Académique Documents
Professionnel Documents
Culture Documents
Management
Fact Book
Second Edition
The PMI Project
Management
Fact Book
Second Edition
2001041676
CIP
ISBN: 1-880410-73-7
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Exhibits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .viii
..
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 ..
Section On-The Profession .......................................... 3
Definition of Project Management ........................................... 3
Project Management Knowledge Areas ....................................... 4
Project Management Process Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
History and Evolution of the Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Hallmarks of a Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 .0
Size of the Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
.1
.
Awareness and Recognition of the Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 .2
Project Management and Other Professions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 2
Future of the Profession ................................................. 14
SectionTwo-Theproject ............................................17
Definition of Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 7
Definition of Program ................................................... 1 8
Definition of Portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1. 9
Total Spent on Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.9
CostofaProject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Geographic Scope of Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
ProjectTypes ........................................................ 2 1
ProjectPerformance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Project Dimensions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Project Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Section Thre-Individuals Working in Project Management .................31
- * Project Management Practit~onerProfile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3. 1
* Professional Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3
* Number of Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3
kJobi7tle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3
JobFunctiorVRole ..................................................... 3 3
Careerpath ......................................................... 34
.-- +Professional Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 5
. e+EmploymentStatus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3.7
Scope of Responsibiliv . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3.7
-%Project Management Experience and Work History .............................. 39
Typical Work Week . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 9
-. \-Level of Education ..................................................... 40
c Professional Credentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
, .*tCompensation and Benefits .............................................. 4 1
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.
Figure 1
Links Among Process Groups in a Phase (PMBOP Guide 2000, Figure 3.1, 31)
Hallmarks of a Profession
A profession can be defined in its simplest terms as a "an occu-
pation requiring considerable training and specialized study."
Building and expanding upon the academic discipline or disci-
plines, to which it relates, a profession is distinguished by its
special features and characteristics. 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 Project
Body of Knowledge
Generally Accepted
Project Management
Knowledge and Practice
Figure 2
Relationship of Project Management to Other Management Disciplines
(PMBOP Guide 2000, Figure 1.2, 9)
The Project
Definition of Project
According to the PMBOP Guide - 2000 Edition:
Definition of Program
The P M B O P Guide - 2000 Edition defines and explains the
concept of a "program" as follows:
Definition of PortFolio
According to the PMBOP Guide - 2000 Edition, "Project portfolio
management refers to the selection and support of projects or
program investments. These investments in projects and pro-
grams are guided by the organization's strategic plan and
available resources" (2000, 10).
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), while the mean (average) project budget size is $55 million
(US). 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. Projects varied in average value from under $100,000 to
$10 million (US) (Nellenbach 2001, 40).
Figure 3
Geographic Scope of Projects Engaged In
(PMI Project Management Salary Survey 2000, 80)
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.
As stated in the PMBOP Guide - 2000 Edition:
Figure 4
Project Success Rates and Costs, 1994 Versus 1998
(1998 Chaos Report)
Project Performance
According to the 1998 Chaos Report, compiled by The Standish
Group International, project success rates rose and costs fell between
1994 and 1998. (All amounts in Figure 4 are in U.S. dollars.)
The three biggest contributors to project success are:
~ r t User involvement
Executive support
rr Clear statement of the business objectives of the project.
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. 1998).
Figure 5
Relation of Organizational Structure to Project Success (Baker 2000,ig)
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." Somewhere between these extremes lie the
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 2000.
The Gartner Group estimates $300 billion (US) will have been
spent worldwide on projects surrounding the Y2K issue. Some put
the figure as high as $600 billion (US). The United States Office
of Management and Budget estimates that the U.S. government
spent $8.34 billion (US) on Y2K efforts. Businesses in the U.S. are
estimated to have spent up to $50 billion (US) (Young 2000,38).
Y2K, while dismissed by some as a non-event, has been
described as a classic example of good project management
averting a potential disaster. "It was the ultimate cross-functional,
do-more-with-less, immovable deadline project" (Young 2000,
3741). In the face of a fixed deadline, late starts, limited
budgets, and creeping project scope, 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
BI No degradation of company good will
a; Quick return to business at hand
+ Better change and configuration management processes
II Better help desk procedures
m Better communications, internal and external
m Better testing platforms
B Better documentation of applications and systems
II Improved client relations
B Better project management discipline.
(Young 2000,37-41)
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.
Economic development in an area of extreme poverty
poses a range of challenges to the governments of Chad and
Cameroon, which are collaboratingon the $3.7 billion (US) Chad-
Cameroon Petroleum Project. 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 2001).
++
64% 36%
Without PMP@ With PMP@
Certi cation
Figure 6
Project Management Practitioner Profiles
Professional Ethics
Both PMI members and PMPs subscribe to and conduct business
according to codes of conduct (www.pmi.org). (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 2000, 17, 91).
Job Title
The primary job title in the profession has been identified as project
manager (40 percent), followed by program manager (12
percent). Other ways to identify roles through job titles include
director of project/program management, project management
consultant/advisor, project team leader, project engineer, and
project coordinator. Some of those working in the profession use
titles other than the ones mentioned here (PMIProject Management
Salary Survey 2000, 176).
Job Function/Role
More than three out of five of those working in project man-
agement describe their function or role within the organization
as project or program management. Other frequently mentioned
roles include the following:
s Consulting, 16 percent
m Information/Computers, 16 percent
s Time Management/Scheduling/Planning, 15 percent.
(PMIProject Management Salary Survey 2000, 182)
I
The PMI Project Management Fact Book 33
Section Three - Individuals Working in Project Management
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. A next step would be a director or vice-president level
with broad oversight of an array of project managers and their
projects. As organizations become mature and projectized, the
position of Chief Project Officer (CPO) may evolve. In this role,
a CPO would be charged with ensuring that the planning and
implementation of projects were inseparable from the
advancement and fulfillment of corporate strategy. Ultimately,
successful executive performance in this position could lead to
opportunities at the Chief Executive Officer (CEO) level (PMI
Research Department 2001).
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.
