1. Emerging Global Trends in Project Management Mal Smith PMP Project Management Institute, Canberra Chapter

2. The Global PMI Community
Regional and Global Congresses
Communities of Practice
Advisory Groups
Local Chapters

3. Keeping Members Abreast of the latest trends
Personal and Professional Development - through Globally recognised credentials, supported by local Chapter advisors and study groups
CAPM® – Certified Associate in Project Management
PMP ® – Project Management Professional
PgMP ® – Program Management Professional
PMI-RMP ® – Certified Risk Management Professional
PMI-CSP ® – Certified Scheduling Professional
PMI-ACP – PMI Agile Certified Professional

4. Keeping Members Abreast
Participation in global Communities of Practice

5. Keeping Members Abreast
Support from a global professional organisation:
Providing project management standards and benchmarking (PMBOK ® Guide, OPM3 ®);
Building project management knowledge and expertise through research programs, surveys, white papers, and periodicals;
Certification of education providers; PMI Academic Network
A thorough system for attracting, employing and recognising the efforts of volunteers, including the PMI Leadership Institute.

6. Our Website

7. - And the PMI Global Website

8. Emerging trends - a practitioner’s observations
Project manager qualifications and soft skills
Definition and quantifying of ‘Business Value’ and ‘Benefits Realisation’
The value of a PMO to deliver an organisation’s change program and grow organisational project management maturity
The growth and acceptance of Agile
The way we do business – leveraging technology

9. Project Manager Qualifications and Soft Skills
Traditionally, the PM role was less defined – almost an afterthought
Now, a greater emphasis on specific PM qualifications
Greater focus on project manager soft skills:
Stakeholder and Communication Management Skills
Emotional Intelligence
TRANSITIONAL vs TRANSACTIONAL Project Management

10. Business Value and Benefits Realisation
Both Government and private sector executives now require business cases / concept briefs which quantify:
The value of proceeding with the project, and
The benefits realisation, and success criteria.

11. The Value of a Project Management Office (PMO)
The Project / Program Management Office has taken on a far more defined role:
Program and Portfolio Management
Corporate Governance
Owner and developer of PM policies and procedures
Key player in organisational change
Responsible for the organisation’s PM methodology and maturity

12. The Growth of AGILE Agile has developed into a mainstream PM framework
Its use has expanded from software development projects to much wider applications
It is now in use in both private sector and government
Formal training in Agile is now available
PMI have now implemented the PMI-ACP (Agile Certified Professional) qualification

13. Technology – The way we do things
Project documentation – Soft copies, in a central repository, accessible to appropriate team members
Collaboration – As above for documentation, but for meetings and communication also (video conferencing, document sharing)
On-line communities of practice – access to resources, white papers, forums
On-line training and webinars

14. Like so many professions, the only constant into the future will be change
Thank you.