Pmi Lhr-2009 Issue 1

 

 

 

Messages

Inside this Issue 

2

President PMI Lahore Chapter

 

Message from President  

2 

Message from Chief Editor 

2 

High lights (2008) 

3 

 

Dear All PMI Lahore Chapter newsletter is back again thanks to the volunteer efforts led by Arif Butt (Director), Nomana Waqas (Editor) and a dedicated editorial team. Lahore ended 2008 with elections that we saw good participation by members and all but one chapter position was contested. Arif Sadiq and Omer Jameel conducted the whole elections process in a very professional manner. We started 2009 with a lecture by Dr. Salman Azhar from Auburn University on Virtual Design and Web based Project Management. 2009 also saw the launching of the much awaited PMBOK 4th Edition. Anticipating changes in the exam starting in June 2009, there was rush of registrations in the Chapter’s highly rated PMP Preparation courses. Courses based on PMBOK 3rd Edition will continue to be offered till April 2009. Chapter membership continues to grow and we are now headed towards the 500 mark! As we grow in size we hope to tap into a greater pool of volunteers and an increase in chapter activities. I hope to continue getting feedback from you on new initiatives and ideas for the chapter. Khalid Ahmad Khan, PMP President PMI Lahore Chapter

 

Theme [Time Management] 

4 

Articles  

 

7 

Member’s Lounge 

 

8 

Info Center    

 

9 

 

 

Editorial Board  Col. (R) Arif Majeed Butt  Chief Editor  Nomana Waqas   

Editor 

Sami Sheikh 

 

Sub editor 

Shamsher Haider  

Sub Editor 

Farooq Afzal 

 

Coordinator 

Hamid Raza 

 

Asst. Co‐ordinator 

Musarat Shaheen  

Composer 

Title Page designed by Ms. Musarat Shaheen. 

Chief Editor

Editor

Welcome to the first issue of PMI Newsletter in 2009 published by the PMI Lahore Chapter Editorial Board. It is understandable that Project Management is a crucial skill but one that is not easily acquired or actively taught at University. It is through this deficiency that PMI Lahore Chapter seeks to differentiate from other Project Management related outfits. As we publish more issues over the coming months, we hope that the dedicated editorial board can give you an insight into the world of project management. In this issue, we cover the Project Time Management, PMI Seminars and a success story of a Project Management Professional (PMP). PMI Lahore Chapter actively encourages people from all faculties and background to get involved in Project Management. Anyone and everyone should have the opportunity to learn how to get their projects completed within planned scope, time, and budget. I hope that you enjoy this edition as much as we have enjoyed making it for you. Feel free to drop me a line at [email protected] for any questions or comments.

Dear All Welcome From Editorial Board. Hope You will enjoy our efforts, so I request you to send your candid critique for further improvement and progress. We are also dedicating a page for messages from our chapter members.  You can send your comments, suggestion, guidance, articles and messages @[email protected]. Finally, Congratulations to all members who have earned the PMP credential in 2008.

Lt Col (retd) Arif Majeed Butt,PE,PMP Director Professional Development PMI Lahore Chapter

Nomana Waqas Editor PMI Lahore Chapter Newsletter   PMI Lahore Newsletter 

Events

3

High lights (2008)

Seminars  Feb‐08   Strategic Quality Assurance  Kamran Moosa    May‐08   Scope Management  Rizwan Sheikh    Oct‐08   Seven Habits of Highly Effective  Project Managers  Andleeb Abbas 

 

 

Chapter Elections 2008 [22nd Dec]  Positions Due;   • President  • Vice President  • Secretary  • Director Marketing   & Communication  • Director Legal 

Nominating Committee  • Mr. Asif Sadiq, PMP  • Mr. Mian Omer Jamil 

Successful Candidates   • Khalid Ahmad Khan  • Rizwan Amin Sheikh   • Abaidullah   • Azra Zaigham   • Nomana Waqas  

 

PMP Trainings  PMI BMC's E10 2nd Run  Feb‐08  Dr. Azhar Mansoor Khan    PMI BMC's E10 3rd Run  Mar‐08  Dr. Azhar Mansoor Khan     BMC's E10 7th Run  Apr‐08  Dr. Azhar Mansoor Khan     BMC's E10 8th Run  May‐08  Dr. Azhar Mansoor Khan    BMC's E10 9th Run  Jun‐08  Dr. Azhar Mansoor Khan     PMI‐LHR PMP Course 4th Run  Aug‐08  PMI Lahore     PMI‐LHR PMP Course 5th Run  Oct‐08    PMI‐LHR PMP Course 6th Run  Nov‐08    PMI‐LHR PMP Course 7th Run  Dec‐08 