Eighty-five percent say the project management career path is
connected to roles in upper management, though only 24 percent
say this is clearly defined and in writing. Seventy-two percent say
their organization has defined-either in writing or informally-
the skill sets for those working in project management (PMI
Project Management Salary Survey 2000, 225).
'professional Development
Leading involves:
rs Establishing direction-developing both a vision of the
future and strategies for producing the changes needed
to achieve that vision.
r Aligning people-communicating the vision by words
and deeds to all those whose cooperation may be
needed to achieve the vision.
~rMotivating and inspiring-helping people energize
themselves to overcome political, bureaucratic, and
resource barriers to change. ...
Communicating involves the exchange of information.
The sender is responsible for making the information clear,
unambiguous, 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 ... Project Communications Management is the
application of these broad concepts to the specific needs of
a project-for example, deciding how, when, in what form,
and to whom to report project performance.
Negotiating involves conferring with others to come to
terms with them or reach an agreement. Agreements may
be negotiated directly or with assistance; mediation and
arbitration are two types of assisted negotiation. Negotia-
tions occur around many issues, at many times, and at
many levels of the project. ...
Problem solving involves a combination of problem def-
inition and decision-making.
Problem definition requires distinguishing between
causes and symptoms. Problems may be internal (a key
employee is reassigned to another project) or external (a
permit required to begin work is delayed). Problems may
be technical (differences of opinion about the best way to
design a product), managerial (a functional group is not
producing according to plan), or interpersonal (person-
ality or style clashes).
Decision-making includes analyzing the problem to
identify viable solutions, and then making a choice from
among them. Decisions can be made or obtained (from
Employment Status
Project management personnel indicate overwhelmingly that
they work full time, with 92 percent working for an employer,
and 7 percent being self-employed (1 percent, no answer). 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 2000,173).
Scope of Responsibility
According to the PMI Project Management Salary Survey - 2000
Edition, on a worldwide basis, nearly half of project management
personnel describe their scope of responsibilities as follows:
w;
Figure 7
Years of Project Management Experience, by Geographic Area
(PMIProject Management Salary Survey 2000, 228)
G
Level of Education
Forty-six percent of those working in project management have
undergraduate college degrees, while 43 percent have either
master's or doctoral degrees (PMI Project Management Salary
Suwey 2000,228).
4
Professional Credentials
-
The PMI Project Management Professional Certification Program
continues to gain in momentum and strength as global recog-
nition of the credential dramatically increases each year. The PMP
credential is the world's most recognized credential of choice for
the project management profession. The PMI Certification
Program continues to play a role in promoting a discipline that is
consistently evolving and growing. According to PMI's 2000 in
Review, there are 27,053 individuals who have acquired the PMP
credential (2000 in Review 2001, 5).
(PMI Project Management Salary Survey 2000, 18, 28, 43, 132)
Figure 8
Global Average Total Compensation, by Scope (US dollars)
(PMI Project Management Salary Survey 2000, 59, 64, 74)
Figure 9
Global Average Total Compensation, by Position (US dollars)
(PMI Pmject Management Salary Survey 2000, 59, 64, 74)
Section Four
Figure 10
PMI Membership Growth, by Geographic Area (PMI Fact Sheet 1999.2000)
Geographic Area
Governance
The leadership of PMI is the responsibility of its member-elected
Board of Directors, whose members volunteer their time and
expertise to help advance the profession and make PMI the global
leader in the profession. The Ends Policies established by the
Board reinforce the vision of the organization and establishes the
association's strategic direction.
The 2000 in Review details some of the Board's critical activity:
Board of Directors
According to PMI's Bylaws, "The Institute shall be governed by an
elected PMI Board of Directors (PMI Board). It is the duty of the
PMI Board to carry out the purposes and objectives of the non-
profit corporation." And, further on in the Bylaws: 'Rccountable
to the PMI membership, the PMI Board shall be solely responsible
and accountable for strategic planning and the establishment of
policy with respect to activities of the Institute" (www.pmi.org).
History
The Project Management Institute (PMF) was founded in 1969
by a group of five volunteers. The Commonwealth of Pennsyl-
vania 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 Quar-
terly (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 mem-
bership 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 pub-
lished; 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 pub-
lishing products and services grew rapidly during this decade.
Membership
Members
Throughout its history, PMI has experienced tremendous worldwide
membership growth. tifiNet membership growth has exceeded over 30
percent annually since 1995. What began as an organization of
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 mem-
bership 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-
Figure 14
Industries Represented in PMI Membership
(Source: www.prni.org)
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, experi-
ences, and professionalism received from PMI volunteers con-
tributes to the advancement of the profession and to the Institute's
continued unprecedented growth (2000 in Review 2001,2).
Global Outreach
The global dimensions of PMI's outreach are documented in 2000
in Review:
Components
According to PMI's Bylaws, "The primary purposes of Components
shall be to advance the general and specific purposes of PMI"
(www.pmi.org).
PMI's components are comprised of Chapters, Specific Interest
Groups, and Colleges.
Chapters
Definition of Chapter: 'Rgroup of Institute members within a dis-
tinct and definable geographical area" (www.pmi.org).
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), which it
continuously develops and makes available to the profession"
(www.pmi.org).
The first College was founded in 1999 (30 Years of Project Man-
agement Excellence 1999, 16).
Number in Program: PMI College membership has grown to
1,024, an 82 percent increase from 1999 to 2000 (2000 in Review
2001, 5).
Career Headquarters
PMI's Career Headquarters is the premier web-based employment
resource for those working in project management and for the
employers who need them. The services include project man-
agement job postings and the CareerLink Directory of PMI member
rCsumCs, as well as career and professional development resources.
Employers can post project management positions on the PMI
web site, where professionals in project management search for
career advancement opportunities. Job opportunities and
payment submitted online, via a secure site, is fully searchable on
the web site within twenty-four hours of submission.
Recruiters can search the CareerLink Directory of r6umCs for
PMI members seeking employment opportunities. Advanced
search capabilities allow effective navigation through the rbum6
listings. Enhanced technology permits responding to job seekers
immediately, online.
