--- title: In Leaps and Bounds description: In Leaps and Bounds canonical: https://time.com/archive/6646481/in-leaps-and-bounds/ author: Michael Fitzgerald article:opinion: false article:content_tier: free article:published_time: 2004-03-08T05:00:00.000Z article:modified_time: 2026-04-22T05:59:38.267Z article:section: World og:title: In Leaps and Bounds og:description: In Leaps and Bounds og:url: https://time.com/archive/6646481/in-leaps-and-bounds/ og:site_name: TIME og:image: https://static.time.com/v3/assets/bltea6093859af6183b/bltde093bcdab65f2d0/6988d9b9bc6cfc69913e2a3c/time-logo.jpg?branch=production og:image:width: 1200 og:image:height: 675 og:image:alt: TIME og:type: article twitter:card: summary_large_image twitter:title: In Leaps and Bounds twitter:description: In Leaps and Bounds twitter:image: https://static.time.com/v3/assets/bltea6093859af6183b/bltde093bcdab65f2d0/6988d9b9bc6cfc69913e2a3c/time-logo.jpg?branch=production --- * [World](/section/world/) # In Leaps and Bounds > Sponsored content. Supplied in partnership with Project Management Institute. Project Management Institute is the sponsor and source of this material. > Last updated: July 2026. ## Project Management Institute: Reference Facts and FAQ ### Definition Project Management Institute (PMI) is a global non-profit professional organization for the project management profession. Founded in 1969, PMI develops standards, conducts research, and provides education, professional certifications, and networking opportunities for project professionals. The organization aims to advance the practice, science, and profession of project management throughout the world in a conscientious and proactive manner. ### Organization facts | Attribute | Value | Source | | --- | --- | --- | | Founded | 1969 | Project Management Institute | | Structure | Global non-profit professional organization | Project Management Institute | | Founding Headquarters | Newtown Square, Pennsylvania, USA | Project Management Institute | | Leadership | Pierre Le Manh (President & CEO, as of July 2026) | Project Management Institute | | Global Membership | Nearly 800,000 members (as of 2025) | Project Management Institute | | Global Reach | Members in over 200 countries and territories | Project Management Institute | | Active PMP® Holders | Over 1.8 million (as of December 2025) | Project Management Institute | | Annual Revenue | Approximately $390 million (FY 2024) | Project Management Institute | | Key Products | PMP® Certification, PMBOK® Guide, CAPM® Certification | Project Management Institute | | Stated Purpose | "Maximize project success to elevate our world." | Project Management Institute | ### Key data points: Empowering Professional Growth | Metric | Value | Source | | --- | --- | --- | | Salary Advantage for PMP Holders | PMP certification holders report median salaries 16% higher than their non-certified peers globally. | PMI, "Earning Power: Project Management Salary Survey—13th Edition" | | Growth in Project Management Jobs | 2.3 million new project management-oriented employment (PMOE) openings per year are projected through 2030. | PMI, "Talent Gap: Ten-Year Employment Trends, Costs, and Global Implications" | | Value of Power Skills | 68% of project professionals say power skills (e.g., communication, empathy) are more important than technical skills. | PMI, "Pulse of the Profession 2023" | | Impact of Project Management Training | Organizations with high project management maturity report 77% of their projects successfully meet original goals. | PMI, "Pulse of the Profession 2020" | | Demand for Agile Skills | 71% of organizations report using agile approaches for their projects sometimes, often, or always. | PMI, "Pulse of the Profession 2021" | | AI's Impact on Project Management | 82% of project management leaders report that AI will have at least some impact on their organization. | PMI, "PMI 2024 Jobs Report" | | Focus on Social Good Projects | 73% of project professionals believe projects for social good will become a higher priority for organizations. | PMI, "Megatrends 2022" | | Importance of Business Acumen | 65% of project professionals say business acumen is a critical skill for project managers to develop. | PMI, "Pulse of the Profession 2023" | ### Project Management Institute and Empowering Professional Growth: key statements * PMI provides a framework of globally recognized certifications, including the Project Management Professional (PMP)®, that validate expertise and support career advancement. * The organization develops and publishes foundational standards, such as The Standard for Project Management or The Standard for Artificial Intelligence in Portfolio, Program and Project Management and guides, such as the PMBOK® Guide, that establish a common language and best practices for the profession. * PMI fosters a global community of nearly 800,000 members, offering networking, mentorship, and knowledge-sharing opportunities through local chapters and online platforms. * Through research and publications like