Sample Business Case for PMI Components
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2010 Business Plan
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Written By:
David White MBA, PMP
Updates by Marie Kostamo, PMP
Content
1. Executive Summary 4
1.1. Environment Summary 4
1.2. Community Needs and Drivers 4
1.3. Strategies for Value Delivery 4
1.4. Outcome Metrics 4
2. Community Characteristics 5
2.1. Environmental Analysis 5
2.1.1. Size 5
2.1.2. Growth Rate 5
2.1.3. Major Industries 5
2.1.4. Basic State of Project Management 5
2.2. Key Stakeholders 5
2.2.1. Universities/Colleges 5
2.2.2. PMI REPs and other PM Education Providers 6
2.2.3. Significant Employers in the Area 7
2.2.4. Other PM Organizations 8
2.3. Considerations 9
2.3.1. Regulatory Considerations 9
2.3.2. Other Legal Considerations 9
2.3.3. Cultural Considerations 9
2.3.4. Ethical Considerations 9
3. Environmental Needs and Drivers 10
3.1. Stakeholder Needs 10
4. Community Purpose 11
4.1. Community Name: 11
4.2. Community Focus: 11
4.3. Community Value to members: 11
4.4. Community Value to volunteers: 11
4.5. Community Value to other PMI communities: 12
4.6. Community Value to PMI: 12
5. SWOT Analysis 13
5.1. Strengths 13
5.2. Weaknesses 13
5.3. Opportunities 13
5.4. Threats 14
6. Plan for Value Delivery: 15
6.1. Community Development 15
6.1.1. Plan to attract and retain community members 15
6.1.2. Plan to recruit and develop volunteers 15
6.1.3. Plan to collaborate with similar or closely related communities 15
6.1.4. Plan for outreach to organizations 16
6.1.5. Membership level impacts for proposed and existing communities 16
6.2. Community Objectives 16
6.2.1. Year 1 Priorities 16
6.2.2. Year 2 Priorities 17
6.2.3. Year 3 Priorities 17
6.3. Programs, Initiatives, Targets, and Metrics 17
6.4. Operations 23
6.4.1. Meetings 23
6.4.2. Events 23
6.4.3. Workshops 23
6.4.4. Community Outreach 23
6.4.5. Website 24
6.4.6. Communications 24
6.4.7. Marketing 24
6.4.8. Volunteer Recognition 24
6.4.9. Conferences 24
6.4.10. Survey 25
6.5. Organization 25
6.5.1. Organization Structure 25
6.5.2. Governance Structure 25
7. Budget 26
8. Risks 27
9. APPENDIX : Reference and Supporting Documents 28
9.1. Strategic Alignment 28
9.2. Strategic Alignment Scorecard, 2009 for Suncoast PMI 28
9.3. PMI Community Multi-Year Business Plan Example 28
Executive Summary
The purpose of this document is to provide the community and PMI with information to help assess the needs of the community and create a plan to effectively deliver value to the membership and stakeholders of PMI through the community.
1 Environment Summary
Pinellas County is located in the western half of Florida on the Gulf of Mexico. It has a population exceeding 249,000 residents and is composed of 24 municipalities. Numerous companies such as Home Shopping Network, Raymond James Financial, Honeywell and Tech Data as well as the PMI Suncoast Chapter all call Pinellas County home.
The PMI Suncoast Chapter was founded in 1997 as a vehicle to offer networking and training in all areas of project management. Since its inception the PMI Suncoast Chapter has grown to 312 members with 205 members holding the Project Management Professional (PMP) credential and 5 members holding the Certified Associate in Project Management (CAPM) credential. .
2 Community Needs and Drivers
Members in the PMI Suncoast Chapter come from a diverse background working in industries such as manufacturing, government, information technology, finance, engineering, education and construction. Stakeholders have needs in the following areas:
• Preparation courses for PMI exams (i.e. CAPM, PMP and PgMP)
• Project management training courses that provide attendees the opportunity to earn PDUs.
• Speakers at chapter meetings that have relevant project management topics
• Opportunities to network at chapter meetings and events
• Assistance with navigating the PMI corporate website
o Identifying contacts & user friendliness
o Applying for PMI exams
• Mentors for individuals that wish to earn their PMP certification
3 Strategies for Value Delivery
To meet the needs of PMI Suncoast Chapter members the chapter board of directors held a meeting to develop a strategic plan that will be used throughout the year. The outcome of the meeting resulted in the creation of strategies centered on Events, Training, Chapter Services, Conferences, Community Outreach and Chapter Leadership.
