2010 PMI Suncoast Chapter Business Plan
2010 Business Plan
Written By:
David White MBA, PMP
Updates by Marie Kostamo, PMP
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2010 PMI Suncoast Chapter Business Plan
Content
1.
EXECUTIVE SUMMARY .................................................................................................................. 4
1.1.
1.2.
1.3.
1.4.
2.
ENVIRONMENT SUMMARY............................................................................................................... 4
COMMUNITY NEEDS AND DRIVERS ................................................................................................. 4
STRATEGIES FOR VALUE DELIVERY ................................................................................................ 4
OUTCOME METRICS ........................................................................................................................ 4
COMMUNITY CHARACTERISTICS .............................................................................................. 5
2.1. ENVIRONMENTAL ANALYSIS ........................................................................................................... 5
2.1.1.
Size.......................................................................................................................................... 5
2.1.2.
Growth Rate ............................................................................................................................ 5
2.1.3.
Major Industries ..................................................................................................................... 5
2.1.4.
Basic State of Project Management ........................................................................................ 5
2.2. KEY STAKEHOLDERS ....................................................................................................................... 5
2.2.1.
Universities/Colleges .............................................................................................................. 5
2.2.2.
PMI REPs and other PM Education Providers ...................................................................... 6
2.2.3.
Significant Employers in the Area .......................................................................................... 7
2.2.4.
Other PM Organizations ........................................................................................................ 8
2.3. CONSIDERATIONS ............................................................................................................................ 9
2.3.1.
Regulatory Considerations ..................................................................................................... 9
2.3.2.
Other Legal Considerations ................................................................................................... 9
2.3.3.
Cultural Considerations ......................................................................................................... 9
2.3.4.
Ethical Considerations ........................................................................................................... 9
3.
ENVIRONMENTAL NEEDS AND DRIVERS ................................................................................10
3.1.
4.
COMMUNITY PURPOSE .................................................................................................................11
4.1.
4.2.
4.3.
4.4.
4.5.
4.6.
5.
COMMUNITY NAME: .......................................................................................................................11
COMMUNITY FOCUS: ......................................................................................................................11
COMMUNITY VALUE TO MEMBERS: ................................................................................................11
COMMUNITY VALUE TO VOLUNTEERS:...........................................................................................11
COMMUNITY VALUE TO OTHER PMI COMMUNITIES: ......................................................................12
COMMUNITY VALUE TO PMI: ........................................................................................................12
SWOT ANALYSIS ..............................................................................................................................13
5.1.
5.2.
5.3.
5.4.
6.
STAKEHOLDER NEEDS ....................................................................................................................10
STRENGTHS ....................................................................................................................................13
WEAKNESSES .................................................................................................................................13
OPPORTUNITIES ..............................................................................................................................13
THREATS ........................................................................................................................................14
PLAN FOR VALUE DELIVERY:.....................................................................................................15
6.1. COMMUNITY DEVELOPMENT ..........................................................................................................15
6.1.1.
Plan to attract and retain community members .....................................................................15
6.1.2.
Plan to recruit and develop volunteers ..................................................................................15
6.1.3.
Plan to collaborate with similar or closely related communities ..........................................15
6.1.4.
Plan for outreach to organizations ........................................................................................16
6.1.5.
Membership level impacts for proposed and existing communities .......................................16
6.2. COMMUNITY OBJECTIVES ..............................................................................................................16
6.2.1.
Year 1 Priorities ....................................................................................................................16
6.2.2.
Year 2 Priorities ....................................................................................................................17
6.2.3.
Year 3 Priorities ....................................................................................................................17
6.3. PROGRAMS, INITIATIVES, TARGETS, AND METRICS ........................................................................17
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2010 PMI Suncoast Chapter Business Plan
6.4. OPERATIONS ...................................................................................................................................23
6.4.1.
Meetings ................................................................................................................................23
6.4.2.
Events ....................................................................................................................................23
6.4.3.
Workshops .............................................................................................................................23
6.4.4.
Community Outreach .............................................................................................................23
6.4.5.
Website ..................................................................................................................................24
6.4.6.
Communications ....................................................................................................................24
6.4.7.
Marketing ..............................................................................................................................24
6.4.8.
Volunteer Recognition ...........................................................................................................24
6.4.9.