Job seekers are able to search the database of project man-
agement job postings online at no charge. Advanced search capa-
bilities permit specifying job criteria for more effective searches.
Users can answer job advertisements immediately by sending a
r6sumC to employers, online.
Current PMI members can post rCsumCs, at no charge, in the
CareerLink Directory where employers look to fill their project
management positions. Members also can create a r6sumC online
and choose whether to make it public or keep the listing confi-
dential (www.pmi.org) .
Group Billing
Almost 400 organizations participate in PMI's Group Billing Plan,
and more than sixty companies have more than 100 PMI
members among their employees. The list of companies with
more than 100 PMI members can be found in Section Four under
'Rdoption of Project Management by Organizations."
Financial Stability
Sound fiscal policy and planning are fundamental to ensuring
PMI's viability as one of the world's leading professional associ-
ations for project management. During 2000, the Institute imple-
mented a program plan and budgeting process that aligned the
organization's resources and activities with the association's Ends
Policies.
The PMI Board of Directors approved the 2001-2002 Program
Plan and Budget, citing a $25 million operating budget for 2001
( 2 0 0 0 in Review 2001, 17).
In PMI Today, the Institute's Executive Director summarized
the organization's financial position:
Certification
The PMI Project Management Professional (PMP) Program supports
the global community of PMPs and is designed to objectively assess
and measure professional knowledge. PMP Program requirements
and eligibility standards are applied fairly, impartially, and consis-
tently with applicable laws (PMI Certification Handbook 2001).
Today, the PMP certification is recognized worldwide as the
credential of choice for individuals who practice project man-
agement. 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.
Program Inception
The Institute began certifying Project Management Professionals in
1984. In 1999, there were 10,427 certification applicants and 7,960
certified. Participation increased in 2000, when there were 12,815
certified applicants, a 2,388 increase over 1999; 8,937 were certified,
a 977 increase over 1999. The certification program has grown
steadily over the past sixteen years, culminating in over 27,000 PMPs
certified at the end of 2000 (PMI Certification Department 2001).
Figure 16
PMP Certification Facts (2000in Review 2001,5)
Languages
In addition to English, the PMP Certification Examination is available
in Brazilian-Portuguese, French, German, Italian, Japanese, Korean,
Mandarin, and Spanish.
Examination Content
The PMP exam consists of 200 multiple-choice questions in five cat-
egories: 1) initiating processes, 4 percent (eight questions); 2)
planning processes, 37 percent (seventy-four questions); 3) exe-
cuting processes, 24 percent (forty-eight questions); 4) controlling
processes, 28 percent (fifty-six questions); and 5) closing processes,
7 percent (fourteen questions) [www.pmi.org].
Education
The PMI membership consistently lists access to education and
information as one of its top reasons for joining PMI. The Institute
strives to respond to members' needs through a variety of programs
and services, including degree accreditation, forums, educational
aids, seminars, and the Professional Development Program.
Accreditation
PMI, working with the Accreditation Member Advisory Group,
completed work on the new accreditation policy for degree pro-
grams in 2000. The new policy allows accreditation of degree pro-
grams emphasizing project management as well as approval of
comprehensive certificate programs that can meet the same core
outcomes as required for accreditation of degrees. Individuals suc-
cessfully completing an accredited degree or approved curriculum
will be credited with 1,500 hours of project management expe-
rience for the purpose of qualifying to take the PMI certification
examinations. Interest in degree programs continues to grow.
Finally, in order to address the emergent number of non-degree
programs awarding project management certificates or similar
credentials, PMI will also be implementing the PMI Approval
Program for evaluation of programs of this nature.
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). An authorized CEU provider since 1995,
PMI's programs and processes were reviewed in accordance with
IACET's five-year approval cycle. IACET unconditionallyapproved
PMI to continue issuing CEU credits for seminars offered through
December 2004.
Research
PMI continues to advance and expand knowledge for and about
the project management profession, its members, and their
practice of the profession. In 2000 the association built on its her-
itage of defining and advancing the Project Management Body of
Knowledge (PMBOKm).The Institute's showcase research event
for the year was PMI Research Conference 2000, a groundbreaking
global research conference. Under the theme of "Project Man-
agement Research at the Turn of the Millennium," 150 academics,
researchers, and practitioners gathered in Paris, France, in June
to share papers, ideas, and experiences. The conference pro-
ceedings were published. The PMI research conference is set to
be a biennial event, with the next one scheduled for 2002.
The Research Program conducted an Open Working Session at
PMI 2000 to facilitate additional exchange of needs and solutions
among interested professionals. Another session will be con-
ducted at PMI 2001 and, for the first time, a track of research
papers will occur during the symposium.
Standards
As stated in the P M B O P Guide - 2000 Edition: 'Rstandard is a
document approved by a recognized body, that provides, for
common and repeated use, rules, guidelines, or characteristics for
products, processes or services with which compliance is not
mandatory" (2000, 26).
PMI provides global leadership in the development of stan-
dards for the practice of the project management profession
throughout the world. PMI's premier standards document, A
Guide to the Project Management Body of Knowledge (PMBOP
Guide) - 2000 Edition, is the de facto global standard for man-
aging projects in today's marketplace. The publication of the
PMBOP Guide - 2000 Edition was a major highlight of the year,
the result of the project team's review of over 1,700 comments
from members and stakeholders in the project management com-
munity on the Exposure Draft. The book's predecessor, P M B O P
Guide - 1996 Edition, remained an American National Standard
approved by the American National Standards Institute (ANSI)
until the 2000 Edition became the new standard. In addition, the
Institute of Electrical and Electronics Engineers, Incorporated,
recognized the PMBOP Guide as an IEEE Standard. Furthermore,
it is used as an underlying reference in an International Organi-
zation for Standardization (ISO) Technical Report, IS0 TR 16543
- SofnYare Project Management Guide according to 12207.
PMI is committed to the continuous improvement and
expansion of the PMBOP Guide, and has several other Standards
in various stages of development (2000 in Review 2001, 9; PMI
Standards Depamnent 2001).
