1. 2. Introduction to PM Kanabar/warburton
Overview of project management and
how it fits with programs, portfolios, organizations and operations.
2. Introduction to PM
Kanabar/warburton

2. Objectives
Introduce terms: project, program, operation, sub-project and portfolio
Identify industry trends fueling the demand for project management skills
Identify responsibilities, roles, and skills required of project managers
Identify project phases and life cycles
Explain how the five process groups and nine knowledge areas of project management can be organized into five groups

3. Philosophy “There are no dumb questions” “Opinions welcome”
“Backed up by data”
“Question everything”

4. Philosophy
See one
Do one
Teach one

5. Then you go back to the office!
You take some training
Small groups of 3 - 5
Then you go back to the office! 5

6. Introduction to The Project Management Institute
PMI
Introduction to
The Project Management Institute

7. Growth in Market for Project Management & PM Education
15 May 2006
Boston University
USA
John H. Cable, RA, PMP
Director, Project Management Program
A. James Clark School of Engineering
Chairman, GAC Board

8. Outline Growth in interest in Project Management
Growth in PM education
Global Accreditation Center
Discussion

9. GROWTH 220,000? 5 The Kitchen Years 1969
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs 5
1969

10. GROWTH Another key factor emerged in the late 80s
Inexpensive, easy to use, and powerful computers
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

11. GROWTH THE INTERNET Then something entirely new happened…
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

12. GROWTH 1996 PMBOK® Guide coincides with uptake of the Internet
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

13. GROWTH Growth of the PMP had a slightly different trigger… 180,000
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs
10,000

14. GROWTH
Growth was further accelerated in the late 90s by a little something called… Y 2 K
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

15. And some other stuff… GROWTH Emergence of the Chinese Economy
Global Outsourcing
Multinational Teams
Global Communications
Globalization
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

16. PMI estimates 16.5 million project managers worldwide
GROWTH
So…when will this end?
PMI estimates million project managers worldwide
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

17. GROWTH Theory of Diffusion of Innovation 16.5 Million Laggards
Late Majority
Theory of Diffusion of Innovation
Everett Rogers
8.25 Million
Early Majority
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs
Early Adopters
2.64 Million
0.41 Million
Innovators

18. % PMI Members
% PMPs
72%
61% 9%
15%
27% 4% 3%

19. Discussion PM is the hottest topic in Education BU is in the lead
PM Credentials are worth $$$$
PMI Certification (PMBOK)
Project Management Professional (PMP)
pmi.org

20. PMP Certification

21. Have to be successful every time!
Project Managers
Have to be successful every time!

22. The Fundamental Tension
Project Manager (PM)
Controls the $$$$$
Interfaces to the Customer
Responsible for milestones, deliverables,
& schedule
Technical Director (TD) Responsible for the product

23. The Fundamental Tension
There is always a PM and a TD (you just have to look)
Clues:
Who has what power?
Who whines?

24. The Fundamental Tension
Construction Project:
Site Foreman controls the staffing, the schedule, delivering within budget.
Where is the TD?
The Architect

25. The Fundamental Tension
Movie:
Who controls staffing, schedule, and everything else?
Who controls the Money?
The Producer
Who wins all the battles?
Who whines?

26. The “Fundamental Tension” Assignment
Describe a PM/TD Conflict in your own experience
Who resolves the conflict:
PM -- always

27. PMBOK Life Cycle

28. Process Groups Initiating Planning Controlling Executing Closing
(21 Processes)
Controlling
Executing
(8 Processes)
(7 Processes)
Closing
(2 Processes)
PMBOK® Guide, 4th Edition, Figure 3-1 (modified).

29. Class Exercise Identify Work Place Project Life Cycles
Students identify which project life cycle is used to manage projects at their organizations
Students will recommend life cycle.

30. … Executing Initiating Planning Controlling Closing
4. Project Integration Management …
4.2 Project Plan Execution
5. Project Scope Management
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
8.2 Quality Assurance
9. Project Human Resource Management
9.3 Team Development
10. Project Communications Management
10.2 Information Distribution
11. Risk Project Management
12. Project Procurement Management
12.3 Solicitation
12.4 Source Selection
12.5 Contract Administration
Process Group
Knowledge Area

31. … Executing Initiating Planning Controlling Closing
4. Project Integration Management
4.1 Project Plan Development
4.2 Project Plan Execution
4.3
Integrated Change Control
5. Project Scope Management …
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
9. Project Human Resource Management
10. Project Communications Management
11. Risk Project Management
12. Project Procurement Management
Process Group
Knowledge Area

32. Key Skills Leadership Team building Motivation Communication
Influencing
Decision making
Political and cultural awareness
Negotiation

33. Benefits for Project Managers
Recognition of project management as a profession
Growth opportunities
Future source of company leaders
High visibility of project results
Building a reputation and network
Transferable skills and knowledge

34. Challenge of Project Management
PM’s Live in Conflict
Competition for staff
Compete with other projects for resources
Multiple Bosses
Different priorities and objectives of stakeholders
Clients, Parent Org, Team, Public

35. Challenge for Project Manager
It’s your problem!

36. Induce?
Must induce the right people at the right time to address the right issues and make the right decisions.

37. The Project Manager Increased professionalism & tools
Typically “Thrown into PM”
Appreciation of importance
Company Hierarchy vs. Projects
Responsible for Outcomes without authority
Projects change
“Known unknowns & unknown unknowns”
Trans-disciplinary  Conflicts

38. The Project Manager’s Job
Respond to Clients
Respond to Environment
Identify problems (pro-active)
Correct problems
Build the team
Conduct Trade-offs
Make timely decisions
Optimize the Project
Lead and Manage
Enthusiasm & despair are infectious
Politics: naïve vs. shark
Ethical reporting

39. References PMBOK 4th Edition, 2008 PMI
MBA Fundamentals, Kanabar & Warburton.