Conferences ...........................................................................................................................24
6.4.10. Survey ....................................................................................................................................25
6.5. ORGANIZATION ..............................................................................................................................25
6.5.1.
Organization Structure ..........................................................................................................25
6.5.2.
Governance Structure ............................................................................................................25
7.
BUDGET ..............................................................................................................................................26
8.
RISKS ...................................................................................................................................................27
9.
APPENDIX : REFERENCE AND SUPPORTING DOCUMENTS ..............................................28
9.1.
9.2.
9.3.
STRATEGIC ALIGNMENT .................................................................................................................28
STRATEGIC ALIGNMENT SCORECARD, 2009 FOR SUNCOAST PMI ..................................................28
PMI COMMUNITY MULTI-YEAR BUSINESS PLAN EXAMPLE ..........................................................28
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2010 PMI Suncoast Chapter Business Plan
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 Summary
Pinellas County is located in the western half of Florida on the Gulf of Mexico. It has a population
exceeding 249,000 residents and is composed of 24 municipalities. Numerous companies such
as Home Shopping Network, Raymond James Financial, Honeywell and Tech Data as well as the
PMI Suncoast Chapter all call Pinellas County home.
The PMI Suncoast Chapter was founded in 1997 as a vehicle to offer networking and training in
all areas of project management. Since its inception the PMI Suncoast Chapter has grown to 312
members with 205 members holding the Project Management Professional (PMP) credential and
5 members holding the Certified Associate in Project Management (CAPM) credential. .
1.2.
Community Needs and Drivers
Members in the PMI Suncoast Chapter come from a diverse background working in industries
such as manufacturing, government, information technology, finance, engineering, education and
construction. Stakeholders have needs in the following areas:
 Preparation courses for PMI exams (i.e. CAPM, PMP and PgMP)
 Project management training courses that provide attendees the opportunity to earn
PDUs.
 Speakers at chapter meetings that have relevant project management topics
 Opportunities to network at chapter meetings and events
 Assistance with navigating the PMI corporate website
o Identifying contacts & user friendliness
o Applying for PMI exams
 Mentors for individuals that wish to earn their PMP certification
1.3.
Strategies for Value Delivery
To meet the needs of PMI Suncoast Chapter members the chapter board of directors held a
meeting to develop a strategic plan that will be used throughout the year. The outcome of the
meeting resulted in the creation of strategies centered on Events, Training, Chapter Services,
Conferences, Community Outreach and Chapter Leadership.
1.4.
Outcome Metrics
The strategies that have been outlined in this Business Plan will be implemented and measured
with the use of the Strategic Alignment Scorecard (SAS). The Strategic Alignment Scorecard is
used to align the chapter’s activities to PMI’s strategic plan. The SAS is composed of 2 levels.
They are Core Services and Extended Services encompassed within a Balanced Scorecard.
Core Services consist of activities that each chapter must complete over the course of a year as
dictated from PMI. Core Services cannot be changed. Extended Services consist of activities that
each chapter may voluntarily perform over the course of a year. Extended Services can be
changed by the chapter since the chapter created the Extended Service. Each service will have
an objective, description, form of measurement and a target/goal. The Strategic Alignment
Scorecard is a combination of Core and Extended Services that is displayed in the form of an
Excel worksheet. Core and Extended Services are combined in the SAS to make it easier for the
chapter to manage its activities throughout the year and to make it clearly visible which activities
have been completed.
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2010 PMI Suncoast Chapter Business Plan
2. Community Characteristics
2.1.
Environmental Analysis
2.1.1. Size
The PMI Suncoast chapter is located in Pinellas County Florida. Pinellas County borders the Gulf
of Mexico and Tampa Bay in West Central Florida. It is 38 miles wide and 15 miles long and
covers approximately 280 square miles. Pinellas County is composed of 24 municipalities and
Saint Petersburg is its largest city with a population of 249,557. The total population of Pinellas
County is 932,000 residents, and due to its size it is the most densely populated county in Florida.
2.1.2. Growth Rate
In 2009 the PMI Suncoast Chapter had 312 members with 205 certified as PMPs and 5 certified
as CAPMs. In 2008 the chapter had 344 members. This difference in membership represents a
growth rate of -9.3%. Given the economic environment, this is not too surprising.
