Earning Power: Project Management Salary Survey is perfect for empowering professionals and for HR, recruiters, and compensation committees who face tougher challenges to retain talent and wish to benchmark compensation.

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Check out our interactive Salary Survey Tool:

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Non-members can read the summary report.

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Report Features

• Salary data from more than 30,000 project management practitioners
• Responses from professionals in 40 countries
• A general listing of median salaries reported by country from highest to lowest
• Salary data cross-tabulated by demographic variables including eight project management positions (from entry-level project managers to senior executives in project management)
• Reported salary increases over the past 12 months and expected salary increases over the next 12 months
• Information on employee benefit packages
• This latest edition of Earning Power shows that survey respondents with a PMP certification report higher median salaries than those without a PMP certification — 16% higher on average across the 40 countries surveyed.
• Despite the impact of COVID-19, half of the respondents (50%) report that their total compensation (including salary, bonus, and other cash incentives) increased over the 12 months prior to completing the salary survey. Nearly one-quarter (22%) reported increases of at least 5% over that time period.

Countries Surveyed

Australia, Belgium, Brazil, Canada, Chile, China, Colombia, Egypt, France, Germany, Hong Kong, India, Indonesia, Ireland, Italy, Japan, Malaysia, Mexico, Netherlands, New Zealand, Nigeria, Pakistan, Peru, Philippines, Poland, Portugal, Qatar, Russian Federation, Saudi Arabia, Singapore, South Africa, South Korea, Spain, Sweden, Switzerland, Taiwan, Turkey, United Arab Emirates, United Kingdom, and United States.

Key Demographics

• Country of employment
• Position description
• Years of work experience
• Years worked in project management
• Highest formal education level obtained
• Degree in project management
• PMP^® status
• Gender
• Department/function
• Industry
• Number of employees in entire organization
• Average project team size
• Typical project budget

Project Management Institute (PMI) has released its Global Megatrends 2022 report, an analysis of the global forces significantly impacting society and the project management profession today. Global Megatrends 2022 helps project professionals understand the world’s rapid transformation and the global context in which they work so they can use projects to solve complex problems.

“The world continues to see ongoing change and uncertainty, impacting our daily lives at home and work,” said Michael DePrisco, Interim President & CEO and Chief Operating Officer of PMI. “Our Global Megatrends report helps our community of project professionals understand the trend lines reshaping the future – from the climate crisis to the ripple effects of shifting demographics. To take on these challenges, project professionals must be dedicated to not only developing strong technical skills, but also cultivating an understanding of the broader strategic environment impacting their projects.”

The report, which draws on trend data, primary and secondary research, and interviews with project managers in the field, elaborates on six critical demographic, economic, and social trends: 

• The impact of COVID-19 significantly amplified digital disruption, with organizations quickly adopting technologies to enhance customer service, improve project outcomes, and facilitate remote working. Purpose, innovation, and an eye on the future will continue to guide companies in a post-pandemic world. 

• Awareness of the climate crisis is prevalent in society, but action has been slow. In fact, just one-fifth of the world’s largest businesses have set net-zero targets. Sustainability practices will need to be built into every project and process if we are to counteract the most damaging effects of global warming.

• Demographic shifts like declining fertility rates and an increasing percentage of workers aging out of the workforce will push organizations to find new ways to alleviate worker shortages and close the talent gap, such as implementing equitable and inclusive policies to support age-diverse staff and attracting younger employees. 

• Economic shifts have exposed disastrous supply chain vulnerabilities and globalization setbacks. Rebuilding domestic supply chains proves difficult and time consuming, but globalization remains at historically high levels. With the right strategies in place, businesses can mitigate global supply chain risks and facilitate cross-border collaboration.

• Global labor shortages, exacerbated by the COVID-19 pandemic and The Great Resignation, are shaking up the workplace in new ways that have organizational leaders questioning how they can retain and attract talent. Organizations will need to create a successful retention culture, align on social impact initiatives, understand the importance of work-life balance, and provide greater recognition for employee contributions.

• Social protests continue and are expected to endure as drivers for social unrest spike. This is causing a growing desire among companies to set real change and collaboration in response to civil, civic, and equality movements, including true diversity, equity and inclusion programs that give everyone the same opportunity to contribute and grow. 

As the future of work becomes more projectized, project-based skills are essential to helping professionals turn ideas into reality and overcome complex challenges. In fact, the recent PMI^® 2021 Talent Gap Report states that the global economy will need 25 million new project professionals by 2030. Professionals with project management skills and a broad, global perspective of macro trends will grow in The Project Economy, where organizations deliver value through the successful completion of projects, delivery of products, and alignment to value streams.

“The need for transformation is imminent, and individuals and organizations must fine-tune skills that drive change,” said DePrisco. “In today’s fast-moving environment, they must draw on a robust toolkit of capabilities to cultivate new ways of working and lead their teams forward.” 

The complete Global Megatrends 2022 report is available on PMI.org here. Global Megatrends 2022 (pmi.org)

Elections for PMI Phoenix Chapter Board Positions

We are looking for 5 courageous leaders to join our board!

Each position is for a two-year term, starting in January 2023.

• Details of the Board’s responsibilities can be found here: Board of Directors Roles and Responsibilities
  

How do I submit a nomination?

Click here: Nomination Form

Where can I get more information?

Follow this link to the Chapter Elections webpage

What is the elections process for 2022?

1. PMI Phoenix Chapter Nominations Committee evaluates nominees May 1 - June 30
2. Nominee agreement to be on the ballot
   1. Resume submission
   2. Panel interview with Nominations Committee
   3. Nominations Committee confirms nominees and requests presentations in June
3. Ballot finalized by July 1
4. Nominee's presentation to PMI Phoenix Chapter members in July
5. Elections open on August 1
6. Elections close on September 1
7. Results presentation to PMI Phoenix Chapter members in September
8. The transition of the outgoing board to the incoming board September - December

For any additional questions, please email This email address is being protected from spambots. You need JavaScript enabled to view it.