Publishing
PMI is the world's leading publisher of project management
books, training tools, and learning products, serving the project
management profession, the PMI membership, the PMI volunteer
leadership, and society as a whole. In the early 1980s, the
Institute's publishing operations thrived under the efforts of a
small group of business professors at Western Carolina University
in Cullowhee, North Carolina USA. By the early 1990s, PM17s pub-
lishing products had grown in scope and relocated off campus to
expanded facilities. In 1995, the publishing operation moved its
offices to Sylva, North Carolina. The publishing activity of the
organization is now located at PMI Headquarters in Newtown
Square, Pennsylvania USA.
Periodical Publishing
PMI produces three periodical publications for people in project
management. PM Network is a monthly professional magazine
that, among other features, covers industry applications and pre-
sents details on how projects were managed and lessons learned
from project team experience in the field. Project Management
Journal is a peer-reviewed quarterly professional journal, pub-
lishing significant articles dealing largely with research, tech-
nique, theory, and practice. PMI Today is the monthly newsletter
of PMI.
Book Publishing
PMI's book program is the world's largest project management-
focused publishing program. An impressive list of titles was added
in 2000 to the world's largest collection of project management
publications. In 2000, PMI published the following books:
B PMBOP Guide Exposure Draft - 2000 Edition
EI A Guide to the Project Management Body of Knowledge
(PMBOP Guide) - 2000 Edition
Proceedings of PMI's Annual Seminars & Symposium
E Teaming for Quality: The Right Way for the Right Reasons by
H. David Shuster
E Don't Park Your Brain Outside: A Practical Guide to Improving
Shareholder Value with SMART Management by Francis T.
Hartman
Online Bookstore
Opened in 1998, the PMI Online Bookstore offers the world's
leading collection of project management-related books. It fea-
tures books and products published by PMI, as well as over one
thousand titles selected from other business and management
publishers (www.pmibookstore.org).
Awards
At PMI 2000, PMI's Annual Seminars & Symposium, the associ-
ation recognized significant achievements in project management
and in PMI. Recipients of 2000 PMI International Professional
Awards given were:
~rPMI International Project of the Year Award: Trojan Reactor
Vessel and Internals Removal Project; Portland General
Electric Company, Submitted by the PMI Portland Chapter
~r;PMI Distinguished Contribution Award: William A. Moylan,
PMP
~r;PMI Educational Foundation International Student Paper of
History
Founded 14 August 1990, the PMI Educational Foundation is a
non-political, tax-exempt organization.
Governance
The PMI Educational Foundation is led by a Board of Directors
whose members are either appointed by the PMI Board of Directors
or elected by the Foundation Board. The current Foundation Board
structure is composed of four members appointed by PMI and
three elected by the Foundation. All board members serve as vol-
unteers. Other volunteers support the activities of the Foundation
through participation on committees and projects.
Grants
Grants are given for both solicited and unsolicited requests
related to education and/or research in project-management
related fields. 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 con-
cepts 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.
Awards
The PMI Educational Foundation presents two awards annually-
the Donald S. Barrie Award and the International Student Paper
of the Year Award.
The Donald S. Barrie Award was conceived and supported by
the PMI Design-Procurement-Construction Specific Interest
Group. It was established in 1998 in memory of Barrie, who con-
tributed in many ways to the project management profession and
the construction industry. A panel of knowledgeable individuals,
representing academia and industry, evaluates the eligible papers
and selects the best one, based on originality and innovation
without being inconsistent with the PMBOP Guide. Papers focus
Academic Scholarships
The academic scholarship program is designed to assist qualified
applicants in obtaining degrees from accredited academic institu-
tions of higher learning in the field of project management. 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, master's, or doctoral degree. The scholarships
are awarded based on merit, as measured by academic performance
and extracurricular activities. The PMI Educational Foundation cur-
rently awards annually four competitive scholarships:
1. The Robert J. Yourzak Scholarship, which provides a $2,000
(US) scholarship to a student enrolled in any degree-
granting program of higher education in the field of project
management or other related field.
2. The Gaylord (Gary) E. Christle Scholarship, which provides a
$2,000 (US) scholarship to a student enrolled in an
accredited college or university pursuing a bachelor's,
master's, or doctoral degree in acquisition management
and/or project management.
I
The PMI Project Management Fact Book 85
Appendix A
Introduction
Policies in this section are those referred to in the Policy Gover-
nance@model as "ends." Ends is a term intended to combine
determinations about results, recipients of the results, and the
cost of those results. They are the Board's dictates about what
benefits are to be created for which group of people or needs at
what cost. The broadest statement of this section is the overall
purpose. At a next-lower level are policies in which the Board
further defines these concepts. As is set forth in the Board-Exec-
utive-Director Relationship policies, the Chair and the Executive
Director are allowed to use "any reasonable interpretation" of
these words. Consequently, the Board goes into whatever level of
specification will allow it to be comfortable with this amount of
interpretative latitude.
In the long run, this section is the most important area of
Board policymaking. It is where the Board's greatest gift is given,
inasmuch as the long-term "ends" are where the Board exercises
its most important strategic leadership. Concretely, the Board's
critical contribution to long-term planning is to be found in these
policies. Instead of putting its time into a plan document (which
can be tedious and even trivial), the Board merely states-and
I. Professional Obligations.
A. Professional Behavior.
1. PMI Members will fully and accurately disclose any
professional or business-related conflicts or potential
conflicts of interest in a timely manner.
2. PMI Members will refrain from offering or accepting
payments, or other forms of compensation or
tangible benefits, which: (a) do not conform with
applicable laws; and (b) may provide unfair
advantage for themselves, their business or others
they may represent.
3. PMI Members who conduct research or similar
professional activities will do so in a manner that is
fair, honest, accurate, unbiased, and otherwise
appropriate, and will maintain appropriate,
accurate, and complete records with respect to such
research and professional activities.
4. PMI Members will respect and protect the
intellectual property rights of others, and will
properly disclose and recognize the professional,
intellectual, and research contributions of others.
5. PMI Members will strive to enhance their
professional capabilities, skills and knowledge; and
will accurately and truthfully represent and advertise
their professional services and qualifications.
