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2010 PMI Suncoast Chapter Business Plan

2010 Business Plan

Written By:

David White MBA, PMPUpdates by Marie Kostamo, PMP

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Content

1. EXECUTIVE SUMMARY......................................................................................................................4

1.1. ENVIRONMENT SUMMARY................................................................................................................41.2. COMMUNITY NEEDS AND DRIVERS..................................................................................................41.3. STRATEGIES FOR VALUE DELIVERY.................................................................................................41.4. OUTCOME METRICS..........................................................................................................................4

2. COMMUNITY CHARACTERISTICS................................................................................................5

2.1. ENVIRONMENTAL ANALYSIS............................................................................................................52.1.1. Size............................................................................................................................................52.1.2. Growth Rate..............................................................................................................................52.1.3. Major Industries.......................................................................................................................52.1.4. Basic State of Project Management.........................................................................................5

2.2. KEY STAKEHOLDERS........................................................................................................................52.2.1. Universities/Colleges................................................................................................................52.2.2. PMI REPs and other PM Education Providers........................................................................62.2.3. Significant Employers in the Area............................................................................................72.2.4. Other PM Organizations..........................................................................................................8

2.3. CONSIDERATIONS..............................................................................................................................92.3.1. Regulatory Considerations.......................................................................................................92.3.2. Other Legal Considerations.....................................................................................................92.3.3. Cultural Considerations...........................................................................................................92.3.4. Ethical Considerations.............................................................................................................9

3. ENVIRONMENTAL NEEDS AND DRIVERS.................................................................................10

3.1. STAKEHOLDER NEEDS....................................................................................................................10

4. COMMUNITY PURPOSE..................................................................................................................11

4.1. COMMUNITY NAME:.......................................................................................................................114.2. COMMUNITY FOCUS:.......................................................................................................................114.3. COMMUNITY VALUE TO MEMBERS:................................................................................................114.4. COMMUNITY VALUE TO VOLUNTEERS:...........................................................................................114.5. COMMUNITY VALUE TO OTHER PMI COMMUNITIES:.....................................................................124.6. COMMUNITY VALUE TO PMI:.........................................................................................................12

5. SWOT ANALYSIS...............................................................................................................................13

5.1. STRENGTHS.....................................................................................................................................135.2. WEAKNESSES..................................................................................................................................135.3. OPPORTUNITIES...............................................................................................................................135.4. THREATS.........................................................................................................................................14

6. PLAN FOR VALUE DELIVERY:.....................................................................................................15

6.1. COMMUNITY DEVELOPMENT..........................................................................................................156.1.1. Plan to attract and retain community members.....................................................................156.1.2. Plan to recruit and develop volunteers..................................................................................156.1.3. Plan to collaborate with similar or closely related communities...........................................156.1.4. Plan for outreach to organizations.........................................................................................166.1.5. Membership level impacts for proposed and existing communities.......................................16

6.2. COMMUNITY OBJECTIVES...............................................................................................................166.2.1. Year 1 Priorities.....................................................................................................................166.2.2. Year 2 Priorities.....................................................................................................................176.2.3. Year 3 Priorities.....................................................................................................................17

6.3. PROGRAMS, INITIATIVES, TARGETS, AND METRICS........................................................................17

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6.4. OPERATIONS....................................................................................................................................236.4.1. Meetings.................................................................................................................................236.4.2. Events.....................................................................................................................................236.4.3. Workshops..............................................................................................................................236.4.4. Community Outreach..............................................................................................................236.4.5. Website...................................................................................................................................246.4.6. Communications.....................................................................................................................246.4.7. Marketing...............................................................................................................................246.4.8. Volunteer Recognition............................................................................................................246.4.9. Conferences............................................................................................................................246.4.10. Survey.....................................................................................................................................25

6.5. ORGANIZATION...............................................................................................................................256.5.1. Organization Structure...........................................................................................................256.5.2. Governance Structure.............................................................................................................25

7. BUDGET...............................................................................................................................................26

8. RISKS....................................................................................................................................................27

9. APPENDIX : REFERENCE AND SUPPORTING DOCUMENTS...............................................28

9.1. STRATEGIC ALIGNMENT.................................................................................................................289.2. STRATEGIC ALIGNMENT SCORECARD, 2009 FOR SUNCOAST PMI.................................................289.3. PMI Community Multi-Year Business Plan Example...................................................................28

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1. 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.