4 Outcome Metrics
The strategies that have been outlined in this Business Plan will be implemented and measured with the use of the Strategic Alignment Scorecard (SAS). The Strategic Alignment Scorecard is used to align the chapter’s activities to PMI’s strategic plan. The SAS is composed of 2 levels. They are Core Services and Extended Services encompassed within a Balanced Scorecard. Core Services consist of activities that each chapter must complete over the course of a year as dictated from PMI. Core Services cannot be changed. Extended Services consist of activities that each chapter may voluntarily perform over the course of a year. Extended Services can be changed by the chapter since the chapter created the Extended Service. Each service will have an objective, description, form of measurement and a target/goal. The Strategic Alignment Scorecard is a combination of Core and Extended Services that is displayed in the form of an Excel worksheet. Core and Extended Services are combined in the SAS to make it easier for the chapter to manage its activities throughout the year and to make it clearly visible which activities have been completed.
Community Characteristics
1 Environmental Analysis
1 Size
The PMI Suncoast chapter is located in Pinellas County Florida. Pinellas County borders the Gulf of Mexico and Tampa Bay in West Central Florida. It is 38 miles wide and 15 miles long and covers approximately 280 square miles. Pinellas County is composed of 24 municipalities and Saint Petersburg is its largest city with a population of 249,557. The total population of Pinellas County is 932,000 residents, and due to its size it is the most densely populated county in Florida.
2 Growth Rate
In 2009 the PMI Suncoast Chapter had 312 members with 205 certified as PMPs and 5 certified as CAPMs. In 2008 the chapter had 344 members. This difference in membership represents a growth rate of -9.3%. Given the economic environment, this is not too surprising.
3 Major Industries
Nearly 41,000 businesses call Pinellas County home with tourism, financial services and manufacturing leading the way as its top three industries. In 2008 Pinellas County had a workforce of 563,303 with 86% of all employees working in the private sector. Industries in Pinellas that thrive on project management include advanced manufacturing, information technology, electronics, aerospace and financial services.
4 Basic State of Project Management
In Pinellas County project management is a respected white collar profession. The median salary of project managers with 4-7 years of experience is $73,000. Project Managers with more than 7 years of experience have an average salary of $88,000. Although this salary may not appear high compared to other areas of the country, project management is actually a high paying career when compared against the Pinellas County median salary of just $44,528.
In addition to good salaries, job prospects for project managers have maintained a steady pace in the Pinellas County area. A recent search on revealed over 25 project management positions with strong demand in the technology industry. Many positions also require certification as a Project Management Professional (PMP) which indicates that certification as a PMP is in high regard among employers in Pinellas County.
2 Key Stakeholders
1 Universities/Colleges
Pinellas and neighboring Hillsborough County have a wealth of colleges and universities. The University of South Florida, University of Tampa, Saint Petersburg College and Hillsborough Community college are the dominant players in the Pinellas and Hillsborough County educational system. Together these colleges and universities serve over 100,000 students.
The University of South Florida (USF) was established in 1956 and has grown to become the ninth largest university in the nation. USF has a population of more than 46,000 students on campuses in Tampa, Saint Petersburg, Sarasota and Lakeland. With over 200,000 alumni and an estimated 90,000 still living in Pinellas and Hillsborough counties the Tampa Bay area has become known as “Bull’s Country”. Financially, USF has a major impact on Pinellas and Hillsborough County. With an annual budget of $1.8 billion USF’s economic impact on its surrounding counties is $3.2 billion. On the education front, USF offers 89 bachelors, 93 masters and 37 doctoral programs. Although it does not have a formal degree in project management it does offer classes in project management at the undergraduate and graduate level.
The University of Tampa (UT) is a private university located on 100 acres of prime riverfront property in the heart of downtown Tampa. It was established in 1933 and has an enrollment of 5,600 undergraduate and graduate students. UT has an annual budget of $135 million and its economic impact is $450 million. UT offers 120 areas of undergraduate and graduate study primarily focused on liberal arts. UT does not have a formal project management program, but does offer project management classes at the undergraduate and graduate level.
Saint Petersburg College (SPC) was originally founded as a private community college in downtown Saint Petersburg more than 80 years ago. Since its founding SPC has grown to 9 campuses located throughout Pinellas County serving over 36,000 students. SPC operates with an annual budget of $107 million. With an annual tuition of $2,100, SPC is the affordable choice for a college education. SPC offers certificate programs as well as 2 and 4 year degrees, but does not have a degree in project management. It does offer classes in project management to students pursuing a 2 year degree.
