P1: IML/FFX P2: IML/FFX QC: IML/FFX T1: IML
ProjectMngmtTechn WL040/Bidgolio-Vol I WL040-Sample.cls June 19, 2003 16:49 Char Count= 0
110 PROJECTMANAGEMENTTECHNIQUES1,000 1,9002,8004,4006,41510,08618,18427,05240,34305,00010,00015,00020,00025,00030,00035,00040,00045,0001993 1994 1995 1996 1997 1998 1999 2000 2001
Year# PMPsFigure 2: Growth in Project Management Professional certification, 1993–2001.3.Project risk management includesidentifying, analyz-
ing, and responding to risks related to the project.
4.Project procurement managementinvolves acquiring or
procuring goods and services that are needed for a
project from outside the performing organization.Project integration management, the ninth knowledge
area, is an overarching function that affects and is af-
fected by all of the other knowledge areas. Project man-
agers must have knowledge and skills in all nine of these
areas.BRIEF BACKGROUND ON THE PROJECT
MANAGEMENT PROFESSION
Most people in the information technology field work on
projects in some capacity. Some people become project
managers, at least on a part-time basis, early in their ca-
reers. Many people think one needs many years of ex-
perience and vast technical knowledge to be a project
manager. Although this need for experience and knowl-
edge might be the case for large, complex, and expen-
sive projects, many information technology projects can
be, and are, led by project managers who are just start-
ing their careers. Project managers need some general
management and technical knowledge, but they primarily
need the skills and desire to be project managers. Project
team members should also understand project manage-
ment to contribute effectively to projects.
The project management profession is growing at a
rapid pace. Fortune magazine called project manage-
ment the “number one career choice” in its article “Plan-
ning a Career in a World Without Managers” (Stewart &
McGowan, 1996). PMI, an international professional so-
ciety for project managers, estimated that the average
salary for a project manager was more than $81,000 (PMI,2000a). Although many professional societies are suffer-
ing from declining memberships, PMI membership con-
tinues to grow at a rapid pace, and the organization in-
cluded more than 100,000 members worldwide in early- A large percentage of PMI members work in the in-
formation technology field, and many pay additional dues
to join the Information Systems Specific Interest Group.
Professional certification is an important factor in rec-
ognizing and ensuring quality in a profession. PMI pro-
vides certification as a Project Management Professional
(PMP)—someone who has documented sufficient project
experience and education, agreed to follow the PMI code
of ethics, and demonstrated knowledge of the field of
project management by passing a comprehensive exami-
nation. The number of people earning PMP certification
continues to increase. In 1993, there were about 1,000
certified project management professionals. By the end of
2001, there were more than 43,000 certified project man-
agement professionals. Figure 2 shows the rapid growth
in the number of people earning project management pro-
fessional certification from 1993 to 2001, based on data
provided in PMI’s annual reports.
As information technology projects become more com-
plex and global in nature, the need for people with demon-
strated knowledge and skills in project management will
continue. Just as passing the certified public accountant
exam is a standard for accountants, passing the PMP exam
is becoming a standard for project managers. Some com-
panies are requiring that all project managers be PMP cer-
tified. Project management certification is also enabling
professionals in the field to share a common base of
knowledge. For example, any PMP should be able to de-
scribe the nine project management knowledge areas and
apply many of the tools and techniques discussed in this
chapter. Sharing a common base of knowledge is impor-
tant because it helps advance the theory and practice of
project management.