Construyendo Profesionalismo en Gerencia de Proyectos.®

Presentación del tema: "Construyendo Profesionalismo en Gerencia de Proyectos.®"— Transcripción de la presentación:

1 Construyendo Profesionalismo en Gerencia de Proyectos.®
Presenter: Introduce yourself and acknowledge hosts. Project Management, in various forms, has been been in existence for quite some time, but really gained momentum in the last 50 years. The growing magnitude of projects in the latter half of the 20th century created a need for a disciplined approach to the way we work on projects. In its report on Post War National Development, approved for publication in 1944, the Institution of Civil Engineers of Great Britain recognized the need for a systematic approach to planning public works projects when it pointed out rather quaintly that: “In order to carry out work efficiently, it is essential that a scheme of operations be first decided by those directly responsible for the execution…” The report continued, “With such planning, the work can be broken down into a series of operations and an orderly sequence (or program) of execution evolved...Without a systems approach the execution can only be HAPHAZARD and DISORDERLY...” Félix Valdez, PMP / Presidente del Capítulo Lima-Peru del PMI Profesor, Diploma Gerencia de Proyectos

2 Proyectos y Proyectos... Exitosos ???? Fracasaron???

3 Pregunta: Porqué fracasan los proyectos?
????

4 Gerencia de Proyectos - Tendencias en aceleración
Globalización Corporativa Adquisiciones y Reorganizaciones Masivas Organizaciones más planas Se piden resultados más rápidos Recognition of the value of project management has grown since Organizations around the world are turning to project management to achieve corporate objectives. Successful organizations like IBM, AT&T, the US Army and NASA are all employing project management to get the job done. In fact, in 2002 and early 2003, we have seen an even greater commitment to project management through the acceptance of it as a new career path in important organizations like the United States Government and Microsoft Corporation’s Services Division. Be it the delivery of a new service, the development of a new product, the implementation of a new technology, or an organizational change, we are all searching for a better, faster, cheaper way of achieving corporate objectives. For most organizations, this means changing the way they currently do business. For many of these organizations, this also means the implementation of project management. The U.S. Information Technology Resource Board (ITRB) advises, “Project management provides a proven way to set priorities and achieve results. Make use of project management to gain a realistic perspective on the ‘big picture,’ to maintain focus on priorities as they evolve, and to help sort out what must be done to make the project a success.”

5 Gerencia de Proyectos - Tendencias en aceleración
Ambiente de los equipos Importancia de las habilidades interpersonales Proyectos Multinacionales Reconocimiento de las diferencias culturales Dependencia en la tecnología Many trends in the business world are contributing to this increased awareness and use of project management. Multinational corporations are increasing competition in all markets. Massive mergers and acquisitions are causing organizations to rethink processes. Flatter organizations create a need for more streamlined practices and companies have an increased drive for faster results.

6 ¿Qué es Gerencia de Proyectos?
La aplícación de conocimiento, habilidades, herramientas y técnicas a las actividades del proyecto para cumplir con los requerimientos del proyecto. Those trends have created others. Organizations are promoting the team environment. Interpersonal skills are being emphasized. Projects are now multinational, thus creating a need to understand cultural differences, and organizations are more dependent on technology. A disciplined project management program can provide your organization with the necessary methods, processes and skills to keep up with these trends as the marketplace evolves. Project management as a discipline got its start in the construction and engineering fields. It has now found its way into all sorts of organizations from sales and marketing companies to the pharmaceutical industry. The definition of project management, no matter what industry it is practiced, remains uniform. Project Management, according to the PMI Standard, A Guide to the Project Management Body of Knowledge – 2000 Edition, or PMBOK® Guide, is the “application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.” De A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 2000 Edition

7 ¿Operaciones vs Gerencia de Proyectos?
Charter, Organización y objetivos originales Catalizador del cambio Producto o servicio único Equipos heterogéneos Fecha de inicio y final. Operaciones Charter, Organización y objetivos semi-permanentes. Mantiene el status quo Producto o servicio estándar Equipos homogéneos Se mantiene en el tiempo Projects may involve a single person or several thousand. They may involve a single unit of the organization or may cross organizational boundaries. The project team must understand its relation in the context of the greater business environment such as life cycles, stakeholders, organizational influence, management skills and socio-economic influences. Project management overlaps with general management and application knowledge. However, much of the knowledge needed to manage projects is unique to project management and the techniques differ from those needed to manage on-going or operational processes. This slide illustrates several ways that project management differs from daily or on-going management.

