1. The Global Not-for-Profit Leader in Project, Program and Portfolio Management
Project Management Institute is the world's leading not-for-profit professional membership association for the project, program and portfolio management profession. PMI delivers value for more than 2.9 million professionals working in nearly every country in the world through global advocacy, collaboration, education and research. PMI advances careers, improves organizational success and further matures the profession of project management through its globally recognized standards, certifications, resources, tools, academic research, publications, professional development courses, and networking opportunities.
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2. If you don’t know where you’ve come from, you don’t know where you are.
- James Burke, Futurist
Before I tell you where PMI is today, I want to give you a quick look at our history.

3. Apollo 11 astronauts walk on the moon Rajdhani Express debuts
The World in 1969
Apollo 11 astronauts walk on
the moon
Rajdhani Express debuts
Internet goes online
Here’s what else was happening in (Tell a story)

4. First PMI seminar held at Georgia Tech
PMI in 1969
The Founders
James Snyder
E.A. “Ned” Engman
Dr. J. Gordon Davis
Susan Gallagher
Eric Jenett
26 members
First PMI seminar held at Georgia Tech
Three of PMI’s future Founders were in the restaurant
Jim Snyder—often referred to as the “Father of PMI.”
Susan Gallagher— served as PMI’s treasurer, vice president of technical service and director-at-large. Her goal was to bring together individuals from all fields of project management to learn, share and advance the profession
Edward “Ned” Engman sent a letter to five people, four of whom would become PMI’s founders. This letter resulted in the 1968 meeting in New Orleans to form a project management organization.
Eric Jenett was PMI’s first Project Management Professional and was PMI’s president in 1971, chairman in 1972 and secretary from 1975 to 1976 and was honored by PMI in 1975 for his distinguished contributions. The Eric Jenett Project Management Excellence Award honors his contributions.
Dr. Davis was involved in PMI’s earliest academic activities and has received nearly every honor that the organization bestows. He challenged PMI and its members to focus on the multi-disciplinary aspects of project management.
The Georgia Tech seminar was held October 9-10, The university supported the meeting, and the seminar was on advanced project management concepts. It was during that event that those who managed projects—project managers—were asked to join a new organization—the Project Management Institute.
But it didn’t just happen overnight. It took five years for PMI’s founders to move from the idea of a professional project management association to the formation of PMI. The idea for the Georgia Tech seminar started evolving over dinner at a Philadelphia restaurant called the Three Threes. The date was 1968 and there was a snowstorm raging outside.

5. Project Management Institute (PMI)® Founded in 1969 by Working Project Managers
The first seminar was sponsored by the Georgia Tech School of Industrial & Systems Engineering and PMI.
Between February and October 1969, a constitution and bylaws were drafted and financial support for the startup was solicited.
PMI was incorporated in Pennsylvania. The name was officially registered as Project Management Institute (after briefly considering “American Institute of Project Management,” the founders quickly discarded that name as one of their original objectives was to be a global organization serving project, program and portfolio managers wherever they live and work. )

6. PMI Milestones 1971—first discussion on creating chapters
1973—first part-time staff member hired
1974—Houston is first chartered chapter
1976—discussed developing standards
and first full-time staff hired
1982—Code of Ethics adopted
In 1974, three chapters formed: Houston, Los Angeles and San Francisco Bay Area.

7. PMI Milestones 1984—first PMP® exam
1986—Draft of Project Management Body of Knowledge published
1993—purchased first building in Drexel Hill, PA
1998—dedicated building in Newtown Square, PA
1998—Membership at 43,101 with 10,000 PMPs

8. PMI in 2015
Nearly 500,000 members
Nearly 640,000 certified professionals
276 Chapters
91 GAC-accredited academic programs
Nearly 10,000 active volunteers
Staff in 17 offices (North America, Europe, Middle East, India, China, Latin America, Asia)
Active presence in all but a handful of countries around the globe
PMI has made some bold, significant strides to grow and evolve to better serve our stakeholders. In 2013, PMI acquired Human Systems International, a global leader in providing benchmarking and best practices to organizations. It also acquired Gantthead.com, which operates ProjectManagement.com and ProjectsAtWork.com. These acquisitions help PMI to better meet market needs and raise awareness of the value that project, program and portfolio management delivers as strategic business drivers. With these acquisitions, PMI has expanded its network to deliver more resources, better tools and broader perspectives.
Today
Almost 500,000 members
639,237 certification holders (as of Jan. 16, 2015)
PMI’s Global Accreditation Center for Project Management Education Programs has accredited 91 academic programs in 13 countries.
As a global association, PMI thrives thanks to the efforts of volunteers—who are the very lifeblood of the organization.
Members in 195 countries
276 chartered chapters and 10 potential chapters
North America: 308,297 PMPs
Asia-Pacific: 212,489 PMPs
EMEA: 86,043 PMPs
Latin America: 34,408 PMPs
PMI OFFICES:
North America (Philadelphia, Pennsylvania; Washington, DC;)
EMEA: (Brussels, Belgium; Lelystad, Netherlands; London, England; Dubai, UAE)
India (New Delhi, Mumbai, Bengaluru)
China (Beijing, Shenzen, Shanghai)
Asia Pacific (Singapore; Sydney, Australia)
Latin America: Buenos Aires, Porto Alegre, Rio de Janeiro
Note: The above numbers are as of January 16, 2015.