2.1.3. Major Industries
Nearly 41,000 businesses call Pinellas County home with tourism, financial services and
manufacturing leading the way as its top three industries. In 2008 Pinellas County had a
workforce of 563,303 with 86% of all employees working in the private sector. Industries in
Pinellas that thrive on project management include advanced manufacturing, information
technology, electronics, aerospace and financial services.
2.1.4. Basic State of Project Management
In Pinellas County project management is a respected white collar profession. The median salary
of project managers with 4-7 years of experience is $73,000. Project Managers with more than 7
years of experience have an average salary of $88,000. Although this salary may not appear high
compared to other areas of the country, project management is actually a high paying career
when compared against the Pinellas County median salary of just $44,528.
In addition to good salaries, job prospects for project managers have maintained a steady pace in
the Pinellas County area. A recent search on 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/Colleges
Pinellas and neighboring Hillsborough County have a wealth of colleges and universities. The
University of South Florida, University of Tampa, Saint Petersburg College and Hillsborough
Community college are the dominant players in the Pinellas and Hillsborough County educational
system. Together these colleges and universities serve over 100,000 students.
The University of South Florida (USF) was established in 1956 and has grown to become the
ninth largest university in the nation. USF has a population of more than 46,000 students on
campuses in Tampa, Saint Petersburg, Sarasota and Lakeland. With over 200,000 alumni and an
estimated 90,000 still living in Pinellas and Hillsborough counties the Tampa Bay area has
become known as “Bull’s Country”. Financially, USF has a major impact on Pinellas and
Hillsborough County. With an annual budget of $1.8 billion USF’s economic impact on its
surrounding counties is $3.2 billion. On the education front, USF offers 89 bachelors, 93 masters
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2010 PMI Suncoast Chapter Business Plan
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 Providers
Pinellas County is home to 5 PMI Registered Education Providers that provide project
management training to clients in Pinellas and Hillsborough counties as well as other locations. In
addition to REPs, all local colleges and universities offer project management training. At this
time the University of South Florida Continuing Education program is the only university that
offers PDU’s to its students.
Paradigm Learning (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 Network
Home Shopping Network (HSN) is a $3 billion multi-channel retailer. HSN offers 25,000 products
in categories of Jewelry, Fashion, Shoes & Handbags, Beauty, Kitchen, Electronics, Home Décor,
Home Solutions, Wellness and Fitness all featured on its website and 24 hour cable television
channel. HSN was founded in 1977 and now reaches over 90 million homes. On average HSN
fields 50 million calls and ships 50 million packages worldwide. HSN is headquartered in Pinellas
County. Its Saint Petersburg office employs over 4,000 people in a 500,000 square foot facility on
66 acres. Project management is used throughout its information technology division.
Raymond James Financial
Raymond James Financial (RJF) is a diversified financial services holding company with
subsidiaries primarily engaged in investment and financial planning, investment banking, and
asset management. The firm manages assets in excess of $36.1 billion for individuals, pension
plans and municipalities. The company was founded in 1962 and is headquartered in Saint
Petersburg, Florida. Raymond James has over 3,000 employees in Pinellas County. Project
management is heavily used in its information technology operations.
Honeywell
Honeywell is a $23 billion technology and manufacturing leader specializing in aerospace
products and services, automotive products, turbochargers, specialty materials and control
technologies for buildings, homes and industry. Honeywell can trace its roots back to 1885 and
has grown to become 1 of 100 stocks that make up the S&P 100 index. Honeywell has a large
manufacturing facility in Pinellas County that employs over 1,800 workers. At the Saint
Petersburg facility project management is used in its manufacturing and information technology
operations.
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Tech Data
Tech Data is a $23.4 billion distributor of IT products with more than 100,000 customers in over
100 countries. Tech Data’s business model enables technology solution providers, manufactures
and publishers to cost effectively sell to and support end users ranging from small businesses to
large corporations. Since its founding in 1974 Tech Data’s Clearwater facility has grown to over
1,800 employees. Project management is primarily used in supply chain management and
information technology.
Jabil
Jabil is a $12.8 billion electronics solutions company providing electronics design, production and
product management services to global electronic and technology companies. Jabil helps bring
electronic products to market faster and more cost effectively by providing complete product
supply chain management. Jabil was founded in 1966, and its name originated by combining the
first names of both of its founders (James & Bill). Jabil is headquartered in Pinellas County, and
its Saint Petersburg facility has a staff of over 1,600 employees. At Jabil project management is
used in manufacturing, information technology and supply chain management.