  PMI Lahore Newsletter 

 

Trainings        

 

Strategic Quality Assurance      Seven Habits

 

 

4

Theme of the Month

Time Management   By: Nomana Waqas       

   

   

The idea behind the theme of issue was basically a fact finding process of that area not only in project management but a in a broad spectrum i.e. scope of our life, because life is also a project. So Without the proper use of time, our performance and productivity will suffer. Basically “Time management is not about managing time, it is about managing     yourself  and those   around   you”.   

 

 

 

 

 

 

 

The "Three Ps" of Effective Time Management   

Priorities  

Time Management Matrix  

• • •

3. If you want something done  right, do it yourself.   4. We should take pride in  working hard.   5. You should try to do the  most in the least amount of  time.   6. Technology will help you do  it better, faster.   7. Do one thing at a time.   8. Handle paper only once.  

After finalizing your to-do list next step is to prioritize them. For that use 80-20 Rule. Use the 80-20 rule originally stated by the Italian economist Pareto. 80% of the outcome comes from 20% of the tasks. Identify the 20% that is most important and then prioritize your time to concentrate the most effort on those items.

Not  Imp 

 

2. The longer or harder you  work the more you  accomplish.  

How we can beat the time? Time is non renewable source once it’s gone, it’s gone so plan each second because every second counts. Spend it in productive and efficient way with the help of proper Planning. As per Parkinson’s Law “Work expands so as to fill the time available for its completion”, so planning is very important it helps us to find time for important things. How Do I Plan? Predicting the future. Decide what you want your future to look like. Analyze the results. With the help of above analysis “List your tasks” Steps required achieving the goals. Set deadlines. List resources needed. Keep your eye on your goals. Conclusion: Plan well in advance and stick to your plan.

• • •

   

1. Time can be managed.  

Planning  

Imp. 

   

Myths about Time 

 

1. Planning. 2. Priorities. 3. Procrastination.

 

   

Urgent  Crisis   • Pressing problems  • Deadlines driven  projects  • • Interruptions, some  calls, mails, reports,  meetings  Proximate, pressing  matters  Popular activities   

• • • •

Not Urgent  Prevention  Relationship  building  New opportunities  Planning,  recreation   Trivia, busy work  Some mail, phone  calls  Time wasters   Pleasant activates 

Flag items according to importance by giving them an A, B or C priority, with A being highest priority. Set deadlines for tasks to focus on your priorities

   

9. Get more done and you’ll  be happier.   10. Don't wait. The time will  never be just right   

Inspiration 

 

 

 

If you can dream it,  You can do it.   [Walt Disney]  Disneyland was built in 366 days, from ground-breaking to first day open to the public.

    PMI Lahore Newsletter 

Theme of the Month

5

Procrastination  Time Management 

Procrastination is the “thief of time”

      Why do we procrastinate?    • Don’t know where to start. • • • •

 

To avoid an unpleasant task. Afraid to fail. Waiting for more information. Over-committed.

    

 

      Avoiding Procrastination 

 

 

 

 

 • Doing things at the last minute is much more expensive than just before the last minute • List the things you have been avoiding, and then prioritize them Deadlines are really important, establish them yourself!

       

Time management is one important aspect to see the larger picture working smoothly. The less wastage involved in time management, the more efficiently the results will come through. As a Pakistani I feel that this nation really knows that time is money, how? Just have a look on our roads.

Time Wasters   Attempting too much.

Tick when your Body Wants to Tock 

Not saying no.

Circadian Rhythms:  Incomplete information.

Circadian rhythms are internal biological clocks that regulate many functions and activities, including sleep, temperature, metabolism, alertness, blood pressure, heart rate and hormone levels and immunities. About every 24 hours our bodies cycle through metabolic and chemical changes. These Circadian Rhythms are reset by sunlight each morning. Whether you are a “Morning Person” or a “Night Owl” is determined by these cycles. If we learn to listen to our bodies, we can work with these natural rhythms instead of fighting them. We can make more efficient use of our time by scheduling certain activities at certain times of the day. 

Management by crisis, fire fighting. Interruptions.

