Making project management indispensable for business results.®

Delivering Value: The Next Generation Project ManagerPresented to PMI North CarolinaSteve DelGrosso MSC, PMP 2013 Board of Directors

18 October 2013

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PMI’s 2013 Pulse of the Profession™ Report

Source: 2013 Pulse of the Profession™ Report

• The industry’s annual global benchmark for project, program and portfolio management

• Integrates PMI market research with third party data

• Ties together insights gained from global organizations and governments around the world

• Provides incomparable insights

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Mind the Gap

• CEOs agree that human capital is the number one challenge globally

• 71% of CEOs see human capital as a key source of sustained economic value

• 77% anticipate making changes to their talent management strategies

• 23% are planning major changes

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Are You

Ready?

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53% of projects are

on time

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62% of projects meet

goals

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$135M at

risk

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The Imperative to Strive for High Performance

Source: 2013 Pulse of the Profession™ Report

Low performers risk

14 times more money on projects

than high performers

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8% of organizations

highperformers

are

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What a High-Performing Organization Looks Like

Source: 2013 Pulse of the Profession™ In-Depth Report: The Competitive Advantage of Effective Talent Management

Focus On Talent

Management

HIGHPERFORMERS

Drive Strategic Alignment

Support Standardized PM

Mature project management, program management, portfolio management, benefits realization, high organizational agility

Formal development processes, ongoing training, and a defined career path

Standardized practicesthroughout the organization, active project sponsors and certified professionals

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The Good News

There is greater global recognition of the Value of Project, Program and Portfolio Management

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The Good News: Higher Salaries

Median Salary by PMP Status

3 4 5 6 7 8 9 10 11 12 13 14 15$75,000

$80,000

$85,000

$90,000

$95,000

$100,000

$105,000

$110,000

$115,000

PMPs

Non-PMPs

Cumulative difference >$123,000

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The Good News and The Bad News

Establishing a career path for new project management hires

increasesproject success rates to 67%

Source: PM Network® Web Exclusive: Mind the Gap

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The Bad News

Labor

abundance

Talent

shortage

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The Solution: Next Generation Project Management Skills in the Talent Triangle

© 2010

Tech

nica

l Pro

ject

Man

ager

Leadership

Strategic and Business Management

Most organizationssay that technical skills

are hardest to find but easiest to teach

66% of organizations say that leadership skills are not as teachable but are most important for early success in project management

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You can’t create a high-performing project manager overnight. − Glenn Gilkey, SVP, HR and Administration, Fluor

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Focus on Talent Development

Source: 2013 Pulse of the Profession™ In-Depth Report: The Competitive Advantage of Effective Talent Management

% of Organizations That Currently Have

Training on Use of Tools & Techniques

Defined Career Path for Project Managers

Process to Mature Portfolio/PM Practices

Process to Develop PM Competency

73%

68%

68%

61%

48%

26%

31%

28%

Low Performers High Performers

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Focus on Talent’s Role in Project Management

Source: 2013 Pulse of the Profession™ In-Depth Report: The Competitive Advantage of Effective Talent Management

71%

63%

61%

57%

52%

47%

Meeting Goals/ Intent

Within Budget

On Time

Career Path No Career Path

% of Projects Completed

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LeadershipSkills are

critical

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Case Study: The Siemens Talent Portfolio

A two-pronged approach to aligning the right resources—the right talent—to projects

IBM: Becoming a Project-Based Enterprise

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DesiredOutcomes

A community of qualified PM Professionals that lead teams and manage on-time, delivery within scope and cost, reducing risk be the use of project based disciplines.

PM Methods and PM tool set, scalable and adaptable to customer program and project needs, that provide the right level of control to match risk and ensure delivery.

Management Systems, infrastructure and process, that provide visibility to project and program information needed to manage the business effectively.

Focus Build skills of professionals Put key enablers in place Make PM systemic to our business

Initiatives

SkillsPM educationPM qualificationPM Knowledge Sharing

PM methodPM toolsGuidesMaturity assessments

Executive involvementMeasurementsMgmt systems

integrationCommunications

Competence Practitioner Organizational Stakeholder

Time1997

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more important than

Managing

Leading

will become

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Have you mapped out your Future

talent needs?

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Are You

Ready?

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Are You

Ready?

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An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.

- Jack Welch, business executive