introduction · web viewthe project management institute (pmi), formed in 1969, is the leading...

PMI – Monterey Bay

Strategic Plan 2014-2019

Version # Implemented By Revision Date Approved By Approval Date Reason

1 Barbara Lang PMI-MBay BOD

June 18, 2015 Initial Document

1.1 Mary Towne May 13, 2016

3

4

Acknowledgements:

Grateful acknowledgement is given to PMI Chapters who are further along the path of developing and maintaining their Strategic Planning Process. We were guided by:

1. North Alabama PMI Chapter Strategic Plan (2013-2015)2. San Francisco Bay Area PMI Chapter Strategic Plan (April 2008, updated January 2010)3. Orange County PMI Chapter Strategic Plan (2011 – 2014, Updated June 2012)4. Dallas PMI Chapter Strategic Plan (2012)

2014-2019 Strategic Planning Participants:

Barbara Lang; Theresa McTighe; Bill Wiltschko; Robin Hughes; Pat Melo; Gail Farmer

Table of ContentsINTRODUCTION.......................................................................................................................................3

CORE IDEOLOGY......................................................................................................................................4

ORGANIZATIONAL PROFILE AND HISTORY...............................................................................................6

CURRENT ENVIRONMENT........................................................................................................................7

CHAPTER OPERATING ENVIRONMENT AND ANALYSIS............................................................................8

ANALYSIS OF INDUSTRIES WHERE MBAY MEMBERS ARE EMPLOYED*...................................................9

SWOT ASSESSMENT...............................................................................................................................10

STRATEGIC OBJECTIVES.........................................................................................................................11

RACI.......................................................................................................................................................12

MEMBER NEEDS – OVERALL VIEW.........................................................................................................13

MEMBER NEEDS: PDU’s.........................................................................................................................14

LONG TERM STRATEGIC OBJECTIVES (2014-2019).................................................................................15

ANNUAL PLAN FOR 2014-2015..............................................................................................................16

PMI MONTEREY BAY ROAD MAP 2014-2019.........................................................................................19

INTRODUCTIONThe Project Management Institute (PMI), formed in 1969, is the leading global organization for project management professionals, with more than 250 Chapters in 70 countries. PMI is one of the fastest growing professional organizations in the world (10-15% annual growth).

Chapters provide programs and services for PMI members in specific geographic locations. There are more than 250 chartered chapters in four regions – North America, EMEA (Europe, the Middle East, Africa), Asia Pacific and Latin America.

The strategic planning efforts for PMI-MBay Chapter were begun August 2014 under the leadership of Chapter President, Barbara Lang. The entire BOD had an off-site planning meeting facilitated by Jennifer Tharp, a strategic consultant and PMI-SFBAC Past President.

The PMI-M Bay Strategic Plan is designed to look ahead and guide the chapter over the next 3-5 years, (2014-2019) with annual re-evaluations. It is anticipated that the Strategic Plan will be presented to the chapter members as part of the chapter’s annual business meeting, generally held every spring.

Strategic PlanningMission

Core Values

Vision

Strategy

Objectives

Projects

Direction Results

CORE IDEOLOGYOverview: Core Ideology consists of the Mission – the organizations reason for being; the essential Core Values; and Enduring Principles that guide an organization

A Mission Statement defines the purpose or broader goal for being in business. It serves as a guide in times of uncertainty. It is like a guiding light. It has no time frame. The mission can remain the same for decades if crafted correctly.

Core Values are the principles that the organization believes in so strongly, that it is willing to follow them even if they will reduce its success. Practices, processes and strategies change over time in reaction to challenges, but values are the very essence, providing strength and wisdom to decisions. When values are not defined, the culture of an organization can change dramatically from leader to leader.

Mission

The national PMI organization has as its mission statement “To advance the practice, science and profession of project management throughout the world in a conscious and proactive manner.”

PMI-MBay Mission Statement is “To make a difference in the local community by advancing the skill, knowledge and credentials of Project Managers in the Monterey Bay region.”

Core Values

The essential Core Values for PMI-MBay have been distilled to the following:

What We Do What We Stand For

Offer Lifelong Learning Professionalism

Recognize Diversity of People Integrity

Provide Value to our Membership Trust

Demonstrate the Value of Project Management to Business Community

Respect

Accountability

Collaboration

Commitment

Leadership

Vision

Overview: While Mission and Core Values shouldn’t change over time, Vision Statements are temporary – looking 3-5 years into the future. The Vision should be a concrete picture of the desired end state, providing a basis for formulating strategies and objectives. The Vision Statement has a direct bearing on the success of the organization and the services it delivers to members. A Vision engages and motivates people because it connects them to what is important and gives meaning and energy to work. The Vision Statement has a direct bearing on the success of the Chapter as it defines what work will be undertaken as well as how the Chapter needs to adapt.