Nielsen Media Research
Nielsen Media Research is the leading provider of television audience measurement and
advertising information services worldwide. Nielsen’s products and services provide the currency
used in the $60 billion television and advertising business. Every day, Nielsen Media Research
tracks the television and media viewing habits of homes across the country. Its data, which
influences virtually every television program in the U.S., paints a portrait of the American
audience. Nielsen Media Research is a subsidiary of the Nielsen Company which was founded in
1934 by Arthur C. Nielsen who later became the founder of the modern marketing research
industry. In Pinellas County Nielsen has a staff of over 1,500 housed in a 600,000 square foot
facility. Its Clearwater location primarily uses project management in its information technology
division.
Cox Target Media
Cox Target Media is a leading provider of direct mail and direct response marketing services. Its
primary operating unit, Valpak Direct Marketing Systems, helps companies reach new customers
through mailings of its Valpak coupon booklet. Cox Target Media was founded in 1968. It is a
subsidiary of Cox Enterprises which is the 8th largest media company in the North America. Cox
Target Media is headquartered in Pinellas County and has over 1,500 employees. Cox recently
constructed a 470,000 square foot manufacturing facility on 20 acres for its Valpak unit. At the
new facility project management is used in manufacturing and information technology.
Franklin Templeton
Franklin Templeton is a global investment management organization that manages $416 billion in
assets, composed of mutual funds and other investment vehicles for individuals, institutions,
pension plans, trusts and partnerships. Franklin Templeton was founded in 1947 and was named
after founding father Benjamin Franklin because Franklin expressed the ideas of frugality and
prudence when it came to saving and investing. In Pinellas County Franklin Templeton employs
over 1,000 people. Its Saint Petersburg office uses project management primarily in its
information technology operations.
2.2.4. Other PM Organizations
The Suncoast Chapter has a solid foothold in Pinellas County. The Suncoast Chapter’s nearest
competing PMI organization is the PMI Tampa Bay Chapter (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 Considerations
The PMI Suncoast Chapter is incorporated as a non-profit tax exempt organization (501c) under
the laws of the State of Florida. Its purpose is to practice the advancement, science and
profession of project management in Pinellas and Pasco counties in a conscious and proactive
manner.
In the event of dissolution of the chapter the board must notify PMI in writing. The board must
then follow the chapter dissolution procedure as defined in PMI’s policy. Any assets shall be
dispersed to a charitable organization designated by the voting membership after the payment of
any outstanding debts.
2.3.2. Other Legal Considerations
At this time the PMI Suncoast Chapter does not have any conflicts of interest between its
leadership team and the functioning of the chapter. Each member of the leadership team works
for a public or private company that practices project management. They do not have a stake in
any PMI Registered Educational Providers nor affiliation with the running or organization of any
nearby University.
As described in the PMI Suncoast Chapter bylaws any officer or committee member must
disclose to the board any interest or affiliation they may have with any entity with which the PMI
Suncoast Chapter has entered or may enter into contracts, agreements or business transactions.
That member must then refrain from influencing members or voting on anything that pertains to
that matter.
2.3.3. Cultural Considerations
The official language of the PMI Suncoast Chapter is English. All meetings and correspondence
with chapter members will be in the form of the official language. Diversity is welcomed in the PMI
Suncoast Chapter to ensure that each member feels like they belong to a team. No member will
be discriminated against due to their race, gender, age, marital status, religion, physical or mental
disability, political affiliation or cultural background. Care will be taken to accommodate any
members that require special meals during chapter meeting banquets (i.e. Kosher, Vegetarian).
2.3.4.
Ethical Considerations
Ethics are an integral part of today’s business environment. The PMI Suncoast Chapter is a
transparent organization. Each member will be informed monthly on the chapter’s financial
situation as well as any key issues the leadership team is addressing. Should any ethical conflicts
of interest arise they will be addressed in accordance with the chapter’s bylaws and mitigated in
the PMI Suncoast Chapter’s Risk Management Plan.
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3. Environmental Needs and Drivers
3.1.
Stakeholder Needs
The needs of stakeholders were identified during a brainstorming session at the 2009 Annual
Suncoast Chapter Strategy Meeting. The group that participated in the session was the Suncoast
Chapter’s Board of Directors.