B. Relationship With Customers, Clients, and Employers.
1. PMI Members will provide customers, clients, and
employers with fair, honest, complete and accurate
information concerning: (a) their qualifications; (b)
their professional services; and (c) the preparation
of estimates concerning costs, services, and expected
results.
A. General Provisions
1. Nature of the Process. PMI has the only authority to resolve
and end any ethics matter, regardless of circumstances. By
applying for membership in the Institute, PMI members and
applicants agree that they will accept the authority of the
Institute to apply the Member Code of Ethics, Member Stan-
dards of Conduct, and the Member Ethics Case Procedures,
and other relevant policies to resolve ethics matters.
These ethics procedures are not a formal legal process;
therefore, many legal rules and practices are not observed,
and the procedures are designed to operate without the assis-
tance of attorneys. Any party, of course, may be represented
by an attorney with respect to an ethics matter. If a party has
retained an attorney, that attorney may be directed to com-
municate with the Institute through the PMI Legal Counsel.
The parties are encouraged to communicate directly with the
Institute. The Institute may use the services of PMI Legal
Counsel without limitation.
PMI Components
PMI Chapters
R Brazil-Sao Paulo
at Canada-Canada's Technology Triangle (P)
r Canada-Centennial College Student (E S)
R Canada-Durham Highlands (P)
Canada-Fort McMurray, AB
R Canada-Lakeshore, ON (P)
R Canada-Levis, 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, ON
m Canada-Regina/S. Saskatchewan
s Canada-Ryerson Polytechnic Univ., ON (S)
I Canada-Southem Alberta
s Canada-Southem Ontario
r Canada-Thames Valley District, ON
m Canada-Vancouver Island, BC
m Canada-West Coast, BC
s Chile-Santiago
m China-Beijing (P)
r China-East China
a China-Guangzhou (P)
ra China-Hong Kong, SAR
IColombia-Santafe de Bogota
r Costa Rica-Costa Rica (P)
s Croatia-Croatia (Hrvatska) (P)
m Czech Republic (P)
s Denmark-Copenhagen
s Ecuador-Quito (P)
Egypt-MENA (Middle East and North Africa)
s France
m France-Hauts-de-France
s France-France-Sud
PA Germany-Frankfurt
m Germany-Munich
r GreeceAthens (P)
m Guatemala-Guatemala (P)
r India-Bangalore (P)
m India-New 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 Norway-Oslo
r Pakistan (P)
Panama-Panama City (P)
a Peru-Lima
a Philippines-Manila
r Portugal-Portugal (P)
m Romania-Romania (P)
r Russia-Moscow
Russia-St. Petersburg
B Saudi Arabia-Arabian Gulf
m Singapore
B Spain-Madrid (P)
m South Africa
B Sweden-Central Sweden
r Switzerland-Switzerland (P)
r Taiwan
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 Venezuela-UCAB CIED (Ij S)
r Venezuela-IESA (F: S)
BB Zimbabwe (P)
a DC-Washington, DC
FL-Central Florida
lli FL-Northeast Florida
r FGSouth Florida
lli FL-Suncoast
r FGTampa Bay
I GA-Coastal Empire
r GA-Columbus
r GA-Georgia
a GA-Georgia/South Carolina-Savannah River
III HI-Honolulu
m ID-Eastern Idaho
lli ID-Westem Idaho
I IL-Central Illinois
m IL-Illinois/Wisconsin-Midwest
a IN-Calumet
r IN-Central Indiana
I IN-Northeast Indiana
r IN-Southwest Indiana
r IA-Central Iowa
r IA-Eastern Iowa
r KS- KC Mid-America
r KS-Wichita
r KY-Kentuckians
a KY-Kentucky Bluegrass
lli LA-Baton Rouge
LA-Greater New Orleans
s LA-Northwest Louisiana
a LA-Louisiana~Texas-Southwest Louisiana/Southeast Texas
r ME-Maine
a MD-Baltimore
r MD-Southern Maryland
I MA-Central Massachusetts (P)
is MA- Mass Bay
r MI-Great Lakes
is MI-Lawrence Technical University (I! S)
EI MI-Michigan Capital Area
m MI-Michigan Thumb
MI-Westem Michigan
m MN-Augsburg (S)
r MN-Minnesota
MS-South Mississippi (P)
MO-KC Mid-America
m MO-Metro/St. Louis
r MO-Mid-Missouri
r NE-Heartland
NE-Mid-Nebraska (P)
NE-Southern Nevada
m NH-New Hampshire (P)
r NJ-New Jersey
r NN-Otowi Bridge
NM-Pecos Valley
II NM- Rio Grande
NV-Nevada
r NY-Binghamton
r NY-Buffalo
NY-Hudson Valley
NY-Long Island
NY-New York City
NY-Rochester
m NY-Rochester (S)
II NY-Syracuse
m NY-Upstate New York
B NC-Metrolina
r NC-North Carolina Piedmont Triad
B NC-North Carolina
m NC-Western Carolina University (S)
r ND-North Dakota University (S)
r OH-DaytodMiami Valley
m OH-Central Ohio
m OH-Northeast Ohio
OH-Northwest Ohio
r OH-Southwest Ohio
r OK-Green Country Regional
r OK- Red Earth
OR-Portland
I OR-Willamette Valley
m PA-Delaware Valley
s PA-Keystone
IB PA-Pittsburgh
m PR-San Juan
a RI-Ocean State
m SC-Charleston
s SC-Clemson University (S)
m SC-Palmetto
s SC-South Carolina Midlands
rr! TN-East Tennessee
TN-Memphis
rr! TN-Nashville
rr TX-Alamo
ill TX-Amarillo
I TX-Austin
ill TX-Clearlake/Galveston (P)
I TX-Coastal Bend (P)
r r ~ TX-Dallas
m TX-Fort Worth
s TX-Houston
m UT-Northern Utah
s VT-Champlain Valley
VA-Central Virginia
IB VA-Hampton Roads
rr! WA-Inland Northwest (P)
rr WA-Puget Sound
ill WA-Tri-Cities/Columbia Basin
WV-Tri-State
ill WI-Madison/South Central Wisconsin
rr WI-Milwaukee/SE WI
I
PMI College
College of ~erforhanceManagement
(PMI Worldwide Component Affairs Depamnent 2001)
Year Recipient
1976 Dr. David C. Murphy
1978 James R. Snyder, PMI Founder, PMI Fellow
1979 lvars Avots
1980 Dr. J. Gordon Davis, PMI Founder, PMI Fellow
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
Vim Kochar
Christine A. Trautwein
Dr. Francis M. Webster, Jr., PMP PMI Fellow
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
B! ESI International
188 EXP Consulting, Limited
B EI.Group, Inc.
