India is close on China’s heels in terms of greatest need
for project managers. With about 4 million project
management roles created in India this decade, employment for these practitioners will increase a whopping
60 percent by 2020, according to PMI’s 2013 Project
Management Talent Gap Report.
Overall, India saw a 34 percent spike in the number
of people employed from 2005 to 2013. It now has
the strongest hiring intentions globally, according to
In 2015, India’s economic growth should
approach 6 percent, the OECD predicts. From 2011
to 2020, it will average around 9. 2 percent, according to Dun & Bradstreet.
That surge will be spurred by the massive infrastructure investments of the
new government, which the world’s largest democratic nation voted into
power last year.
“The new government is planning to devote more resources to IT and infra-
structure projects,” says Nilanjan Chanda, PMP, senior delivery manager, RS
Software, Calcutta, India. “Project and program managers are required to bring
efficiency in government projects that may be under public scrutiny.”
To take advantage, job seekers must have the right skills. Over three in five
Indian employers report difficulty filling jobs, ManpowerGroup reports.
Because technology constantly evolves, project managers need to demonstrate an
aptitude with agile approaches and the latest technology, Mr. Chanda says. “This is
the major challenge IT project managers face around getting hired and promoted.”
In addition to the country’s ever-strong IT sector, India’s top hiring industries
include project-rich sectors like healthcare, and oil and gas.
I’ve worked in hospitals in India
and abroad—in administration, IT,
PMI standards were not used. I realized that in the
healthcare industry here, projects often don’t finish
on time or meet their objectives.
I began working as the lead on a project implementing software in 17 Indian hospitals and saw a
lot of management chaos.
At that moment I could’ve gone into either
project management or product development. I decided the healthcare industry in India needed more
project management. So I got a proper education
in project management techniques and the PMP®
When I became certified, I asked for a salary
hike, and was asked to prove the certification
benefits. So I picked up a small software-imple-mentation project at a hospital, and delivered
it on time and on scope. Because of that, I got a
significant salary increase—and was promoted to
senior project manager. I was given more projects
and delivered them with relative ease, because the
way I was working was more streamlined.
Recently, I oversaw a project at a hospital that
sees about 1,000 patients a day. We implemented
its information system on time and per expectations. Presently I handle the software rollouts in
three hospitals in India.
My colleagues notice the way my plans are
more respected by management now, so they get
motivated to get their own certifications. I encourage them to get a credential like the Certified
Associate in Project Management (CAPM)® and,
as they move up the ladder, to get the PMP, the
Program Management Professional (PgMP)®, or the
Portfolio Management Professional (PfMP)®, and
specialize in fields like risk management.
But we must not just get certified. We must
follow the principles. Project
managers must inculcate
project management practices
in their own organizations.”
—Ranjeeta Basra Korgaonkar,
PMP, senior project manager,
HealthFore, New Delhi, India
AT A GLANCE
2015 GDP Growth
Sectors to Watch: IT,
construction, healthcare, oil and gas
Infosys’ headquarters in Bengaluru, India