"Her Power" | PMI China Regional President Wang Mengyan: Making Project Management a Strategic Language for Value Creation

Joining the Project Management Institute (PMI) as President of China is a natural extension of Wang Mengyan’s personal philosophy, transitioning from international education assessment to project management. PMI’s mission to “maximize project success and make the world better” resonates deeply with her belief that “people’s growth can drive organizational development and social progress.” Both fields share the core goal of “making people better and getting things done,” anchoring her in project management closer to the main economic track. She promotes the integration of talent professional capabilities with industry development to achieve greater influence and expand value boundaries.

Her cross-sector experience shapes her leadership style of “connection, pragmatism, and evolution.” When participating in PMI’s global strategy formulation, she incorporates the core leadership qualities of Chinese female professionals: “gentle strength, pragmatic execution, and open co-creation.” She shares China’s practical experience globally and demonstrates the professionalism and responsibility of Chinese women leaders in cross-cultural collaboration, showcasing the unique value of Chinese women in the workplace.

Wang Mengyan builds an ecosystem with a “people cultivation” mindset. Through initiating the PMI China Excellence Project Management School-Enterprise Cooperation Action, she bridges “talent development” and “industry needs,” directly addressing China’s projected shortage of up to 13.6 million project management professionals by 2035. She advocates shifting project management from the traditional scope-time-cost triangle to a value-creating M.O.R.E. vision (Managing value, Leading success, Reviewing and adjusting, Expanding horizons). She promotes lifelong learning, positioning PMI as a “lifelong learning partner” for professionals, creating a platform that integrates international certification systems, cutting-edge learning resources, and professional communities. She applies agile thinking from project management to personal life, viewing multiple roles as an “iterative project portfolio” and using “minimum viable delivery” to handle multitasking—focusing on delivering key value at critical moments rather than perfecting every role. She establishes “personal review” mechanisms for regular reflection and resource optimization, forming a continuous growth path.

Looking ahead, Wang Mengyan aims to lead PMI China in “interpreting” the core value, “restructuring” implementation pathways, and “co-creating” new standards. This will deepen the integration of global authoritative knowledge systems and practical tools with China’s local practices, enabling mutual empowerment. She envisions project management becoming a true accelerator for individual career development and a reliable toolbox for enterprise strategy implementation.

PMI China President Wang Mengyan

On Self-Growth: A Life Style Rooted in Project Thinking

Q: China is one of PMI’s most critical markets globally and a fertile ground for project management innovation. Since taking office, how have you promoted PMI’s transformation from a “global standards disseminator” to a “co-builder of local value” in China? What has been the most challenging and proud breakthrough?

Wang Mengyan: China is not only PMI’s second-largest market worldwide but also a hotbed for project management innovation. Since joining PMI, our core focus has shifted from simply “bringing global standards” to “co-creating value with China.” I summarize this transformation as the “Three Co’s” strategy: co-educate talent, co-create knowledge, and co-expand the ecosystem.

First, co-educate talent: moving from “imported certifications” to “customized development.” Facing a projected shortage of 13.6 million project management professionals by 2035, we no longer just promote PMI global certifications like PMP to enhance skills. Instead, we deeply engage with enterprise needs, designing tailored training paths that address industry-specific demands, systematically filling the talent gap.

Second, co-create knowledge: shifting from “unidirectional output” to “bilateral empowerment.” China’s experience in mega-projects, digital upgrades, and overseas projects is globally leading. We leverage the PMI China Project Management Award to extract and refine local wisdom, integrating excellent practices into PMI’s global knowledge base, enriching the worldwide project management knowledge system, and becoming a “co-builder” of global standards.

Third, co-expand the ecosystem: evolving from “professional communities” to “value networks.” We have built one of the world’s most active project management professional communities with nearly 700,000 certified members, transforming it into a “value co-creation network” where members share knowledge, co-create content, empower each other, and collaborate to solve real industry challenges.

The most challenging yet proud breakthrough in this transformation is “making project management a language of enterprise strategy.” Today, more Chinese companies are integrating project management into executive agendas, using PMI frameworks to drive transformation, globalization, and innovation. This signifies our deep roots in China’s economic fabric and our role as trusted “value co-creators.”

The biggest challenge in this transformation is changing perceptions—helping top management realize that project management is not just “processes, execution, and tools,” but a “core capability for strategy implementation.” Our key breakthrough is communicating in business language rather than technical jargon, making the market see the core value of project management through “quantifiable value.”

In short, our transformation is about “grafting” global standards onto Chinese soil and allowing China’s innovative “fruits” to enrich the global landscape. All of this revolves around one core: providing Chinese enterprises and professionals with “practical skills and visible value.”

Q: You are a professional leader at work but energetic and lively in life. How do you achieve sustainable balance between personal well-being and career development through effective management, prioritization, and team collaboration? How do you maintain passion across different scenarios and life stages?

Wang Mengyan: Regarding adjustments across different scenarios and life stages, my experience is to accept the natural flow of priorities while holding onto core anchors.