8 ¿Por qué Gerencia de Proyectos?
Una Gerencia de Proyectos disciplinada provee: Un punto focal para comunicaciones, control y coordinación efectivos. Un plan para determinar cuanto se ha progresado Enfasis en desempeño de costos y plazos La gerencia de proyectos provee el marco conceptual para los métodos, procesos, monitoreo y control de los cambios. The next question you may be asking yourself, is “Why does my organization need project management?” Disciplined project management provides: A focal point for effective communications, coordination and control A plan to assess progress Emphasis on time and cost performance Project management also provides the framework for methods, processes, monitoring and change control.

9 Beneficios de la Gerencia de Proyectos para la organización
Balancea demandas en competencia Mejora el monitoreo y control (proveyedo un método consistente para hacer seguimiento a las tareas e hitos) Expande la comunicación entre los participantes. Refina la proyección de los requerimientos de recursos. Provee un mecanismo para medir el desempeño. Other benefits an organization can expect from a project management program are: A balance of competing demands Improved monitoring and control (providing consistent method for tracking tasks and milestones) Improved communication among participants Accurate projection of resource requirements A mechanism for performance measurement

10 Beneficios de la Gerencia de Proyectos para la organización
Incrementa la confianza y credibilidad de los “stakeholders” Mejorando los siguientes aspectos en los proyectos: Control (tiempos y plazos, etc) Gerencia de los Cambios Alineamiento con objetivos del proyecto Some of the benefits an organization can receive from project management are: Increased stakeholder trust and confidence Improved projects Better control over projects Better management of change Improved project success through increased performance, increased efficiency and increased effectiveness Project management is essentially the key to organizational growth and success.

11 Beneficios de la Gerencia de Proyectos para la Organización
Identifica áreas con problemas Aclara los objetivos del proyecto y alcances del proyecto Cuantifica el riesgo del proyecto Prioriza los proyectos In addition, an organization can expect: Identification of problem areas Clarification of project goals A clear understanding of project scope Quantification of project risk and Prioritization of projects

12 Beneficios de la Gerencia de Proyectos para el individuo
Provee una fuente de futuros líderes para la empresa Crea una alta visibilidad de los objetivos del proyecto Mejora las oportunidades de crecimiento personal y profesional Ayuda a construir una reputación y red de contactos personales Desarrolla habilidades y experiencias portátiles Individuals working in a project management environment also can benefit. Those benefits include: Project managers are a future source of company leaders. In the February 2002 issue of CMA Management Magazine, the article, “Tracking Progress” states, “Like an orchestra conductor, the project leader plays a primary role within the organization, a role that also has a human dimension.” The article goes on to say, “Project Managers are…generalists who fully comprehend the company’s and its partners’ strategic objectives.” The May 1999 edition of Credit Union Magazine, in its article, “The Evolution of the CFO” names project management as the path that could lead to the CEO level. “The (Business Finance) Journal points to project management as one of three CFO career paths developing in organizations today: technical, general management and project management,” notes the article. “The third path could eventually lead to the CEO level because project managers interface with virtually every department in the organization at some point in time.” Other benefits to individuals include: High visibility of project results can boost an individual’s recognition. Project management provides growth opportunities for individual project managers. It helps build your reputation and network, and Project Management gives the individual portable skills and experience. The July 1999 issue of Public Relations Tactics, the article “Fire Your Job: Career Survival Tactics for 2000 and Beyond” advises professionals to “Develop your project management skills. If you don’t currently possess project management skills, training in this area is vital. Project managers are tomorrow’s star players.”

13 Mejorando la efectividad de tu organización para gerenciar proyectos
Where can you turn for more information on the discipline of project management? How do you get started? Carol Kleiman, a syndicated career columnist for the Chicago Tribune counseled to those interested in project management that, “The best source for information on seminars, workshops and accreditation is the Project Management Institute.” I will also add that PMI is the best source for project management research, project management standards and project management publications and project management networking. PMI is the missing piece to your business puzzle. Allow me to explain what PMI is and what it does.

14 “La” Organización en Gerencia de Proyectos
Project Management Institute (PMI) Organización profesional sin fines de lucro Más de 130,000 miembros, ubicados en más de 140 países. Fundada en 1969 Sede Principal en: Newtown Square, Pennsylvania USA Centro de Servicios Regionales: Bruselas, Bélgica PMI is the largest, not-for-profit global professional association for project management practitioners with over 110,000 members worldwide. The Institute can help provide tools professionals need to transform their organization. PMI is governed by a Board of Directors which is comprised of elected “volunteer” members of the organization. The Ends Policies of the association are implemented through the professional staff who are located at the PMI Offices in Newtown Square, Pennsylvania in the United States of America. Additionally, PMI offers additional support through its recently opened Regional Service Centre serving Europe, the Middle East and Africa. The Centre opened on 16 June 2003 in Brussels, Belgium to help assist members and stakeholders in that region.