Following are the needs of chapter stakeholders:

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Preparation courses for PMI exams (i.e. CAPM, PMP and PgMP)
Project management training courses that provide attendees the opportunity to earn
PDUs.
Speakers at chapter meetings that have relevant project management topics
Opportunities to network at chapter meetings and events
Assistance with navigating the PMI corporate website
o Identifying contacts
o Applying for PMI exams
Mentors for individuals that wish to earn their PMP certification
User friendly PMI corporate website
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4. Community Purpose
The purpose of the community is driven by two primary attributes: The community’s focus and
the value that it provides. The identification of the focusing point of all of the efforts of the
community is critical. The values that it provides to its stakeholders are the factors that allow it to
be worthwhile to the project management community at large. Much like a business that only
stays in business when it has a value to return to its stakeholders, a community with no value to
its membership and other stakeholders will soon be struggling to remain viable.
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.
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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:
 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 Analysis
The SWOT analysis was performed by the PMI Suncoast Chapter’s Board of Directors during the
2009 Annual Strategy meeting.
5.1.

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
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


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.

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


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





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
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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.



Strengths
Opportunities
Promote board membership as an avenue for external career growth
Partner with local recruiters to aid project managers seeking employment
Reinforce PMBOK processes at chapter meetings
o Icebreaker slide at the start of the meeting
Seek out low cost ways to market the chapter to local businesses
o Saint Petersburg Times event page
o Advertisements on the chapter website
Create a letter from the chapter president detailing the volunteer work performed for the
chapter to be presented to chapter member’s employer during the annual review process
Add structure to post chapter meetings to create an opportunity for increased networking
Provide special interest groups via industry to chapter members
Purchase a wireless card/laptop to enable members to renew their membership during
chapter meetings
Create a difference in fees charged to members and nonmembers for chapter meetings
and events to give nonmembers a reason to join the chapter
Increase marketing to nonmembers or individuals that don’t hold a PMI credential
o Create a poster that can be displayed in the office lunchroom outlining upcoming
chapter meetings and events
o Update the chapter brochure to stress key points in the value of membership
o Promote PMI Learn (eTraining) as a benefit of joining the board
Create an annual chapter awards presentation to be held during the Annual Business
Meeting
o Draft a brochure highlighting award recipients
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2010 PMI Suncoast Chapter Business Plan
o
Present an award to a local company that had the most successful project of the
year
5.4.
o
o
o
o
o
o
Threats
Due to the downturn in the economy members might not renew their membership
Loss of the Feathersound Country Club for chapter meetings
Having a speaker fail to attend the chapter meeting
Changes to PMI corporate that may have adverse effects on the chapter
Failure to emphasize membership renewals may result in a rapid deterioration of
membership
Low cost of membership may result in less value to members due to rising prices
o Dinners at chapter meetings may become unaffordable
Page 14 of 28
2010 PMI Suncoast Chapter Business Plan
6. Plan for Value Delivery:
6.1.
Community Development
6.1.1. Plan to attract and retain community members
The attraction of new members is a paramount mission of any organization. New members often
provide energizing ideas that help an organization grow. To attract new members in 2009 the PMI
Suncoast Chapter will focus on individuals that are CAPM candidates. The PMI Suncoast
Chapter has a small number of members that have attained their CAPM certification. The vast
majority of members have their PMP certification. Typically, individuals that are CAPM candidates
are new to the workforce and will more likely get involved with the chapter in order to establish
their careers. To pursue potential CAPM members the PMI Suncoast Chapter will contact local
colleges in order to market the chapter on campus, and will provide a short presentation on the
benefits of becoming involved with PMI to students attending Project Management classes. The
combination of print and electronic media on campuses as well as presentations should aid in the
recruitment of potential members.
To retain members the PMI Suncoast Chapter must provide “Value” to each of its members.
Members must believe that the value they are receiving from the PMI Suncoast Chapter will help
them advance their career as well as provide PDU’s for PMI certification maintenance. The PMI
Suncoast Chapter will provide value to its existing members in the form of training, engaging
speakers at monthly meetings, opportunities to volunteer in organization of the chapter and social
gatherings.