Each stage has different priorities, but I always maintain three anchors: health (physical management), passion (at least one non-work interest), and connection (deep relationships within industry and community). As long as these are stable, I can flexibly adjust my pace and keep a sustainable overall state.

Simply put, my balance approach is: using project management to focus on key areas, relying on team collaboration to free up energy, and continuous learning to ignite passion. Work and life are not opposites but mutually nourishing. When I feel creative and loved in life, I am more inspired at work; when I achieve in projects, that energy makes life fuller. True sustainability comes from creating a positive cycle between the two.

On Industry: PMI’s Long-term Empowerment for Women Professionals

Q: Based on your observations, what significant changes have occurred in the profile, career pursuits, and values of Chinese women project managers in recent years? What unique advantages do they demonstrate in new development stages?

Wang Mengyan: Recent years have seen Chinese women project managers advancing in “progression.” More women are moving from “professional executors” to “professional leaders” and even “strategic value drivers.” High education, cross-disciplinary backgrounds, and versatility are key traits.

Career pursuits have shifted from “seeking stable positions” and “promotions” to “building influence” and “cross-sector growth.” They establish personal brands and influence through industry exchanges, sharing, and community leadership, aiming for sustainable career ecosystems.

Values have evolved from “focusing on personal achievements” to “co-growing with organizations and society.” Beyond commercial value, they pay more attention to social impact, such as green projects and philanthropy, integrating personal career development with social value.

According to PMI global data, women excel in agility and influence skills—crucial for leading complex projects, enhancing organizational flexibility, and driving digital transformation. PMI research shows that agility and experience are viewed as key to organizational growth and successful digital initiatives. Women tend to perform better in communication, problem-solving, collaborative leadership, and strategic thinking—skills vital for achieving organizational goals.

Q: PMI’s certification and knowledge systems help managers improve project management skills across multiple dimensions. How do these systems support women in systematically enhancing capabilities, building confidence, and further strengthening their competitiveness and leadership?

Wang Mengyan: PMI’s certifications and knowledge systems provide comprehensive support for women, forming a three-layered framework: capability enhancement, confidence building, and leadership development.

Structured capability framework boosts confidence—PMI’s “Talent Triangle” (technical project management, leadership, strategic and business management) offers a clear, recognized development path. Certifications like PMP and PgMP allow women to objectively validate their skills, gain international recognition, and boost confidence.

Equal opportunity credentials—certifications serve as global standards that help women break through implicit biases in promotions and cross-industry moves. PMI global data shows that women with PMP earn about 16% more than those without and are more likely to be appointed to strategic roles like PMO director or product manager.

Agile and resilience thinking—PMI’s emphasis on agile methods, collaboration, and change management aligns with women’s flexible leadership strengths. Systematic training helps them confidently lead change and manage conflicts in VUCA environments.

Through globally recognized structured pathways, ecosystem support, and agile mindset reinforcement, PMI systematically helps women build a “professional confidence–strategic influence” growth loop, giving them greater agency and visibility in the workplace and leadership development.

Advice for Women: Achieving Breakthroughs with a Differentiated Perspective

Q: For women aspiring to reach senior project management roles at different career stages, what core advice would you give?

Wang Mengyan: My advice centers on “building solid professional capital, leveraging leadership leverage, and establishing industry influence,” tailored to each career stage.

Early stage (0-5 years): Focus on “verifiable professional capital.” Obtain PMP (or CAPM before entry), master project management language, and add differentiators like agile, AI, or digital skills. Take on cross-departmental, high-visibility projects to demonstrate quantifiable results—cost savings, efficiency, customer value—to build a solid foundation for promotion.

Mid stage (5–10 years): Develop “leadership leverage.” Shift from “doing” to “leading,” dedicating about 30% of time to mentoring, process optimization, and upward management—“invisible value-added work.” Tackle high-risk projects and conduct systematic reviews; PMI data shows this experience contributes over 40% to promotion to director. Expand network through PMI and similar communities, using business language like ROI to communicate with top executives, enhancing strategic communication skills.

Senior stage (10+ years): Cultivate “industry influence.” Transition from executor to standard-setter, leading or participating in industry standards and transforming personal experience into industry knowledge assets. Develop replicable methodologies in cutting-edge areas, becoming a core internal think tank. Enter strategic decision-making bodies like the board, participating in resource allocation and strategic direction, balancing deep expertise with broad strategic influence.

In summary, women’s path to senior leadership is not about “working harder” but about “smarter value building, strategic resource linking, and redefining success.”

Q: On the occasion of International Women’s Day, what message would you like to share with women professionals based on your experience?

Wang Mengyan: Today, women in project management, thanks to their professionalism and dedication, have naturally integrated into all levels—from execution to strategy. Their leadership and diverse perspectives are now standard drivers of project innovation, not just special labels.

To all women project managers: Believe that your innate resilience, empathy, and integrative thinking are the most valuable strategic resources in the future project economy. Don’t chase after becoming someone else; redefine success in your own way. True breakthroughs often start with a unique perspective.

Text by Wang Xinyu

Editor: Xu Nan