Or contact your local bookstore. Section On-The Profession Awareness and Recognition of the Profession. PMI Educational Foundation. Member Standards of Conduct. Responsibilitiesto the Profession. Responsibilitiesto Customers and the Public PMI is the world's leading project management association, now with more than 70, members in more than countries. Indi- vidual practitioners, along with businesses, industries, and organi- zations, count on the project management profession and PMI to help them succeed in the global marketplace, accomplishing their strategic objectives through the practice of project management.
PMI is committed to delivering products and services that set the industry standard, advance the project management knowledge base, and meet the needs of our members and other stakeholders. Its five principal sections are structured to serve as a comprehensive compilation of information and data about: 1. The Profession of project management. The Project, including typical costs, scope, dimension, and challenges associated with projects.
Individuals Working in Project Management, including a profile of their qualifications, responsibilities, compensation, etc. The Environment of Project Management activities, within the global context of organizational structure and practice. The Project Management Institute itself, including its structure, membership, activities, and services. The PMI Project Management Fact Book, Second Edition will be wel- comed as a benchmark resource by the project management com- munity and those with an interest in learning more about the profession.
Project management has become a top career choice for many tal- ented and knowledgeable individuals. The project management community continues to gain recognition globally through the advancement of project management and the promotion of excel- lence in project management throughout the world.
Individuals working in project management turn to the Project Management Institute PMIB -the world's largest professional association serving the project management profession-for up-to-date infor- mation, networking, training, certification, and the knowledge that they need to successfully manage projects and deliver the expected results.
The profession values the Institute as the asso- ciation of choice for individuals across all industries and organi- zations in the global marketplace. Project management is accomplished through the use of the processes such as: initiating, planning, executing, controlling, and closing" , 6.
These describe "project management knowledge and practices in terms of their component processes" PMBOP Guide , 7. 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.
It consists of: R Project plan development-integratingand coordinating all project plans to create a consistent, coherent document. Project Scope Management A subset of project management that includes the processes required to ensure that the project includes all the work required, and only the work required, to com- plete the project successfully.
It consists of: ia Initiation-authorizing the project or phase. Scope planning-developing a written scope statement as the basis for future project decisions. Scope change control-controlling changes to project scope.
Project Time Management A subset of project management that includes the processes required to ensure timely completion of the project. It consists of: R Activity definition-identifying the specific activities that must be performed to produce the various project deliverables. Project Cost Management A subset of project management that includes the processes required to ensure that the project is completed within the approved budget.
It consists of: r Resource planning-determining what resources people, equipment, materials and what quantities of each should be used to perform project activities.
II Cost estimating-developing an approximation estimate of the costs of the resources needed to com- plete project activities. Project Quality Management A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken.
It consists of: r Quality planning-identifying which quality standards are relevant to the project and determining how to satisfy them. II Quality control-monitoring specific project results to determine if they comply with relevant quality stan- dards and identifying ways to eliminate causes of unsatisfactory performance.
Project Human Resource Management A subset of project management that includes the processes required to make the most effective use of the people involved with the project.
It consists of:. I Team development-developing individual and group skills to enhance project performance. Project Communications Management A subset of project management that includes the processes required to ensure timely and appropriate gen- eration, collection, dissemination, storage, and ultimate disposition of project information.
It consists of: R Communications planning-determining the infor- mation and communications needs of the stakeholders: who needs what information, when they will need it, and how it will be given to them. This includes status reporting, progress measurement, and forecasting.
B Administrative closure-generating, gathering, and dis- seminating information to formalize phase or project completion. Project Risk Management Risk management is the systematic process of identifymg, analyzing, and responding to project risk. It includes max- imizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.
It includes: Risk management planning-deciding how to approach and plan the risk management activities for a project. B Risk identiflcation-determining which risks might affect the project and documenting their characteristics. Risk response planning-developing procedures and techniques to enhance opportunities and reduce threats from risk to the project's objectives.
Risk monitoring and control-monitoring residual risks, identifying new risks, executing risk reduction plans, and evaluating their effectiveness throughout the project life cycle. Project Procurement Management A subset of project management that includes the processes required to acquire goods and services to attain project scope from outside the performing organization. It consists of: Procurement planning-determining what to procure and when. Solicitation planning-documenting product require- ments and identlfylng potential sources.
Source selection--choosingfrom among potential sellers. Contract administration-managing the relationship with the seller. Contract closeout--completion and settlement of the contract, including resolution of any open items. Initiating processes-authorizing the project or phase. EN Planningprocesses-defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address.