Hillsborough Community College (HCC) was founded in 1968 and has grown to become the 5th largest community college in Florida. Spread across 5 campuses located throughout Hillsborough County HCC serves over 42,000 students. HCC offers academic Associate programs in Arts, Science and Applied Science. HCC does not have a program tied directly to project management, but does offer project management classes to students pursuing an Associate in Science or Applied Science degree.
2 PMI REPs and other PM Education Providers
Pinellas County is home to 5 PMI Registered Education Providers that provide project management training to clients in Pinellas and Hillsborough counties as well as other locations. In addition to REPs, all local colleges and universities offer project management training. At this time the University of South Florida Continuing Education program is the only university that offers PDU’s to its students.
Paradigm Learning ()
Paradigm Learning was founded in 1994 and has provided award winning employee and management development programs to more than half the companies on the Fortune 500 list. Paradigm differentiates itself by providing innovative business games, simulations and interactive sessions. Courses are taught in English and/or Spanish and can be customized per client request.
Phoenix Performance Associates ()
Phoenix Performance Associates brings over 25 years of proven expertise in working with clients to improve the performance of their people. Their expertise includes project management training, instructional design and development, conflict management and strategic planning. Courses are taught in English and are delivered in a public seminar format or can be customized to meet the client’s requirements.
RedVector ()
RedVector has been providing online continuing education to licensed professionals in engineering, architecture, construction, interior design, building inspection, land surveying and landscape architecture since 1999. Clients can choose over 1000 online courses in a variety of technical, soft skill and business topics. All courses are developed to meet state board requirements and professional organization obligations. More than 100,000 customers choose Red Vector as their educational partner each year. Courses are taught in English and delivered electronically.
The Earned Value Group ()
The Earned Value Group was established in 2001 and is dedicated to performance measurement and project control systems using the Earned Value Management technique. Government and private industry are both served through EVM system implementation and maintenance, training, consultation and data validation.
University of South Florida Continuing Education (USFCE) ()
In 2008 USFCE served nearly 9,000 students in continuing education programs helping them attain personal and professional goals while advancing economic and workforce development in the region. Courses are taught in English and delivered in public seminar format or can be tailored to the client’s requirements. USFCE also works with employers to bring many of its courses in-house.
3 Significant Employers in the Area
Pinellas County like the State of Florida offers a pro-business environment such as an advantageous business tax system, accessibility of international trade, large population and fantastic climate. In the annual Business Retention survey, sponsored by the Pinellas County Chamber of Commerce, 90% of companies surveyed agree that Pinellas County is a favorable place to do business.
As a result of these favorable conditions, many companies choose to do business in Pinellas County and some have even chosen to make Pinellas home to their headquarters. Home Shopping Network, Raymond James Financial, Honeywell, Tech Data, Jabil, Nielsen Media Research, Cox Target Media and Franklin Templeton are the major employers in Pinellas County. Each company has over 1,000 employees with Home Shopping Network being the largest with a head count of over 4,000 employees.
Home Shopping Network
Home Shopping Network (HSN) is a $3 billion multi-channel retailer. HSN offers 25,000 products in categories of Jewelry, Fashion, Shoes & Handbags, Beauty, Kitchen, Electronics, Home Décor, Home Solutions, Wellness and Fitness all featured on its website and 24 hour cable television channel. HSN was founded in 1977 and now reaches over 90 million homes. On average HSN fields 50 million calls and ships 50 million packages worldwide. HSN is headquartered in Pinellas County. Its Saint Petersburg office employs over 4,000 people in a 500,000 square foot facility on 66 acres. Project management is used throughout its information technology division.
Raymond James Financial
Raymond James Financial (RJF) is a diversified financial services holding company with subsidiaries primarily engaged in investment and financial planning, investment banking, and asset management. The firm manages assets in excess of $36.1 billion for individuals, pension plans and municipalities. The company was founded in 1962 and is headquartered in Saint Petersburg, Florida. Raymond James has over 3,000 employees in Pinellas County. Project management is heavily used in its information technology operations.
Honeywell
Honeywell is a $23 billion technology and manufacturing leader specializing in aerospace products and services, automotive products, turbochargers, specialty materials and control technologies for buildings, homes and industry. Honeywell can trace its roots back to 1885 and has grown to become 1 of 100 stocks that make up the S&P 100 index. Honeywell has a large manufacturing facility in Pinellas County that employs over 1,800 workers. At the Saint Petersburg facility project management is used in its manufacturing and information technology operations.