15 PMI en el Mundo Miembros en más de 146 países
Más de 300 organizaciones participan en el “Group Billing Plan” Casi 260 capítulos (entre fundados y potenciales) Mas de 30 Grupos Especiales de Interés (llamados SIG por sus siglas en inglés: Special Interest Groups) y 5 SIG potenciales. Dos “Colleges” (Performance Management, etc) PMI has a truly global membership, with representation in over 140 countries. Currently there are over 300 organizations participating in our Group Billing Plan. We have almost 260 chartered and potential Chapters working toward their charters. These Chapters act as “franchises” of PMI, providing education and networking opportunities to their members located in their regions or local areas. Our Specific Interest Groups, or SIGs, are designed to bring project management practitioners in similar industries or with similar interests together in a virtual environment. There are currently 31 SIGs and 5 potential SIGs. Colleges deal with specific knowledge areas in project management. The first PMI College was formed in March 1999 when the Performance Management Association officially joined PMI to become the Institute’s College of Performance Management. The College is devoted to the earned value management area of project management. The second College is the PMI College of Scheduling, formed in 2002.

16 Representación de la Membresía del PMI
Areas con más representantes Computación, software, y procesamiento de datos Tecnología de la información Telecomunicaciones Servicios para Gerencia de Negocios Servicios Financieros Project Management as a disciplined approach to work has worked its way into all industries. Listed here are the top five industry areas from which the membership of PMI is derived. Project management practitioners in the computer-related fields make up nearly 30 percent of our membership.

17 Distribución de los Miembros del PMI
Distribución Geográfica 68.67% USA 10.67% Canada 20.66% Otros países The global nature of PMI’s membership is illustrated in this slide. Our membership outside of the USA and Canada has been our fastest growing segment for the past few years and we are continually seeking ways to build this segment of our membership.

18 Crecimiento de membresía del PMI
Los últimos 10 años In fact, all facets of PMI’s membership have experienced significant growth in the past five years due to the increased use of project management and increased recognition of the important role of project leaders. Membership in PMI between June of 2002 and June of 2003 has grown by 18.5%

19 Algunas organizaciones con más de 200 miembros del PMI
ABB ALLTEL American Express AT&T Blue Cross Blue Shield The Boeing Co. Cap Gemini/Ernst & Young CGI Computer Science Corp. Covansys Deloitte & Touche EDS Ericcson GE General Motors Hewlett-Packard Co. Hitachi IBM JP Morgan Chase KPMG Lockheed Martin Lucent Technologies Microsoft Motorola Nationwide NCR NEC Nokia Nortel Networks PricewaterhouseCoopers SAIC Samsung SBC Ameritech Shell Services International Siemens AG Sprint TATA Consultancy Services TELUS Unisys US Army/US Air Force Verizon Wells Fargo Members of PMI represent thousands of companies around the globe, but surely there are thousands of organizations using project management (whether they realize it or not) who could benefit from participation in PMI. This is just a brief sampling of organizations participating in PMI’s Group Billing Plan. Many of the organizations listed here such as AT&T, IBM, and HP Services have members who have joined PMI under our individual membership option as well.

20 Productos y Servicios del PMI
Desarrollo de programas profesionales en Gerencia de Proyectos Certificación en Gerencia de Proyectos So what is the purpose of this professional organization that is generating so much interest? Primary efforts are focused on the vital areas of: Project Management Research Project Management Standards Project Management Certification Project Management Professional Development Programs Project Management Publications Let’s briefly highlight PMI’s contributions in each of these areas. Investigación y estándares en Gerencia de Proyectos Publicacionesobre Gerencia de Proyectos

21 Investigación en Gerencia de Proyectos
Programa de Investigación del PMI Determinación de necesidades profesionales Herramientas y técnicas útiles para aplicaciones actuales y futuras. Fomentando la Investigación Determinación y predicción del Futuro de la Gerencia de Proyectos Evolución de la Profesión PMI supports a number of research efforts in the area of project management. Research efforts currently underway include: Professional Needs Assessment Useful Information & Tools/Techniques for Current and Future Applications Inspiring Research Assessment & Forecast of the Future of Project Management Evolution of the Profession

22 Investigación en Gerencia de Proyectos
Investigación a través del PMI Educational Foundation Iniciativa de Gerencia de Proyectos en los Colegios. Demostrando el valor de la gerencia de proyectos Comunicando el valor de la Gerencia de Proyectos The Project Management Institute Educational Foundation is an autonomous nonprofit organization established by PMI for the purpose of charitable, educational, and scientific endeavors. Some initiatives that the Foundation is undertaking include: The High School Project Management Initiative is the first phase of a program to introduce project management practices and the associated profession to high school students with the initial focus on high school juniors and seniors. At this time, the Foundation is funding two research studies of high interest to project management professionals -- the quantitative demonstration of the value of project management, and the identification of best practices for the marketing and selling of project management to senior executives.