1.1. Environment SummaryPinellas 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. .

1.2. Community Needs and DriversMembers 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 friendlinesso Applying for PMI exams

Mentors for individuals that wish to earn their PMP certification

1.3. Strategies for Value DeliveryTo 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.

1.4. Outcome MetricsThe 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.

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2. Community Characteristics

2.1. Environmental Analysis

2.1.1. SizeThe 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.

2.1.2. Growth RateIn 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.

2.1.3. Major IndustriesNearly 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.

2.1.4. Basic State of Project ManagementIn 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 Monster.com 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.

2.2. Key Stakeholders

2.2.1. Universities/CollegesPinellas 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

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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.

2.2.2. PMI REPs and other PM Education ProvidersPinellas 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 (http://www.paradigmlearning.com)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 (http://www.improvemyperformance.com)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 (http://www.redvector.com)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.

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The Earned Value Group (http://www.evginc.com) 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) (http://cereg.usf.edu/WebModule/reg/index.jsp?categoryId=10028)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.

2.2.3. 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 NetworkHome 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 FinancialRaymond 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.

HoneywellHoneywell 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.

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Tech DataTech 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 ResearchNielsen 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 MediaCox 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 TempletonFranklin 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.

2.2.4. Other PM OrganizationsThe Suncoast Chapter has a solid foothold in Pinellas County. The Suncoast Chapter’s nearest competing PMI organization is the PMI Tampa Bay Chapter (http://www.pmi-tampabay.org) 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.

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2.3. Considerations

2.3.1. Regulatory ConsiderationsThe 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.

2.3.2. Other Legal ConsiderationsAt 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.

2.3.3. Cultural ConsiderationsThe 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).

2.3.4. Ethical ConsiderationsEthics 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.

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3. Environmental Needs and Drivers

3.1. Stakeholder NeedsThe 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 contactso Applying for PMI exams

Mentors for individuals that wish to earn their PMP certification User friendly PMI corporate website

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4. Community PurposeThe 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.

4.1. Community Name:The community is named: PMI Suncoast Chapter

4.2. 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.

4.3. 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.

4.4. 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.

4.5. Community Value to other PMI communities:Other PMI communities will find value in the PMI Suncoast Chapter through the following activities and services:

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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.

4.6. 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.

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5. SWOT AnalysisThe SWOT analysis was performed by the PMI Suncoast Chapter’s Board of Directors during the 2009 Annual Strategy meeting.

5.1. 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

5.2. 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

5.3. 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 pageo 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 membershipo 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

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o Present an award to a local company that had the most successful project of the year

5.4. Threatso Due to the downturn in the economy members might not renew their membershipo Loss of the Feathersound Country Club for chapter meetingso Having a speaker fail to attend the chapter meetingo Changes to PMI corporate that may have adverse effects on the chaptero Failure to emphasize membership renewals may result in a rapid deterioration of

membershipo Low cost of membership may result in less value to members due to rising prices

o Dinners at chapter meetings may become unaffordable

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6. Plan for Value Delivery:

6.1. Community Development

6.1.1. Plan to attract and retain community membersThe 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.

6.1.2. Plan to recruit and develop volunteersThe 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.

6.1.3. Plan to collaborate with similar or closely related communitiesDue 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.

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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.

6.1.4. Plan for outreach to organizationsPinellas 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 (Tampbay.com). Each month more than 3 million people visit Tampabay.com. It has become one of the most influential and dynamic websites in the bay area. By promoting upcoming meetings and events on Tampabay.com it will provide an avenue for new members and their companies to learn more about the chapter.

6.1.5. Membership level impacts for proposed and existing communitiesIn 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.

6.2. Community ObjectivesIn 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.

6.2.1. Year 1 Priorities# Category Description Target1 Meetings Organize chapter meetings that have speakers with

relevant project management experience10

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 Courses6 Training Promote the EVM Conference in June 17 Training Promote courses provided by Mega-Seminars 18 Training Promote the Defining, Estimating & Scheduling

workshop1

9 Training Promote the Project Management That Works workshop 110 Outreach Reach out to project management students at the

University of Phoenix and University of South FloridaSummer & Fall Terms

11 Website Continue to update the chapter website Monthly12 Communications Continue to inform chapter members about upcoming

meetings, events, workshops, job openings and new credential holders

Monthly

13 Marketing Create a full page advertisement outlining upcoming meetings & events

1 page per Quarter

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14 Marketing Promote chapter meetings, events & workshops on the St. Pete Times website