Executing processes-coordinating people and other resources to carry out the plan. B Controlling processes-ensuring that project objec- tives are met by monitoring and measuring progress regularly to identify variances from plan so that cor- rective action can be taken when necessary. The process groups are linked by the results they produce-the result or outcome of one becomes an input to another.
Among the central process groups, the links are iterated-planning provides executing with a documented project plan early on, and then provides documented updates to the plan as the project progresses. In addition, the project management process groups are not discrete, one-time events; they are overlapping activities which occur at varying levels of intensity throughout each phase of the project.
History and Evolution of the Profession Projects have been done since the dawn of time, and history is rich with magnificent examples of projects, including the con- struction of pyramids, arenas, bridges, and canals; the estab- lishment of travel on, above, and below the surface of the earth; the development of electronic communications and computation systems; and major advances in medicine and biotechnology.
As one PMI publication puts it:. Whenever and wherever civilizations took root, there were projects to manage: buildings to erect, roads to pave, laws to write. Without the advanced tools, techniques and methodologies we have today, people created project timelines, located materials and resources, and weighed the risks involved.
Over time, people realized that the techniques for cost control, timeline development, resource procurement, and risk management were applicable to a wide range of projects, whether erecting bridges, rotating crops, or deciding how to govern themselves.
These early ideas were the precursors to a set of management techniques we now know as "modern project management. The origins of modern project management can be pinpointed to the s, when the first papers on project management tech- niques began to be published.
One author suggests that "was the beginning of the age of the giant project: that point where the size, complexity, time span, resource requirements and cost of project demanded more than the Gantt chart" Snyder , In particular, the author highlights breakthrough thinking in computer-related development projects, as well as the introduction of the Program Evaluation Review Technique PERT in the field of military electronics. By the early s, articles were appearing on subjects like project planning and scheduling and critical path techniques, and the United States U.
An abundance of papers were published throughout the s focusing on emerging project management techniques in relation to the rapid development of.
The s became a turning point in project management, as more and more organizations had real experience in applying these new techniques in actual project conditions. As the article's author states, "Experience was beginning to replace ideas. Results were starting to reinforce con- cepts" Snyder , More and more research papers were published during and following this period, chronicling project management as a new management style and, ultimately, as a new profession in itself.
In , 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. Prior to the for- mation of PMI, project management had not really been regarded as a profession. Since its creation, PMI has assisted in the evo- lution 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.
Hallmarks of a Profession A profession can be defined in its simplest terms as a "an occu- pation requiring considerable training and specialized study. In most cases, the hallmarks of a profession include, among other things: r Ethical behavior and integrity Discreet body of knowledge Theoretical base for its knowledge. The Future of Project Management ,7, 8; This number is likely to grow significantly as more advanced degrees and undergraduate majors are offered in the discipline of project management, as more emphasis is placed on research into the theory and practice of the profession, and as the profession gains wider recognition U.
PMI estimates that the size of the profession in the rest of the world may be more than 12 million. Therefore, the total number of people around the world who view, or might view, project management as a profession of choice currently exceeds Given the incomplete nature of available labor force information from many countries, this figure may actually under- state the worldwide size of the profession.
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, but do not view themselves as members or potential members of the profession.
Even if projects and project management became ubiquitous in society throughout the world, PMI considers only those who may regard themselves as being directly involved in project management in arriving at its estimates. Others may have an interest in the. Awareness and Recognition of the Profession There are many ways to measure the success of project man- agement as a profession.
One is to measure the increased awareness and recognition of project management as docu- mented in the number of people exposed to news about the pro- fession and PMI. PMI also recorded more than million electronic public relations exposures in Coupled with nearly 28 million exposures documented in print communications, the project management profession and PMI experienced a percent increase in total media exposure in , compared to A key global source of information on project management is PMI's web page, www.
This figure is a conceptual view of these relationships. The overlaps shown are not proportional. General management encompasses planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise. General management also includes supporting disciplines such as law, strategic planning, logistics, and human resource management.
The PMBOKe overlaps or modifies general management in many areas- organizationalbehavior, financial forecasting, and planning techniques, to name just a few. Application areas are categories of projects that have common elements significant in such projects but not needed or present in all projects. Application areas are usually defined in terms of:. Functional departments and supporting disciplines, such as legal, production and inventory management, marketing, logistics, and personnel.
