From the Board Continued from page 3
Statistics through 31 December 2018
PMI has 300 chartered and
7 potential chapters
…in 208 countries
and territories
TOTAL MEMBERS CERTIFICATIONS
Total Active Holders of: PUBLISHING 556,839
6,216,687
Total copies of
all editions* of the
PMBOK® Guide
in circulation
*includes PMI-published
translations
More Than 6 Million PMBOK® Guide Editions Now in Circulation!
Certified Associate in Project Management 37,258
Project Management Professional 884,518
Portfolio Management Professional 640
Program Management Professional 2,550
PMI Risk Management Professional 5,051
PMI Scheduling Professional 1,910
PMI Professional in Business Analysis 3,073
PMI Agile Certified Practitioner 24,998
We must maintain our strong
relationship to volunteerism, our
chapters and to the concept of
membership. We can modify the
definition of membership in many
ways, but the heart of PMI has always
been this wonderful community
of members. In fact, let me call it
something else—we are a family of
practitioners, all of whom see value in
what we do. What is most interesting
is that we are nationally and market
agnostic. By that, I mean that what
we do and how we do it can be
applied to almost every industry and
marketplace in the world.
So, the puzzle is: How will PMI
continue to grow its role in a new
world of automation, artificial
intelligence and an ever-shifting
market landscape? PMI must be
relevant—relevant to you, the
practitioner; relevant to the needs
of business; and relevant to our
members and certification holders.
With that at the heart, PMI
has embarked upon a strategic
transformation. This is not lip service
to just shuffle the deck chairs. This
is a real change to being customer
focused and to being corporately
agile in the development and delivery
of our products and services. But
let’s realize that this is a difficult and
challenging journey. Old activities and
habits need to be abandoned in favor
of habits and activities that are truly
going to make us relevant. With that in
mind, we ask for support and patience.
PMI also has to continue to be an
advocate for the profession. Our
recent work in the United States
with getting project manager as a
defined professional stream within
the government is a major step in this
advocacy. Our work in championing
the Brightline initiative becomes a
platform for bringing to the C-suite
the value of project management in
strategy implementation. Both of
these initiatives help emphasize our
relevance to not just our certification
holders and members, but to
industry and the leaders in the
global marketplace.
Value, Value and More Value
I know that as practicing project
managers, we are all faced with the
ever-present need to improve project
results. We have seen continued
improvement in how effectively
projects are being delivered
worldwide. And yet, we still have
a large gap between our current
results and an ideal state. At the
same time, in a world economy that
demands value for the dollar, pound,
euro, peso, real or yen, we are seeing
greater focus on and interest in how
the profession of managing projects
can deliver increased business value.
So, the new prevalent theme in our
world is that of delivering value.
That doesn’t mean just getting the
project done. It means delivering the
value that the project was intended
to deliver when it was sanctioned.
“So, the puzzle is: How will PMI continue
to grow its role in a new world of
automation, artificial intelligence and
an ever-shifting market landscape?”