  Get the Most Out Of the First Two  Hours of the Day 

  The aim of “Time management” is for you to achieve your goals and still have a happy life   Maximize your Efficiency Cognitive Tasks [8am - 12 noon*] Cognitive, or mental, tasks such as reading, calculating, and problem solving are performed most efficiently in the morning. Short term memory [6 am - 10 am*] Short term memory tasks such as last minute reviewing are best performed early in the morning. Long term memory [1 pm - 4pm*] Longer term Memory tasks such as memorizing speeches and information for application are best performed in the afternoon Manual Dexterity [2 pm to 6 pm*] You are most efficient at tasks involving the use of your hands such as keyboarding and carpentry in the afternoon and early evening. Physical Workouts [4 pm to 9 pm *] Because of Circadian Rhythms it is best to engage in physical activity in the evening when your large muscle coordination is at its peak. Studies show you will perceive the workout to be easier in the evening. Exercising about 1-2 hours before bedtime improves the quality of sleep. *If you are a Night Owl, shift these times about 3-4 hours later in the day.

Don’t eat breakfast at work. Don’t schedule meetings for this time. Start with the most important work of the day. Do the things you don’t want to do first.

 

      Knowing when not to work is as important as knowing when to

Theme of the Month

6

Time Management  

Improving Poor Time Utilization  Here is a checklist of common causes of poor / low time utilization. These are prime targets when seeking to improve productivity. TIP: Measure the before and after effect wherever possible. That is, you should attempt to quantify each cause of waste time you attack, in terms of money, time and material. This way you can objectively assess the difference you have made.

Lack of proper planning, keeping workers waiting between jobs  or waiting for material   Failure on the supervisor's part to thoroughly understand orders  and instructions received   Lack of knowledge of what constitutes a full day's work   Failure to make orders and instructions clear to workers   Failure  to  insist  that  tools  supplies,  and  portable  equipment  be  kept in proper places   Ordering overtime work that could be avoided   Not  seeing  that  workers  are  supplied  with  proper  tools  and  equipment for every job   Allowing workers intentionally to do less work than they can   Failure to inform human resources department when more labor  is required   Keeping too many workers   Failure to write records and requisitions intelligibly   Failure to question and correct workers who lay off   Allowing workers to get habit of talking, visiting, killing time   Failure to get workers to start on time, slack supervision   Delay in making decisions   Unnecessary absenteeism or tardiness on the supervisor's part   Being late with reports   Not investigating immediately when repairs are needed   Unnecessary visiting and conversation on the job 

Asking WHY before we do the HOW

Desire   1. Why do I feel I am not using my time properly? 2. Do I really need to improve my time management? 3. Why do the many tips about time management never seem to improve my time managing skills? Support system 4. Do I fear being disliked if I restrict my time with others? 5. Who are my best supporters? 6. Have I asked the opinion of others about any change in my time management style? 7. Am I blaming others (boss, employees, spouse, and children) for my lack of change? Readiness 8. Am I afraid of changing my character and personality? 9. Am I afraid of missing wasteful activities I enjoy doing? 10. Am I ready for changing my slothful habits? 11. Am I content in not caring too much about time? 12. What do I know about behavior modification methods? 13. Have all my attempts at behavior modification failed? To Thine Own Self Be True - Shakespeare

14. Am I afraid of the truth about my existing time usage? 15. Am I willing to accept the truth of time log analysis? 16. Am I looking for an easy quick fix? 17. Can I face the disappointment of setbacks or will I quit when I can’t be perfect after only a few attempts? Commitment 18. Have I had any change successes to build upon? 19. Can I visualize the benefits of being a better manager of time? 20. Can I taste the need for change so strongly that I will dedicate myself for changing? 21. Today is the first day of the rest of my life – what time today will I start? If your answers to WHY indicate you are not ready to change your time managing style, you can save time by not reading the HOW stuff.

