In the last 10 years, the united states-based Project Management Software Institute is continuing to grow from around 25,000 people to just about 250,000. This ten-fold increase represents reasonable departure in the steady but slow development of the business since its creation in 1969 and it is a substantial symbol of an elevated curiosity about project management software.
Certainly the institute has performed an important role in the own growth. PMI’s Project Management Software Body of Understanding (PMBOK) has turned into a standard in lots of industries, and its Project Management Software Professional certification. Worldwide marketing has additionally produced a worldwide membership, versus a mainly US-based membership 10 years ago.
However there are more, more broad-based changes which have also led to PMI’s growth. Included in this are:
Recognition that we’re all managing projects, whether we’ve the title of project manager, which project management software skills are advantageous for an array of employees. Similarly, there’s been a broader recognition that projects in most industries take advantage of project management software, not only the standard industries of engineering, construction, and much more lately IT.
As global competition has elevated in lots of areas in the last decade, and so do customer expectations. It has meant bigger and much more complex projects that should be managed more proficiently to stay competitive.
Using the creation of global competition, and for that reason a worldwide supply-chain, so outsourcing is becoming popular on projects. This can be more cost-effective, it increases project risk (as multiple organizations in separate locations with various processes and cultures make an effort to interact), thus requiring better project managers.
With increased potential suppliers all over the world, along with a desire to lower their project risk, major manufacturing OEMs are leaving some time and material contracts, to fixed-cost contracts. Fixed priced contracts want more aggressive project management software for tier-one vendors, while increasing the chance they’ll subsequently subcontract to tier-two vendors on the fixed cost basis. This rapidly cascades an elevated requirement for project management software lower the availability chain.