Technical elements, such as software development, pharmaceuticals, water and sanitation engineering, or construction engineering. Future of the Profession PMI reports that project management will become more important both to practitioners personally and to their organiza- tions in the next five years.
Seventy percent of PMI members, who are also PMPs, expect project management to increase in importance to them personally. 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. PMI research also indicates that the five "greatest challenges" to the future of project management are as follows: 1. Public perceptionlacceptance 2.
Acceptance by top management 3. PMI Needs Assessment , Considering the observable signs of a maturing profession- increasing numbers of individuals associating themselves with project management; heightened public exposure of project man- agement issues and concepts; and continued refinement of pro- fessional standards, to name a few-the future of project management as a profession looks very bright, challenging, and rewarding.
The profession of project management is built around a central concept known as the project. This concept is the foundation upon which the profession builds its body of knowledge, conducts research, establishes standards, administers certification, and pro- vides professional development and academic accreditation.
It is the concept of the project that inspires practitioners to achieve the innovative breakthroughs that continually move the profession forward. In many situations, projects have become integral to the execution of an organization's strategic plan. Without projects, new products do not reach the consumer, people do not walk on the moon, and the Internet does not unify the continents and cul- tures of the world, or transform the global economy.
Organizations perform work. Work generally involves either operations or projects, although the two may overlap. Operations and projects share many character- istics; for example, they are: a Performed by people. B Planned, executed, and controlled.
Projects are often implemented as a means of achieving an organization's strategic plan. Operations and projects differ primarily in that operations are ongoing and repet- itive while projects are temporary and unique.
A project can thus be defined in terms of its distinctive character- istics-a project is a temporary endeavor undertaken to create a unique product or service. A program is a group of projects managed in a coordi- nated way to obtain benefits not available from managing them individually Many programs also include elements of ongoing operations.
For example: I The 'XYZairplane program" includes both the project or projects to design and develop the aircraft as well as the ongoing manufacturing and support of that craft in the field. IB Many electronics firms have "program managers" who are responsible for both individual product releases projects and the coordination of multiple releases over time an ongoing operation. Programs may also involve a series of repetitive or cyclical undertakings, for example: I Utilities often speak of an annual "construction program," a regular, ongoing operation which involves many projects.
IB Many non-profit organizations have a "fundraising program," an ongoing effort to obtain financial support that often involves a series of discrete projects such as a membership drive or an auction. IB Publishing a newspaper or magazine is also a program-the periodical itself is an ongoing effort, but each individual issue is a project. In some application areas, program management and project management are treated as synonyms; in others, project management is a subset of program management.
These investments in projects and pro- grams are guided by the organization's strategic plan and available resources" , Extrapolating U. These projects occur in all industries, all countries, and all sectors of public and private endeavor.
They run the gamut from new product development and overall research and development, through residential and commercial construction, into devel- opment of software and information systems, to reengineering and other forms of organizational change.
This expenditure is comprised of projects that vary in cost, requirements, staffing, risk, quality duration, and complexity among other factors.
Unlike activities to improve manufacturing operations, man- ufacturing itself usually is not viewed as a project-based oper- ation because of the concept of mass and repetitive production.
However, many manufacturing operations can be viewed as projects and, indeed, are projects. Examples of such projects could include a short-duration special production run e. Consequently, some data associated with projects may be included in multiple data sets. According to the U. Census Bureau, in U. Much of this expenditure takes place in the context of fulfilling the require- ments of major projects U.
Census Bureau The extreme difference between the two figures is accounted for by a relatively small number of very large projects represented in the survey sample, which had the effect of skewing the mean upward. 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.
Percentages shown in Figure 3 add up to more than because respondents were allowed to select more than one descriptor to accurately reflect multiple projects of varying scope PMI Project Management Salary Survey , Project Types As "a temporary endeavor undertaken to create a unique product or service," projects are involved in all aspects of business, gov- ernment, academia, and society.
The broad array of work areas, jobs, roles, and geographic location of PMI members demon- strates the extreme breadth of application of projects and project management. Projects are undertaken at all levels of the organization. They may involve a single person or many thousands.
Their duration ranges from a few weeks to more than five years. Projects may involve a single unit of one organization or may cross organizational boundaries, as in joint ventures and partnering. Projects are critical to the realization of the performing organization's business strategy because projects are the means by which strategy is implemented.
Examples of projects include: B Developing a new product or service. Designing a new transportation vehicle. Developing or acquiring a new or modified information system. Individuals working in project management are working on an average of three or more projects at any given time.