9. Globally Recognized Credentials
Project Management Professional (PMP)®
Program Management Professional (PgMP®)
PMI Portfolio Management Professional (PfMP)®
Certified Associate in Project Management (CAPM)®
PMI Scheduling Professional (PMI-SP)®
PMI Risk Management Professional (PMI-RMP)®
PMI Agile Certified Practitioner (PMI-ACP)®
PMI Professional in Business Analysis (PMI-PBA)®
PMI offers a comprehensive certification program for project practitioners of all education and skill levels. There are currently eight credentials available, rigorously developed, globally accredited and easily transferable across borders and industries.
PMI was the first organization to offer a credential specifically for project managers, and our certification program remains the global standard. Developed by practitioners for practitioners and representing our diverse global audience, PMI certifications give you a technical and financial edge.
If you’re a business analyst who works on projects and programs or a project or program manager who performs business analysis as part of your role, the PMI-PBA certification highlights your expertise in business analysis. It also spotlights your ability to work effectively with stakeholders to define their business requirements, shape the output of their projects and drive successful business outcomes. According to the US Bureau of Labor Statistics, the number of business analysis jobs, just in the US, is expected to increase 19 percent by 2020.

10. Globally Recognized Standards
PMI’s global standards are the foundation of our profession. They provide guidelines, rules and characteristics for project, program and portfolio management. These standards are widely accepted and, when consistently applied, they help you, your global peers and your organization achieve professional excellence.
The standards are created and updated by both volunteer committees and the general public. So, you can be confident that PMI’s standards continually and accurately reflect our evolving profession. PMI continually expands and updates its standards library to contribute to the improvement of the profession and to provide project, program and portfolio managers with the information they need.

11. PMI and Organization Engagement
More than 80 influential organizations—corporate and government—from around the globe serve on PMI’s Global Executive Council
Influence the future of the project management profession, and ensure its continued growth and success.
Mature and credible in their organization project management (OPM) practices.
High performers, with industry’s most mature practices and capabilities
The Global Executive Council is an elite network of professionals from leading multinational corporations and government organizations. They represent a wide range of vital perspectives in project management, spanning infrastructure, energy, IT, financial services, aviation, consumer goods, professional services and defense.
What links them is a shared belief that PPPM delivers a strategic advantage that helps organizations to do more with less, meet their objectives and avoid costly project failures. The objective of the Council is to share ideas and insights, and inspire practice improvements in the profession. Input from Council members helps PMI identify the need for adding new products or services that could help address issues at a global level, and they ultimately help ensure PMI Thought Leadership is well targeted and truly leads the industry.
Newer members to the Council include Entel, Deere & Company and the Dubai Roads and Transport Authority.

12. Incomparable Research
The Pulse of the Profession® The High Cost of Low Performance is PMI’s annual global research report. It examines the impact of the implementation of project, program and portfolio management, and demonstrates that to remain competitive, organizations must place a strategic focus on people, processes and outcomes.
Three critical topics emerged from PMI’s 2014 Pulse of the Profession research. These topics were further explored in PMI’s in-depth reports on Enabling Organizational Change through Strategic Initiatives; Requirements Management: A Core Competency for Project and Program Success; and Executive Sponsor Engagement: Top Driver of Project and Program Success.
A Snapshot of the High Cost of Low Performance:
The Situation
Poor performance results in organizations wasting US$109 million for every US$1 billion spent on projects
44% of strategic initiatives are unsuccessful
Why Projects Fail
A lack of alignment of projects to strategic initiatives. 58% of projects are not highly aligned to organizational strategy
A lack of agility. Just 15% of organizations report high organizational agility
A lack of execution. Only 9% of organizations consider themselves excellent at executing strategy
Three Strategic Focuses That Drive Organizational Success
People—managing project management talent effectively
Processes—project, program and portfolio management maturity. High-performing organizations have a PMO and use standardized PM practices throughout the organization
Outcomes—benefits realization. Focusing on effectively establishing, measuring and communicating the intended benefits of projects and programs