A quick review of risk: an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. —PMBOK®

 “Harry Hall states, if you say the word “risk” to ten people, each person may think of something different— insurance, threats, investments, bets, or potential loss. As we manage project teams, it's critical that you and your team members have a common understanding of what project risk means. Otherwise, people will be confused by your risk management efforts. The important thing is to obtain agreement with your team about how to define risk. Include the definition in your risk management plan.” 

Another important factor is the project success criteria which refers to measurable terms of what should be the outcome of the project that is acceptable to the end user, customer, and the stakeholders. In other words, the project success factors consist of activities or elements that are required to ensure successful completion of the project. In order to deliver project value, the success criteria should be well defined. Make sure that the documentation of the criteria is done at the start of the project. Also, make sure that the success criteria are properly communicated to the team. The criteria should also reflect on the project deliverables through effective project planning and at the end of the day, the success criteria should not be regarded as a set-in-stone. Instead, the manager should strive to go beyond the success criteria and exceed the expectations of the clients. This is a sure-fire way to project success.

Tom’s words of wisdom as a leader are the “first step is to understand the tools and techniques. Build your toolset up in both areas. I then assist them with guidance but i do not solve the problem for them. They need to work with the stakeholders and solve the problem for themselves. Keep the stakeholders informed, they need your project to succeed. Be transparent and do not hide stuff. You need to have the confidence to walk into the c level suite and have the conversation since they are normal people.”

“i mentor and coach on risk management it is a different beast - this goes to all team members not just the project management office, it is a team effort. Execute risk management throughout the project not just at the start of the project. If the risks are not reviewed and each project team is at the same place on the projects, then elevate the company to continually assess risk. Risk management is often ignored or done at a lower level and not at the enterprise level. Challenge is to get stakeholders to spend time and money at assessing risk to save money proactively. Train your teams on risk management.”

What you don’t know about Tom Wilp is his motto to play as hard as you work. He enjoys fishing, golfing, exercising and spending time in the outdoors. He is at the point in his career that he passes on his knowledge to develop the junior PMs, project expediters, and project coordinators “I will work until I stop having fun or stop enjoying it.”

While cost management is viewed as a continuous process, it helps to split the function into four steps: resource planning, estimation, budgeting, and control. They are mostly sequential, but it’s possible that some resource changes happen midway through the project, forcing the budgets to be adjusted. Or the variances observed during the control process can call for estimate revisions. —PMBOK®

Skye Sandoval started volunteering the summer of 2020 for the study group after being a member of the chapter for five years. The areas he enjoys most is cost, managing the money and risk. His goals with volunteering are to meet people and to retain the PMP certification knowledge. He likes mentoring the small study group and was a trainer and mentor for the past ten years.  Skye is currently a mentee for scrum master and shared that “both the mentor and mentee gives knowledge in both directions like the hands of a watch. Skye describes himself as a visual learner so when he mentors, he tells them, shows them, and lets them try it. Basically, using all three types of learning to get the concept across. His emphasizes that “we are here to help each other. Together we can make a beautiful world if we all work together.”

If you take the PMP journey, remember you must be like Steve Jobs, stay hungry and stay foolish. If you fail it will help you learn how to do things right. Skye shared that it can be painful, but it makes you strong. Everyone gets discouraged but keep going and don’t stop.

I asked Skye how he manages projects, and his approach is to divide things into four like a box. The left side of the box is the most important, the right side is the backlog. I move things around in the box quadrants as the work and priority shifts. The bottom two boxes are to keep them in the forefront. “The box keeps it simple so I can build it like a pyramid and so I can see my day.”

If you meet up with Skye Sandoval, you will realize that he is a free spirt and has a hippie mentality at heart. To relax he does yoga several times a week. He credits his mom, a geologist who took him to visit geological points around history for helping him realize that “it takes time to build something just like our 15 billion years on earth.” To sum him up he shared that “he has never met a stranger. I have traveled all over the globe and aways find something in common with them"

Regeneron International Science and Engineering Fair (ISEF) Specifics

This year ISEF will be hybrid - and we are recruiting hundreds of volunteers and judges both in-person in Atlanta, GA (May 10) and virtually (May 4 and 5). Please see below the three types of volunteers needed.  Please sign up by April 29.

Judges (in-person and virtual)
Finalists overwhelmingly say that the most significant interactions that they have at the fair are with the judges. Requires either an advanced degree, or a minimum of six years related professional experience beyond receiving a B.A., B.S., or Master’s degree.
Click here to learn more and apply
Interpreters (in-person and virtual)
ISEF is an international competition! All langauges are needed but in particular Arabic, Thai, Turkish, Spanish and Portuguese. The minimum time commitment is 4 hours.
Click here to learn more

Judging Proctor (virtual only)
Learn more about the projects, prepare the student competitor(s) for judging and provide adult supervision to ensure appropriate behavior during judging. Volunteers just need reliable internet access. The minimum time commitment is 4.5 hours.
Learn More and sign up
Join us to help these top young scientific minds come together to showcase their talent and compete for nearly $5 million in prizes and scholarships.

PMI Phoenix Specific Information

• Judges should sign up via the links above.
• List PMI Phoenix as the organization that you are representing.
• Send an email to This email address is being protected from spambots. You need JavaScript enabled to view it. to let him know that you are participating in this endeavor.
• Track the hours that you spend performing your feedback responsibilities.
• If you do have questions regarding this, please contact This email address is being protected from spambots. You need JavaScript enabled to view it.