PROJECT MANAGEMENT INSTITUTE – PORTLAND CHAPTER
Project Management Institute – Portland Chapter
BENCHMARKING Results – Analysis – Recommendations
____________________________________________________
Submitted to
The PMI – Portland Chapter
Board of Directors
__________________________________________________
by
John C. “Jake” McMichael, PMP
Director of Quality
March 2007
Re-forwarded on July 24, 2007
Recommendations
The recommendations that follow are suggestions to the PMI-Portland Chapter Board of Directors to implement actions that should result in more closely meeting individual member’s needs and increasing the overall membership satisfaction. The benchmarking results constitute the “Check” activity of the Deming Cycle of Plan – Do -Check/Study – Act. All of the recommendations are aimed at continuous improvement in the chapter governance and services over period of time. Some can be incorporated in the near term (1 – 2 years) while others may, of necessity, be longer term goals. It hoped that the Board will act on these recommendations and implement plans for incorporation as part of the PMI-Portland Chapter’s continuous improvement program. Recommendations offered are organized per the benchmarking categories previously noted.
Strategy - Vision and Mission Statements
The PMI-Portland Chapter’s vision and mission statements are excellent and compare very favorably with the benchmarked chapters. The existing vision statement shows where the chapter wants to be; and the mission statement is measurable and defines the services to be performed. Should the Board of Directors elect to consider a revision to either of these basic principles, it is recommended that a review of other chapter’s vision and mission statements be conducted as part of the study.
Strategy – Governance
In 2004 the Board of Directors, in response to the recommendations of the Board Restructure Task Force, revised and updated the board structure. This structure remains in effect today, and is serving the membership well. Further, the volunteer director levels as well as individual volunteers are providing the membership with a high degree of satisfaction (See 2006 Membership Satisfaction Survey). However, as the chapter expands its events, activities and services to meet the growing membership population and needs, board and volunteer structures and make up may have to change.
It is recommended that the Board, when next developing strategic plans, study Tables 1 & 2. to gain an appreciation for those functional positions not presently realized with the chapter, and consider incorporation of appropriate functions to expand services to the membership.
It is recommended that the Board adopt the Atlanta Chapter process of two-year commitments with odd-even year elections for each half the board. This concept increases the continuity from board to board and is considered a best practice. Also recommend that elections continue to be conducted by electronic ballot for contested positions, otherwise slate approved by the Board. Update Bylaws accordingly.
Volunteers
Recommend adopting the following from the various best practices:
1. Create a Volunteer of the Year Award and present annually.
2. Provide for graduated service awards recognizing volunteers by hours of dedicated service.
3. Consider premier and lifetime achievement awards for long term service to the chapter.
4. Create and distribute a tri-fold Volunteer flyer for recruitment purposes.
5. Have an annual volunteer bash dinner night, free to volunteers, open bar and ceremony to recognize and thank volunteers.
Communications - Newsletter
The Portland Chapter Newsletter compares very favorably with the four (Southern Ontario Chapter added for this newsletter comparison) benchmarked chapters whose newsletters were available on the websites. It is not recommended that the Portland Chapter newsletter be revised in fashion as a result of the benchmarking study. However, should the Board consider changing the newsletter administration, format or content, it is suggested that Figures H3. & H4. be reviewed for possible upgrade guidance.
Communications – Website
Recommend adding Frequently Asked Questions (FAQs) to the PMI-Portland Chapter website. These FAQs could be tailored for both potential and existing members.
Recommend adding photos and short bios for all Board of Director officers noted on the website.
Recommend review and utilize the most favorable aspects of the Minnesota Chapter website when considering further upgrades to the Portland Chapter website.
Professional Development Units (PDUs)
Recommend establish and execute the process by which PDUs earned at “1 PDU Events” are automatically reported to PMI Headquarters on behalf of the PMP member. See Minnesota and North Carolina Chapters who pursue this best practice in servicing their membership.
Recommend create and staff a “PDU Coordinator” position to assist with the prior recommendation and be the chapter go-to person for issues regarding PDUs.
Business/Corporate Outreach
In light of the anticipated population rise in membership in the years ahead, community, business and academic outreach will become an increasingly important aspect of the chapter’s services. Recognizing the importance of chapter outreach, several chapters have elevated the outreach position, especially corporate outreach, to a VP board level.
Accordingly, it is recommended that, with the next major overhaul of the board structure, the position of VP Outreach be created.
Recommend the board establish the Corporate Ambassador Program following the best practices of the Minnesota Chapter.
Recommend establish partnerships with local business organizations following the best practices of the Minnesota Chapter’s Corporate Partner Program.
Recommend create and staff an Association Outreach position to manage an Alliance Program with other professional non-profit organizations with similar interests as PMI. (e.g., ASQ, PMF, ABPMP, & PDMA).
Community Outreach
Recommend that the Board establish short, medium and long range goals for upgrading and enhancing the chapter’s community outreach program; and create action plans for goal implementation. Best practices suggested for emulation include (1) the Minnesota chapter concept of an annual Paint-A-Thon and Charitable Giving Program, (2) San Francisco’s approach to teaming with the Taproot Foundation to provide volunteer project managers, (3) North Carolina’s volunteering project management professional skills to nonprofit organizations. The latter could very well be a continuing enhancement of the Portland Chapter’s Habitat for Humanity effort.