13. PMI’s 2014 Thought Leadership Research Series: Talent Management
With an awareness of the critical role project and program managers play in strategic success, in 2014 the Project Management Institute (PMI) released its annual PMI® Thought Leadership Series. The focus was on Talent Management: Powering Strategic Initiatives in the PMO.
PMI developed this collection of research in partnership with PwC, the Economist Intelligence Unit (EIU) and Human Systems International (HSI). It provides insight into how talent management impacts project management professionals and the successful implementation rate of strategic initiatives.
Projects and programs are the core of any organization’s strategic initiatives—they are how change happens. Having the talent to implement those initiatives successfully is the critical capability that gives organizations a competitive advantage to navigate through necessary change. Excellence in managing talent is a key to unlocking that capability.
Rally the Talent to Win: Transforming Strategy into Reality revealed that talent deficiencies hamper strategy implementation efforts 40 percent of the time. This EIU report, sponsored by PMI, included almost 550 senior executives and examined how well organizations are managing their strategic talent and what they do to improve.
Spotlight on Success: Developing Talent for Strategic Impact explores the talent management practices of 12 high-performing organizations. Prepared with Human Systems International (HSI), the research uncovered examples of excellence in recruiting, retaining, managing and developing the high-potential talent in project, program and portfolio management needed to execute strategic initiatives.
Talent Management: Powering Strategic Initiatives in the PMO The 2014 thought leadership capstone report. Researched in collaboration with PwC, this report quantifies the challenges, practices, processes and disconnects of business leaders and human resources functions.

14. Building the Profession Through Academic Research & Scholarship
Research and education conferences
More than US$20 million invested in project management research
Funding for new academic research in project, program and portfolio management
Venues to showcase, present and discuss new and cutting-edge research
Published research on such topics as change management, complexity, EVM, knowledge management, leadership, project estimation, project human resource management, strategic planning and virtual teams, among other topics
More research projects underway
Besides PMI’s thought leadership research, PMI is the only professional association supporting extensive academic research in project, program and portfolio management.

15. Future PM professionals
Building the Pipeline of Future PM Professionals Through PMI’s Academic & Educational Resources
Academic
Outreach
Research
Teaching
GAC Accreditation
Future PM professionals
The Academic Market is devoted to building and advancing the future of the project management profession through knowledge creation, education and training of the next generation of project managers and project management scholars. The group is committed to delivering value to its stakeholders by its investment in new research-driven project management knowledge, curriculum development & teaching, program accreditation and academic outreach. To that end, the Academic Market strives to enable the education of individuals seeking a career in the profession by increasing globally the number of courses and degree programs offered in project, program and portfolio management.
In the 1990s, there were only eleven project management degrees identified, and these were mainly in construction. These included two bachelor and nine master PM degrees. By 2014, the GAC identified over 900 degree programs in a wide range of disciplines: engineering, business, construction, finance, IT and healthcare.
North America—57
EMEA—11
Latin America—3
Asia Pacific—22 (strong presence in China and Australia)
The majority (78) of accredited programs are at the Master’s degree level but we are also seeing growth at the bachelor level.
Sources:
PM Network® survey, July 1995
PMI census based on UNESCO’s World Higher Education Database

16. By 2020, 15.7 million new project management jobs will need to be filled globally. And in India, 400,000 new jobs being created for project practitioners every year up to 2020
This is important because…
Nations and organizations are experiencing a talent shortage caused by a lack of available training and education, as well as an aging population. So, it’s a talent shortage AND a labor shortage. It’s also a very complex problem, and there is not a single country that is not experiencing it. Which makes competition for the right kind of talent fierce. By 2020, almost 10% of the world’s population will be 65 or older. That’s more than 716 million people.
Between 2010 and 2020, 15.7 new project management roles will be created globally across seven project-intensive industries. Along with this job growth, there will be a significant increase in the economic footprint of the profession. The project management profession is projected to grow by USD$6.6 trillion.
Organizations will need to invest wisely in education and training, but project and program managers will also need to think about their skills development, not just their technical project management skills but their business skills and their ability to align their projects and programs with their organization’s strategy.

17. Ensuring Trained and Competent Talent
Organizations may be reluctant to go beyond a discussion of talent management because implementation of a talent management program is hard. However, for myriad reasons, organizations—if they want to stay competitive, especially on a global level—have to address talent management as an organizational strategy. Stop looking at it as a cost and start looking at talent as an asset.
Key Points:
Lack of highly-skilled, trained staff has a negative business impact
88% of executive leaders consider strategy implementation important, but 61% say organizations struggle to bridge the gap between strategy formulation and implementation
Only 17% see implementation efforts as strategic!
Organizations that refocus their efforts on excellence in PM execution will deliver better performance than others. And those organizations that deliver better performance employ project managers who have the necessary skills to stand above the rest.
$109 million wasted out of every $1 billion invested due to poor performance
Conference Board 2014 CEO Challenge Study found that Human Capital is the #1 global challenge for CEOs.

18. Why engage with the Project Management Institute?
Because…The trouble with the future is that it usually arrives before we’re ready.
This is where you could recap the benefits of PMI membership.
Access to research from the best minds in project, program and portfolio management
A global community of project management professionals at your fingertips
PMI advocates for the value of project management professionals with governments and organizations around the globe
Congresses, symposiums, online learning, webinars, professional development opportunities
Leadership development opportunities
Opportunities to make a difference for the profession by volunteering, by sharing your knowledge and expertise with fellow practitioners and future PMs.
Quote: Arnold H. Glasow, American Author & Humorist