| "Profit in business comes from repeat
customers, customers that boast about your project or
service, and that bring friends with them." |
|
W. Edwards Deming |
Internationally Accepted Standardization and
Certification
The methodologies developed by
PMI
(the Project Management Institute) are globally accepted as the
de-facto standard for project management.
 They are supported and
applied by more than 225,000 PMI members in 159 countries1.
Major companies agree to PMI as a strategic connection, but
medium and small companies as well as self-employed individuals are
using the PMI methodologies to ensure success for themselves and for
their customers.
More than 220.000 professionals accomplished the PMP credential
to get the confirmation of their knowledge, experience and of their
ability to direct and lead challenging projects .
A growing number of young professionals are signaling through
their CAPM® certification that they have
made a decision to seek a career in project management.
My personal experience: Trainers who build their seminar Contents
on PMI methodologies have a save income.
The methodologies of the PMI are laid down in standardization
documents like the
PMBOK Guide (Guide to the Project Management Body of Knowledge),
OPM3 (Organizational Project Management Maturity Model) and
many more. In addition, methods from
TQM, Six Sigma, CMMI, BS 15000 and others are
valued.
1 Status
für alle Zahlen:
31.12.2006, Quelle:
www.pmi.org
Return on Investment for the Enterprise
Not many investments in organizational and individual development
are as secure for the future as the introduction and disciplined
implementation of project management methodologies based on PMI
standards.
Experience shows: The Return on Investment depends on the project
type. But everybody can benefit from clearly defined process assets.
|
ROI |
Description |
Project type |
Internal project
portfolio |
Projects under contract (customer projects) |
Capital
projects |
|
Cost reduction: |
Less errors (rework) through
better communications by the project team |
••• |
••• |
••• |
|
Increased productivity of
motivated staff |
••• |
•• |
•• |
|
Reduced friction between
operations and projects |
••• |
~ |
|
|
Reduced friction among projects |
••• |
•• |
|
|
Easier handover during change
of project manager |
••• |
••• |
••• |
|
Increased profit: |
Easier acquisition of
high-value project contracts |
~ |
••• |
|
|
Increased reputation: |
Increased satisfaction of
reference customers from a more professional approach |
~ |
••• |
~ |
|
Increased confidence by investors,
easier acquisition of sponsors, easier fundraising |
~ |
|
•• |
|
Reduced risk exposure: |
Safeguarding from damage claims
related to financial losses suffered by customers and
investors |
|
•• |
• |
|
Safeguarding from claims
related to Due Diligence, Sarbanes-Oxley Act etc. |
~ |
~ |
~ |
|
Gained control: |
Unified processes allow for
effective
portfolio-wide management |
••• |
••• |
|
|
Secured investment in PM software: |
Using desktop software |
••• |
••• |
••• |
|
Using EPM software
(Enterpise Project Management) |
••• |
••• |
~ |
|
|
|
Legende:
|
••• |
ROI > 1 in the 1st
year is very likely |
|
•• |
ROI > 1 in the 2nd
year is realistic |
|
• |
ROI > 1 in the 3rd
year is possible |
|
~ |
ROI > 1 is
possible under specific conditions |
|
Return on Investment for the Individual
Described simply : More professional success and significantly
less troubles.
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