The national PMI organization has as its Vision Statement “Worldwide, organizations will embrace, value and utilize project management and attribute their success to it.”

PMI-M Bay Vision Statement is: “The Monterey Bay chapter of PMI is recognized by Project Managers as a resource for education and growth by providing valuable opportunities for learning and networking.”

ORGANIZATIONAL PROFILE AND HISTORYThe Monterey Bay Chapter of Project Management Institute (PMI) was established in 2003 and is part of PMI Region 7, an area that covers Arizona, California, Hawaii, Nevada and New Mexico. We cover the geographic area denoted by the following zip codes: 939 (Monterey County) and parts of 950 (in Monterey, Santa Cruz and San Benito Counties)

Over the past 3 years, the chapter has experienced a static membership of 90-99. Research by PMI Global indicates that individuals drop their membership in PMI once they achieve their certification because the value proposition for maintaining the membership is no longer there. They can maintain the certification just as easily and less expensively without the PMI membership. This is a challenge the chapter attempts to address by offering high-quality, low-cost continuing education topics.

The Board of Directors is comprised of an all-volunteer group of professionals committed to managing the organization and promoting its success. The board includes a president, one president-elect, one past-president and 4 vice presidents. In the year 2013-2014, the chapter was in the unique situation that one individual served as the VP of both Education and Programs. Additionally, there was a non-elected vice-president of marketing. Currently, the positions of VP of Education and VP of Marketing remain unfulfilled in 2014-2015. In October 2014, the President-elect resigned (3 year position) and the Board is actively seeking a replacement.

CURRENT ENVIRONMENTThe Monterey/Santa Cruz region is just outside of the “Silicon Valley” technology catchment area. As such, most of the chapter members do not work in fields historically served by project management experts. The closure of Fort Ord in 1994 and the relocation of much of the supporting military infrastructure has reduced the available job market.

While there is interest in courses to prepare chapter members to take various PMI certification exams, the chapter experiences competition with other local, larger chapters who can attract a larger pool of participants. Additionally, the chapter faces competition with businesses that offer “cram courses”.

The chapter currently provides professional development opportunities including monthly dinner meetings and monthly breakfast roundtable discussions. The previous year, 2013-2014, the chapter also offered weekend seminars on such topics as MS Project (Foundation & Advanced) and Agile Bootcamp.

In a chapter survey conducted December 2013, chapter members indicated that a PMP study group would be of benefit. The study group(s) could meet at local libraries and progress at their own pace in preparation to take an exam. The issues identified were needing a qualified instructor and ensuring that the pace of the study group would not be too fast for individuals new to project management.

Looking forward, advances in technology are now allowing for the use of new collaboration and communication tools. The evolution of virtual communities is changing how the project management profession performs its work efforts, as well as how PMs learn and evolve. In particular, online delivery of training content (especially on-demand opportunities) is becoming the predominant choice for educational opportunities. Moreover, as the newer generation of practitioners enters the field, there is more participation occurring in non-traditional venues for the seeking and dissemination of knowledge. As such, there is a growing wealth of information that needs to be properly managed.

CHAPTER OPERATING ENVIRONMENT AND ANALYSIS The chapter is in a healthy position, having experienced stable membership Approximately 10% of the membership attend each monthly meeting. The chapter has 92 members as of November 5, 2014 of which 64% already hold some sort of

PMI Certificate: 59 are PMP; 3 are PMI-ACP and 2 are CAPM The average age of chapter member is 55 years, with 14 years of experience in project

management The chapter has $8,334.17 as of October 30, 2014 in the bank. Chapter Sponsorship program established May 2014.

o Currently, there are 5 in-kind sponsors on the chapter website Academy Leadership Advanced Onion Skyline Agency AmKal Quality

o There is one paid sponsor on the chapter website InfoSec Institute

ANALYSIS OF INDUSTRIES WHERE MBAY MEMBERS ARE EMPLOYED*

Industry Member Number % Example Employers

IT (hardware & software) 23 25 HP; Seagate; SRA; Symantec, Taos; Veeco ALD

Education 9 10 Monterey Peninsula College; McGraw Hill; Ellucian

Medical 9 10 CHOMP; Boston Scientific; Chenega Support Services; Eurofins Medinet; Baxter Scientific; DSES

