I N S I D E (HR) professionals at forward- thinking organizations—or innovators—
are focusing on these top drivers to
successfully manage the impact of
disruptive technologies, compared to
laggard organizations. The vast majority
of innovators (80%) are highly effective
at recruiting and hiring project managers
with the skill sets that are necessary to
drive the organization forward into a
digital environment. And, nearly three-
quarters of innovators consider their
organizations highly effective at training
project leaders.
he future of project management
will require organizations and
individuals alike to embrace a
full spectrum of competencies and
approaches, along with a wide range of
titles and methodologies. That’s because
of trends such as globalization in a
fractured world to managing the impact
of disruptive technologies.
Businesses must be agile and quick to
adapt in our rapidly evolving and highly
competitive environment. This creates
both challenges and opportunities for
the project management profession and
for those who manage projects.
PMI’s latest Pulse of the Profession®
research shows that building a truly
digital skill set today requires a
combination of skills. Human resources
T
See page 6
IN MEMORIAM:
David I. Cleland
(1926–2018)
Disrupting Times: A Pivotal 3
Opportunity for Project
Managers and the Project
Management Profession
Events Calendar 8
Dedicated PMI Chapters 10
Leverage Project Management
for Social Good®
PMI China News: Road Show 14
Campaign Promotes Project
Management in Second-Tier Cities
Chapter Links 16
Reshaping
the Role
and Skills
of Project
Managers
Continued on page 7
2018 Pulse of the Profession® In-Depth Report
OCTOBER 2018 A SUPPLEMENT TO PM NETWORK® PUBLISHED BY PROJECT MANAGEMENT INSTITUTE
®
