Level Up with the PMP Certification

Level up with
the PMP Certification
Presented by Samuel Brown

Level up with the PMP
Certification
Samuel
Brown

© Global Knowledge Training LLC. All rights reserved. Page 3
Projects
• Fundamental factors:
• Compliance with regulatory or social requirements
• Meet stakeholder needs
• Implement or change strategies
• Create, improve, or fix existing processes or products
• Rationale for projects:
• Drive change and innovation in organizations
• Create business value

Supply and demand
• Supply gap between skilled project management professionals and those
available is widening due to:
• Increase in jobs requiring project-oriented skills
• Increase demand for project talent in developing economies (like China and India)
• Attrition rates
• By 2027 the need is projected to be 87.7 million PM jobs world-wide
• Projections in 2008 were for 52.4 million PM jobs by 2020
• As of last analysis (2017) there was demand for 65.9 million jobs
• Annualized demand for new PM roles is projected to be 2.2 million through 2027
Project Management Job Growth and Talent Gap Report // 2017-2027, ©2017 Project Management Institute

Earning power
2004, $43
2008, $49 2009, $50
2010, $54 2011, $53
2015, $57 2017, $57 2017, $58
2004, $81
2008, $91 2009, $93
2010, $98 2011, $97
2015, $104 2017, $105 2017, $105
Wages in Projectized Industries in the U.S.
Non-PM oriented jobs PM oriented jobs
82% Premium
Project Management Job Growth and Talent Gap Report // 2017-2027, ©2017 Project Management Institute

Value of certification
• Credentials increase:
• Earning power
• Opportunities
• Credibility with employers
• The PMP® certification earns an average of 23% more world-wide
• 25% more in the US (median $115,000)
• Median salaries increase with:
• PMP ® tenure
− Median for < 1 year $90,000
− Median for > 20 years $143,000
• Responsibility level
• Project/team size
Earning Power: Project Management Salary Survey, 10th Edition. © 2017 Project Management Institute, Inc. (PMI).

Benefits realization and project management
• Definition:
• the process of organizing and managing, such that the potential benefits arising
from the use of IT are actually realized
• the identification, definition, planning, tracking and realization of business benefits
• the initiating, planning, organizing, executing, controlling, transitioning and
supporting of change in the organization and its consequences as incurred by
project management mechanisms to realize predefined project benefits
• a set of processes structured to close the gap between strategy planning and
execution by ensuring the implementation of the most valuable initiatives
• Benefit realization is the nexus between:
• Project management
• Change management
• Organizational management

Challenges
• Who is responsible for realization of business benefits?
• Project sponsor
• Leadership team
• How can realization of benefits be managed when the PM and team are
redeployed to other endeavors?
• Portfolio management
• Monitoring of results (1-3 years) post-implementation
• Strengthen the project-program-financial manager relationship
• How can benefit delivery be ensured?
• Business case with timeline for benefits realization
• Updating business case and reapprove after business requirement finalization
• Track benefits for at least 8 quarters
• Tie PM, Business, and IT leadership bonuses to realization of benefits
Swanson, S.A. (2011). Boosting the bottom line. PM Network, 25(8), 50-54.

Project and change management
• All projects involve some degree of organizational and behavioral change
• Projects are the organizing framework for change initiatives
• Current PM standards focus on change control
• Delivering value through change is complex
• Project management address important elements of change implementation but
not the specific knowledge and skills required for organizational change
• Project management and change implementation are complimentary but
different toolkits
Project Management and Organizational Change. Lynn Crawford, DBA, Alicia Aitken, PhD., Anat Hassner-Nahmias, PhD., ©2018, Project Management Institute

Change management
• Change control: focusing on scope, schedule, cost, quality, risk and
procurement
• Change leadership: guiding those affected through the stages of reaction to
change
• Change management (PM perspective): formal process through which changes
to the project plan are approved and introduced
• Change management (CM perspective): implementation of necessary or
desirable change primarily to structure, processes, and behaviors

Convergence
• Organizational change has become critical to strategic performance
• PM and CM practices are both associated with project success
• Strongest predictors of success drawn from change implementation toolkit
• Project managers need competencies beyond the traditional PM control agenda
to meet the demands of organizational change
• Interpersonal skills
• Astuteness
• Sensitivity
• As well as the PM candid, direct, and rational style

Success factors
• Successful project managers embrace change implementation practices
• Change implementation knowledge and performance should be included in
project management role descriptions
• Entry level project managers need to be mentored in the change implementation
practices

Quote
“…conventional project management texts and guides are typically based on the
concept of the implementation life cycle with a related expectation that the critical
competencies of the project manager will be concerned with project control,
technical expertise, and communications. Twenty years later as may generally be
determined from the project management literature this observation remains valid,
although the success of many projects is understood to be dependent not only on
the control of change, but the proactive introduction of change, in varying
degrees.”

Quote
“Use of all project, program, and change implementation practices is associated
with the success of projects, but to increase the likelihood of success, practitioners
should place particular emphasis on making informed decisions and ensuring
business integration.”

Summary
• Projects are a framework for implementation of change and delivery of business
value
• Success depends on skills, knowledge, and collaboration between:
• Project management
• Change management
• Organizational management
• Project management certification is valuable to both the company and the
individual

Courses
Project
Management
Fundamentals
IT Project
Management
Course
Project Management
Professional (PMP)®
Exam Prep Boot
Camp

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