making project management indispensable for business results.® delivering value: the next...
TRANSCRIPT
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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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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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 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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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