Chaos, criticality, speed, competition, riot. These are perhaps the key words that occur to any
professional when viewing the current business reality. Globalization has played an extremely
modifying role in the behavior of society and of all organizations.
Challenges are overcome every day, such as when Chilean miners were rescued and during the pre-
salt exploration projects in Brazil. On the other hand, we know that after every challenge is overcome
countless challenges arise, most of which are a result of an innovation and competition of massive
When thinking about the concepts of projects and project management, we are not dealing with
something new. Project management had its origins in the industrial environment nearly a century
ago. Even PMI® has existed for 42 years. It is a middle-aged entity. Therefore, the natural question is:
“Why is there a growing interest in project management?” The basis to answer that question is not
the concept of projects but the applicability of such a concept.
A society that in the past was clearly based on routine, is now faced with the challenge of the new.
Every day we are faced with less routine and more innovation. And innovation puts organizations
at a zone of low comfort, limitations, and critical by denition. To manage tasks performed under
such limitations, companies need to adopt new work processes and patterns, at which point project
management is introduced.
Managing projects is nothing more than applying the right and adequate tools to manage tasks,
aiming for better results. That is: RESULT. If we look at the evaluation of results obtained in projects
such as the Standish Group Chaos Report in 1994, we will nd that more than 84% of projects either
failed or achieved only partial results. In 2006, that gure was reduced to 65%.
Improvement may seem small. However, if we imagine that the world has a GDP (Gross Domestic
Product) of 100 trillion dollars and that, according to studies conducted by the PMI® and the Economist
Intelligence Unit, approximately 25% of the world economy is in projects, we will realize that this
amounts to 25 billion dollars, nearly twice the U.S. economy and 20 times the Brazilian economy.
That means that improving from 84% to 65% within 12 years represents a major breakthrough.
And in order to prove that not everything is owers, we virtually stagnated in enhancing project
results in the period ranging between 2006 and 2010. It is speculated that this is due to the global
crisis that erupted in 2008.
Others say that challenges have become steadily larger; a third strand upholds that low qualication
and the huge gap of talents are the major responsible issues for diculties found.
While searching best results, several initiatives have been consolidated over the years. Just as
an example, in Brazil there are about 10,000 certied PMP®s, 13 PMI® regional oces, one IPMA
(International Project Management Association) regional oce and more than 20,000 graduate and
executive MBA students. Can you image this scenario replicated around the whole world?
Training and qualifying people are the core of Rosaldo Nocêra’ work. A work that follows the
impeccable care of his other publications, now focused on the PMP® certication by the PMI®, a
leading certication in the market, with more than 300,000 certied professionals in 180 countries.