Article

7

ost  importantt  resource  in n  a  software  project  is  the  When  W we  taalk  of  projecct  The  mo nd  it  is  not  po ossible  to  do o  the  resource  management  m in  general,  human  resource,  an s projject  in  a  way  the  t hidden  a iss,  requirement  estimaation  for  a  software    assumption  that  t same  set  s of  toolss,  similar  to a construcction project.. Take the casse of schedulle  dding  more  resources  r will  techniques,  t assumption ns  crashing  for  example.  Simply  ad not crash the schedule. To makee the matter w worse, adding  approacches will fit all projects. In practice, thee assumption ns  resourcces  may  furtther  delay  the  project.  Adding  more  that hold true for sayy, a civil engin neering project do not hold  resourcces  to  a  softw ware  projectt  that’s  gettin ng  late  would d  true  forr  a  softwaree  project.  Lett  us  discuss  some  of  the  just  inccrease  the  channels  of  communication;  hampeer  featuress  that  makee  software  developmentt  projects  so  progresss  of  the  exissting  resourcees,  and  further  slow  down  unique.  progresss  till  the  new  n resourcees  get  familiar  with  the  Software is complex in many wayss. It is abstracct in the sense  domain n. Adding a lot t of low end s software engineers would   that it’s not easy for the end users to visualize a     Softwar e  product  in  i a  way  in    Comple exity   Rapidlyy Changing Te echnologies hey can visuaalize a road o or  which th     a buildin ng. It  is extreemely  difficullt    •Abstractt nature of softtware   •Immature Best Practices for the s stakeholders  to stipulate  a    •Lack of Expeerienced Resou •Estimatio on is complex urces   final  r s.  •“Resourcce” managemeent needs a  set  of  requirements   •Learning hass to be on job   tional  wissdom  sayys  differentt approach   Convent   set of requirem •No final  ments   estimati ion can only  be done once    •Rapidly eevolving design n   the  scope  definition n  is  complete e.    •Change iis inevitable t software  •Change iis considered eeasy   In    ninee  out  of  ten    projects s, the scope d definition is       never  complete.  Thee  end  user  in  fact  startss  realizing  the  just result in an endlless cycle of rrework and teesting, as theyy  r s,  once  the  prototype  or  the  initiaal  actual  requirements uce more bugss while fixing the previouss ones.  introdu version  of  the  produ uct  is  rolled  out.  o After  gettting  a  handss‐ Rather than using m more people, it is importantt to:  on  experience  of  the  t product,,  the  requirrements  starrt  • use better and fewer peoplee,  getting refined. It is vvery difficult ffor a user to ask for adding  w skills  set  and  aptitude  betteer  • use  people  whose  a basem ment to a building after it h has been com mpleted, but in  atches the tas sk, and   ma softwaree  projects  itt  is  normal  for  f the  clien nt  to  demand  major  changes  c oncee  the  productt  is  presumably  completee.  • use people who o can synergizze the team This  meeans  it’s  safer  to  define  the  t scope  to  a  reasonable  nd  development  platform ms  Rapidlyy  evolving  tecchnologies  an level  initially  and  leeave  the  intricate  details  to  be  added  add  yett  more  comp plexity  to  the  situation.  Yo ou  can  alwayys  hange  contro ol  later  through  progreessive  elaborration  and  ch get  an  engineer  with  w 10  yearss  experiencee  of  concrete  nism. In such cconditions, th he more detailed the scope  mechan meone  with  7  structures,  but  it  iss  impossible  to  find  som definitio on  the  scopee  initially  is,  more  m will  be  the  need  fo or  work. If we go a step ahead d,  years experience of .Net framew rework,  and  hence  the  t risk  of  en nding  up  with  an  unstable  search  for  a  developer  with  onee  year’s  expeerience  of  Neet  design.  This means tthat in such ccases, design  has to rapidly  work  3.5  or  LINQ  might  prove  to  be   a  manager’’s  framew e This  also  meanss  that  design  and  continuously  evolve.  nightmare. This pracctically meanss that if you aare working in  activities  would  go  in  i parallel  wiith  implemen ntation.  It  is  a  t you  might  have  h to  rely  on  resourcees  latest  technologies,  peculiarrity  of  softwaare  projects  which  w defies  the  common  who  do o  not  have  sufficient  experience  in  th he  technology  common nly assumed   they  arre  working  on n.  This  also  means  m that  tiime  has  to  be  Requirem mentÆDesig gnÆConstructtionÆTesting g  cycle.  In  a  allocateed  in  the  sch hedule  for  th he  learning  curve.  c In  such  softwaree  project  sco ope  re‐definittion,  re‐desiggn  and  reworrk  situatio ons  on  the  job  trainingg  of  resourcces  who  are  all  go  hand  h in  hand d.  Progressivve  elaboration  and  a  well  adaptab ble  and  havve  experience  in  similar  technologiees  manageed change con ntrol mechanism is the keyy to success in  might b be the only so olution.  such pro ojects. 

