastered a unique "early-warning" signal of impending cost problems in time for the project manager to react. planning the project). The selfassessment rating should not be used to predict.s key concepts and techniques. ISBN: 1880410-27-3 (paperback) PM 101 According to the Olde Curmudgeon Francis M. of any size. examinations. It describes the tasks that are performed in each domain. Project managers will welcome this fresh translation of jargon into ordinary English. Former editor-in-chief for PMI". consultingon.g." The author. he explains and demysti6e. Each task has three components to it: what the task is. Earned Value Project Management. Second Edition may be the best-written.robabilistic techniques. Individuals may use all of these tools to enhance understanding and application of PM knowledge to satisfy personal and professional career objectives. Webster Jr.The Project Surgeon: A Troubleshooter's Guide to Business Crisis Management Boris Hornjak A veteran of business recovery. p. arm-around-the-shoulder approach. so you can free your best and brightest to focus on opportunities. Hornjak shares his "lessons learned" in this best practice primer for operational managers.. In this heavily illustrated second edition. PMIW completed a role delineation study for the Project Management Professional (PMP") Cemfication Examination. and how the task is completed. dispenses insider information to novice project managers with a friendly. PMI" completed a role delineation study for the Project Management Professional (PMP") Certification Examination. Monte Carlo simulation. why the task is performed. ISBN: 1-880410-28-1 (paperback) Project Management Professional (PMP) Role Delineation Study In 1999. or related activities. and in any industry. Each of the study's tasks is linked to a performance domain (e. instead of on troubleshooting problems. He writes with a dual purposefirst for the practical manager thrust into a crisis situation with a mission to turn things around. utility and multi-criteria decisions.. and ultimately break the failure/recovery cycle. the study describes the tasks (competencies) PMPs perform and the project management knowledge and skills PMPs use to complete each task. ISBN: 1-880410-29-X (paperback) Earned Value Project Management Second Edition Quentin W.g. Webster Jr. decision trees. modeling techniques. Francis M. refers to himself as "the olde curmudgeon.

then . from scope management to work breakdown structure to project network diagrams. 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. 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. Regenerative. whlle reducing or eliminating their weaknesses. and matrix organization. and Transitional. It is based on research and best practices. It is deceptively simple. simple and complex projects on which it has been tested. The book collects the experiences and wisdom of thousands of people and hundreds of projects. It says that you must first have a strong foundation in time management and priority setting. and details the basic knowledge and processes of project management. tempered by hard-won experience. SMART has saved significant time and money on the hundreds of large and small. and interdependent levels of project portfolios. project tracking. performance analysis. and collective agreement (consensus). Hartman has assembled a cohesive and balanced approach to highly effective project management. ISBN: 1-880410-79-6 (paperback) I The Project Sponsor Guide Neil Love and Joan Brant-Love Teaming for Quality H. 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. independent. behavioral science. cost analysis. and much more. and how they handle multiple projects. 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. Its philosophyto-practice approach will help people team in ways that promote exceptionally high levels of bonding. sponsors of a project. management theory and processes. how they perform time analysis. and cost reporting. He proposes the "Enterprize Organization" as a model that The Juggler's Guide to Managing Multiple Projects Michael S. 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. this new approach is Strategically Managed. projectized organization. His new book offers a stimulating synthesis of classical philosophy. It is also helpful reading for facilitators and project leaders. resource analysis. metaphysics. Called SMART". and leadership skills needed by project managers. Dobson This comprehensive book introduces and explains task-oriented. An excellent introduction for those interested in the profession themselves or in training others who are. 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.discusses the technical. The survey is a valuable tool to help narrow the field when selecting the best project management tools. The Project Sponsor Guide is intended for executives and middle managers who will be. and the degree to which their willingness to change depends on the moral philosophy of management. Hartrnan Don't Park Your Brain Outside is the thinking person's guide to extraordinary project performance. Shuster shows how personal work fulfillment and corporate goals can work in alignment. or are. Aligned. and two decades of personal teaming experience to explain how individuals can choose change for themselves. ISBN: 1-880410-55-9 (paperback) takes advantage of the strengths of the functional organization. particularly crossfunctional projects. administrative. charting. the root causes of their resistance to change. More than two hundred software tools are listed with comprehensive information on systems features. and reduces lessons learned to a simple format that can be applied immediately to your projects. individual creative expression (innovation).

question-andanswer study guide to learn more about the key themes and concepts presented in PMI's international standard. such as homemade tomato sauce for pasta. and tidbits of information provided with the recipes are interesting and humorous. social values. org . Serves as a tool for learning about the generally accepted knowledge and practices of the profession. It's a reference you'll want to keep close at hand.pmi. Inc. Ludin This guidebook is valuable for understanding project management and performing to quality standards.org or Shop at Our Online Bookstore at www. Also included are tips on handling such seemingly simple everyday tasks as how to say "No" and how to avoid telephone tag. Kliem and Irwin S. made from the bottom up. this guide to the future describes one hundred national and global trends and their implications for project management.. information technology. single dishes.pmibookstore. determine their resource requirements. and disintermediation to changing demography. As "management by projects" becomes more and more a recommended business practice worldwide. particularly those who like to cook! Practical. PMBOK" Guide. both as a recognized profession and as a general management tool.introduces the concept of Portfolio Management to timeline multiple projects. design. ISBN: 1-880410-21-4(paperback) Visit PMl's website at www. They are applied to the everyday task of cooking-from simple. and markets. the PMBOK" Guide becomes an essential source of information that should be on every manager's bookshelf. 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. ISBN: 1-880410-12-5 (paperback) ISBN: 1-880410-13-3 (hardcover) PMBOK Q&A Use this handy pocket-sized. 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. nanotechnology. The transition between cooking and project management discussions is smooth. to increasingly complex dishes or meals for groups that in turn require an understanding of more complex project management terms and techniques. 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. 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. It covers everything from knowbots. 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. 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. after which the 2000 Edition will be used. logically developed project management concepts are offered in easily understood terms in a lighthearted manner. 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. and handle emergencies.