B! Fissure Corporation
I Franklin-Covey Company
m Global Project Management Group
I IBM Learning Services
a INFINITA S.C.
%aInnovators International, Inc.
a International Institute for Learning, Inc.
B! Interpro ADF Corporation
kaa ISIM University
B! J.J. Glatt & Associates
a Keane, Inc.
I Kimmons-Asaro Group Ltd., Inc.
aw Lawrence Technological University CEPD
m Management Concepts, Inc.
B Management Worlds, Inc.
B MartinTate
sr NETg
m Paradigm Learning, Inc.
r Paradigm Management Incorporated
rn PC1 Global, Inc.
Pittsburgh Project Management Cntr.
a PM Advisors, Inc.
a PM Solutions, Proj. Mgt. College
kaa PMCC, Inc.
m PrimeLearning.com
kaa Project Management Group, Inc.
a Project Management Leadership Group
aw Project Management Prof. Learning, Ltd.
a Project Management Services, Inc.
aw Project Mentors, Inc.
B! PSM Consulting Services
ti% Ruggles & Associates, Inc.
ta Schulich School of Business, York University Div. of
Executive Development
sls Skillsoft, Inc.
r SmartForce, Ltd.
n SPMgroup, Ltd.
Strategic Management Group, Inc.
r Systemation
r University of California, Irvine Ext.
a University of Wisconsin-Madison
n Westney Project Services, Inc.
m Istud SPA
r Kepner-Tregoe, Inc.
ra Key Skills, Limited
rr Learning Tree International
~rMbpNet
r Moore, Couture, & Associates, Inc.
~rPanurgem PTY LTD.
r PDI International, Inc.
s Perot Systems Corporation
r Pinnacleone
r PM Concepts, Inc.
r Polar Bear Software Corporation
r Praxis Management International, LLC
r Priority Management
Procept Associates, Ltd.
RI Productivity Partners, Inc.
Project Management Resources
RI Project Management Technologies, Inc.
r Project Masters, Inc.
RI PVI
m QA Training
R3D Information and Technology. Inc.
RMC Project Management
r Robbins-Gioia, Inc.
ra Siemens Business Services (SBS) Management Consulting
and Training
r Skills for You, Inc.
rr SKOPE, S.A. De C.V
r Soft Tech Development, Inc.
r SOMOS Consulting Group, Ltd.
III S.P Jain Institute of Management & Research
r STI, Skills Transfer International
III Stonebridge Technologies, Inc.
rr Tecnologico de Monterrey, Campus Monterrey-CSIM
ra TECHNOLOGIA
r Technology Management Associates
r TeraQuest Metrics, Inc.
m Tercon, Inc.
m The CBT Workshop
rn David Francis
~i Dinamo, Consultoria em Qualidade, Gestao e Technologias
de Informacao, S.A.
a Dinsmore Associates
B DM Consulting Group, LLC
a DMR Consulting Group, Inc.
a Durham College & University Centre
QI E3 Project Management
QI Egyptian Project Management Consultancy (EPM)
B Escala, PM, Systems and Training
ac Ethicon Endo-Surgery, Inc.
PA Ethier Associates
a Federal Publications Seminars, 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.
rn INTouch International
a Institute for International Research
a Instituto de Direccion de Proyectos
m Interconnection of Somerset, Inc.
~rs! IQPC
ws JFGP
J. Ray McDermott Middle East, Inc. (JRMMEI)
ea Lee & Mac Consulting
481 Lucent Technologies Lng. & Perf. Cntr.
iak! Management Solutions
m Management Solutions Group, Inc.
B Management Training & Development Center
a Maxwell & Associates
481 McGill International Executive Institute
iak! MCrWorldCom Global Implementation Project Management
(GIPM)
sn MDS SCIEX
481 Mornigton Consulting Partners
rn Mount Royal College, Faculty of Cont. Education &
Extension
B Mutual of Omaha
B National Center for Continuing Education
B National University
& NCR Italy
Nelson Consulting Associates (NCA, Inc.)
Niagara College of Applied Arts & Technology
Oak Associates, Inc.
r Omega Management Education Group
a Ortho-Clinical Diagnostics
r Patrick Engineering
B Performance Knowledge, LLC
B Performance Management Associates, Inc.
B Perryman Group, Inc.
Pfizer, Inc.
& PGCC Technologie/Q-LABS FRANCE
Phillips Petroleum Company
& PILAT Technologies International, Ltd.
PlanTech, Inc.
PM Preview Corporation
B PMSOFT Korea, Ltd.
r Poliedra-Politecnico di Milano/Emoteam
a Pritchard Management Associates
B Procurement Division, Dept. of General Services, State of
California
Project Assistants, Inc.
Project Management Associates, Inc.
Project Solutions of Rochester, Inc.
& Prosys Bangun Nusantara, PT
a Prosys Bangun Persada
& RCC Consultants
Renaissance Worldwide, Inc.
r Roadway Express, Inc.
r Sabcons Project Management Consultants
a San Jose State University Professional Development
r Software Quality Institute, University of Texas at Austin
B Solutions Network, Inc.
B State of Oregon Technical Education Program
Syntel, Inc.
Technicalprojects.com
B. CandidatelcertificantProfessional Practice
1. Responsibility to provide accurate, truthful advertising and
representations concerning qualifications, experience, and
performance of services.