Self Employed/Consultant 9 10

Military 8 9 Defense Language Institute; Defense Manpower Data Center; DOD; Post Graduate School; Chobham

Finance 7 8 B of A; Deloitte; CIG; Capital One

No Employment Listed 7 8

Utilities 4 4 PG&E; Cablevision; Bell Canada

Retail 3 3 Plantronics; West Marine; Panasonic

Construction 3 3 Granite Construction; Pacific Mobile Structures; Underground Construction Co

Agriculture 2 2 Chiquita; SmartWash Solutions

Business Analytics 2 2 SAS; Emerson Process Management

Local Government 2 2 City of Gilroy; Mariposa County Human Services

Non-Profit 2 2 Monterey Bay Aquarium; Elkhorn Slough Foundation

Transportation 2 2 State of CA DOT; Monterey Salinas Transit

TOTAL 92 100

*Data obtained from national PMI website, November 2014, and is based upon Chapter members self-report.

This table reveals that only 25% of MBay members are in IT-related fields. This leaves 75% of Mbay members who are in non-IT related fields.

SWOT ASSESSMENTStrengths:

Certification – PMI Certification designation is widely respected by businesses and professionals, as evidenced by 69% of chapter members holding one of 3 different certificates

Significant institutional knowledge resources Member base is a wide range of professions & skill sets which allows for enhanced networking Business savvy among Chapter leaders PMI resources available from national office Consistent scheduling of monthly breakfast meeting and evening dinner meeting

Weaknesses

Leadership turnover – former Chapter Board members are seldom seen attending monthly meetings – creating a loss of continuity and knowledge transfer

Member retention – lack of proactive processes to encourage member retention Static Website that is not interactive with our members Don’t have professional email program for communication with members/outside sources Underutilization of sponsors/partners to bring more PM product/service knowledge to our

members Chapter unable to connect with project managers in the local business community Competition with Silicon Valley chapter Not sufficient depth of membership interested to grow services ie (1) outreach to schools; (2)

build website interactivity (3) video tape Webinars

Opportunities

Members – maintain high quality events and offerings while constantly improving and seeking new opportunities for providing member value

Students – mentor community college students taking project management courses Non-profit evening event – provide project management expertise to assist in planning an event Local educational entities – partner with local educational entities to put on project

management courses Provide PM training and certification opportunities for individuals who are both members/non-

members of the chapter Retention efforts – Target those members who leave the Chapter due to unrealized member

value of programs & offerings and reduce the turnover (approximately 30%) Utilize technology (PayPal/Square) to collect monthly dinner meeting registration fees

Threats

Economy – Economic fluctuations between rapid growth & slowdown. Transient nature of many people who work for the military. Changing face of business in Monterey County

Member retention – Temporary economic conditions make it difficult to maintain chapter membership fees as businesses cut back on this type of reimbursement

Time constraints – discretionary time for PMI will be reduced as employers request more and more job related efforts of our members and lifestyle changes requiring more attention to families

Location of chapter – geographically away from IT/banking industry

Competition with CSUMB and Naval Post Graduate School (NPGS) offering PMP courses and networking opportunities

STRATEGIC OBJECTIVES

STRATEGY MAP

Strategy Map

Customer SatisfactionWho are our targeted customers, and what is our value proposition in serving them?

Internal ProcessTo satisfy our customers (members, companies, non-profits) at what processes must we excel?

Volunteer Growth & LearningWhat capabilities & tools do our volunteers require to help them execute our strategy?

FinancialWhat financial steps are necessary to ensure the execution of our strategy?

Results

Foundation

Customer

Process

Volunteer

Financial

Find ways for members to

share with each other

Develop

comprehensive knowledge offerings

Assess member needs

Serve the community

Long Range

Develop processes around partnerships with the community

Metrics and targets around chapter goals

Develop a volunteer development plan

Build a culture of creativity

Develop a mature communications model

Build strategic competencies

Develop sound fiscal principles and policies

Create sustainable financial organization structure

RACIRACI matrix is a responsibility assignment matrix that describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional and/or departmental projects and processes.