Monthly

15 Marketing Update the member benefits package Annually16 Conferences Send board members to the Region 14 Leadership

conference and Global Congress2

17 Transition Formally transition positions to new officers Annually18 Strategy Complete all strategic planning for the year Annually19 Documents Complete and submit all formal documents to PMI

(Charter Renewal, Business Plan, SAS, Annual Report)Annually

20 Awards Draft a letter documenting the achievements of volunteers to be signed by the chapter president

1 Letter

6.2.2. Year 2 Priorities# Category Description Target1 Awards Apply for the PMI Chapter of the Year Award 12 Recruiters Partner with recruiters to aid project managers seeking

employment1 Meeting

3 Marketing Seek out low cost ways to market the chapter (i.e. Meetup site, Chamber of Commerce, Local Business Periodicals)

2 Methods

4 Meetings Add structure to post meetings to provide members with additional networking opportunities

3 Post Meetings

6.2.3. Year 3 Priorities# Category Description Target1 Marketing Perform several roadshows at local companies to spark

interest in the PMI Suncoast Chapter3 Roadshows

2 Meetings Create special interest groups organized by industry to aid chapter members with networking

3 Meetings

3 Training Organize PMP exam prep and PDU workshops on one of the local cruise ships

1 Course

6.3. Programs, Initiatives, Targets, and Metrics

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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 Objectives

Component Programs

Component Initiatives (Services, Projects, Products)

PMI Target for Services

(Taken from Catalog)

Component Performance Targets

Level Responsibility Date Needed

Year 1 Year 2 Year 3

Stak

ehol

der

Intim

acy

Strengthen stakeholder

loyalty

1 Retention Rate70%

Membership retention

70% 70% 70% Core VP of Membership Monthly

2 Satisfaction Survey

70% of respondents

on a five point scale report 3

or better

70% 70% 70% CoreVP of

Communications

Late October

Inte

rnal

Bus

ines

s Pr

oces

ses

Component Events 3

Monthly meetings /

Annual conferences

16 hours per year (sum of all events)

24 24 24 Core VP of Programs Monthly

4

70% of respondents


or better

70% 70% 70% Core VP of Programs Annual

5Annual

Networking Event

1 per year 1 1 1 Extended VP of Special Projects September

6 PMI Picnic 1 per year 1 1 1 Extended VP of Special Projects

May

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7Annual

Business Meeting

1 per year 1 1 1 Extended VP of Special Projects December

8 Workshop 1 per year 1 1 1 Extended Vp of Education Mar

9 Promote Mega-Seminars 1 per year 2 2 2 Extended Vp of

Membership June

Partnering

Workshops With The Tampa Chapter

10 PMP Prep 3 per year 3 3 3 Extended Vp of Education Apr, Oct, May

Community Outreach 11 Local College

Involvement 2 per year 2 2 2 Extended VP of Membership Spring/Fall

Symposium 12 Joint Fall Symposium 1 per year 1 1 1 Extended VP of Education September

