A number of dramatic shifts are causing organizations to take a closer look at their ability to meet current and future market demands.
These shifts are creating opportunities for project managers to elevate their value as strategic partners in business success. This demand calls for project managers to be project leaders—those who possess a combination of technical, leadership, and strategic and business management expertise, which are captured in the PMI Talent Triangle®. PMI supports developing these competencies in many ways.
The PMI Talent Triangle® acknowledges the changing pressures on today’s leaders by recognizing the need to develop technical competencies and business acumen, and having a better understanding of how people work. The interplay between technology advancements, markets demands for more speed and agility, globalization and trends toward mobile workforces, virtual teams and higher ethnic diversity—all influence the skills needed by the modern leader.
The PMI Talent Triangle alerts project managers to be aware that each of these three areas has a strong influence on the overall results, and that developing skills in these areas increases the likelihood for project success under their leadership. Our Continuing Certification Requirements for the PMP® and other certifications, focuses on all three legs of the Talent Triangle so that project managers stay focused on competencies that are aligned to their future career needs.
Tens of thousands of volunteers make their mark on PMI and the profession. Since 2012, more than 5,000 local and global volunteer opportunities were posted in PMI’s Volunteer Relationship Management System. More than 56,000 people have updated their profiles.
I have undertaken various roles since I have been involved with PMI. Over the last decade, I have served as branch chair, vice president and then president for the PMI New Zealand Chapter. I have also served with the PMI Strategic Alignment Planning and Reporting Committee and the Community Development Governance Committee. I then worked as region mentor for Region 10 (Australia and New Zealand), and most recently I was a member of the PMI Social Media Advisory Group. I have also been involved in the teams working on the PMI standards, leading the team for the Communications Chapter for the fourth edition of The Standard for Program Management. Most recently, I served as the chapter lead for Project Stakeholders Management in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. The people I have met through PMI are the reasons that I became a volunteer and have stayed involved. The more I volunteer, the more opportunities I have to meet and work with great people.
Anca Slușanschi, PMP
2016 Member of the PMI Social Media Advisory Group
I was lucky enough to be elected by my peers as vice president of operations at my local PMI chapter for three years. However, I believe that a project manager should always be looking for new ways to develop and move forward, so when I was notified that PMI was looking for a new PMI Region 8 Mentor for Eastern Europe, I paid close attention. After looking at the requirements, I felt this is what I had been looking for and submitted my application. It looked like a great opportunity to learn from other professionals and give back to the community in a diverse multicultural environment.