23 Estándares en Gerencia de Proyectos
La Guía para el Cuerpo de Conocimientos en la Gerencia de Proyectos (PMBOK Guide) - Edición 2000 PMI is the world leader in the development of project management standards. Our core standard, A Guide to the Project Management Body of Knowledge –2000 Edition or PMBOK® Guide Edition has over a million copies published worldwide and is recognized and used by professionals on six continents and in over 100 countries.

24 Estándares en Gerencia de Proyectos
El PMI fue recibió la designación “Organización que Desarrolla Estándares” por la ANSI (American National Standards Institute) en 1999. La Edición 2000 supera a la Edición 1996 como un Estandard ANSI. Like most professions such as law, medicine, and accounting, there exists a “body of knowledge” within the project management profession. “Body of Knowledge” is an inclusive term that describes the sum of knowledge within the profession. It includes knowledge of proven, traditional practices which are widely applied as well as knowledge of innovative and advanced practices which have seen more limited use. Many organizations are trying to reinvent the wheel, but the basic elements of managing projects are universal to all project types, regardless of industry application. PMI’s PMBOK® Guide provides the framework for introducing a standardized, organization-wide project management methodology. It is approved as an American National Standard by the American National Standards Institute (ANSI).

25 Estándares en Gerencia de Proyectos
1976: Se empezaron a documentar estándares 1983: Publicación de 1er estándar 1987: Se publica estándar revisado 1996: Actualización total y publicación de la Edición del PMBOK ® 2000: Publicación de la Edición 2000 del PMBOK® 2001: Publicación del Estándard para las Estructuras de Descomposición de Trabajo (WBS) 2002: Publicación de: Marco Conceptual del Desarrollo de Competencias en Gerencia de proyectos Extensíón del PMBOK 2000 a Gobierno The accepted characteristics of a profession include: A defined body of knowledge Standards for entry Ethical standards A commitment to the profession and A sponsoring or authenticating body As the sponsoring or authenticating body, PMI recognized the need to document standards for the profession in the 1970’s. After years of work, the first standard was released in Subsequent work resulted in a revised standard in 1987, a comprehensive update in 1996 and the current 2000 edition. In 2001, the Practice Standard for Work Breakdown Structures was also released. The PMI Standards Committee anticipates continuing updates to reflect the current state of the profession.

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27 Areas de Conocimiento del PMBOK
Introducción Gerencia de Integración del proyecto Gerencia del Alcance del proyecto Gerencia del Tiempo del proyecto Gerencia del Costo del proyecto Gerencia de la Calidad del proyecto Gerencia del Recurso Humano del proyecto Gerencia de las Comunicaciones del proyecto Gerencia del Riesgo del proyecto Gerencia de la Procura del proyecto

28 Estándares impresos y en 8 traducciones
PMBOK® Guide Edition Focuses on the execution of a single project via processes Cross references processes to Process Groups and Knowledge Areas Practice Standard for Work Breakdown Structures Details on preparation of useful & high quality WBSs More details and prescriptive than in PMBOK® Guide Edition Government Extension to the PMBOK® Guide Edition Applies to national, state/provincial, & local government projects Generally accepted most government projects most of the time Project Manager Competency Development Framework Guide professional development of project managers Three types of competencies Knowledge - What a person knows Performance - What a person can do Personal - A person’s behavioral traits (e.g. leadership skills, etc.)

29 Proyectos de Estándares en proceso
Mejora:

30 Modelo de Madurez Organizacional en Gerencia de Proyectos

31 Borrador para revisión
en Octubre del 2003 Disponible Segundo Semestre 2004

32 Certificación en Gerencia de Proyectos
El programa de Certificación del PMI en Gerencia de Proyectos The Project Management Professional (PMP®) certification is the most widely recognized certification for the profession.

33 Certificación en Gerencia de Proyectos
Certificación PMP Iniciada en 1984 Requerimientos: Experiencia Demostrada Educación Demostrada Pasar un Examen Aceptar cumplir el Código de Conducta Profesional Project management leadership has become a highly sought-after skill applicable at every level of an organization. The PMP designation is a mark of distinction for organizations to use in identifying project leaders who have demonstrated minimum levels of knowledge and competency. To become certified, an individual must: 1. Demonstrate eligibility to sit for the PMP examination, by meeting minimum requirements in the areas of experience 2. Demonstrate eligibility to sit for the PMP examination, by meeting minimum requirements in the areas of education 3. Pass all parts of an extensive exam which conforms to the project management body of knowledge and 4. Agree to abide by a Code of Professional Practice PMP Certification is not a license or registration and does not provide legal authority to practice project management. Successful attainment of the PMP designation does indicate a demonstration of the needed knowledge levels of the project management body of knowledge.