6.1.2. Plan to recruit and develop volunteers
The PMI Suncoast Chapter relies heavily on the hard work from each of its board members and
volunteers. The work from volunteers is sole reason for the chapter’s success. To recruit
volunteers the PMI Suncoast Chapter will promote opportunities with a detailed list of instructions
and desired results. In the past when an individual volunteered he/she was not give much
instruction which in some cases caused frustration. To overcome this obstacle each volunteer
opportunity will be outlined as follows:






Project Name
Number of Volunteers Required
Description
Cost
Due Date
Estimated Time to Completion
In addition to detailing the needs of each opportunity, the PMI Suncoast Chapter will also
recognize the efforts of volunteers by having an awards ceremony at the Annual Business
meeting. The president will also present each volunteer with a letter describing their hard work
and commitment to the chapter that can be presented during the volunteer’s annual review at
their place of employment.
6.1.3. Plan to collaborate with similar or closely related communities
Due to the close proximity of Pinellas and Hillsborough counties many members of the PMI
Suncoast Chapter are also members of the PMI Tampa Bay Chapter. The Suncoast Chapter has
its monthly meetings on the 2nd Wednesday of every month while the Tampa Bay Chapter has its
meetings on the 3rd Monday of every month. By staggering the monthly meetings it gives
members of both chapters’ options to help them decide on which meeting they would like to
attend. In some cases members attend both meetings.
Page 15 of 28
2010 PMI Suncoast Chapter Business Plan
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 organizations
Pinellas County is home to many corporations that rely heavily on project management. To
engage these companies directly one action plan is to create a full page (8 ½” x 11”) document
that describes the benefits of the chapter and outlines its upcoming chapter meetings/events. The
advertisement can then be posted at these companies in their break room, on community bulletin
boards or in a chapter member’s cube. The idea is to create exposure for the chapter in order to
generate interest in membership and chapter activities.
The chapter also plans to start advertising the chapter under the community events section of the
Saint Petersburg Times online edition (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 communities
In 2009 membership was impacted due to the recession. It’s not expected for the economic
environment to improve until the end of 2010. As a result the PMI Suncoast Chapter may
experience another year of decrease in membership renewals and new members. It is possible
for the chapter to receive an increase in both these areas since the chapter is a valuable resource
for networking, prudent planning calls for setting appropriate expectations.
6.2.
Community Objectives
In support of the value to members noted above, the PMI Suncoast Chapter will actively pursue
the following objectives, measures and targets in alignment with the PMI and Component
Balanced Scorecards.
6.2.1. Year 1 Priorities
#
1
Category
Meetings
2
3
4
5
6
7
8
Events
Events
Events
Training
Training
Training
Training
9
10
Training
Outreach
11
12
Website
Communications
13
Marketing
Description
Organize chapter meetings that have speakers with
relevant project management experience
Annual Networking Event
Annual Picnic
Annual Business Meeting & Volunteer Recognition
Organize and promote PMP exam prep workshops
Promote the EVM Conference in June
Promote courses provided by Mega-Seminars
Promote the Defining, Estimating & Scheduling
workshop
Promote the Project Management That Works workshop
Reach out to project management students at the
University of Phoenix and University of South Florida
Continue to update the chapter website
Continue to inform chapter members about upcoming
meetings, events, workshops, job openings and new
credential holders
Create a full page advertisement outlining upcoming
meetings & events
Target
10
1 (Fall)
1 (Spring)
1 (Winter)
3 PMP Courses
1
1
1
1
Summer & Fall
Terms
Monthly
Monthly
1 page per
Quarter
Page 16 of 28
2010 PMI Suncoast Chapter Business Plan
14
Marketing
15
16
Marketing
Conferences
17
18
19
Transition
Strategy
Documents
20
Awards
#
1
2
Category
Awards
Recruiters
3
Marketing
4
Meetings
Promote chapter meetings, events & workshops on the
St. Pete Times website
Update the member benefits package
Send board members to the Region 14 Leadership
conference and Global Congress
Formally transition positions to new officers
Complete all strategic planning for the year
Complete and submit all formal documents to PMI
(Charter Renewal, Business Plan, SAS, Annual Report)
Draft a letter documenting the achievements of
volunteers to be signed by the chapter president
Monthly
Annually
2
Annually
Annually
Annually
1 Letter
6.2.2. Year 2 Priorities
Description
Apply for the PMI Chapter of the Year Award
Partner with recruiters to aid project managers seeking
employment
Seek out low cost ways to market the chapter (i.e. Meetup
site, Chamber of Commerce, Local Business Periodicals)
Add structure to post meetings to provide members with
additional networking opportunities
Target
1
1 Meeting
2 Methods
3 Post
Meetings
6.2.3. Year 3 Priorities
#
1
Category
Marketing
2
Meetings
3
Training
Description
Perform several roadshows at local companies to spark
interest in the PMI Suncoast Chapter
Create special interest groups organized by industry to aid
chapter members with networking
Organize PMP exam prep and PDU workshops on one of
the local cruise ships
6.3.