Advocacy Assisting other chapters 13

Assisting Chapters via

R14 fund1 per year 1 1 1 Extended John Evans Quarterly

Cul

ture

and

Cap

abili

ties

Make PMI a customer

centric organization

Component Customer Centricity Program

14 Component web site

Web site is updated monthly

12 12 12 CoreVP of

Communications

Monthly

15Communication with members via newsletter and/or email

10 per year 10 10 10 CoreVP of

Communications

None

16Member

Satisfcation with

Communication

70% of respondents


or better

70% 70% 70% Core Member at Large

End of October

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17

Recognition for new members

and/or credentials earned by members

10 per year 10 10 10 CoreVP of

Membership - VP of Education

Monthly

18Member

Satisfaction with

Recognition

70% of respondents

on a five point scale reports

3 or better


End of October

19Marketing

introduction and benefits

package

Package exists and is updated

annually1 1 1 Core

VP of Membership &

VP of Communication

s

April

20Member

Satisfaction with benefits

package

70% of respondents


or better


End of October

21Volunteer

recognition & awards program

1 per year 1 1 1 ExtendedVP of Special

Projects & President

December Business

Mtg

22Announce

Employment Opportunities

8 per year 9 9 9 Extended President Monthly

Make leadership

excellence a strategic

competency

Component Leadership

Dev. Program

23 Transition Plan for new leaders

Plan is documented &

updated annually

1 1 1 Core Board September

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24Transition

meeting with new leaders

Meeting held annually 1 1 1 Core Board January

25 LIM Global Congress

1 board member

attends per year

4 4 4 Core VP of Education LIM - October

26 Regional Conference

1 board member

attends per year

1 1 1 Core VP of Education April

Make market and business develop-ment

a strategic competency

Strategy 27

Strategic planning

meeting to review strategic alignment and business plan

1 meeting per year 1 1 1 Core President January

Res

ourc

es

Leverage resources /

investments in the

marketplace

Surveys 28Conduct

Satisfaction Survey

1 per year 1 1 1 Core GOC December

Reporting29

Complete SAS & Business

Plan 1 per year 1 1 1 Core Consultant March

30 Complete Annual Report 1 per year 1 1 1 Core Consultant March

Maintain financial viability

Finances 31 Charter Renewal

1 per year 1 1 1 Core President February

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32Complete

Annual Budget

1 per year 1 1 1 Extended VP of Finance January

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6.4. Operations

6.4.1. MeetingsThe PMI Suncoast Chapter has monthly meetings the 2nd Wednesday of every month at the Feather Sound Country Club (http://www.feathersoundcc.com/). The Feather Sound Country Club is located directly across the Carillon business park near I-275. It is minutes away from downtown Tampa, Saint Petersburg and Clearwater which makes it an ideal location. In addition, the Carillon Business Park is home to companies such as Raymond James Financial, PSCU Financial Services, Franklin Templeton, Bright House Networks, Catalina Marketing, Aegon Western and Accenture.

The Feather Sound Country Club is owned by Tristar Recreational properties and has undergone over $3,000,000 in renovations with an additional $2,000,000 currently underway. It features a 40,000 square foot clubhouse with a full dining room and banquet facilities. The club can accommodate up to 250 guests for a sit-down dinner or 500 for a cocktail party.

The PMI Suncoast Chapter has held meetings at the Feather Sound Country Club since September 2006. The chapter currently has a month to month agreement with the facility. It is anticipated that the PMI Suncoast Chapter will make every effort to remain at the Feather Sound Country Club for the upcoming year.

6.4.2. EventsEvents held by the PMI Suncoast chapter allow each member to build their network of peers in a relaxing environment. In 2010, the chapter is scheduled to have three events. The events will be organized and led by the VP of Special Projects.

Spring Picnic Networking & Career Development Awards Ceremony & Business Meeting

6.4.3. WorkshopsWorkshops are a valuable asset to the PMI Suncoast Chapter because they provide members an opportunity to earn PDUs to maintain their PMI credentials and to prepare for PMI exams. In 2010 the PMI Suncoast Chapter along with the PMI Tampa Chapter will host 3 PMP exam preparation workshops. In addition to the exam prep workshops, the chapter will also promote local courses that will allow members to earn PDUs. The VP of Education will lead all promotion and development of all PMI related workshops.

Mega-Seminars (Feb) – Promotion Only PMP Exam Prep (Apr) – Facilitation Mega-Seminars (Jun) – Promotion Only Project Management That Works (July) – Facilitation PMP Exam Prep (July) – Facilitation TBPMI Fall Symposium--Promotion Only PMP Exam Prep (Oct) – Facilitation Joint Networking Meeting (Dec)—CoSponsor

6.4.4. Community OutreachThe University of Phoenix teaches a project management class for their MBA students in Pinellas County. In the past several students and their professor have attended chapter meetings. Since students may be a new path for recruitment the PMI Suncoast Chapter plans to formally invite students from the University of Phoenix as well the University of South Florida to future meetings.

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In addition, the board has approved the creation of a student fee for chapter meeting dinners. It’s anticipated that this motion may spark additional interest among students to attend chapter meetings.

6.4.5. WebsiteThe PMI Suncoast Chapter has a website hosted by KTCIS. It’s located at (http://suncoastpmi.org/). The communications officer is responsible for updating the chapter website. The frequency of updates is as follows:

News and Events – Every month Meetings – Monthly Professional Development – As needed Job Postings – Monthly

6.4.6. CommunicationsThe responsibility of communications in the PMI Suncoast Chapter falls under the jurisdiction of the Communication Officer. The Communications Officer is a member of the board and is responsible for drafting and corresponding with all chapter members. On average the communications officer will send out 3 emails per month to remind members of upcoming chapter meetings. The reminder emails are sent out in increments of two weeks prior, one week prior, and day before the meeting. In addition to chapter meetings the communication officer will also send out emails to notify members about upcoming chapter events and workshops.