34 Certificación en Gerencia de Proyectos
Examen para la Certificación PMP Se ofrece via computadora, en ubicaciones en todo el mundo. El idioma oficial del examen de certificación PMP es el Inglés. Sin embargo los candidatos pueden escoger 7 idiomas para ayudarse durante el examen. Los idiomas ofrecidos son: Español, Portugués (de Brasil), Chino, Francés, Alemán, Italiano, Japonés, Coreano. The PMP Certification Examination is offered via computer at locations in the United States, its territories and Canada, and in other countries worldwide The official language of the PMP Certification examination is English. However, candidates can choose from seven other languages to aid them while taking the exam. Language aids are offered in Brazilian Portuguese, Chinese, French, German, Italian, Japanese, Korean, and Spanish

35 Certificación en Gerencia de Proyectos
Programa de Requerimientos Continuos de la Certificación: Continuing Certification Requirements (CCR) Program Con el fin de mantener su credencial PMP, los PMPs deben lograr 60 PDUs (Professional Development Units) durante un ciclo de 3 años, para satisfacer todos los elementos del Programa de Certificación Continua. A certification maintenance program began in 1999. After attaining the PMP credential, an individual must obtain 60 PDUs during a 3-year cycle to satisfy all elements of the Continuing Certification Requirements Program (CCRP). The purpose of the Professional Development Program is to: Sustain the PMP as a global certification credential. Enhance the ongoing professional development of PMPs. Encourage and recognize individualized learning opportunities. Offer a standardized and objective mechanism for attaining and recording professional development activities.

36 Certificación en Gerencia de Proyectos
Las categorías de los PDUs deben lograrse en categorías específicas: Educación formal Post Certificación Aprendizaje Auto-Dirigido y actividades profesionales. Programas realizados por Proveedores Educativos Registrados por el PMI -Registered Education Providers (R.E.P.s) Programas realizados por otros proveedores Servicio a asociaciones profesionales y de la comunidad This slide outlines the five categories in which PMPs can earn PDUs. Each category offers the PMP flexibility and the opportunity to design the program that will meet his or her own needs. There are no restrictions on the number of PDUs that can be earned in any category except the last category. A maximum of 20 PDUs can be earned through service to professional or community associations.

37 Certificación en Gerencia de Proyectos
Certified Associate in Project Management (CAPM™) (Asociado Certificado en Gerencia de Proyectos) Diseñado para gente nueva en la indutria de la gerencia de proyectos. Personas que han demostrado conocimiento y experiencia en gerencia de proyectos. Primeros exámenes a través de Prometrics empezaron en Marzo del 2003. Another new program is the Certified Associate in Project Management (CAPMTM). The CAPM is an “Associate-type” certification that can be earned by a Project management practitioner who has demonstrated fundamental project management knowledge and experience Candidate testing began in 2002 for the CAPM.

38 Demanda para la Certificación PMP
PMI’s certification program is gaining significant recognition and attention as demonstrated in the level of activity during the past five years. “The PMP certification helps ensure that project managers have the requisite knowledge and skills to oversee customer projects,” said Carol Wright, PMP, Director, IBM Project Management Center of Excellence, in the December 1999 issue of PM Network. At the end of December 2002, there were nearly 55,000 PMPs worldwide.

39 Beneficios de la Certificación PMP para los individuos
Provee un reconocimiento personal / profesional Acelera el avance profesional. Crea oportunidades/crecimiento en el trabajo dentro de la organización. Provee un marco conceptual para requerimientos estandarizados de gerencia de proyectos. Incrementa el valor del empleado para la organización. For individuals, the PMP certification : Provides professional and personal recognition Expedites professional advancement Creates job growth and opportunities within an organization Provides a framework for standardized project management requirements and Increases an employee’s value to the organization

40 La Naturaleza Global de la Certificación PMP
Red Global de PMPs La certificación PMP es realmente global Fue desarrollada por una red global de PMPs PMPs globales participan en el desarrollo de los requerimientos y programas de examinación. A major benefit that organizations can receive via the PMP Program is that the PMP is a truly global certification. It is considered the profession’s most global credential because it is developed by a global network of PMPs who participate in the development of the examination and the program requirements. With today’s multi-national companies, organizations can be assured that their PMP-certified project management practitioners are speaking the same language within the practice of project management.

