Project Management Excellence: Growing and Developing PM Professionals

Effective growth and development of project management professionals is important to ensuring profitable and efficient execution of projects. HR and project management executives can use this data to determine how their employee development programs measure up in programs and courses, career pathways, and training. Based on a survey of 14 organizations, this 28-slide study benchmarks how companies develop project management professionals for different project types. Survey data is segmented throughout the presentation to reflect two types of project management groups: 1. Facilities support projects (e.g. engineering, procurement, construction, etc); and 2. Business support projects (e.g. IT, IS, customer service, etc)


Key Topics

• Learning and Development
• Professional Background & Career Path Strategies
• Training Courses and Learning Experiences
• University & College Partnerships
• Internal Promotion and Marketing of Corporate PM Programs and Training Opportunities

• The majority for both facilities and business support groups have PM professional development programs (57% for facilities support and 71% for business support). Business support groups offer more courses.
• More business support programs have formal career development guides (60% vs. 25%), but the facilities support organization’s guide is more comprehensive (12 roles vs. an average of three roles for business support groups).
• Facilities support groups tend to use benchmarking more than business support groups (71% vs. 29%). Business support groups employ tracking and auditing more often than facilities support (86% vs. 29%).
  

Industries Profiled:
Chemical; Energy; Electronics; Computer Hardware; Computers; High Tech; Telecommunications; Aerospace; Financial Services; Health Care; Pharmaceutical


Companies Profiled:
BP Amoco; ConocoPhillips; Texas Instruments; Hewlett-Packard; QUALCOMM; Raytheon; Dell Computer; Merck Frosst Canada; Motorola; Sankyo

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