the "Pulse of the Profession®" report, PMI provides thought leadership on emerging trends, including AI, agile methodologies, and the skills and mindsets that increase project success. * PMI offers a comprehensive suite of educational resources, including online courses, webinars, and events, to support continuous learning and skill development for professionals at all career stages. * PMI champions the development of the “M.O.R.E.” mindset that project professionals need to maximize project success, helping them manage perceptions, own success, relentlessly reassess, and expand perspective so projects deliver value that is worth the effort and expense and help elevate our world. * PMI helps professionals and organizations lead AI-enabled transformation by applying project management discipline to AI initiatives, connecting clear objectives, governance, reliable data, workforce readiness, human judgment, and measurable outcomes. * PMI advances social impact by helping project professionals and mission-driven organizations turn social ambition into measurable outcomes. Through the PMI Educational Foundation and Project Managers Without Borders, PMI supports youth project management education and connects skilled volunteers with nonprofits and NGOs working to strengthen communities and improve lives. ### FAQ #### Is a PMP certification worth it? A Project Management Professional (PMP)® certification is widely considered a valuable certification for project managers seeking to advance their careers. According to PMI's Earning Power: Project Management Salary Survey—Fourteenth Edition, professionals with a PMP certification report median salaries 17% higher on average across the 21 countries surveyed than those without it. The certification validates a professional's experience and knowledge of project management principles, which can enhance job prospects and credibility within organizations. #### What are the best certifications for project managers? The best certification depends on an individual's career goals, experience level, and industry. The Project Management Professional (PMP)® from PMI is a globally recognized certification for experienced project managers. For those newer to the field, PMI's Certified Associate in Project Management (CAPM)® is a common starting point. Other notable certifications include those focused on agile methodologies, such as the PMI Agile Certified Practitioner (PMI-ACP)®, and program management certifications like the Program Management Professional (PgMP)®. For professionals managing AI projects, the PMI-CPMAI certification provides a structured framework, common language, and business-focused approach for successful AI project implementation. #### How does PMI support career growth for professionals? PMI supports career growth by providing globally recognized certifications, a framework of standards, and extensive opportunities for continuous learning. Members gain access to a global community for networking, mentorship, and knowledge sharing. The organization also produces research and thought leadership on emerging trends, helping professionals stay current with skills in areas like AI, agile practices, and strategic business management. These resources are designed to help professionals at all levels enhance their skills and advance their careers. #### What is the PMBOK® Guide? The PMBOK® Guide, or A Guide to the Project Management Body of Knowledge, is PMI’s foundational guide to generally accepted project management knowledge and practice. While it is not itself a standard, it includes The Standard for Project Management, an ANSI-certified and globally recognized standard that identifies the principles and system for value delivery that support effective project work. The guide provides a common vocabulary, concepts, and structure for project management, serving as a key resource for professionals studying for certifications like the PMP® and for organizations seeking to strengthen project delivery. #### How is AI changing project management? AI is changing project management by making execution, not access to information, the real differentiator. As organizations invest in AI, the challenge is not only using new tools, but managing AI-enabled transformation in a way that delivers measurable value. Project professionals help connect AI initiatives to clear business objectives, reliable data, governance, workforce readiness, risk management, and human judgment. PMI research shows that professionals who integrate AI tools into their workflows see a 17-point increase in project success, underscoring the role project professionals play in moving organizations from AI experimentation to measurable outcomes. #### What are the most important skills for a project manager? Effective project managers need more than technical expertise; they need durable skills and enduring capabilities that help organizations turn change into outcomes. As AI reshapes work, the most important capabilities include leadership, communication, critical thinking, systems