During chapter meetings communications is the responsibility of the entire board. Each board member will provide a brief update about their specific office. In addition, members that have earned any PMI credentials will be recognized and each chapter member in attendance will be able to announce if their company is hiring or if they are looking for employment.

6.4.7. MarketingPromoting the chapter is critical to increasing and maintaining membership. The board created three action plans to address marketing the chapter. The first plan is to update the existing member benefits package. Updating the benefits package is an annual task to ensure it’s accurate. The second plan is to create a full page (8 ½” x 11”) advertisement that describes the chapter and outlines upcoming meetings and events. Chapter members will then be asked to hang the advertisement at their office (ie. breakroom, bulletin board, or cube). The final plan is to promote the chapter via the Saint Petersburg Times events page. Upcoming chapter meetings, events and workshops will all be added to the events page on a regular basis. The idea is to promote the chapter to a wider audience in the bay area.

6.4.8. Volunteer RecognitionThe work of volunteers is the reason for the chapter’s success. Each chapter meeting if a volunteer has performed work for the chapter then that volunteer will be recognized for his/her efforts by the chapter president. In addition, during the Annual Business Meeting an awards ceremony will take place to recognize all volunteers, the volunteer of the year and project of the year.

6.4.9. ConferencesEvery year PMI sponsors two major conferences. They are the Region 14 Leadership conference and the PMI Global Congress. The board has set aside funds to send members to both meetings. In 2010, the Region 14 Congress will be held in Clearwater, Florida. Due to its close proximity it’s anticipated that a high number of board members will be able to attend.

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6.4.10. SurveyGauging the chapter’s level of performance and the value it’s creating for its members is not only a PMI requirement, but also a critical factor to learn where improvement is necessary. In the fall of 2010 a survey will be created and distributed to all chapter members. The survey will be anonymous and will be distributed by a third party application such as Survey Monkey.

6.5. Organization

6.5.1. Organization StructureThe PMI Suncoast Chapter is organized as a single chapter without branches in Pinellas County Florida.

6.5.2. Governance Structure

The PMI Suncoast Chapter is governed by a board of directors that is responsible for carrying out the purpose of the non-profit organization. The board consists of officers elected by the membership who are in good standing with PMI and the PMI Suncoast Chapter. Officers serve for a period of 1 year from August 1 – July 31 and are limited to 4 consecutive terms. A quorum shall exist when at least half of the board is present at any given time. Each board member shall be entitled to one vote and may vote on issues addressing the chapter only in person. The board reserves the right to conduct its business by teleconference, facsimile or other legal means when it deems necessary.

An annual meeting shall be held at a date and location to be determined by the Board. The main objective of the meeting will be to vote on new board members for the coming year. Notice of the annual meeting shall be sent to all chapter members at least 45 days in advance. A quorum at the annual meeting will exist when 10 percent of the voting membership in good standing is present.

Board Members President – Serves as the Chief Executive Officer of the Suncoast PMI Chapter and the

board and is responsible for all chapter activities. Secretary – Records minutes from business and board meetings and performs all

administrative tasks for the chapter. Vice President of Treasury and Finance – Oversees the collection and disbursement of

all chapter finances. Vice President of Membership – Develops and executes the chapter membership plan

that assures continued growth through recruitment and retention. Vice President of Communications and Publicity – Disseminates all chapter related

information both to and from chapter members and the board. Vice President of Professional Development and Education – Promotes project

management professionalism through the development of educational publications, seminars and workshops designed to aid members to achieve and maintain PMI certifications.

Vice President of Programs – Coordinates project management related presenters for each scheduled chapter meeting.

Vice President of Special Projects – Chairs or mentors the chair of any special projects authorized by the board.

Member at Large – Assists the board by representing chapter membership at board meetings and aids in the execution of special projects.

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7. Budget

PMI Suncoast ChapterRevenue 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).

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8. Risks

Risk Probability Impact Score ResponseLoss 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.

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9. APPENDIX : Reference and Supporting Documents

9.1. Strategic Alignment

9.2. Strategic Alignment Scorecard, 2009 for Suncoast PMI

9.3. PMI Community Multi-Year Business Plan Example

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