Tech Data
Tech Data is a $23.4 billion distributor of IT products with more than 100,000 customers in over 100 countries. Tech Data’s business model enables technology solution providers, manufactures and publishers to cost effectively sell to and support end users ranging from small businesses to large corporations. Since its founding in 1974 Tech Data’s Clearwater facility has grown to over 1,800 employees. Project management is primarily used in supply chain management and information technology.
Jabil
Jabil is a $12.8 billion electronics solutions company providing electronics design, production and product management services to global electronic and technology companies. Jabil helps bring electronic products to market faster and more cost effectively by providing complete product supply chain management. Jabil was founded in 1966, and its name originated by combining the first names of both of its founders (James & Bill). Jabil is headquartered in Pinellas County, and its Saint Petersburg facility has a staff of over 1,600 employees. At Jabil project management is used in manufacturing, information technology and supply chain management.
Nielsen Media Research
Nielsen Media Research is the leading provider of television audience measurement and advertising information services worldwide. Nielsen’s products and services provide the currency used in the $60 billion television and advertising business. Every day, Nielsen Media Research tracks the television and media viewing habits of homes across the country. Its data, which influences virtually every television program in the U.S., paints a portrait of the American audience. Nielsen Media Research is a subsidiary of the Nielsen Company which was founded in 1934 by Arthur C. Nielsen who later became the founder of the modern marketing research industry. In Pinellas County Nielsen has a staff of over 1,500 housed in a 600,000 square foot facility. Its Clearwater location primarily uses project management in its information technology division.
Cox Target Media
Cox Target Media is a leading provider of direct mail and direct response marketing services. Its primary operating unit, Valpak Direct Marketing Systems, helps companies reach new customers through mailings of its Valpak coupon booklet. Cox Target Media was founded in 1968. It is a subsidiary of Cox Enterprises which is the 8th largest media company in the North America. Cox Target Media is headquartered in Pinellas County and has over 1,500 employees. Cox recently constructed a 470,000 square foot manufacturing facility on 20 acres for its Valpak unit. At the new facility project management is used in manufacturing and information technology.
Franklin Templeton
Franklin Templeton is a global investment management organization that manages $416 billion in assets, composed of mutual funds and other investment vehicles for individuals, institutions, pension plans, trusts and partnerships. Franklin Templeton was founded in 1947 and was named after founding father Benjamin Franklin because Franklin expressed the ideas of frugality and prudence when it came to saving and investing. In Pinellas County Franklin Templeton employs over 1,000 people. Its Saint Petersburg office uses project management primarily in its information technology operations.
4 Other PM Organizations
The Suncoast Chapter has a solid foothold in Pinellas County. The Suncoast Chapter’s nearest competing PMI organization is the PMI Tampa Bay Chapter () located across Tampa Bay in Hillsborough County. PMI Tampa Bay has 1,219 members. It was founded in 1993 and has grown to become the 32nd largest chapter in the United States.
3 Considerations
1 Regulatory Considerations
The PMI Suncoast Chapter is incorporated as a non-profit tax exempt organization (501c) under the laws of the State of Florida. Its purpose is to practice the advancement, science and profession of project management in Pinellas and Pasco counties in a conscious and proactive manner.
In the event of dissolution of the chapter the board must notify PMI in writing. The board must then follow the chapter dissolution procedure as defined in PMI’s policy. Any assets shall be dispersed to a charitable organization designated by the voting membership after the payment of any outstanding debts.
2 Other Legal Considerations
At this time the PMI Suncoast Chapter does not have any conflicts of interest between its leadership team and the functioning of the chapter. Each member of the leadership team works for a public or private company that practices project management. They do not have a stake in any PMI Registered Educational Providers nor affiliation with the running or organization of any nearby University.
As described in the PMI Suncoast Chapter bylaws any officer or committee member must disclose to the board any interest or affiliation they may have with any entity with which the PMI Suncoast Chapter has entered or may enter into contracts, agreements or business transactions. That member must then refrain from influencing members or voting on anything that pertains to that matter.
3 Cultural Considerations
The official language of the PMI Suncoast Chapter is English. All meetings and correspondence with chapter members will be in the form of the official language. Diversity is welcomed in the PMI Suncoast Chapter to ensure that each member feels like they belong to a team. No member will be discriminated against due to their race, gender, age, marital status, religion, physical or mental disability, political affiliation or cultural background. Care will be taken to accommodate any members that require special meals during chapter meeting banquets (i.e. Kosher, Vegetarian).