41 Certificación en Gerencia de Proyectos
Departamento de Certificación PMP del PMI Recibió la certificación ISO 9001 y es el primer departamento de certificación en el mundo que logra este honor. PMI’s Certification Program Department became the first certification program of its kind to earn ISO 9001 certification from the International Organization for Standardization, a globally recognized mark of a quality management system. According to Jim Earnhardt, Director, Corporate Program Management Methodologies of United Airlines, the ISO 9001 certification, “adds credibility to the program. It says that the program has well-documented, reliable and consistent processes that they follow.” (PM Network, December 1999)

42 Desarrollo Profesional en Gerencia de Proyectos
PMI SeminarsWorld e-Learning “An Applied Framework for Project Management” eSeminarsWorldTM Entrenamiento a los Componentes Registered Education Providers (R.E.P.) Congresos Globales del PMI Another important service provided by PMI is project management education. PMI offers a variety of educational opportunities to provide professionals with practical “how to” information, as well as topics tailored to specific industry needs. PMI’s SeminarsWorld, a traveling educational program, is offers in cities around the world. PMI is now launching e-Learning Connection which will enable practitioners to enhance their skills at their own desktop. PMI Global Congresses offer diverse professional development opportunities presented through industry-related paper presentations, educational seminars and valuable peer networking. This year PMI Global Congress Europe will be held May 2003 in The Hague, The Netherlands. Later in 2003, PMI Global Congress North America will be held September 2003 in Baltimore, Maryland USA. Many chapters include PMP Certification Preparation workshops in their educational program offerings. PMI’s Specific Interest Groups and our College also support educational initiatives through their involvement in Seminars and Symposium. The Registered Education Provider Program enhances the ongoing professional development of PMI Members, PMPs, and other project management stakeholders by identifying providers of appropriate project management learning activities and products. Examples of R.E.P.s include PMI Chapters and SIGs, schools, corporate training centers, government agencies, professional associations, and professional consultants.

43 SeminarsWorld Atlanta, Georgia, USA Baltimore, Maryland, USA Boston, Massachusetts, USA Burlington, Vermont, USA Cancun, Mexico Chicago, Illinois, USA Den Hague, The Netherlands Dallas, Texas, USA Denver, Colorado, USA London, England Minneapolis, Minnesota, USA Montreal, Quebec, Canada New Orleans, Louisiana, USA New York City, New York, USA Orlando, Florida, USA Salt Lake City, Utah, USA San Diego, California, USA Scottsdale, Arizona, USA Seattle, Washington, USA Shanghai, China Sydney, Australia Tampa, Florida USA Washington, D.C., USA Plans for SeminarsWorld in 2003 include courses being offered in 21 cities from six countries and four continents.

44 Project Management Professional Development
Praha (Prague), Czech Republic April 2004 Anaheim, California, USA October 2004 PMI Global Congresses are the profession's premier educational and networking events. In 2003 Congresses were held in Den Haag (The Hague), The Netherlands, and Baltimore, Maryland in the United States. In 2004, PMI Global Congress are being held in Praha (Prague), Czech Republic; Anaheim, California, USA; and Buenos Aires, Argentina. An additional global congress for the Asia/Pacific region is planned for 2005. Congress topics are a mix of international and regional concerns for project managers. Presentation styles range from the familiar lecture format to the more interactive panel discussions, forums, and simulations. Topics can be presented for all skill levels from basic to advanced. Starting in Anaheim, a specific area of focus will be staged for certified PMPs. Buenos Aires, Argentina 29 November - 3 December 2004

45 Centro de Acreditación Global
Dos univesidades fueron acreditadas a finales de los s University of Quebec Western Carolina University Gran demanda por Acreditación de Programas Académicos en Gerencia de Proyectos. La página web del PMI muestra varios miles de “hits” por mes. Casi 100 Programas Candidatos se han identificado. Apoyará las Políticas del PMI con respecto al Desarrollo de la profesión. Accreditation of degree programs is one of the most critical elements in the development of a legitimate profession. An accreditation policy was developed and implemented in 1985 but was slightly ahead of its time and became dormant. A study conducted by PMI in 1998 indicated that the time is right for degree accreditation and that PMI should take a leadership role. PMI is now rolling out its Global Accreditation Center to help accomplish this task.

46 Publicaciones del PMI Revistas
Trimestralmente: Project Management Journal® - Mensualmente: PM Network® Mensualmnte: PMI Today® El mas grande programa de publicaciones enfocadas a la gerencia de proyectos. PMI also advances the project management profession through its periodicals and through its publication of books on project management. Major contributions to the state-of-the-art are presented through the pages of the Project Management Journal®, PM Network®, and PMI Today®. These publications present the most advanced techniques, research, theories and applications. Experts from the international project management community detail the methods they use to successfully manage projects. PMI’s book program -- the largest project management-focused publishing program in existence -- has over forty titles currently in print and publishes an average of twelve new titles annually.

