Empowering Women in Project Management: Insights from Ganttic

The role of women in the field of project management has significantly grown in recent years. With more women pursuing project management certifications and leadership roles, 2023 presents exciting opportunities for women project managers. This article explores the rising trend of women in project management, including key stats, challenges, and expert advice to equip women with insights to excel in the industry.

The Current Landscape and Statistics for Women in Project Management

The project management field has historically seen far fewer women in top roles compared to men. However, in recent years we've seen the participation rate for women in project management rise steadily. More women are pursuing project management certifications, education, training, and career opportunities across the industry.

According to the Project Management Institute's (PMI) salary survey in 2022, women now make up 46% of project management professionals globally. This reflects significant growth, up from just 32% in 2010. However, men still lead the pack at 54% as of 2022.

When looking specifically at the proportion of women in project manager roles, growth is also evident but slower. PMI’s analysis found women make up 42% of project manager positions globally as of 2022.

In the United States, the percentage of women in project manager roles was slightly higher at 43% in 2022. However, executive project leadership positions see far fewer women, with their representation dropping sharply. PMI’s 2022 survey found only 23% of program manager roles and 17% of portfolio manager roles were filled by women in the U.S.

So while rank and file project manager numbers are approaching parity, women remain under-represented in elite project leadership roles. This indicates there is still work to be done by organizations to nurture gender diversity in top project management tiers.

The Project Management Gender Pay Gap Persists

Along with lower representation in top roles, data indicates women in project management also face stubborn pay gap challenges. PMI’s 2022 salary survey found that female project managers on average earned 93 cents for every $1 earned by male project managers globally.

In the United States, women project managers earned just 91 cents for every $1 earned by men in equivalent project manager roles. This shows a continued gender pay gap in project management salaries.

When looking at the highest paying industries, female project managers faced even larger gaps compared to men. In software and IT services, women earned just 89 cents for every $1 men earned. In finance and insurance, women earned 88 cents on the dollar. In construction, it dropped to 87 cents.

While underlying factors behind the persisting gender pay gap are complex, the salary survey data highlights that more work must be done to reach compensation equality in project management roles. Organizational leaders must analyze their own pay data to reveal inequities and commit to systemic change.

Fewer Women of Color in Project Management

Along with gender gap challenges, project management also shows disparities along racial lines. PMI’s salary survey reveals lower pay and representation levels for women of color compared to White women and men.

In the United States in 2022, Black women made up just 3% of project managers. Hispanic women also only comprised 3% of the project manager workforce. Comparatively, White women had far higher representation at 32% of project managers in the U.S. Research indicates similar representation gaps along racial lines exist in top executive project leadership roles too.

On pay, PMI’s 2022 data showed Hispanic women project managers earned just 83 cents for every $1 White men earned. Black women earned 79 cents for every $1 of White men's salaries. This indicates substantial racial pay gaps exist in addition to gender pay discrepancies.

Clearly, women of color face added challenges reaching parity in project management roles. Industry leaders must take concerted steps to not only address gender gaps, but also racial divides on pay and representation in the field. Mentorship, leadership training, networking groups and other support is critical to help project management become more inclusive for women of color.

Challenges and Barriers Impacting Women in Project Management

While progress has been made, women in project management still face an array of systemic and cultural challenges that can hinder their career advancement, especially to upper management. Key obstacles include:

Lack of Flexible Work Options

The demanding, fast-paced nature of project management often collides with caregiving and family responsibilities that still disproportionately fall to women. Inflexible work arrangements, limited remote work options, and lack of childcare support make it difficult for many women to sustain project careers long-term. Organizations must create more flexible pathways for women to remain in project roles.

Weak Sponsorship and Mentorship

Research by PMI shows women are far less likely than men to have an active mentor or sponsor to champion their advancement. Only 52% of women reported having an active mentor vs. 66% of men in PMI’s 2021 Pulse of the Profession report. Good mentorship provides guidance navigating project management politics and makes the path to leadership more clear.