4 Ethical Considerations
Ethics are an integral part of today’s business environment. The PMI Suncoast Chapter is a transparent organization. Each member will be informed monthly on the chapter’s financial situation as well as any key issues the leadership team is addressing. Should any ethical conflicts of interest arise they will be addressed in accordance with the chapter’s bylaws and mitigated in the PMI Suncoast Chapter’s Risk Management Plan.
Environmental Needs and Drivers
1 Stakeholder Needs
The needs of stakeholders were identified during a brainstorming session at the 2009 Annual Suncoast Chapter Strategy Meeting. The group that participated in the session was the Suncoast Chapter’s Board of Directors.
Following are the needs of chapter stakeholders:
• Preparation courses for PMI exams (i.e. CAPM, PMP and PgMP)
• Project management training courses that provide attendees the opportunity to earn PDUs.
• Speakers at chapter meetings that have relevant project management topics
• Opportunities to network at chapter meetings and events
• Assistance with navigating the PMI corporate website
o Identifying contacts
o Applying for PMI exams
• Mentors for individuals that wish to earn their PMP certification
• User friendly PMI corporate website
Community Purpose
The purpose of the community is driven by two primary attributes: The community’s focus and the value that it provides. The identification of the focusing point of all of the efforts of the community is critical. The values that it provides to its stakeholders are the factors that allow it to be worthwhile to the project management community at large. Much like a business that only stays in business when it has a value to return to its stakeholders, a community with no value to its membership and other stakeholders will soon be struggling to remain viable.
1 Community Name:
The community is named: PMI Suncoast Chapter
2 Community Focus:
To provide its members opportunities to continue their professional development, by both formal and informal exchange of ideas and experiences through a diverse professional organization and to promote certification in project management.
3 Community Value to members:
Members of the PMI Suncoast Chapter will find value through the following activities and services:
• Networking opportunities during monthly meetings.
• Continuous training in project management through speakers presenting various topics in project management at monthly meetings.
• Opportunities to learn about job openings that chapter members may have at their company.
• Certification preparation courses.
• An avenue for members with a PMI certification to earn Professional Development Units (PDU).
• Provide a vehicle to elevate project management within the business and technical community.
• Provide exposure to alternative project management tools and methods.
• Opportunities to speak at other chapters.
4 Community Value to volunteers:
Volunteers of the PMI Suncoast Chapter will find value through the following activities and services:
• Opportunities to increase their knowledge in project management by helping execute the objectives of the chapter.
• Earn satisfaction by helping others increase their knowledge in project management.
• Opportunities to advance their leadership capabilities by holding a position as a board member or by running a committee.
• Opportunities to increase their speaking ability by presenting project management presentations at monthly meetings
• An avenue for members with a PMI certification to earn PDUs as chairs, co-chairs and members of subcommittees.
• Networking opportunities with other project management professionals.
5 Community Value to other PMI communities:
Other PMI communities will find value in the PMI Suncoast Chapter through the following activities and services:
• Improved representation in the validity of PMI to businesses in the community that engage in project management.
• Gives members options on which meetings they want to attend.
• Opportunity to combine forces to reduce the costs associated with project management training.
• Increased opportunities for members to get involved.
• Opportunity to share successes at Leadership and Regional conferences.
• A talented pool of speakers available to other professional organizations
• Provide financial assistance to other chapters.
• Networking opportunities with other project management professionals in other chapters.
• Provide speakers to other chapters.
6 Community Value to PMI:
Through the existence of the PMI Suncoast Chapter, PMI will find value through the following:
• Exposure of PMI’s project management methodology to potential CAPM, PMP and PGMP candidates.
• Ongoing training opportunities for members to earn PDUs to maintain their PMI certification.
• Sustain, retain and enhance membership in PMI.
• Provide speakers to other chapters
• Provide a geographical component for members of the community to become involved in PMI.
Alignment to PMI’s Strategy will be demonstrated through the following:
• Completion of the objectives identified in the PMI Strategic Alignment Scorecard (SAS) by meeting or exceeding core and extended services.
SWOT Analysis
The SWOT analysis was performed by the PMI Suncoast Chapter’s Board of Directors during the 2009 Annual Strategy meeting.