Because projects are, by definition, aimed at creating a "unique product or service," each project itself is unique PMI Project Management Salary Survey , 17, A product or service may be unique even if the cat- egory to which it belongs is large. For example, many thousands of office buildings have been developed, but each individual facility is unique - different owner, dif- ferent design, different location, different contractors, and so on.
The presence of repetitive elements does not change the fundamental uniqueness of the project work. For example: A project to develop a new commercial airliner may require multiple prototypes.
A project to bring a new drug to market may require thousands of doses of the drug to support clinical trials. A real estate development project may include hun- dreds of individual units.
A development project e. No generally accepted classification system exists for projects. As stated in one PMI publication, "a taxonomy helps clarify our thinking by classifying things neatly into groups and subgroups based on their similarities and relationships" Knutson , 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.
A taxonomy would also be beneficial in identifying the trans- ferability among projects of lessons learned, such as documents, experiences, and templates.
Project Performance According to the Chaos Report, compiled by The Standish Group International, project success rates rose and costs fell between and All amounts in Figure 4 are in U. These three factors account for 50 percent of a project's chance for success, according to the Chaos report. Adding an experienced project manager brings the project's chances for success to 65 percent The Standish Group International, Inc.
Another way of looking at what impacts project success is to analyze an organization's structure, in terms of the role of project management. A landmark study by Gobeli and Larson in this issue examined more than 1, projects and correlated each organi- zation's project structure with the degree to which the project met its objectives in the areas of cost, schedule, and technical perfor- mance.
The conclusions showed that adopting either a project- dominated matrix or full project structure see Section Four more than doubles the likelihood of project success see Figure 5. Project Dimensions As the project management profession gains in recognition and size, organizations-and civilization itself-will become more projectized. This projectization will become more clearly under- stood as data on spending and other dimensions of projects become more widely known in the global marketplace.
Providing some sample dimensions of the world of projects will contribute to elevating and clarifying the general consciousness on the subject of projects, worldwide. Most economic activities in the world are projectized to some degree. The construction industry, for example, carries out a project every time it erects a building and the motion picture industry, every time it makes a movie.
On the other hand, only some of what the trucking or retail trade industries do involves such a "temporary endeavor undertaken to create a unique product or service. Assessing how much is expended on projects, therefore, helps in determining how much of the output of each of these and other industries is project-driven. Y2K The event known as "Y2K" captured the attention and imagi- nation of business, governments, and society for several years and especially toward the end, as the world prepared for the arrival of Businesses in the U.
Y2K, while dismissed by some as a non-event, has been described as a classic example of good project management averting a potential disaster. The Sydney Organizing Committee, in Sydney, Australia, successfully met the human resources challenges of putting on the Olympic Games, which involved hiring, retaining, training, and managing 2, employees and 50, volunteers for temporary assignments ranging up to six years Sunoo , They were able to coordinate these successfully through the application of project portfolio management methods Mens and Nelson , As the data included here demonstrates, the dimensions of major projects can touch upon every aspect of the global economy.
Further analysis of existing data and collection of new data on project expenditures, timelines, resources, etc. Project Challenges All projects are not created equal, and the challenges of managing projects can be as varied as the undertakings themselves. The leading challenge of a project may derive from its complexity of scope; its involvement of multiple companies, governments, and cultures; its physical demands; and human planning errors, among other factors.
Furthermore, in the era of cyber-business, new types of challenges have emerged, such as creating the best way to manage the implementation of an e-commerce strategy, or mastering virtual project management-at long distance, with heavy dependence on technology tools.
Following are a few inter- esting examples of special challenges in project management. To assist with implementation of the project-the primary purpose of which is to reduce poverty in Chad-the World Bank has appointed an International Advisory Group to oversee the operations and to identify potential problems in a number of categories. These include: the use of public rev- enues; the adequacy of civil society participation; and progress in building institutional capacity, governance, environmental man- agement, and social impact Africa News Service Repeated project failures can make it extremely difficult for an organization to continue getting the funding and support needed to accomplish its goals.
The National Aeronautics and Space Administration NASA announced in March that the problem-plagued X spaceplane project, a venture that aimed to create a single-stage-to-orbit spaceliner, had been scrapped. In addition, the American space agency announced that another reusable rocket, the X, was being axed.
Implementation of appropriate systems to track financial data and property management information has proven to be a troublesome project for the U. Unrealistic and over-ambitious scheduling is the main challenge being faced by developers of the Diplomat Resort just north of Miami, Florida USA. It is now more than a year behind schedule, plagued with clashing opinions and a mul- titude of unforeseen technical and legal issues Engineering News- Record , Project planning complexityis the overriding challenge of a project aimed at closing the U.
