1. PMI – Clear Lake "The Next Labor Crisis..Déjà vu to the 1990’s All Over Again" 2006 by James Del Monte JDA Professional Services, Inc. "The Next Labor Crisis..Déjà vu to the 1990’s All Over Again" "The Next Labor Crisis..Déjà vu to the 1990’s All Over Again"

2. Hard Questions Part 1 1. Who are you and what does JDA stand for? 2. What is going on in the employment market? 3. Why is it taking so long to find a position I Want if unemployment is so low? 4. Why don’t recruiters return my calls? 5. What does the future employment outlook look like?

3. Hard Questions Part 2 1. What positions are moving off shore and how does this impact me? 2. Are P/M positions going more contract or Full-Time? 3. Why is it that when I am hiring someone the recruiter's won’t stop calling? 4. Where are the people we need to hire going to come from?

4. Hard Questions Part 3 1. What is the future of PMO’s? 2. How much difference does a PMP make? 3. I’m a PMP why don’t I get respect? 4. How do I position myself for a senior management position? 5. What suggestions do you have to keep my staff? 6. Are you done yet?

5. What JDA Does... full complement of information technology professionals. JDA provides clients with a full complement of information technology professionals. Our services are designed to meet the unique and changing requirements of our clients. Full-Time Staffing Contract / Temporary Staffing Special Projects Staffing JDA

6. Sooo, Tell Me About Your Career.

7. Law of Supply and Demand The demand for skilled professionals peaked 4Q99 and has decreased, bottoming out 3Q03. The current cycle indicates that once again there are more positions than skilled professionals, and this is projected to continue past 2010. Labor Surplus vs. Skill Shortage 1984 1995 2Q01 4Q04 Demand Bottomed 4Q99 Demand Peaked Demand Bottomed Supply Demand 1989 3Q03

8. Most Requested Information How to write a resignation letter article How to write a resignation letter article High cost of turnover article High cost of turnover article

9. Job Creation 10 million more positions than people in the USA by 2010 Labor Surplus vs. Skill Shortage

10. Employment Index

11. Unemployment Virtually “Zero” Among IT Professionals Occupation 1Q2006 Unemployment rate Computer hardware engineers2.0 Computer and information systems managers2.3 Computer programmers3.1 Computer scientists and systems analysts2.2 Computer software engineers2.3 Computer support specialists3.6 Database administrators1.3 Network and computer systems administrators1.3 Network systems and data communications analysts 2.9 Source: unpublished tabulations of Current Population Survey data furnished by the U.S. Bureau of Labor Statistics.

12. Candidate Population 25% A Players 25% A Players 50% B Players 50% B Players 25% C Players 25% C Players

13. Will come from companies with less than 100 employees In Houston there are less than 4,000 companies with over 100 employees These companies need the same services as large companies - just not all the time 80% of Job Growth

14. 2007 IT Hiring Percentages

15. Position Demand... %Skills Yrs. Exp. 10 Mgmt./Conslt. 8+ Yrs. 30 Sr. Tech/ 4 – 8 Yrs 1 st Line Mgmt 60 Staff/Tech 0 – 5 Yrs

16. Talent Pool %Skills Yrs. Exp. 60 Mgmt./Conslt. 8+ Yrs. 30 Sr. Tech/ 4 – 8 Yrs 1 st Line Mgmt 10 Staff/Tech 0 – 5 Yrs

17. Position Demand... Talent Pool... % Skills Yrs. Exp. 10 Mgmt./Conslt. 8+ Yrs. 60 8+ Yrs 30 Sr. Tech/ 4 – 8 Yrs 30 1 st Line Mgmt 4 – 8 Yrs 60 Staff/Tech 0 – 4 Yrs 10 0 – 4 Yrs

18. Future IT Employees

19. Employer’s MarketJob Seeker’s Market Combination Market The job market has shifted from an Employer’s Market to a Job Seeker’s Market - to a Combination Market. Candidate Position Candidate 2000 - 2003 2004 - 2010 Market Shift

20. Where Do All of the People Come From? Internal Full-Time Staff Low Cost Providers Network Integrators Hardware Support Providers Software Developers/Support Software Providers Voice Data Providers Contract or Temp Labor Training Companies Management Consultants

21. How Work Gets Done Off-shoring Out-sourcing

22.  Sets the Price YesNo  Annual Increases 5-15 %3-6 % Today’s Menu Business Analyst$50K - $ 80K Project/Team Leader -$65K - $110K Large Company Data Center Manager$75K - $105K Data/Voice Comm Spec.$55K - $ 95K. NET Market Value

23. Positions of Tomorrow Current globalization creates a market for PM, BA, and Functional Analysts who are needed to manage 3 rd party resources.

24. Skills CIO’s Look For Personal Inventory Business/Functional Project Management Communication - written and oral Presentation Problem Solving Critical Thinking Leadership Organization Skills Time Management Attention to Detail Learning Ability Flexibility

25. PMO Penetration

26. The PMO

27. What You Can’t Measure, You Can’t Manage With no measurable criteria for a PMO, Businesses are not going to see the added value and budgetary increases will cease. With no measurable criteria for a PMO, Businesses are not going to see the added value and budgetary increases will cease. Show your worth, give measurable results to show progress and proof of value. Show your worth, give measurable results to show progress and proof of value.

28. Hiring a Project Manager

29. Formal Education vs. Certifications 50% of Companies questioned, claimed no better results with a PMP certified Project Manager than with one who has qualified experience but no certification. 50% of Companies questioned, claimed no better results with a PMP certified Project Manager than with one who has qualified experience but no certification. More than half of the Companies preferred a formal degree and; More than half of the Companies preferred a formal degree and; 71% prefer an advanced degree before promoting to a leadership role. 71% prefer an advanced degree before promoting to a leadership role.

30. Advanced Degrees for Management

31. A faithful employee is as refreshing as a cool day in the hot summertime. Proverbs 26:13

32. #1 Success Factor of Executives Hire Good People

33. Why People Stay Like the people they work with Like the people they work with Control and independence over work Control and independence over work Flexible work schedules Flexible work schedules Decision making Decision making Increased levels of responsibility Increased levels of responsibility Reward and recognition Reward and recognition A sense of belonging A sense of belonging Fun Fun

34. Why People Leave Bad management Lack of recognition or reward Too much travel Bad work environment Lack of job security Lack of training Long commute Pay/benefits Uncertainty about future Lack of career advancement

35. 10 Ways to Keep Them! 1. Hire the right type of person: A or B 2. Have people grow into the position vs. out of the position 3. Rotate responsibilities and cross-train, offering a variety of functions and responsibilities 4. Pay above-market cash or bonuses 5. Use non-cash rewards and recognition for results/ efforts

36. 10 Ways to Keep Them! 6. Create a team environment / team building 7. Use temps or contractors for more routine work 8. Encourage communication with manager 9. Make proactive counteroffers when you have someone you want to keep 10. Set clear expectations and give feedback on how they are doing

37. Bad Seeds Get rid of bad seeds and people who don’t want to be there – the dominant attitude will proliferate through the group and pollute the team.

38. 701 North Post Oak Road Suite 610 Houston, Texas 77024-3818 Phone: 713/548-5400 www.jdapsi.com Contract and Full-time Staffing Information Technology Staffing Specialists Consulting and Special Projects