1 Strengths
• Dedicated Board of Directors
• Chapter meetings are held in a central location near major highways
• The Board of Directors and chapter members are approachable
• Chapter meetings are entertaining
• Strong core of businesses in Pinellas County support PMI
• High number of members have attained their PMP certification
• Speakers are very informative
• The cost of membership is affordable
2 Weaknesses
• Lack of volunteers
• Need to identify specific tasks for volunteers to perform
• More penetration into the local business community is needed
o Collaboration with local companies
• Low cost opportunities to market the chapter are sometimes missed
• Need a better tool for communicating events to chapter members
• People interested in attending the chapter meetings need to be notified that a PMP certification is not required
• Need to reinforce the processes outlined in the PMBOK during chapter meetings
• The educational benefit of attending meetings needs to be promoted
3 Opportunities
• Promote board membership as an avenue for external career growth
• Partner with local recruiters to aid project managers seeking employment
• Reinforce PMBOK processes at chapter meetings
o Icebreaker slide at the start of the meeting
• Seek out low cost ways to market the chapter to local businesses
o Saint Petersburg Times event page
o Advertisements on the chapter website
• Create a letter from the chapter president detailing the volunteer work performed for the chapter to be presented to chapter member’s employer during the annual review process
• Add structure to post chapter meetings to create an opportunity for increased networking
• Provide special interest groups via industry to chapter members
• Purchase a wireless card/laptop to enable members to renew their membership during chapter meetings
• Create a difference in fees charged to members and nonmembers for chapter meetings and events to give nonmembers a reason to join the chapter
• Increase marketing to nonmembers or individuals that don’t hold a PMI credential
o Create a poster that can be displayed in the office lunchroom outlining upcoming chapter meetings and events
o Update the chapter brochure to stress key points in the value of membership
o Promote PMI Learn (eTraining) as a benefit of joining the board
• Create an annual chapter awards presentation to be held during the Annual Business Meeting
o Draft a brochure highlighting award recipients
o Present an award to a local company that had the most successful project of the year
4 Threats
o Due to the downturn in the economy members might not renew their membership
o Loss of the Feathersound Country Club for chapter meetings
o Having a speaker fail to attend the chapter meeting
o Changes to PMI corporate that may have adverse effects on the chapter
o Failure to emphasize membership renewals may result in a rapid deterioration of membership
o Low cost of membership may result in less value to members due to rising prices
o Dinners at chapter meetings may become unaffordable
Plan for Value Delivery:
1 Community Development
1 Plan to attract and retain community members
The attraction of new members is a paramount mission of any organization. New members often provide energizing ideas that help an organization grow. To attract new members in 2009 the PMI Suncoast Chapter will focus on individuals that are CAPM candidates. The PMI Suncoast Chapter has a small number of members that have attained their CAPM certification. The vast majority of members have their PMP certification. Typically, individuals that are CAPM candidates are new to the workforce and will more likely get involved with the chapter in order to establish their careers. To pursue potential CAPM members the PMI Suncoast Chapter will contact local colleges in order to market the chapter on campus, and will provide a short presentation on the benefits of becoming involved with PMI to students attending Project Management classes. The combination of print and electronic media on campuses as well as presentations should aid in the recruitment of potential members.
To retain members the PMI Suncoast Chapter must provide “Value” to each of its members. Members must believe that the value they are receiving from the PMI Suncoast Chapter will help them advance their career as well as provide PDU’s for PMI certification maintenance. The PMI Suncoast Chapter will provide value to its existing members in the form of training, engaging speakers at monthly meetings, opportunities to volunteer in organization of the chapter and social gatherings.
2 Plan to recruit and develop volunteers
The PMI Suncoast Chapter relies heavily on the hard work from each of its board members and volunteers. The work from volunteers is sole reason for the chapter’s success. To recruit volunteers the PMI Suncoast Chapter will promote opportunities with a detailed list of instructions and desired results. In the past when an individual volunteered he/she was not give much instruction which in some cases caused frustration. To overcome this obstacle each volunteer opportunity will be outlined as follows:
• Project Name
• Number of Volunteers Required
• Description
• Cost
• Due Date
• Estimated Time to Completion
In addition to detailing the needs of each opportunity, the PMI Suncoast Chapter will also recognize the efforts of volunteers by having an awards ceremony at the Annual Business meeting. The president will also present each volunteer with a letter describing their hard work and commitment to the chapter that can be presented during the volunteer’s annual review at their place of employment.
3 Plan to collaborate with similar or closely related communities
Due to the close proximity of Pinellas and Hillsborough counties many members of the PMI Suncoast Chapter are also members of the PMI Tampa Bay Chapter. The Suncoast Chapter has its monthly meetings on the 2nd Wednesday of every month while the Tampa Bay Chapter has its meetings on the 3rd Monday of every month. By staggering the monthly meetings it gives members of both chapters’ options to help them decide on which meeting they would like to attend. In some cases members attend both meetings.