Department of Energy's Rocky Flats Site, a manufacturing facility using a variety of radioactive and hazardous materials. The site, on acres of land, includes more than facilities and structures containing nineteen metric tons of uranium and plutonium requiring rigorous safety proce- dures.
To meet the planning needs of this project, the site manager. A complex, 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 International Project of the Year.
A cross cultural project involving the Iranian government, working with Russian contractors, has experienced delays in com- pleting a nuclear power plant in the Gulf port of Bushehr.
Technology a d v a n c e s create scheduling and cost chal- lenges. It will be four to six years behind schedule.
Information systems IS organizations often experience project delays and cost overruns, due to competitive pressures and rapid technological changes, among other factors.
Some experts believe IS organizations need to build more project man- agement capability in order to get a better handle on their capacity and use resources more effectively in meeting strategic and tactical goals. 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 , The British construction industry, according to some experts, continues to be faced with what they describe as "the adversarial relations associated with the traditional contacting system," in spite of new developments in project management and related technologies, which are impacting needed skills and industry employment conditions Miozzo and Ivory , Pharmaceutical research and development organiza- tions, where the most fundamental project is the development of new drugs and their introduction to the market, are facing shrinking operating margins and heightened competitive pressures.
In order to reduce product development time from its current six- to seven- year cycle to something approaching three years or less, experts believe companies will have to take a radical approach to managing people, organizations, and process.
A centerpiece of this shift in approach will need to be a strong centralized project management capability "with world-class competency, managing schedules that measure slippage in hours" Gugliotti , 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 organi- zation's strategic and business objectives.
The project management profession has witnessed explosive growth over the past five years, as evidenced by the unprece- dented growth of membership in the Project Management Institute PMIm to more than 70, members. These statistics demonstrate the continu- ously evolving project management profession and the leading role of PMI in the global marketplace.
PMI's understanding of the marketplace and the expectations of its membership are con- stantly 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. Project Management Practitioner Profile Based on PMI member demographics, the profile of those indi- viduals working in the project management profession is as follows: is Seventy-five percent are male; 25 percent are female.
I Eighty-nine percent have college degrees. Individuals are found working in project management in all industries. See Appendix B and Appendix E. Number of Projects Recent figures show that the majority 52 percent of project management practitioners are engaged in or managing three or fewer projects at any given time. The remaining 48 percent are engaged in or managing four or more projects simultaneously PMI Project Management Salary Survey , 17, Job Title The primary job title in the profession has been identified as project manager 40 percent , followed by program manager 12 percent.
Career Path In the early days of project management, there was no real career path specifically for those practicing this discipline; their careers were defined by what was regarded as their chosen professions- engineering, chemistry, product development, etc. Initially, project management evolved largely as an assigned profession, as people in various positions were assigned to work on projects in addition to their other duties.
The rapidly increasing options in continuing education and graduate degree programs are evidence that project management has moved from being an assigned profession to being a pro- fession of choice. While there is a need for extensive research on career paths in the profession, there already exists a logical pro- gression of skills and responsibilities, advancing naturally from low-cost, low-risk projects into higher-cost, higher-risk projects, and then into management of a portfolio of projects or a program.
This edition also attempts to include advancements in the field of project management, in particular, rolling wave planning and adaptive lifecycle, in its contents. If you find this post helpful and if you are thinking of buying from Amazon, please support the running cost of this website at no extra cost to you by searching and buying through the search box below.
Thank you very much for your help! Tags: PMP exam prep. Edward Chung aspires to become a full-stack web developer and project manager. Edward shares his certification experience and resources here in the hope of helping others who are pursuing these certification exams to achieve exam success. Your email address will not be published. Save my name, email, and website in this browser for the next time I comment. Can you help me out in finding statistical data correlating the history of successful projects versus the increase in PMP certified professionals?
Also, I would like to know more cited reference detailing the changes that incurred and affected the several editions of PMBOK which resulted in edition 2, 3,4, 5 and lately edition 6.
Thanks, Sandy. Sure, just make use of this article in your dissertation. Difficult issues need to …. Skip to main content. Start your free trial. Book description The best practice test preparation for the PMP exam!
Access three practice tests Study questions that cover the three PMP performance domains Test your knowledge with three additional bonus exams Practice with a total of 1, unique test questions. Show and hide more.
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