Isolation and Lack of Community

Women often find themselves isolated as minorities on predominantly male project teams and in senior leadership roles. This lack of community can lead to burnout. Fostering networking groups, women’s project leadership events and forums can counteract isolation.

Bias and Discrimination

Despite progress, bias and discrimination remain major hurdles. 22% of women said they personally experienced discrimination at work in PMI’s 2021 report. Bias also permeates hiring, pay, promotions, benefits, and who gets chosen for career-boosting project assignments. Organizations must be proactive to interrupt unconscious bias through training at all levels.

Weak Executive Advocacy and Accountability

PMI’s research shows nearly 50% of organizations lack mechanisms to ensure gender equity is prioritized at the executive level. Accountability from the top-down is critical to enact policies that better support and advance women in project roles over the long-term.

Steps Organizations Can Take to Empower Women in Project Management

Organizations play a key role in breaking down barriers for women in project management and building a more equitable work environment. Here are some best practices every company can implement:

Implement Formal Mentorship and Sponsorship Programs

Only 26% of organizations currently have formal programs pairing women with executive mentors per PMI. Developing mentorship initiatives connects women with insider expertise to help them navigate project management career paths. Dedicated project management sponsors in senior roles can champion women when key decisions are being made.

Offer More Flexible and Remote Work Options

Enabling flexible schedules, reduced hours, shared roles, and remote work gives women greater ability to manage work-life demands. Remote options allow women to continue advancing while relocating for family needs. The PMI 2022 Salary Survey showed offering flexibility is a top driver for organizations to retain women project professionals.

Set Diversity Targets Tied to Leadership Incentives

Less than 30% of organizations set gender diversity targets for project teams per PMI. Building diversity goals into PM leadership expectations provides motivation to equitably hire, pay and promote women. Tying incentives to hitting inclusion targets can drive change.

Develop Women's Leadership Programs

Special training and development initiatives focused on elevating women equip female professionals with new skills while building community. Programs like PMI’s Leadership Institute for Women foster networking and visibility. Internal leadership development cohorts also cement women’s talent pipelines.

Promote Workplace Flexibility

Enable team collaboration tools and communication norms so women professionals are not “leaning back” when working flexibly. Managers should role model utilizing flexible arrangements, while still championing women for advancement. publicize these programs and monitor usage and career impacts.

Analyze and Address Pay Gaps

Organizations should perform gender pay audits to identify inequities, then implement structured adjustments. Compensation managers must be trained on avoiding perpetuating biases in offer letters and annual increase cycles. Transparency on salary ranges also aids progress.

Interrupt Unconscious Gender Bias

Rooting out subtle bias that impedes women starts with education. Train employees and leaders to identify and counter unconscious bias through concrete strategies. Address biases that penetrate hiring, performance evaluations, task assignments and promotions processes.

Highlight Diverse Project Role Models

Creating internal and external campaigns that spotlight accomplished minority women project leaders combats stereotypes. Featuring women of color as speakers at project management events provides empowering models. Ensure diversity in PM imagery and materials.

Professional Development for Women in Project Management

Along with advocacy from their organizations, women can take charge of their own career trajectories in project management by pursuing development opportunities. Here are key ways women can amplify their skills and network:

Earn PMP or Other Certifications

Globally recognized credentials like PMI’s Project Management Professional (PMP)® certification signals expertise employers seek. PMPs on average earn over 20% more than non-certified PMs. Other specialized certs also provide career boosts.

Complete a Master’s Degree

While not required, a Master’s degree in project management, business or technical fields gives women leg up pursuing senior PM and executive roles. Options like PMI’s Master's Degree program offer flexibility.

Attend Leadership Conferences and Training

Industry conferences offer unmatched networking and learning from project management leaders worldwide. PMI’s annual PMI® Global Conference connects 20,000+ PMs, while the Leadership Institute Meeting develops skills to lead at the executive level.