What mak kes Software e    Projects D Different?    By: Shamssher Haider, P PMP 

  PMI Lahorre Newsletter 

Members Lounge  

 INTERNATIONAL 

 

RECOGNITION 

   Mr. Ahsan Maqbool [PMP]      is  selected  in   PMI  Board  Ethics        Review  Committee  after  long        series  of  interviews.  He  is  the  first        Pakistani  to  be  awarded  with        this  esteemed  recognition  in    this      committee at this level. This is quite              a  big  achievement  internationally.      a  Apart  from  that  he   is  also        research lead of the PMI Estimation        Standards Development Program.               for  PMI  Award  for  “Excellence        Volunteer  Leader  in  Asia  Pacific        Region”.                Mr. Mujahid Naseer[PMP]        [President, PMI Chapter Islamabad]        Type of Project Managers           If you get in my way, I'll kill you!        ‐ ideal project manager         If I get in my way, I'll kill you!  ‐ somewhat misguided project        manager         If I get in your way, I'll kill you!        ‐ A tough project manager         Get away, I'll kill us all!  ‐ suicidal project manager         If you kill me, I'll get in your way.        ‐ thoughtful but ineffective project        manager         If I kill you, I'll get in your way.  ‐ project manager who has trouble        dealing with the obvious         I am quite confident that there is        nothing in the way, so no one will get  killed.        ‐ project manager who is about to get        in big trouble         If you kill me, so what? If you get in my        way, who cares?  ‐ weak, uninspired, lackluster project        manager         If I kill me, you'll get your way.        ‐ pragmatic project manager   Kill me, it's the only way.  ‐ every project manager to date    PMI Lahore Newsletter 

                                                                               

Kashif  Ul  Haq  [PMP],  founder  of  Corvit  Networks,  is  an  electrical  engineer  from  University of Engineering and Technology              (UET).  He  started  his  professional  career            with  a  job  at  Siemens  Pakistan.  He  was            there  for  a  year  before  he  discovered            his  real   passion,  business.    start   his  own      university,  he  had  Barely  out  of  the            little  financial  resources  with       and  teamed      few  likeminded  to   start   Corvit      individuals    Systems,  an   institute  in      that   specialized    conducting      Cisco    certifications.     Corvit  Systems  was  in      virtually    a  first   of  its  kind    Pakistan  and  a  unique      rapidly    carved      position  in    the  training  world.  His          first            first  entrepreneurial  venture  gave  him       to  launching      and  hand  exposure            managing a business in addition to honing       was  a  his   teaching   skills.  Corvit  Systems        built   without    any  project  started  and        formal  training  in   PMP.    It,  however,        served  to    underscore  for  him   the     of  a  structured     study  of    PMP  importance            that would equip him with the theoretical            discourse  and  rationale  of  PMP  thus            allowing  him  to  handle  projects  in  a            systematic  and  efficient  manner.  Corvit            Systems  also  gave  him  the  platform  and            the  impetus  to  eye  the  choppy  waters  of            Networking  projects,  to  make  a  logical            leap from theory to practice. This was the            beginning  of  Corvit  Networks.  Corvit            Networks  was  founded  in  2000  and            has  over   the  last  Pakistan’s    decade    become      leading  provider  of  Communication            Solutions  and  Services.  It  is  a            Cisco  Systems  Partner     Gold    Certified      specializing  Implementation,     in  Provision,        Maintenance  and   Management          of  networks. Today, Corvit is not only one of            the fastest growing providers of technical          expertise to Service providers and  

In Focus   By: Samih Sheikh 

  enterprise networks,           but is also known for           offering cutting edge           networking solutions           with great emphasis           on   quality,   manageability,    cost    effectiveness        and  scalability.  The  client    portfolio is extremely diverse comprising          some of the leading blue‐chip companies          from    the  Education,      Financial  and    Telecom    sectors.    Areas    of  specialization    include Data Center Solutions, Voice and          Video    over    IP  networks,    Network    Security,        Wide  Area  Networking    Solutions.        Networks,  WAN  Wireless    Optimization,        Virtualization,  IT    Consultancy, Cabling Solutions.          The  success     of  Corvit    is  hardly  an    overnight    phenomenon.      It  has  been  the    result  of    hard   work,  technical    excellence    and  a   focus  on    customer    satisfaction.    Kashif   wanted  Corvit  to    stand  out  for  its    work   ethic,   culture,   values  and  an    evolving    business    model    open  to  change    and learning. “We are in an industry that          expects    us  to   continually    refresh  our    skill/knowledge      base  to    keep  pace  with    the  exacting      standards    of  industry”,    Kashif   ponders.    He  formally    did  his  PMP    certification in 2006 and has never shied          away  from        implementing  what  he  had    read  making        full  use  of  the  principles  of    PMP  both       Corvit  and  serving  in  growing    customers.          Corvit    now  has    5  offices    in  Pakistan,    presently    commands      around  100  people    and  annual        revenue  of  6  million  USD.  In    order    to  extend      reach  beyond  its    Pakistan, Corvit has just opened an office        in Oman and is well on its way to opening  one in Dubai by close of 2009. 