Target
3 Roadshows
3 Meetings
1 Course
Programs, Initiatives, Targets, and Metrics
Page 17 of 28
2010 PMI Suncoast Chapter Business Plan
The PMI Suncoast Chapter will undertake the following programs and initiatives to support the PMI Balanced Scorecard Objectives.
Internal Business Processes
Stakeholder Intimacy
PMI
BSC
Perspectives
PMI BSC
Objectives
Component
Programs
Component
Initiatives
(Services,
Projects,
Products)
1
Strengthen
stakeholder
loyalty
2
Component Performance
Targets
Year 1
Year 2
Year 3
Level
Responsibility
Date
Needed
Retention Rate
70%
Membership
retention
70%
70%
70%
Core
VP of
Membership
Monthly
Satisfaction
Survey
70% of
respondents
on a five point
scale report 3
or better
70%
70%
70%
Core
VP of
Communication
s
Late
October
16 hours per
year (sum of
all events)
24
24
24
Core
VP of Programs
Monthly
70% of
respondents
on a five point
scale report 3
or better
70%
70%
70%
Core
VP of Programs
Annual
3
4
PMI Target for
Services
(Taken from
Catalog)
Monthly
meetings /
Annual
conferences
Component
Events
5
Annual
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
Page 18 of 28
2010 PMI Suncoast Chapter Business Plan
Partnering
Culture and Capabilities
Advocacy
Make PMI a
customer
centric
organization
7
Annual
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 MegaSeminars
1 per year
2
2
2
Extended
Vp of
Membership
June
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
Assisting other
chapters
13
Assisting
Chapters via
R14 fund
1 per year
1
1
1
Extended
John Evans
Quarterly
14
Component
web site
Web site is
updated
monthly
12
12
12
Core
VP of
Communication
s
Monthly
15
Communication
with members
via newsletter
and/or email
10 per year
10
10
10
Core
VP of
Communication
s
None
16
Member
Satisfcation
with
Communication
70% of
respondents
on a five point
scale report 3
or better
70%
70%
70%
Core
Member at
Large
End of
October
Component
Customer
Centricity
Program
Page 19 of 28
2010 PMI Suncoast Chapter Business Plan
Make
leadership
excellence a
strategic
competency
Component
Leadership
Dev. Program
17
Recognition for
new members
and/or
credentials
earned by
members
10 per year
10
10
10
Core
VP of
Membership VP of Education
Monthly
18
Member
Satisfaction
with
Recognition
70% of
respondents
on a five point
scale reports
3 or better
70%
70%
70%
Core
Member at
Large
End of
October
19
Marketing
introduction
and benefits
package
Package exists
and is updated
annually
1
1
1
Core
VP of
Membership &
VP of
Communication
s
April
20
Member
Satisfaction
with benefits
package
70% of
respondents
on a five point
scale report 3
or better
70%
70%
70%
Core
Member at
Large
End of
October
21
Volunteer
recognition &
awards
program
1 per year
1
1
1
Extended
VP of Special
Projects &
President
December
Business
Mtg
22
Announce
Employment
Opportunities
8 per year
9
9
9
Extended
President
Monthly
23
Transition Plan
for new leaders
Plan is
documented &
updated
annually
1
1
1
Core
Board
September
Page 20 of 28
2010 PMI Suncoast Chapter Business Plan
Resources
Make market
and business
develop-ment
a strategic
competency
Leverage
resources /
investments in
the
marketplace
Maintain
financial
viability
24
Transition
meeting with
new leaders
25
LIM Global
Congress
26
Regional
Conference
Strategy
27
Strategic
planning
meeting to
review strategic
alignment and
business plan
Surveys
28
1
1
1
Core
Board
January
4
4
4
Core
VP of Education
LIM October
1
1
1
Core
VP of Education
April
1 meeting per
year
1
1
1
Core
President
January
Conduct
Satisfaction
Survey
1 per year
1
1
1
Core
GOC
December
29
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
31
Charter
Renewal
1 per year
1
1
1
Core
President
February
Reporting
Finances
Meeting held
annually
1 board
member
attends per
year
1 board
member
attends per
year
Page 21 of 28
2010 PMI Suncoast Chapter Business Plan
32
Complete
Annual
Budget
1 per year
1
1
1
Extended
VP of Finance
January
Page 22 of 28
2010 PMI Suncoast Chapter Business Plan
6.4.