MEMBER NEEDS – OVERALL VIEW

Needs

Get Certified Get PDU’s*

Get a Job Give Back Networking/Recognition

Measurement 1. Link to Silicon Valley Chapter

2. Bootcamps

“x” opportunities per year

“x” jobs posted on website

Volunteers at “x” events

1. Breakfast meetings2. Announce number

of new/returning chapter members (retention)

Activities Checklists (3)(NOTE: need to be revised)

Breakfast meeting (1 PDU)

Evening meeting (1.5 PDU)

1. Website postings

2. Email Blasts

Recognize 1 non-BOD member per year at Spring General Membership meeting

(Note: guidelines need to be developed)

Networking

1. Breakfast meeting2. Dinner meeting3. Seminars

Recognition

1. Announcements at meetings

2. Posting on Website

RACI A = VP Education

R = VP Administration

A = VP Programs

C = BOD

A = VP Programs

A = VP Membership

A = President

R = BOD

Annual Metric Goal

50 (number of brochures distributed)

27 PDU’s

(12 breakfast

+ 10 dinner

meetings)

1. 5 job postings on Website

2. 2. 50 brochures on “Who Hires PM” (Note: check list to be developed)

1 24

(12 breakfast + 12 dinner meetings)

* Goal: provide 30 PDU opportunities/calendar year so that members can maintain 60 PDU’s for every re-certification cycle

MEMBER NEEDS: PDU’SThe Continuing Certification Requirements (CCR) Program of the national PMI organization was designed to help active PMI certification holders grow and develop with the profession. As the global business environment and project management profession evolves, the program must adapt to provide development of new employer-desired skills.

Employers need project practitioners with leadership and business intelligence skills to support long-range strategic objectives that contribute to the bottom line.

The ideal skill set — the PMI Talent Triangle — is a combination of technical, leadership, and strategic and business management expertise. With this global change, PMI-MBay will need to ensure that its evening meeting topics will be addressing the areas of (1) technical project management (2) leadership and (3) strategic & business management.

Technical Project Management: Knowledge, skills and behaviors related to the specific domains of Project, Program and Portfolio Management. For PMP – minimum of 8 PDU’s/60 PDU’s in a 3 year cycle.

Leadership: Knowledge, skills and behaviors specific to leadership-oriented skills that help an organization achieve its business goals. For PMP – minimum of 8 PDU’s/60 PDU’s in a 3 year cycle.

Business & Strategic: Knowledge of and expertise in the industry or organization that enhances performance and better delivers business outcomes. For PMP –

minimum of 8 PDU’s/60 PDU’s in a 3 year cycle.

Effective 1 December 2015 the CCR program will be aligned with the employer-identified skills depicted in the PMI Talent Triangle to ensure PMI certification holders are equipped to remain relevant in a continually changing business environment.

The new format of PDU and its impact on practitioners will be phased in over a 24 month period of time. The goal is that by November 30, 2017, all practitioners will have their 3 year PDU reporting cycle based on the new PDU talent triangle.

LONG TERM STRATEGIC OBJECTIVES (2014-2019)Effective measurement must be an integral part of the Chapter Management Process. For each strategic objective, there will be an appropriate measure and an associated target. Projects may then be designed and implemented to meet each objective.

Strategic objectives undertaken will need specified scope and schedule, including meaningful milestones, in order so the report on the status will have meaning. Project status reports will be included in monthly meetings and posted monthly on the chapter website.

To effectively achieve PMI-MBay Vision and Mission, the following long-term strategic objectives were developed. These strategic objectives reflect the vision for the chapter for the next 3-5 years.

1. Provide a means for members to improve their project management knowledge and skills2. Initiate, develop and maintain mechanisms for sharing resource skills and knowledge among project

management practitioners. This will rely on improving the chapter website and developing appropriate templates for use by chapter members

3. Create an environment for support, networking and collaboration among project management professionals

4. Work with local organizations and academia to advance the understanding and acceptance of project management. Provide Community Meeting Roundtable events.

The following was identified during August 2014 BOD Strat Plan retreat. However, in January 2015, it was felt the chapter could not implement during 2014-2015 year.