47 Información sobre Gerencia de Proyectos
Librería Online del PMI PMI Information SourceGuide The PMI James R. Snyder Center for Project Management Knowledge and Wisdom The PMI Online Bookstore offers the most comprehensive collection of project management related books in the world. It features products published by PMI as well as over 2,000 titles selected from other business and management publishers. PMI provides easy access to a library of carefully selected titles that include technical manuals, training and human resource tools, and a wide range of general management books and specialized products. These titles are available through our On-Line Bookstore or through our Information SourceGuide. PMI also operates the The PMI James R. Snyder Center for Project Management Knowledge and Wisdom at PMI Headquarters. It is a library and archive of project management books and documents.

48 PMI James R. Snyder Center for Project Management Knowledge & Wisdom
Una fuente para información relevante, confiable y a tiempo relacionada con la práctica y la profesión de la gerencia de proyectos. Sus servicios incluyen: Investigación/referencias dirigidas, incluyendo servicio de alertas personalizadas sin cargo para los miembros del PMI, $50/hora para no miembros. Entrega de artículos aparecidos en revistas del PMI - $10 para miembros, $15 por artículo para no miembros. PM KnowledgeWire – la publicación trimestral llamada “Hot Topics”, y artículos de los últimos dos años de PM Network y Project Management Journal – Area solo para miembros del PMI en la página web, sin cargo para miembros. The PMI Online Bookstore offers the most comprehensive collection of project management related books in the world. It features products published by PMI as well as over 2,000 titles selected from other business and management publishers. PMI provides easy access to a library of carefully selected titles that include technical manuals, training and human resource tools, and a wide range of general management books and specialized products. These titles are available through our On-Line Bookstore or through our Information SourceGuide. PMI also operates the The PMI James R. Snyder Center for Project Management Knowledge and Wisdom at PMI Headquarters. It is a library and archive of project management books and documents.

49 “Networking” en Gerencia de Proyectos
El PMI es una organización activa y de mucha vitalidad: Capítulos Locales Specific Interest Groups College PMI Career Headquarters PMI Conferences & Global Congresses PMI Corporate Council (Concejo Corporativo) Networking is very important to project managers. PMI represents members worldwide who are actively advancing the project management profession. The networking of these professionals serves to advance the profession through the free exchange of ideas and experiences. Local PMI chapters distribute newsletters, sponsor monthly meetings, conduct workshops, and some hold other social events to introduce members to fellow projects managers in the local community. Specific Interest Groups enable members to share experiences with others managing similar types of projects in specific business environments to discuss common project challenges. These members forgo geographic boundaries using alternate forms of communication such as the Internet. The College enables members to share experiences and practices within specific knowledge areas of project management. PMI is a network of peers and a place to look for qualified project management professionals. Organizations have access to a pool of members currently seeking job opportunities through PMI’s Career Link and the PMI Web Communications Center allows project management professionals the ability to network in a virtual environment. The Annual Seminars and Symposiums and other PMI conferences provide members opportunities to hear about the latest in the profession first-hand. PMI is a well-rounded network of peers.

50 Resumen El Project Management Institute es la organización sin fines de lucro, global, que lidera el desarrollo de la profesión de la gerencia de proyectos, los conocimientos y el profesionalismo en esta profesión. As the world’s leading not-for-profit global professional association for project management knowledge, information and professionalism, PMI has made great strides in advancing the profession. In the vital areas of: Project Management Research Project Management Standards Project Management Certification Project Management Professional Development and Project Management Publications PMI has led the way. With a focus on professionalism, the ultimate goal for all of us, is improved project performance.

51 Opciones de la Membresía
Membresía Individual Membresía Estudiantil Membresía Grupal en las empresas. Presenter: Distribute marketing materials. Further details on PMI’s programs are included in the PMI Information Folder, including an application for membership. Employees can enroll under the individual membership plan, or you can sign up for the Group Billing Plan. Many organizations sign up for the Group Billing Plan to publicly affirm their commitment to project management to the employees. The Group Billing Plan is designed for organizations who wish to sign up 15 or more members each year. In support of PMI’s dedication to the educational community, we also offer drastically reduced rates for full-time students (minimum 12 hours of semester credits). As a member of PMI, I can attest to the value of my association with PMI and I encourage you to join and get involved today. The more you put into membership, the more you get out of your relationship with the leading project management association - PMI.

52 Proyectos = Cambios (para mejorar)
Si Gerenciamos mejor los proyectos, las Unidades de Negocio / Operativas de nuestras organizaciones tenderán a mejorar. Si dichas Unidades mejoran, nuestras organizaciones mejorarán Si las organizaciones mejoran, el país mejora.  La gerencia de Proyectos es un ingrediente importante para la mejora de nuestro País.