University/Higher Education Outreach
It is recommended that the Portland Chapter upgrade and increase its collaboration with local universities and colleges. The chapter should present briefings on PMI at all greater Portland institutions that provide project management training and education. Suggest that website links to educational institutions and their project management course be provided. Reduced fees for PMI members could be an incentive for the educational partnerships. Continue the co-sponsorship of the annual Portland State University Project Management Conference, perhaps expanding it to more than one day.
Mentoring
A project management mentoring outreach to the younger, less experienced chapter member is certainly a value added aspect of being a member of the Portland chapter. Recommend the Board establish a truly robust mentoring program through written policy, guidance and training programs. Best practices in this arena are offered by the Chicagoland Chapter. Also recommend utilizing the services of “The Mentoring Group.” to create a truly viable mentoring program.
Recommend the Board establish a high school project management mentoring program following the best practices of the Mile High Chapter.
Sponsoring and Advertising
The Portland Chapter does a great job in making sponsorship and advertising policy, procedures and fees available to would-be subscribers on the website.
Recommend that the Board review newsletter and website advertising rates for a potential increase in fees charged.
Recommend the Board pursue obtaining sponsors for the several chapter educational workshops held throughout the year per the example from the Atlanta Chapter.
Events
Recommend the Board consider increasing the annual dues to $25 or $30.
Recommend the Board consider increasing the monthly dinner fees ($25 and $30 fee structure) to cover costs.
Recommend Board adopt a process for dinner meeting presentation sit-in without meal for a given fee. Also suggest that a larger premium fee be established for walk-ins, or establish the policy of walk-ins receive no meal, but are eligible for presentation sit-in.
Recommend the Board consider a reduced fee at monthly dinner programs for students and the unemployed professional.
Recommend the Board consider the establishment of several 1 – 1 ½ hour luncheon discussion or presentation meetings in the far reaches of the greater Portland area (e.g., Beaverton/Hillsboro, Vancouver, Gresham/Troutdale). A backup recommendation here is for the Board to considered the establishment of informal one- hour brown bag discussion luncheons at several sites around the greater Portland area.
Recommend the Board consider the establishment of LIGs within the chapter to promote industry specific project management collaboration. Further, once established, promote LIG meetings.
Recommend that the Board consider expanding the free Breakfast Roundtables into downtown Portland and the far Eastside.
Educational Events
Recommend the Board consider the establishment of an annual trade show per the best practices of the Puget Sound Chapter.
Recommend the Board establish a minimum of four 1 -2 day workshops per year.
Recommend the Board establish a Library connection through the local county library systems, ensure libraries are stocked with appropriate project management books and texts, and promote use through the website. Emulate the best practices of the Chicagoland Chapter. Continue links to PMI bookstore for book purchases.
The Chapter Membership Brochure is a colorful and informative bi-fold flyer. It is recommended that the Board use this document more vigorously in the membership recruiting efforts.
Recommend that the Board consider color coding dinner meeting attendee nametags to identify the new members as well as the old-timers.
Recommend the Board consider the establishment of a new member welcome and orientation briefing in concert with and just prior to the monthly dinner meetings
Recommend the Board consider the establishment of a members forum on the chapter website per the best practices of the Chicagoland Chapter.
Recommend the Board consider adopting the Puget Sound best practice of “follow-the-dots” initiative. Promote the use of two different colored dots to be worn on dinner meeting attendee name tag to delineate wt=ether one is a job seeker or a job provider.
Recommend the Board consider establishing a jobs table and/or jobs corner at the monthly diner meeting to which job seekers and job ‘recruiters’ could migrate during the networking hour for discussions.
Recommend the Board consider establishing a monthly career enhancement mini-workshop in concert with and just prior to the monthly dinner meeting. Provide presentations and discussions forum regarding job hunting skills, resume writing, interview techniques and the like.
Recommend the Board reemphasize and revitalize the PMI Project of the Year award process with the goal of having one Portland Chapter submittal each year,
Recommend that the Board consider the establishment of various scholarships related to project management be to awarded to deserving chapter members enrolled in a college level degree or certificate granting program.
Conclusion
The recommendations presented to the Board are, of course, based upon the best practices uncovered through the recent benchmarking process. These recommendations are not meant to be all implemented immediately. They are submitted for the Board’s review and discretion in generating action plans, as appropriate, for implementation. Some would and should take several years to fully implement as the chapter membership continues to grow.
It is recognized that the website review process used for gathering the benchmarked data has limitations in terms of the depth of data retrieved. However, it is an inexpensive and straightforward approach to looking for other chapters’ best practices. And, to the extent that the various benchmarked chapters’ websites allow, a great deal of information can be gleaned in this fashion.
It is suggested that in another year the Board conduct a review, looking at the suggested recommendations versus those that have been or will be implemented. The review should the address explanations and/or reasons for lack of recommendation implementation. It is expected hat there may be very valid reasons to not implement a given recommendation. Thence, armed with that information, the next benchmarking study, using the website data gathering approach, should be conducted in two years.
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