2016 Annual Report

Accountability, ethics, community and engagement are guiding concepts for PMI.

Through times of growth and change, these values provide continuity, help us communicate our mission and steer our decisions as the world’s leading not-for-profit professional association for the project, program and portfolio management profession. As the Chair of the Board of Directors and the CEO, we feel there is no association or networking group that provides the knowledge, learning experience, richness of membership, and the personal satisfaction that PMI does.

We feel strongly about the value PMI provides to individuals:

• Certifications that meet the shifting demands of projects and employers across the globe.
• The largest project management network, with opportunities to talk and interact with some of the most experienced project managers as well as young professionals just entering the workforce.
• Access to the leading knowledge-sharing resource and community for global project management, ProjectManagement.com.
• Opportunities to contribute as a volunteer through local chapter activities, which helps build experience and develop careers.

We have had an exciting year working with more than three million individuals engaged in the practice of project management through global advocacy, collaboration, education and research. Throughout our 2016 Annual Report, you will see, hear and experience some of the ways we work with our members, certified professionals and volunteers, and with business and government, forging important relationships that demonstrate the value of project management.

The innovation, ideas and dedication of everyone in our PMI community is inspirational. As we move into 2017, we will continue to help build the strongest future possible by proactively addressing trends that impact all global organizations, including technology and digital advancements, heightened competition and customer expectations, and changing demographics in the workforce.

These dramatic shifts are causing many organizations to pause and re-evaluate their relevance and ability to meet current and future market demand—and PMI is no different. From a half-century-long position of strength, we are undergoing a strategy review and transformation. Our new approach will focus on preparing project management leaders: individuals who have chosen project management as a profession. Our mission is to ensure that these individuals have the right skills, competencies and behaviors to deliver on an organization’s strategy. We are very excited about this journey and we are proud of where we have been.

2016 by the Numbers

• More than 10,000 volunteers from every region of the world and growing.
• Just over 740,000 Project Management Professional (PMP)^®–certified professionals, more than half live outside the USA and 1 in 6 live in China.
• More than 470,000 members from 207 countries and territories, served by 283 chartered and 12 potential chapters.
• There are more than 5 million copies of all editions (including official translations into more than 10 languages) of A Guide to the Project Management Body of Knowledge (PMBOK^® Guide) in circulation.
• Pulse of the Profession^® research reports are available on PMI.org in multiple languages.

PMI scours the world for good stories to share as a way to emphasize how projects and project managers change the world.

Our goal is to ensure that project management leaders of today—and tomorrow—have the right skills, competencies and behaviors to deliver on strategy and make change happen. Whether supporting the Internet of Things in India, making it easier to communicate in rural areas of the United States, expanding wireless networks in Cameroon or thinking about how to reduce highway mortality by advancing technology in driverless cars in many countries, our diverse group of staff and volunteers work on projects that bring people together, save lives and make the world a better place. The following are just some of the 2016 stories that highlight the importance of projects and project managers. Others can be found in our PM Network^® magazine or on PMI.org.

It’s a fact: Organizations that perform well in project management invest in their talent, with defined career paths for project and program managers, and ongoing training on the use of project management tools and techniques (Source: PMI Pulse of the Profession^® 2015). They expect their project talent to attain certifications and they cover the cost. Of course they must recruit the right talent to begin with. But, what’s one thing project managers need to get ahead?