Operations
6.4.1. Meetings
The 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. Events
Events 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. Workshops
Workshops 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 Outreach
The 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
Page 23 of 28
2010 PMI Suncoast Chapter Business Plan
students from the University of Phoenix as well the University of South Florida to future meetings.
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. Website
The 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. Communications
The 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. Marketing
Promoting 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 Recognition
The 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. Conferences
Every 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.
Page 24 of 28
2010 PMI Suncoast Chapter Business Plan
6.4.10. Survey
Gauging 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 Structure
The 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.
Page 25 of 28
2010 PMI Suncoast Chapter Business Plan
7. Budget
PMI Suncoast Chapter
Revenue
Membership Dues
Monthly Meeting Meal Income
50/50 Income
Training
Networking Meeting
Annual Business Meeting
Total Revenue
Expenses
Annual Business Meeting
Strategic Meeting
Board Member Dinners
Monthly Meeting Meal Expense
Donations
Insurance
PMI Monthly Membership Quiz Game*
Regional Leadership Conference
Global Congress (LIM)
Networking Meeting
Office Supplies
Annual Picnic
Website
Bank/Computer Fees
Annual Report
Component of the Year
Speaker Travel
Laptop/Wireless Card
Mega-Seminars
Membership Recognition
Training Expense
Joint Fall Symposium
Communications & Marketing
President Discretionary Fund
Total Expenses
Net Income**
2010
$9,000
$9,500
$300
$13,360
$1,000
$1,000
$34,160
2011
$10,000
$12,500
$300
$18,540
$1,030
$2,060
$44,430
2012
$10,300
$12,800
$300
$19,096
$1,061
$2,122
$45,679
($4,500)
($1,500)
($2,575)
($8,790)
($100)
($200)
$0
($2,100)
($4,000)
($3,500)
($150)
($350)
($1,300)
$0
($170)
$0
($1,000)
$0
($500)
($1,200)
($6,000)
($50)
($500)
($500)
($38,985)
($4,725)
($1,575)
($2,625)
($10,500)
($105)
($216)
($200)
($4,725)
($5,250)
($3,675)
($210)
($270)
($500)
$0
($170)
$0
($1,000)
$0
($500)
($1,200)
($6,000)
($50)
($500)
($500)
($44,496)
($4,961)
($1,654)
($2,756)
($11,025)
($110)
($227)
($200)
($4,961)
($5,513)
($3,859)
($221)
($284)
($500)
$0
($170)
$0
($1,000)
$0
($500)
($1,200)
($6,000)
($50)
($500)
($500)
($46,191)
($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).
Page 26 of 28
2010 PMI Suncoast Chapter Business Plan
8. Risks
Risk
Loss of meeting space facilities due
to fire or storm related damage.
Loss of meeting space facilities due
to increased fees or unavailability.
Probability Impact Score Response
L
H
L
Accept
H
H
H
Resignation of a key member of the
leadership team.
L
M
M
Severe reduction in membership due
to existing members failing to renew
their membership in the PMI
Suncoast Chapter.
L
H
M
Legal issues due to a scandal in PMI
that reflects negatively on the PMI
brand and its chapters (i.e.
Accounting, Fraud …)
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
H
L
Mitigate –Other banquet
facilities in the area will
be evaluated.
Mitigate – Junior
members of the
leadership team will step
up to assume all
responsibilities of the
resigning member.
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.
Accept
L
L
L
Loss of a key member of the
leadership team due to health, an
accident or criminal activity.
M
M
M
Mitigate – The individual
will be asked to step
down and a junior
member of the
leadership team will
assume all
responsibilities.
Mitigate – Junior
members of the
leadership team will step
up to assume all
responsibilities of the
resigning member.
Page 27 of 28
2010 PMI Suncoast Chapter Business Plan
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
Suncoast PMI SAS 2009.xls
Page 28 of 28