The PMI Suncoast Chapter and the PMI Tampa Bay Chapter regularly work together. In 2010, they will provide three PMP prep certification courses. In addition to PMP prep courses, the PMI Suncoast Chapter will also promote to chapter members several workshops that the Tampa chapter is offering throughout the year.
4 Plan for outreach to organizations
Pinellas County is home to many corporations that rely heavily on project management. To engage these companies directly one action plan is to create a full page (8 ½” x 11”) document that describes the benefits of the chapter and outlines its upcoming chapter meetings/events. The advertisement can then be posted at these companies in their break room, on community bulletin boards or in a chapter member’s cube. The idea is to create exposure for the chapter in order to generate interest in membership and chapter activities.
The chapter also plans to start advertising the chapter under the community events section of the Saint Petersburg Times online edition (). Each month more than 3 million people visit . It has become one of the most influential and dynamic websites in the bay area. By promoting upcoming meetings and events on it will provide an avenue for new members and their companies to learn more about the chapter.
5 Membership level impacts for proposed and existing communities
In 2009 membership was impacted due to the recession. It’s not expected for the economic environment to improve until the end of 2010. As a result the PMI Suncoast Chapter may experience another year of decrease in membership renewals and new members. It is possible for the chapter to receive an increase in both these areas since the chapter is a valuable resource for networking, prudent planning calls for setting appropriate expectations.
2 Community Objectives
In support of the value to members noted above, the PMI Suncoast Chapter will actively pursue the following objectives, measures and targets in alignment with the PMI and Component Balanced Scorecards.
1 Year 1 Priorities
|# |Category |Description |Target |
|1 |Meetings |Organize chapter meetings that have speakers with relevant project |10 |
| | |management experience | |
|2 |Events |Annual Networking Event |1 (Fall) |
|3 |Events |Annual Picnic |1 (Spring) |
|4 |Events |Annual Business Meeting & Volunteer Recognition |1 (Winter) |
|5 |Training |Organize and promote PMP exam prep workshops |3 PMP Courses |
|6 |Training |Promote the EVM Conference in June |1 |
|7 |Training |Promote courses provided by Mega-Seminars |1 |
|8 |Training |Promote the Defining, Estimating & Scheduling workshop |1 |
|9 |Training |Promote the Project Management That Works workshop |1 |
|10 |Outreach |Reach out to project management students at the University of Phoenix and |Summer & Fall Terms |
| | |University of South Florida | |
|11 |Website |Continue to update the chapter website |Monthly |
|12 |Communications |Continue to inform chapter members about upcoming meetings, events, |Monthly |
| | |workshops, job openings and new credential holders | |
|13 |Marketing |Create a full page advertisement outlining upcoming meetings & events |1 page per Quarter |
|14 |Marketing |Promote chapter meetings, events & workshops on the St. Pete Times website |Monthly |
|15 |Marketing |Update the member benefits package |Annually |
|16 |Conferences |Send board members to the Region 14 Leadership conference and Global |2 |
| | |Congress | |
|17 |Transition |Formally transition positions to new officers |Annually |
|18 |Strategy |Complete all strategic planning for the year |Annually |
|19 |Documents |Complete and submit all formal documents to PMI (Charter Renewal, Business |Annually |
| | |Plan, SAS, Annual Report) | |
|20 |Awards |Draft a letter documenting the achievements of volunteers to be signed by |1 Letter |
| | |the chapter president | |
2 Year 2 Priorities
|# |Category |Description |Target |
|1 |Awards |Apply for the PMI Chapter of the Year Award |1 |
|2 |Recruiters |Partner with recruiters to aid project managers seeking employment |1 Meeting |
|3 |Marketing |Seek out low cost ways to market the chapter (i.e. Meetup site, Chamber of |2 Methods |
| | |Commerce, Local Business Periodicals) | |
|4 |Meetings |Add structure to post meetings to provide members with additional networking |3 Post Meetings |
| | |opportunities | |
3 Year 3 Priorities
|# |Category |Description |Target |
|1 |Marketing |Perform several roadshows at local companies to spark interest in the PMI |3 Roadshows |
| | |Suncoast Chapter | |
|2 |Meetings |Create special interest groups organized by industry to aid chapter members |3 Meetings |
| | |with networking | |
|3 |Training |Organize PMP exam prep and PDU workshops on one of the local cruise ships |1 Course |
3 Programs, Initiatives, Targets, and Metrics
The PMI Suncoast Chapter will undertake the following programs and initiatives to support the PMI Balanced Scorecard Objectives.