2. Responsibility to comply with laws, regulations, and ethical
standards governing professional practice in the
state/province and/or country when providing project
management services.
C. Advancement of the Profession
1. Responsibility to recognize and respect intellectual property
developed or owned by others, and to otherwise act in an
accurate, truthful, and complete manner, including all
activities related to professional work and research.
2. Responsibility to support and disseminate the PMP Code of
Professional Conduct to other PMI certificants.
B University of Phoenix ~
m University of Sydney, Department of Civil Engineering
University of Western Sydney, Nepean School of
Management
r Algeria R Chile
@ Anguilla H China
I Argentina H Colombia
Aruba H Costa Rica
Australia Cote D'iviore
Austria H Croatia
Azerbaijan Cuba
m Bahamas H Cyprus
@ Bahrain R Czech Republic
r Barbados R Denmark
B Belarus m Dominican Republic
s Belgium Ecuador
~rBermuda Egypt
s Bolivia I El Salvador
B Botswana England
s Brazil r Estonia
sl Brunei Darussalam I Ethiopia
Bulgaria I Finland
l e ~ Canada m France
rr Cayman Islands ill Gambia
rr Channel Islands r Germany
w Ghana w Poland
w Greece w Portugal
w Guyana w Qatar
w Hong Kong w Romania
w Hungary w Russia
w Iceland w Saint Lucia
w India w Saudi Arabia
w Indonesia Scotland
Iran w Singapore
Ireland w Slovak Republic
Israel w Slovenia
Italy w South Africa
w Jamaica w South Korea
Japan w Spain
w Jordan Sri Lanka
w Kenya H Suriname
w Korea Sweden
Kuwait w Switzerland
w Latvia Taiwan
w Lebanon Thailand
Lithuania w Trinidad And Tobago
Luxemborg 'Ibrkey
Malaysia w U.S. Minor Outlying Islands
m Malta w Uganda
Mauritius w Ukraine
m Mexico m United Arab Emirates
Netherlands w Uruguay
w Netherlands Antilles United States of America
w New Zealand Venezuela
a Nicaragua w Virgin Islands (U.S.)
w Nigeria w Wales
w Northern Ireland w West Indies
w Norway w Yugoslavia
Oman Zambia
w Pakistan Zimbabwe
w Panama
w Papua New Guinea (PMI Membership Services Department
2001)
w Peru
w Philippines
Acronyms
CAQ" Certificate of Added Qualification
EV Eamed Value
EVM Eamed Value Management
OBS Organizational Breakdown Structure
PERT Program Evaluation and Review Technique
PM Project Management or Project Manager
PMBOR Project Management Body of Knowledge
PMI" Project Management Institute
PMP Project Management Professional
QA Quality Assurance
QC Quality Control
R.E.P. Registered Education Provider
RFP Request for Proposal
SOW Statement of Work
TQM Total Quality Management
WBS Work Breakdown Structure
Definitions
These definitions were selected fromA Guide to the R o j e c t Management
Body of Knowledge (PMBOP Guide) - 2000 Edition.
Network Analysis. The process of identifying early and late start and finish dates for
the uncompleted portions of project activities. See also critical path method,
program evaluation and review technique, and graphical evaluation and review
technique.
Order-of-Magnitude Estimate. See estimate.
Organizational Breakdown Structure (OBS). A depiction of the project organization
arranged so as to relate work packages to organizational units.
Pareto Diagram. A histogram, ordered by frequency of occurrence, that shows how
many results were generated by each identified cause.
Percent Complete (PC). An estimate, expressed as a percent, of the amount of work
that has been completed on an activity or a group of activities.
Performance Measurement Baseline. An approved plan against which deviations
are compared for management control.
PERT Chart. The term is commonly used to refer to a project network diagram. See
program evaluation and review technique for the traditional definition of PERT.
Phase. See project phase.
Product Scope. The features and functions that characterize a product or service.
Program. A group of related projects managed in a coordinated way. Programs usually
include an element of ongoing work.
Program Evaluation and Review Technique (PERT). An event-oriented network
analysis technique used to estimate program duration when there is uncertainty
in the individual activity duration estimates. PERT applies the critical path method
using durations that are computed by a weighted average of optimistic, pes-
simistic, and most likely duration estimates. PERT computes the standard devi-
ation of the completion date from those of the path's activity durations. Also
known as the Method of Moments Analysis.
Project. A temporaly endeavor undertaken to create a unique product, service, or
result.
Project Charter. A document issued by senior management that formally authorizes
the existence of a project. And it provides the project manager with the authority
to apply organizational resources to project activities.
Project Communications Management. A subset of project management that
includes the processes required to ensure timely and appropriate generation, col-
lection and dissemination, storage and ultimate disposition of project infor-
mation. It consists of communications planning, information distribution,
performance reporting, and administrative closure.
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 resource planning, cost estimating, cost budgeting, and
cost control.
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 organizational planning, staff acquisition,
and team development.
Project IntegrationManagement. 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 project plan development, project plan execution, and
integrated change control.
New Books
A Guide to the Project Management agement profession on a global basis. The study
Body of Knowledge (PMBOKmGuide) provides salary, bonudovertime, and deferred
- 2000 Edition compensation information for specific job
titles/positions within the project management
PMI's PMBOP Guide has become the essential
profession. It also contains normative data for a
sourcebookfor the project management profession
comprehensive list of benefits and an array of
and its de facto global standard, with over 700,000
other relevant parameters. The PMZ Project Man-
copies in circulation worldwide. This new edition
agement Salary Survey - 2000 Edition is a vital
incorporates numerous recommendations and
new research tool for managers and HR profes-
changes to the 1996 edition, including: progressive
sionals looking to retain or recruit employees,
elaboration is given more emphasii; the role of the
current members of the profession or those inter-
project office is acknowledged; the treatment of
ested in joining it, researchers, and academics.