Get Active in Community Groups

Joining local PMI chapter meetings or industry women’s groups provides a support network and visibility. Seek out mentoring opportunities or get involved in community leadership roles. Connecting online on PM discussion forums nurtures growth.

Read Industry Publications and Follow Influencers

Staying on top of project management thought leader perspectives, trends and news empowers women to speak the language of executives. Follow top sites like ProjectManagement.com and female influencers. Read PMI’s PM Network® magazine.

Practice Public Speaking and Writing

Building communication and public speaking skills helps women project managers excel. Look for chances to present at industry events, speak at local schools, or write for PM publications. These activities build expertise and credentials.

Predictions on the Future for Women in Project Management

Women have made promising strides in project management over the past decade, though significant work remains to achieve gender equality. Looking ahead, what is the future outlook and forecast for women in the profession?

Growth in Numbers but Retention Challenges Persist

By 2030, projections indicate women will represent 50% or more of project management professionals globally. However, retaining women in career-long project roles versus losing them midstream remains an obstacle. Flexibility, work-life balance, and supporting dual-career couples continue as pain points needing attention.

Representation Gaps at the Top Levels Still Demand Focus

As more women enter the project management talent pipeline, we can expect to see steady gains in their representation at mid-level and manager roles. But increased numbers do not directly translate to more women in elite executive PM positions. Concerted development and advocacy is required to achieve a balance of women leading large-scale, strategic programs and portfolios.

Eliminating Double Standards and Bias Requires Vigilance

While some gender barriers are slowly being dismantled, undoing decades of bias and double standards means continued vigilance. For example, research shows women project managers still report needing to work harder than male peers to prove themselves. Companies must consistently interrupt unconscious bias through training and accountability.

Pay Equity Will Remain Ongoing Battle

Despite increased calls for pay transparency and audits, closing the gender pay gap in project roles is a prolonged struggle. Too often, women need to switch companies rather than receive equitable pay raises. And outdated views on men as breadwinners Dies hard. Maintaining pressure for pay parity will take persistent voices.

Demand for Gender-Balanced Teams Will Rise

Diversity data showing women advance projects better will drive demand for gender-balanced PM teams at forward-looking organizations. Rather than add one female, project leadership slates will need to reflect 50/50 male/female ratios. Relying on the old “boy’s club” will be increasingly seen as detrimental.

Growth of Women's Groups and Mentoring Networks

Women-centered project management groups, conferences, networking events and online forums will continue proliferating globally. These provide community and support women cannot find in isolation. More companies will also formalize PM mentoring and sponsorship initiatives to develop women leaders.

Visibility Will Improve but More Role Models Needed

Initiatives by groups like PMI to spotlight accomplished minority women PMs are combating low visibility. But the industry must keep pushing to make sure young women entering see role models who look like them. Having diverse women at podiums is key to inspiring the next generation.

Key Takeaways: Forging Ahead in Project Management

The progress women have achieved entering the fast-growing, dynamic field of project management gives hope that gender balance is possible in the future through continued effort. Key takeaways for women looking to forge ahead in PM roles include:

• Certify Your Skills: Professional credentials like PMP® confirm expertise and open doors to bigger roles and higher pay. They signal commitment to the profession. 

• Pursue Continuous Learning: Lifelong learning is essential for PMs driving success in diverse industries. Take advantage of professional development and upskilling opportunities.

• Build Your Network: Connecting with women’s groups, mentors, conferences and online forums provides community and inside knowledge to help you advance.

• Speak Up For Change: Organizations need voices pushing for gender pay audits, flexible work options, and diversity goals. Supporting other women amplifies impact.

• Celebrate Progress: While still evolving, project management offers growing career opportunities for talented women to make their mark leading complex initiatives in any industry.

Despite lingering challenges, the future continues to brighten for women in project management who pursue skill-building, network-fostering and advocacy efforts. As more women affirm seats at decision-making tables, the profession gets richer. Together, we can forge a more equitable path forward for the next generation of women project leaders.