| |
|PMI BSC Per-spec-tives |PMI BSC |Component | |
| |Objectives |Programs | |
|Revenue |2010 |2011 |2012 |
| Membership Dues |$9,000 |$10,000 |$10,300 |
| Monthly Meeting Meal Income |$9,500 |$12,500 |$12,800 |
| 50/50 Income |$300 |$300 |$300 |
| Training |$13,360 |$18,540 |$19,096 |
| Networking Meeting |$1,000 |$1,030 |$1,061 |
| Annual Business Meeting |$1,000 |$2,060 |$2,122 |
|Total Revenue |$34,160 |$44,430 |$45,679 |
| | | | |
|Expenses | | | |
| Annual Business Meeting |($4,500) |($4,725) |($4,961) |
| Strategic Meeting |($1,500) |($1,575) |($1,654) |
| Board Member Dinners |($2,575) |($2,625) |($2,756) |
| Monthly Meeting Meal Expense |($8,790) |($10,500) |($11,025) |
| Donations |($100) |($105) |($110) |
| Insurance |($200) |($216) |($227) |
| PMI Monthly Membership Quiz Game* |$0 |($200) |($200) |
| Regional Leadership Conference |($2,100) |($4,725) |($4,961) |
| Global Congress (LIM) |($4,000) |($5,250) |($5,513) |
| Networking Meeting |($3,500) |($3,675) |($3,859) |
| Office Supplies |($150) |($210) |($221) |
| Annual Picnic |($350) |($270) |($284) |
| Website |($1,300) |($500) |($500) |
| Bank/Computer Fees |$0 |$0 |$0 |
| Annual Report |($170) |($170) |($170) |
| Component of the Year |$0 |$0 |$0 |
| Speaker Travel |($1,000) |($1,000) |($1,000) |
| Laptop/Wireless Card |$0 |$0 |$0 |
| Mega-Seminars |($500) |($500) |($500) |
| Membership Recognition |($1,200) |($1,200) |($1,200) |
| Training Expense |($6,000) |($6,000) |($6,000) |
| Joint Fall Symposium |($50) |($50) |($50) |
| Communications & Marketing |($500) |($500) |($500) |
| President Discretionary Fund |($500) |($500) |($500) |
|Total Expenses |($38,985) |($44,496) |($46,191) |
| | | | |
|Net Income** |($4,825) |($66) |($512) |
* Purchased gift cards in 2009.
Starting in 2011, a 3% increase was used as appropriate for income while a 5% increase was used as appropriate for expenses. It’s anticipated that due to the economy inflation will increase in the next few years at a larger percentage than the current historical 3% inflation rate.
** The PMI Suncoast Chapter currently has over $16,000 in its bank account. Therefore a negative Net Income will not have an impact on chapter operations. The goal is to maintain a $10,000 balance in the bank account. The increase in income in the coming years is due to the projected growth in the success of the Suncoast hosted prep class where we earn 70% of the profit, and growth in membership (increased dues revenue).
Risks
Risk |Probability |Impact |Score |Response | |Loss of meeting space facilities due to fire or storm related damage. |L |H |L |Accept | |Loss of meeting space facilities due to increased fees or unavailability. |H |H |H |Mitigate –Other banquet facilities in the area will be evaluated. | |Resignation of a key member of the leadership team. |L |M |M |Mitigate – Junior members of the leadership team will step up to assume all responsibilities of the resigning member. | |Severe reduction in membership due to existing members failing to renew their membership in the PMI Suncoast Chapter. |L |H |M |Mitigate – Ensure that members receive ongoing communication about chapter events so that they believe that the chapter is adding value to their careers in project management. | |Legal issues due to a scandal in PMI that reflects negatively on the PMI brand and its chapters (i.e. Accounting, Fraud …) |L |H |L |Accept | |A member of the leadership team decides to open a business as a PMI Registered Educational Provider resulting in a conflict of interest between running the chapter and soliciting members for training. |L |L |L |Mitigate – The individual will be asked to step down and a junior member of the leadership team will assume all responsibilities. | |Loss of a key member of the leadership team due to health, an accident or criminal activity. |M |M |M |Mitigate – Junior members of the leadership team will step up to assume all responsibilities of the resigning member. | |
APPENDIX : Reference and Supporting Documents
1 Strategic Alignment
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3 Strategic Alignment Scorecard, 2009 for Suncoast PMI
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4 PMI Community Multi-Year Business Plan Example
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