Investigate opportunities for student mentoring, for example a. Cal State University, Monterey Bay (CSUMB) (Jennifer Stone)b. Hartnell Jr. College (Salinas) Students in Free Enterprise (SIFE) programc. Naval Post Graduate School (NPS)d. Local high schools

5. Implement sound organizational policies, procedures and tools to support chapter growth and position it to operate more efficiently and effectively

6. Develop a strategy for chapter member retention by providing opportunities for growth as project management professionals and as chapter volunteers. Members will stay involved longer with positive value proposition which include: Programs and offerings that support

Professional development Certification PDU attainment

Opportunities tailored to lifestyle requirements

ANNUAL PLAN FOR 2014-2015After reviewing the information regarding the local and national environment, membership survey from 2013, analysis of membership data available on PMI website and reviewing the accomplishments from the past year, the Board’s goals are as follows:

President

Develop & implement Strategic Plan for the chapter Encourage attendance at PMI sponsored events

o Leadership Institute (Fall) minimum of 1 persono Region 7 meeting (Spring) minimum of 1 person

Investigate creation of library of Webinar presentations that can be shared with other smaller sized PMI chapters

Work with BOD to schedule 2 monthly PMI events at offsite locations each year Provide minutes (previous meeting) & agenda (current meeting) a minimum of 1 day in advance

of Board Meetings

President-elect

Investigate avenues where members of PMI-M Bay chapter can provide project management leadership to non-profit organizations ie Chamber of Commerce events; local schools

Maintain and grow chapter Sponsorship program, both paid and in-kind Update Chapter documents

o Phone listso Bylaws

Run BOD meetings the last quarter of chapter year (April, May, June) Work with Chapter President to create agenda for each BOD meeting for the last quarter of

chapter year (April, May, June)VP Administration

Issue draft meeting minutes for review 7 days following BOD meetingo Expectation is that all BOD members will make corrections & return within 24 hours

Post minutes to Chapter website Secure speaker gifts and prepare “Thanks You” notes Maintain Chapter documents – both print and non-print

o Chapter By-lawso Chapter Chartero Checklists

VP Finance

Create roadmap of known financial obligations ie when is chapter insurance due Provide stable financial basis for the Chapter by maintaining accurate financial records Implement annual invoice policy for paid chapter Sponsorships Develop sound financial principles and fiscal policies. For example determine what percentage

of chapter funds is necessary for reserves and what is appropriate for annual investments in member programs

VP Membership

Implement welcome letter to new/returning Chapter members

Determine what factors prevent the chapter from retaining members Increase member retention from 60% (2013 data) to 75% (previously experienced Jan 2012)

VP Programs

Provide professional knowledge opportunities at an appropriate level to maximize member value and participation

Provide programs and courses in PMI knowledge areas as requested by chapter members o Survey of members in December 2013 indicated the following courses of interest

Agile Leadership Classes Certification Courses New Member Orientation Buddy/mentoring System

Identify evening program topics in areas related to project management from other areas other than IT to demonstrate how project management skills can be applied

Partner with local educational entities to put on project management courses Update chapter website and Meet-up to keep members of the public informed of recent and

upcoming events

Immediate Past President

Establish criteria, process and structure for paid and in-kind sponsorships listed on Chapter web-site

Determine barriers that prevent former chapter board members from participating in Chapter events. Establish succession planning and preserve institutional knowledge

Growing the Membership of PMP-MBay Chapter

PMI-MBay includes the zip codes of “939” and “950” which spans Monterey County, San Benito County, Santa Cruz County and parts of Santa Clara County. The difficulty is that while many prospective members live in this catchment area, they most likely work in the geographical area served by Silicon Valley Chapter. A breakdown of the prospective member list as of 3/4/15 reveals 74 people are in Monterey County; 12 are in San Benito County; and 13 are in the city of Watsonville, part of Santa Cruz County.

Creative options are on the horizon which may allow PMI-MBay to attract and keep new members within its chapter. Some of these options include:

1. Offer a virtual volunteer orientation Webinar on a monthly basis2. Offer a new member orientation prior to each monthly meeting – with PDU fee waived at first

meeting3. Offer a variety of specialty talks at monthly meetings ie construction 4. Repeat the value of chapter membership at each monthly meeting5. Offer marketing items at each chapter meeting (pencils, cups, mousepads) with Chapter Logo6. Create “video” using photos of members and play at opening of each monthly meeting