New Resources for PMP@ Candidates The following publications are resources that certification candidates can use to gain information on project management theory. Mantel Jr. Wysocki. Danielle Walker. Fourth Edition by Jack R. 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. Program Risk Management Project 6 Editor by R. Jeffrey W. PMP Resource Package Doing Business Internationally: The Guide to Cross-Cultural Success by Terence Brake. Trailer ISBN: 1-880410-49-4 (paperback) The Wltual Edge Margery Mayer ISBN: 1-880410-16-8 (paperback) . and Carl Phillips Human Resource Skills for the Project Manager by Vijay K. et al. Scheduling. Sackman ISBN: 1-880410-03-6 (paperback) Annotated Bibliography of Project and Team Management David I. and Thomas Walker Earned Value Project Management. et al. Gary Rafe. Manage. Cleland. Nigel J. Jeffrey Mosher ISBN: 1-880410-47-8 (paperback) ISBN: 1-880410-57-5 (CD-ROM) Leadership Skills for Project Managem Editors' Choice Series Edited by Jeffrey K. Koppelman ' Effective Project Management: How to Plan. Max W~deman. Jeffrey Trailer. Davidson Frame Principles of Project Management by John Adams.2000 Edition by the Project Management Institute Global Literacies: Lessons on Business Leadership and National Cultures by Robert Rosen (Editor). Pinto. Project Management: A Systems Approach to Planning. Todd Palmer. and Deliver Projects on Time and Within Budget by Robert K. Project Management Experience and Knowledge Self-Assessment Manual by Project Management Institute Project Management: A Managerial Approach. Michele Govekar ISBN: 1-880410-10-9 (paperback) Achieving the Promise of Information Technolorn Ralph B. techniques. Pinto. Seventh Edition by Harold Kerzner Also Available from PMI Project Management for Managers Mihaly Gorog. Second Edition by Quentin X Fleming and Joel M. and procedures.Patricia Digh. Meredith and Samuel J. principles. A Guide to the Project Management Body of Knowledge (PMBOKe Guide) . Verma The New Project Management by J. Peg Thorns. and Controlling.

741. All rights reserved. Pinto ISBN: 1-880410-43-5(paperback) Project Management Casebook Edited by David I. Volume One Vijay K. 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. Facilitator's Manual Set (3-ring binder) ISBN: 1-880410-80-X. ISBN: 1-880410-46-X (paperback) Power & Politics in Project Management Jeffrey K.0609 Email: pmiorders@abdintl. and "PMI Today" are trademarks redsteredin the United States and other nations. Bursic. Pennsylvania 15143-1020 USA 02001 Project Management Institute. Ireland ISBN: 1-880410-11-7 (paperback) Organizing Projects for Success Human Aspects of Project Management Series. and "Project Management Journal" and "Bulldingprofessionalismin project management.com Mail: PMI Publications Fulfillment Center. '"PMI"and the PMI logo are service and trademarksregistered in the Unlted States and other nations. Instructor's Manual Edited by David I. Verrna ISBN: 1-880410-40-0 (paperback) Project & Program Risk Management Edited by R. Max Widernan ISBN: 1-880410-06-0 (paperback) Human Resource Skills for the Project Manager Human Aspects of Project Management Series.6206 Fax: +412. "PMP" and the PMP logo are certification marks registered in tne Untted States and Other nations. Yaroslav Vlasak ISBN: 1-880410-18-4 (paperback) Project Management in Russia Vlad~mir Voropajev I. Inc. Richard Puerzer. . 'PMBOK". Participants' Manual Set.org Book Ordering Information Phone: +412. Karen M. Karen M. Bursic. Volume Two Vijay K. Sewickley.pmibookstore. Volume Three Vijay K. Verma (paperback) ISBN: 1-880410-42-7 Value Management Practice Michel Thiry ISBN: 1-880410-14-1(paperback) Order online at www. "PM Network".741. A. Yaroslav Vlasak ISBN: 1-880410-45-1 (paperback) Best Practices of Project Management Groups in Large Functional Organizations Frank Toney. (paperback) Managing the Project Team Human Aspects of Project Management Series. PO Box 1020. Inc. Richard Puelzer. Cleland. Cleland. A. Ray Powers ISBN: 1-880410-05-2 (paperback) Project Management Casebook.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 . ISBN: 1-880410-30-3 (paperback) Quality Management for Projects & Programs Lewls R. 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." are trademarks of the Project Management Institute. Max Wideman ISBN: 1-880410-01-X(paperback) Principles of Project Management John Adams et al.

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