Making project management indispensable for business results.®

Presented to Indonesia SymEx Todd Hutchison, MCom, MBA, PMP, FPMIA 2015 Board of Directors

19 October 2015

Global Trends in Project Management

Project Management Institute

467,171 Members 715,044 Certification holders 8,000+ Volunteers 292 Chapters 204 Countries

825

Change is Accelerating

The Challenges: 3 Global Trends to Discuss

1.Disruptive change is accelerating; 2.The number and complexity of

projects is increasing; and 3.The shortage of project management

talent is increasing.

Trend 1 – Disruptive Change

A Disruptive Change is an innovation that disrupts or creates a new market or value network and displaces earlier technology and practices.

Trend 2 - Complexity in Projects

25% 24% 24%

40% 39% 39%

35% 37% 37%

0%

50%

100%

2013 (A) 2014 (B) 2015 (C)

High ComplexityMedium ComplexityLow Complexity

Organisations’ mix of degree of complexity in projects has been stabling over the past three years.

PMI’s 2015 Pulse of the Profession®

Indonesian Project Examples

Master the Fundamentals to Meet Goals

The percentage of projects meeting their goals—our measure of success—has remained flat over the past four years at 64%.

Benefits Realisation is Challenging

High Performers – 39% realize benefits Low Performers – 9% realize benefits

Wasted Resources

PMI's 2013 Pulse of the Profession found that organizations risk, on average, US$135 million for every US$1 billion spent. Low-performing organizations, however, risk 14 times more money than their high-performing counterparts.

High Performers

By 2020, 15.7 million new project management roles

will be added globally.

Trend 3 - Talent Shortage

Talent Shortage: PM Talent Shortage is Increasing

The economic footprint of our profession is slated to grow by USD$6.6 trillion

By 2020, more than 716 million People will be 65 or older

(40-50% of the workforce will be Millennial).

Trend 3 - Talent Shortage

Organisations that invest in development and training for ‘Project and Program Managers:

• achieve superior project performance; • execute strategic iniatives more successfully; and • become high performers

What High Performing Organisations Achieve

Project Program Portfolio

Global Standards

of CEOs see human capital as a key source for sustained economic value

71%

What do Executives Think?

Foundational Practices Are Your Strategies

1. Knowledge Transfer

2. Risk Management

3. Agile Practices

4. Higher Benefits Realisation Maturity

The PMI® Talent Triangle™

Talent Management - The Way Forward

1

2

3

4

Talent management programs around training and development

Career paths for project management employees

Integrated talent management across the organization

Measured talent management outcomes

1

Career Development

• Access the tools and research on www.pmi.org,

and www.projectmanagement.com

• Get global recognition through certification

• Utilise your Chapter / Branch for knowledge

transfer, mentoring, employment and networking

• Connect to our global community

The trouble with the future is that it usually arrives

before we’re ready.

Arnold H. Glasow, Author & Humorist

Final Thought…