Making project management indispensable for business results.® Delivering Value: The Next Generation Project Manager Presented to PMI North Carolina Steve 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 3

Mind the Gap 4 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 9

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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 HIGH PERFORMERS 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 practices throughout the organization, active project sponsors and certified professionals 11

The Good News There is greater global recognition of the Value of Project, Program and Portfolio Management 12

The Good News: Higher Salaries 13 Median Salary by PMP Status Cumulative difference >$123,000

14 The Good News and The Bad News Source: PM Network® Web Exclusive: Mind the Gap

The Bad News 15

The Solution: Next Generation Project Management Skills in the Talent Triangle © 2010 Technical Project Manager Leadership Strategic and Business Management Most organizations say 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 16

You can’t create a high-performing project manager overnight. − Glenn Gilkey, SVP, HR and Administration, Fluor 17

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 18

Focus on Talent’s Role in Project Management Source: 2013 Pulse of the Profession™ In-Depth Report: The Competitive Advantage of Effective Talent Management % of Projects Completed 19

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Case Study: The Siemens Talent Portfolio A two-pronged approach to aligning the right resources—the right talent—to projects 21

IBM: Becoming a Project-Based Enterprise 22 Desired Outcomes 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 professionalsPut key enablers in placeMake PM systemic to our business Initiatives  Skills  PM education  PM qualification  PM Knowledge Sharing  PM method  PM tools  Guides  Maturity assessments  Executive involvement  Measurements  Mgmt systems integration  Communications Competence PractitionerOrganizationalStakeholder Time 1997

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