earned value is expanded in three chapters; the
I d a g e between organizational strategy and project ISBN: 1-880410-26-5 (paperback)
management is strengthened throughout; and the
chapter on risk management has been rewritten
with six processes instead of four. Newly added Project Management for the
processes, tools, and techniquesare aligned with the Technical Professional
five project management processes and nine Michael Singer Dobson
knowledge areas. For example, reserve time, Dobson, project management expert, popular
variance analysis, and activity attributes are added seminar leader, and personality theorist, under-
to Chapter 6 (Project T i e Management); esti- stands "promotion grief." He counsels those who
mating publicationsand earned value measurement prefer logical relationships to people skills and
are added to Chapter 7 (Project Cost Man- shows technical professionals how to successfully
agement); and project reports, project presenta- make the transition into management. This is a
tions, and project closure are added to Chapter 10 witty, supportive management primer for any
(Project Communications Management). This is "techie" invited to hop on the first rung of the
one publication you'll want to have for quick ref- corporate ladder. It includes self-assessment exer-
erence both at work and at home. cises; a skillful translation of general management
ISBN: 1-880410-23-0 (paperback) theory and practice into tools, techniques, and
ISBN: 1-880410-22-2 (hardcover) systems that technical professionals will under-
ISBN: 1-880410-25-7 (CD-ROM) stand and accept; helpful "how to do it" sidebars;
and action plans. It's also an insightful guide for
PMI Project Management Salary those who manage technical professionals.
-
Survey 2000 Edition "The exercises and case studies featured here,
This 2000 Edition updates information first pub- along with the hands-on advice, hammer home
lished in 1996 and expands coverage to over forty fundamental principles. An intriguing com-
industry affiliations in nearly fifty countries in plement to more traditional IT management
seven major geographic regions around the guides, this is suitable for all libraries."-Library
world. Its purpose is to establish normative com- Journal
pensation and benefits data for the project man- ISBN: 1-880410-76-1 (paperback)
The Project Surgeon: A Project Management Experience and
Troubleshooter's Guide to Business Knowledge Self-Assessment Manual
Crisis Management In 1999, PMIW completed a role delineation
Boris Hornjak study for the Project Management Professional
A veteran of business recovery, project turn- (PMP") Cemfication Examination. A role delin-
arounds and crisis prevention, Hornjak shares his eation study identifies a profession's major per-
"lessons learned" in this best practice primer for formance domains (e.g., initiating the project or
operational managers. He writes with a dual planning the project). It describes the tasks that
purposefirst for the practical manager thrust are performed in each domain, and identifies the
into a crisis situation with a mission to turn things knowledge and skills that are required to com-
around, make tough decisions under fire, address plete the task. The role delineation task state-
problems when they occur, and prevent them ments are presented in this manual in a format
from happening again. Then his emphasis turns to that enables you to assess how your project man-
crisis prevention, so you can free your best and agement experiences and trainingleducation
brightest to focus on opportunities, instead of on knowledge levels prepare you to complete each
troubleshooting problems, and ultimately break of the task statements. Individuals may use all of
the failure/recovery cycle. these tools to enhance understanding and appli-
cation of PM knowledge to satisfy personal and
ISBN: 1-880410-75-3 (paperback)
professional career objectives. The self-
Risk and Decision Analysis in assessment rating should not be used to predict,
Projects guarantee, or infer success or failure by indi-
viduals in their project management career,
Second Edition
examinations, or related activities.
John R. Schuyler ISBN: 1-880410-24-9 (papehack)
Schuyler, a consultant in project risk and economic
decision analysis, helps project management pro- Project Management Professional
fessionals improve their decision-makingskills and (PMP) Role Delineation Study
integrate them into daily problem solving. In this In 1999, PMI" completed a role delineation
heavily illustrated second edition, he explains and study for the Project Management Professional
demysti6e.s key concepts and techniques, including (PMP") Certification Examination. In addition
expected value, optimal decision policy, decision to being used to establish the test specifications
trees, the value of information, Monte Carlo sim- for the examination, the study describes the
ulation, p.robabilistic techniques, modeling tech- tasks (competencies) PMPs perform and the
niques, judgments and biases, utility and project management knowledge and skills PMPs
multi-criteria decisions, and stochastic variance. use to complete each task. Each of the study's
ISBN: 1-880410-28-1 (paperback) tasks is linked to a performance domain (e.g.,
planning the project). Each task has three com-
Earned Value Project Management ponents to it: what the task is, why the task is
Second Edition performed, and how the task is completed. The
Quentin W. Fleming and Joel M. Koppelman Role Delineation Study is an excellent resource
Now a classic treatment of the subject, this second for educators, trainers, administrators, practi-
edition updates this straightforward presentation tioners, and individuals interested in pursuing
of earned value as a useful method to measure PMP certification.
actual project performance against planned costs ISBN: 1-880410-29-X (paperback)
and schedules throughout a project's life cycle.
The authors describe the earned value concept in PM 101 According to the Olde
a simple manner so that it can be applied to any Curmudgeon
project, of any size, and in any industry. Earned Francis M. Webster Jr.
Value Project Management, Second Edition may Former editor-in-chief for PMI", Francis M.
be the best-written, most easily understood Webster Jr. refers to himself as "the olde cur-
project management book on the market today. mudgeon." The author, who has spent thirty
Project managers will welcome this fresh trans- years practicing, consultingon, writing about, and
lation of jargon into ordinary English. The teaching project management, dispenses insider
authors have mastered a unique "early-warning" information to novice project managers with a
signal of impending cost problems in time for the friendly, arm-around-the-shoulder approach.
project manager to react. He provides a history and description of all the
ISBN: 1880410-27-3 (paperback) components of modern project management;
discusses the technical, administrative, and lead- takes advantage of the strengths of the functional
ership skills needed by project managers; and organization, projectized organization, and
details the basic knowledge and processes of matrix organization, whlle reducing or elimi-
project management, from scope management to nating their weaknesses. The book collects the
work breakdown structure to project network experiences and wisdom of thousands of people
diagrams. An excellent introduction for those and hundreds of projects, and reduces lessons
interested in the profession themselves or in learned to a simple format that can be applied
training others who are. immediately to your projects.
ISBN: 1-880410-55-9 (paperback) ISBN: 1-880410-79-6 (paperback)