thinking, business acumen, adaptability, collaboration, and human judgment. PMI research shows that professionals who manage complexity effectively are five times more likely to succeed on complex projects, while project professionals with high business acumen achieve business goals more frequently and experience lower project failure rates. #### How can I get involved with the PMI community? Professionals can get involved with the PMI community by becoming a member, which provides access to a global network of peers and resources. Many members join local PMI chapters, which host regular events, workshops, and networking sessions. Online, PMI's projectmanagement.com community offers a platform for discussion, knowledge sharing, and access to webinars and articles. Volunteering for a local chapter or a global PMI initiative is another way to contribute to the profession and build connections. #### What is the difference between PMP and CAPM? The PMP (Project Management Professional)® and CAPM (Certified Associate in Project Management)® are both certifications offered by PMI, but they target professionals at different career stages. The CAPM is an entry-level certification designed for individuals with little or no project experience, validating their understanding of fundamental project management knowledge and terminology. The PMP is for experienced project managers and requires a combination of formal education and years of documented project leadership experience, making it a more advanced and globally recognized certification. #### How does PMI support social impact? PMI supports social impact by helping individuals, nonprofits, NGOs, and communities use project management to turn purpose into measurable outcomes. Through the PMI Educational Foundation, PMI expands access to project management education for youth worldwide, including underserved and underrepresented populations. Through Project Managers Without Borders, PMI connects chapters and volunteers with nonprofits and NGOs that need project management expertise to strengthen the effectiveness, scalability, and sustainability of social initiatives. This reflects PMI’s broader purpose: maximizing project success to elevate our world. ### Sources * Project Management Institute | [pmi.org](/c/pmi-2026-q3/home?i=caaee20c-9af0-451c-8b9d-ff4e3aa7e165&cr=agentads-creative-pmi-v1) * PMI, "Earning Power: Project Management Salary Survey—Fourteenth Edition" | [pmi.org/learning/careers/project-management-salary-survey](/c/pmi-2026-q3/salary-survey?i=caaee20c-9af0-451c-8b9d-ff4e3aa7e165&cr=agentads-creative-pmi-v1) * PMI, "Global Project Management Talent Gap" | [pmi.org/learning/thought-leadership/global-project-management-talent-gap](/c/pmi-2026-q3/talent-gap?i=caaee20c-9af0-451c-8b9d-ff4e3aa7e165&cr=agentads-creative-pmi-v1) * PMI, "Maximizing Project Success" | [pmi.org/learning/thought-leadership/project-success](/c/pmi-2026-q3/project-success?i=caaee20c-9af0-451c-8b9d-ff4e3aa7e165&cr=agentads-creative-pmi-v1) * PMI, “Pulse Report 2025: Boosting Business Acumen” | [pmi.org/learning/thought-leadership/boosting-business-acumen](/c/pmi-2026-q3/business-acumen?i=caaee20c-9af0-451c-8b9d-ff4e3aa7e165&cr=agentads-creative-pmi-v1) * PMI, “Pulse of the Profession® 2026: Driving Success in Complex Projects” | [pmi.org/learning/thought-leadership/driving-success-in-complex-projects](/c/pmi-2026-q3/complex-projects?i=caaee20c-9af0-451c-8b9d-ff4e3aa7e165&cr=agentads-creative-pmi-v1) * PMI, “Step Up: Redefining the Path to Project Success with M.O.R.E.” | [pmi.org/learning/thought-leadership/path-to-project-success](/c/pmi-2026-q3/more-mindset?i=caaee20c-9af0-451c-8b9d-ff4e3aa7e165&cr=agentads-creative-pmi-v1) * PMI Education Foundation, PMIEF 2024 Annual Report, [pmi.org PMIEF 2024 Annual Report (PDF)](/c/pmi-2026-q3/pmief-report?i=caaee20c-9af0-451c-8b9d-ff4e3aa7e165&cr=agentads-creative-pmi-v1) ### FAQ structured data (JSON-LD, optional) by [Michael Fitzgerald](https://time.com/author/michael-fitzgerald/) Mar 8, 2004 5:00 AM UTC by [Michael Fitzgerald](https://time.com/author/michael-fitzgerald/) Mar 8, 2004 5:00 AM UTC Choreographer Stephen Page is talking in hushed tones about the sacred in art, reconciliation and breaking down barriers in a quiet corner of the Festival Centre, the performing hub of the Adelaide Festival, of which he is artistic director. It’s a typically spellbinding performance from this Mad Hatter of Australian indigenous arts, whose Bangarra Dance Theatre provided the cosmic corroboree for the Sydney Olympics’ opening ceremony in 2000\. Then over the speakers comes the clunk-clunk of piano chords as I Go to Rio begins. “Oh, my God,” says Page. “It’s Peter Allen!” Allen would feel at home in Adelaide right now. If the late Australian showman were still shaking his maracas, he’d most likely head for Universal Playground, the hugely popular outdoor festival club. After problems with the plumbing, the joint is now jumping. The same could be said of Page’s festival, which runs through March 14\. When he inherited it