53 Capítulo Lima Peru del PMI
Fundado 1999 Actividades con Profesionales y Universidades.

54 Historia del Capítulo Lima, Perú
1999 Charter 2000 Crecimiento Membresía, Sección PMI UNI Actividades de difusión, conferencias. Difusión y creación de Secciones Estudiantiles. Diploma Gerencia de Proyectos del Instituto para la Calidad PUCP, I Congreso Nacional de Gerencia de Proyectos, Foros. Diploma UPC, Formalización Registros Públicos. GovSig Perú, Coordinación Secciones Estudiantiles, Foro Riesgos UNMSM, II Congreso Nacional de Gerencia de Proyectos Ha habido muchos otros eventos en estos años, pero si queremos resumirlos, tendríamos que: 1999 Charter 2000 Crecimiento Membresía, Sección PMI UNI 2001 Actividades de difusión, conferencias. Difusión y creación de Secciones Estudiantiles. 2002 Diploma Gerencia de Proyectos del Instituto para la Calidad PUCP, I Congreso Nacional de Gerencia de Proyectos, Foros. 2003 Diploma UPC, Formalización Registros Públicos. GovSig Perú, Coordinación Secciones Estudiantiles, Foro Riesgos UNMSM, II Congreso Nacional de Gerencia de Proyectos Quisiera hacer un reconocimiento público a la labor que viene desarrollando Waldo Marmanillo, actual vicepresidente del Capítulo Lima Perú del PMI con el fin de Formalizar el capítulo. Esperamos tener todo en regla para antes de fin de año.

55 Estrategia de Desarrollo del Capítulo Lima-Perú del PMI
Formar Capítulo Lima Perú Impulso del PMBOK Formar Alianzas con Universidades para: Formar Secciones Estudiantiles Incluir Gerencia de Proyectos en Currícula Formar Diplomados y Maestrías en Gerencia de Proyectos Impulsar Certificación Difusión de la Profesión Formar otros capítulos en el Perú Colaborar con la Región La estrategia que hemos impulsado consiste en: Impulsar la difusión del PMBOK como material de referencia en las universidades y con los profesionales. Formar alianzas con las universidades para: Formar secciones estudiantiles y que la energía de los jóvenes se canalice ordenadamente usando las recomendaciones del PMI. Incluir la gerencia de proyectos dentro de los cursos formales en las universidades (todas las especialidades) Formar diplomados y maestrías en gerencia de proyectos Impulsar la certificación para poder competir en el mercado global Difundir la profesión de la gerencia de proyectos. Quisiera mencionar el esfuerzo que viene desarrollando José Carlos Machicao, quien está impulsando un Grupo de Interés en Gerencia de Proyectos para Gobierno, llamado Gov-Sig Perú, y ha liderado la traducción de la extensión del PMBOK para Gov-Sig al Castellano. Formar más capítulos en el Perú Colaborar con otros esfuerzos a nivel regional: Participando en los congresos iberoamericanos Compartiendo procedimientos y métodos Quisiera resaltar que este año se está llevando a cabo el Congreso Iberoamericano de Gerencia de Proyectos, y tendremos la participación de tres profesionales Peruanos representándonos en dicho evento: Victor Villar, José Carlos Machicao, y Walter Rodríguez.

56 Certificación en el Perú
30 PMPs. Crecimiento por demanda de empresas globales. Este es uno de los temas más flojos a nivel país, y a nivel región. El anteaño pasado solo había un PMP en el Perú: Jorge Sarmiento de IBM. El año pasado, tuvimos a nuestro primer PMP “made in Peru”, Tobías Aliaga, de Cosapi Soft. Este año, hemos llegado a 10 PMPs, varios de ellos participan en este congreso como expositores. Esperamos Certificar unas 5 personas más para fines del 2003, pero la meta es llegar al 50% de miembros del capítulo profesional, que serían unos 50 PMPs. Para esto estamos trabajando para que los REPs ofrezcan talleres y cursos de preparación. En el Perú tenemos dos REPs: El Instituto para la Calidad de la Pontificia Universidad Católica del Perú, y la Universidad Peruana de Ciencias Aplicadas. Ambas instituciones ofrecen Diplomas en Gerencia de Proyectos.

57 Project Management Institute
Four Campus Boulevard Newtown Square, Pennsylvania USA Telephone: Fax: Internet: I also encourage all of you to visit the PMI Web site at to learn more about this organization or project management in general. Presenter: Thank hosts and guests and field any questions. (Note: All statistics presented in this document are as of June 2003.) Félix Valdez, PMP / Presidente del Capítulo Lima-Peru del PMI © 2003 Project Management Institute, Inc. All rights reserved (rev ) “PMI” and the PMI logo are service and trademarks registered in the United States and other nations; “PMP” and the PMP logo are certification marks registered in the United States and other nations; “PMBOK”, PM Network”, and “PMI Today” are trademarks registered in the United States and other nations; and “Project Management Journal” and “Building professionalism in project management.” are trademarks of the Project Management Institute, Inc.