City Zip Codes Count Notes City Zip CodesCount NotesSalinas 93901 8 Alviso 95002 4Salinas 93905 1 Campbell 95008 76Salinas 93906 8 Campbell 95009 2Salinas 93907 2 Includes Prunedale Cupertino 95014 243Salinas 93908 3 Includes Corral de Tierra Cupertino 95015 4Salinas 93912 3 Gilroy 95020 24Carmel 93923 3 Gilroy 95021 2Carmel Valley 93924 1 Los Gatos 95030 10Marina 93933 4 Los Gatos 95031 3Monterey 93940 23 Includes Del Rey Oaks Los Gatos 95032 59Monterey 93943 1 Milpitas 95035 157Pacific Grove 93950 7 Morgan Hill 95037 54Pebble Beach 93953 2 Mt. View 95043 1Seaside 93955 8 San Martin 95046 1

74 Santa Clara 95050 57Santa Clara 95051 185Santa Clara 95052 2

City Zip Codes Count Notes Santa Clara 95054 109Aromas 95004 1 Santa Clara 95055 1Hollister 95023 7 Santa Clara 95056 2Paicines 95043 1 Saratoga 95070 66San Juan Bautista 95045 3 Saratoga 95071 1

12 1,063

City Zip Codes Count NotesAptos 95003 7Ben Lomond 95005 4Boulder Creek 95006 4Brookdale 95007 1Capitola 95010 3Felton 95018 8Freedom 95019 1Los Gatos 95033 10Mt Herman 95041 1Santa Cruz 95060 18 Includes Bonny DoonSanta Cruz 95061 3Santa Cruz 95062 11Santa Cruz 95065 3Soquel 95073 5Watsonville 95076 13 Includes La Selva Beach

103TOTAL

Santa Clara County

TOTAL

Monterey County

TOTAL

San Benito County

TOTAL

Santa Cruz County

PMI MONTEREY BAY ROAD MAP 2014-2019

Projects Responsible Party 2014-2015

2015-2016

2016-2017

2017-2018

2018-2019

Chapter website is updated monthly VP Programs

VP Administration

Ongoing Ongoing Ongoing Ongoing Ongoing

Chapter communicates to membership via email and/or newsletter at least 10 times annually

VP Programs Email Ongoing Ongoing Ongoing Ongoing

Chapter provides recognition opportunities for new members & credential holders at least 5 times annually

VP Membership Verbal Volunteer of the Year guidelines

Website posting

Ongoing Ongoing

Chapter has created a marketing introduction & benefits package which is updated annually & is available to chapter stakeholders

VP Membership Email letter

Create & demo Photo Montage

Welcome desk at monthly meetings

Ongoing Ongoing

Chapter provides knowledge delivery opportunities VP Programs Monthly meetings

Monthly meetings

Monthly meetings

Monthly meetings

Monthly meetings

Chapter provides Discussion Topics (topics that are moderated, communicated & timely via web site, conference call or other means)

VP Programs Plan Initiate Ongoing

Chapter provides link to the Virtual Library 4/15: Chapter not in position to provide link to Virtual Library

Chapter provides Community Meeting Roundtable Events Past President Initiate Ongoing Ongoing

Chapter provides Focus Groups (supports temporary groups to focus on specific topics of interest)

4/15: Chapter not in position to provide Focus Groups

Chapter provides Best Practices 4/15: Chapter will post link to national PMI website for Best Practices

Chapter provides templates 4/15: Chapter will post link to national PMI website for templates

Projects Responsible Party 2014-2015

2015-2016

2016-2017

2017-2018

2018-2019

Chapter provides opportunities for Academic Research 11/14: Chapter not in position to provide opportunities for Academic Research

Chapter provides opportunities for Knowledge Building Collaboration VP Programs Monthly meetings

Monthly meetings

Monthly meetings

Monthly meetings

Monthly meetings

Chapter provides PMI credentials examination preparation course offerings

4/15: Chapter will post links to authorized credentialing groups.

Chapter provides mentoring for members & non-members Past President Initiate Ongoing

Chapter provides “Ask the Expert” 4/15: Chapter will rely on existing web search engines

Chapter provides reviews (publishes reviews of books or tools describing the benefit of the book or tool to members)

4/15: Chapter not able to provide reviews

Chapter provides FAQs that address members questions concerning the community

VP Education Develop FAQ’s for website

Ongoing

Chapter publishes extended calendar – of various networking opportunities in newsletters & on the communities web site

VP Programs MeetUp calendar

Ongoing Ongoing Website calendar

Ongoing

Chapter provides joint, collaborative meetings with other PMI President Initiate Ongoing Ongoing

11/14: Source: PMI website, Chapter reporting status

introduction · web viewthe project management institute (pmi), formed in 1969, is the leading...

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