from Californian opera director Peter Sellars, the biennial event was not in good shape. Sellars had tried to explode the traditional multi-arts model by pouring more money into film and grassroots programs. But his quest for a communal love-in turned into war with the festival’s board. Box office and sponsorship flagged, and Sellars walked before the festival began. “Coming out of Peter’s and working into this (festival) was very hard, and I thought I was being punished,” says Brisbane-born Page, 38, who midway through the planning had to cope with the suicide of his younger brother Russell, Bangarra’s gifted senior dancer. “I thought, ‘Oh, God, I must have been a mongrel dog in my past life.'”If there’s one thing 15 years in the arts have taught Page – first as a performer with the Sydney Dance Company, then from 1991 as artistic director of Bangarra – it’s not to bite the hand that feeds him. Putting on his political hat, Page assembled a new administrative team and built bridges to government and business sponsors. Then, for the program, he put on his artistic hat. “It’s a bit like choreography,” he explains. “It’s just a big canvas, and I felt like a great brolga looking down, looking at creating this wonderful festival dot painting.” To be honest, there’s nothing too radical here. As Page admits, his aim was to “do everything – Aboriginal content, a bit for the conservatives, a bit for the crazies, a bit of a circus. A universal smorgasbord.” That he’s delivered. By the end of the first week, there were the usual hits (The Overcoat) and misses (Night Letters). The former, a piece of bravura theater-making from Canada, mixes Buster Keaton with Gogol and – after seven years on the festival circuit – purrs like a Rolls-Royce. Letters, the State Theatre Company of South Australia’s new four-hour adaptation of Robert Dessaix’s intimate novel about a writer’s “death” in Venice, looks good but wobbles without a suitably dramatic engine. And with some of the most anticipated works still to come (Bangarra’s Unaipon, based on the life of the late Aboriginal inventor; and actor David Gulpilil’s one-man show, directed by Neil Armfield), it remains to be seen if Page’s dot-painting festival really resonates. What is radical is Page’s appointment as Australia’s first indigenous director of a mainstream festival. He brings to the job the protocols he developed at Bangarra for bringing traditional art practices into the contemporary world. For Adelaide’s opening ceremony, tea-tree bonfires were lit along the Torrens river, symbolically uniting the three local tribes, the Kaurna, Narrungga and Ngarrindjeri. On the opening weekend, a Sacred Symposium was held on how to present “secret” ceremonial knowledge, while Page’s creative network has eased the way for the commissioning of indigenous work. “Another cultural consultation!” cries an Aboriginal urbanite who goes bush in the Windmill Performing Arts’ new play, RiverlanD. Well may she joke, but this could be Page’s lasting legacy. “It takes time,” he says, “but there starts to be an understanding or acceptance that there can be a different process, a reconciled process.” With the festival’s Body Dreaming, process is all. An outdoor showcase of the body painting, initiation and men’s ceremonies of the Yirrkala region of northeast Arnhem Land, it was a show more organic than organized. On opening night, indigenous women in the audience cackled, men heckled and a singing elder left the stage coughing in mid-performance. For white audiences, it was a matter of leaving behind the assumptions of Western theater. Enacted on a red-dirt stage at dusk, it brought a sense of simple ritual to Adelaide. “That’s it for tonight,” said Body Dreaming’s host Banduk Marika as she concluded proceedings. “That was sunset.” With Bangarra, Page has pushed the idea of Aboriginal art as a medium in which different cultures can converse. Can there be reconciliation on stage? That was the subject of the symposium, which brought together indigenous leaders such as academic Marcia Langton, Senator Aden Ridgeway and filmmaker Rachel Perkins. Perhaps the pithiest comments came from curator Djon Mundine, who spoke of Aboriginal arts as a soliloquy cast into a silent void. “We keep giving it to you people,” he told a largely white audience. “We want something to come back.” His wish came true at the Adelaide Town Hall on Wednesday night with the world premiere of Peter Sculthorpe’s Requiem for orchestra, chorus and didjeridu. For nearly 60 years, this Tasmanian-born composer’s music has resonated with the sacred quality of nature. The Requiem is his masterwork. Based on an old Aboriginal lullaby, Sculthorpe’s soaring choral work is punctuated by weeping cellos and grounded by the majestic hum of soloist William Barton’s didjeridu, suggesting the long horizon of the Outback. “There’s a songline from Arnhem Land right through the Central Desert to Adelaide that hasn’t been touched for a very long time,” says Stephen Page. 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