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          PMI Laho ore Chapter O           Officers             Khaalid Ahmad Khaan    President                 Vice Presid Rizw wan A. Sheikh  dent      

       

       

Abaaidullah 

 

 

Secretary  

Azraa Zaigham 

 

 

Director M Marketing  

Ariff Majeed Butt   

 

Director Prrofessional Devvelopment 

 

Director M Memberships 

Abd dul Hafeez 

 

 

Director Sp ponsorships & Events 

M. N Naveed Akhtarr 

 

Director Finance 

Nom mana Waqas   

 

Director Leegal  

 

 

Director Att Large 

Khaalid Bashir 

standard  that  is  even  easieer  to  undersstand  d  implementt,  with  impro oved  consistency  and and d greater clarification.    Wh hat’s new?      ♦ Standard  lan nguage  has  been  incorporrated  throughout  the  document  to  aid  reeader  ng.  understandin ♦ New  dataflow w  diagrams  clarify  c inputs  and  outputs for eeach process. ntion has beeen placed on  how  ♦ Greater atten Knowledge A Areas integrattes in the con ntext  of  Initiatin ng,  Planniing,  Execu uting,  Monitoring  &  controlling  and  Clo osing  process groups.  ocesses are feeatured;   ♦ Two new pro ♠ Identify stakee holders   ♠ Collect requirements  

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 PM MI Standards Revision          PM MBOK® Guide             [Fo ourth Edition]]    Firsst edition 198 83    PM MBOK®  fourth h  edition  con ntinues  the  tradition  t of eexcellence in project  management wiith a    

 

Muhammad Adeeel Khan Legharii 

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Pro ogram Managgement Std. Seccond Edition  Firsst Edition 200 06  This  guide  wass  introduced  to  help  prograam  manager  hieve organizaational goals  ach through  greatter  understaanding  of  the  nciples of pro ogram managgement.   prin   Wh hat’s New?    ♦ Nine  knowleedge  areas  in ncluding  proggram  financial  management m t,  stakehollders  Management  and  progrram  governaance.  per  metrics  are  This  helps  ensure  prop so  orgaanizations  developed  can  mplex  successfully  manage  largge  and  com programs.      PMI Lahorre Newsletter 

About PMI            

 

 

For nearly 40 years, PMI advocated on behalf  of  project  professionals  around  the  world.  Project  Management  allows  an  individual  to  speak with one common language, no matter  their  industry,  geography,  or  whether  they  manage projects, programs or portfolios. 

 

 

With  more  than  one  million  members,  credential  holders,  volunteers  and  trained  project  professionals  worldwide,  PMI  advocates  project,  program  and  portfolio  management  can  enhance  and  accelerate  organizational  change  ‐  driving  innovation,  improving  bottom  line  performance,  and  strengthening competitive advantage.  Primary goal of PMI is to advance the practice,  science  and  profession  of  project  management  throughout  the  world  in  a  conscientious  and  proactive  manner  so  that  organizations everywhere will embrace, value  and  utilize  project  management  and  then  attribute their successes to it.  • •

Founded  in  1969  by  working  project  managers   420,000  members  and  credential  holders 

Global  standards  are  crucial  to  the  project  management  profession.  Standards  ensure  a  basic  project  management  framework  is  applied consistently worldwide.   • •

11  global  standards  (including  Program  and Portfolio Management)   2  million  A  Guide  to  the  Project  Management  Body  of  Knowledge   (PMBOK® Guide) Circulation 

PMI’s  credentials  and  professional  development  opportunities  can  help  business  professionals  start,  build  or  advance  their  careers  in  project,  program  and  portfolio  management.    • Certified  Associates  in  Project  Management (CAPM®)  • Project  Management  Professionals  (PMP®)  • Program  Management  Professionals  (PgMP) ®  • PMI  Risk  Management  Professional  SM (PMI‐RMP )  • PMI Scheduling Professional (PMI‐SPSM)   For  more  information  about  PMI,  please  visit   www.PMI.org. 

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