PMI GovSIG 2006-2007 Strategic Plan Prepared by Margareth Carneiro Chair, PMI GovSIG Inspired by presentation by Lewis M. Gedansky, PhD Director, Governance and Executive Programs
Key Elements of PMI GovSIG’s Strategic Plan <ul><li>PMI GovSIG’s Core Purpose: </li></ul><ul><ul><li>To support Government and Public Agencies to advance the practice, science and profession of project management throughout the world in a conscious and proactive manner. </li></ul></ul><ul><li>PMI GovSIG’s Envisioned Goal (10-30 years in future): </li></ul><ul><ul><li>Worldwide, government and public agencies will embrace, value, and utilize project management and attribute their success to it. </li></ul></ul><ul><li>PMI GovSIG’s Value Proposition (3-5 years in future): </li></ul><ul><ul><li>Be the eminent Influence and preferable source of valuable PM information (regarding to government) for the advancement and success of project management in all Government and Public Agencies throughout the world. </li></ul></ul>
Global Acceptance of Project Management Stakeholder Intimacy Internal Business Processes Culture and Capabilities Resources Superior Practice of Project Management Eminent Influence Worldwide, Government Organizations will embrace, value, and utilize project management and attribute their success to it . Maintain financial viability ($) Provide Innovative IT solutions Provide the means to improve the PM public sector PM best practices Strengthen stakeholder loyalty Provide structured knowledge in PM Demonstrate benefits of project management Volunteers Stakeholders: Members, Sponsors, PMI Components, Government Agencies Though Technology Education Enablers Sponsorship Advocacy Champion (Worldwide) project management adoption and maturity Develop/ enhance mutually advantageous partnerships Organize and optimize PMI GovSIG processes Make leadership excellence and renewal a strategic competency Make PMIGov SIG a member centric organization Support and build PM culture within Gov’t rganizations Provide value add to the members Leadership Facilitate renewal of leadership and worldwide leadership presence Outreach new markets Acquire new volunteers (people) Increase membership (worldwide) Administration Improve and organize PMI GovSIG processes Culture and Capabilities
Aligning PMI GovSIG’s Strategic Plan with Strategic Business Processes Though Technology O1. Provide innovative IT - Support Virtual Team to work internally and externally, increase the interactions with members and offer valuable content Measures Indicators I1.1. Website renewed I1.2. Interactive sessions for members I1.3. Members Area I1.4 Knowledge Database I1.5. PMI GovSIG Team Communications facilities Targets Goals Initiatives Programs & Projects Internal Business Processes Provide Innovative IT solutions Strategic Objective G1.1. Website renewed in January, 2006 G1.2. Interactive session for members ETA September, 2007 G1.3. Members Area in September, 2007 G1.4 Knowledge Database, In September, 2006 G1.5. PMI GovSIG Team Communications capacity augmented in December 2007 A1.1 – Create an IT Committee A1.2 – Create the IT Director position P1.1. – Knowledge Database Project (G1.4) P1.2 – Website renewal project (G1.1) P1.3 – Website Improvements Project (G1.2, G1.3) P1.4 – Internal Communications Functions (G1.5)
Aligning PMI GovSIG’s Strategic Plan with Strategic Business Processes Education Enablers O2 – Provide means to improve public sector PM best practices - Work to provide education and Project Management knowledge to Public Servants and Public Sector Agencies I2.1. Website renewed I1.2. Interactive session to members I1.3. Members Area I1.4 Knowledge Database I1.5. PMI GovSIG Team Communications facilities G2.1. Two Pilots of PM courses in 2006 G2.2 – Two Pilots of PM Courses in 2007 G2.2. Write Down a PMI GovSIG Education Program - October, 2007 A2.1 – Create an Education Committee A2.2 – Exchange the Education Director P2.1. – Pilot 1 - 2006 P2.2. – Pilot 2 - 2006 P2.3. – Pilot 1 - 207 P2.4 – Pilot 2 - 2007 P2.5 – PMI GovSIG Education Program – Create a “ Training Approved by PMI GovSIG Program ” brand Internal Business Processes Provide the means to improve PM best practices Strategic Objective Measures Indicators Targets Goals Initiatives Programs & Projects
Aligning PMI GovSIG’s Strategic Plan with Strategic Business Processes Leadership Strategic Objectives O3 – Facilitate renewal of leadership and worldwide leadership presence - to Work to acquire, mentor and prepare new leaders who will in turn work to increase PMI GovSIG leadership outside USA Measures Indicators I3.1. New Regional Leaders I3.2. Future young leaders I3.3. Succession Plan created I3.4. Mentoring Plan created Goals Targets Initiatives Programs & Projects G3.1. Acquire representatives in Europe, Latin America, Canada, Africa and Asia – deadline: March 2006 G3.2 – Create a mentoring Program – deadline March, 2006 G3.3 – Create a Succession Plan – Deadline March, 2006 G3.4 – Create a special mentoring program in Canada to acquire young officers Deadline March 2006 A3.1 – Promote vacant roles on the site and magazine to be filled A3.2 – Acquire new Officers A3.2 – Change the Education Director P3.1 – Mentoring Program P3.2 – Canadian Mentoring Program P3.3 – Succession Program Internal Business Processes Facilitate renewal of leadership and worldwide leadership presence
Aligning PMI GovSIG’s Strategic Plan with Strategic Business Processes Strategic Objectives O4 – Develop/enhance mutually advantageous and trusting relationship - Work to increase the number of sponsors in order to increase financial resources as well as PMI GovSIG visibility and benefits of membership Indicators Measures I4.1. Increase number of sponsors I4.2. To sponsor PMI Components Events Goals Targets Initiatives Programs & Projects G4.1. Increase the total number of sponsors to 5 as of December, 2006 G4.2 – Support two PMI Component Events in 2006 G4.3 – Increase the Sponsors to 6 or funds raised to $6,000 in 2007 G4.4 – Enhance the Sponsorship Program in 2007 to new modalities to improve benefits of membership P4.1 – Sponsorship Enhancement Project ( G4.1) P4.2 – Outreach Program (G4.2) P4.3 – Sponsorship Enhancement Project to 2007 (G4.3) P4.4 – Sponsorship Program Update Project (G4.4) Internal Business Processes Sponsorship Develop/ enhance mutually advantageous and trusting relationships
Aligning PMI GovSIG’s Strategic Plan with Strategic Business Processes Strategic Objectives O5 – Champion in a worldwide base project management adoption and maturity - Work to increase the adoption/uptake of Project Management practices by Government Agencies Indicators Measures I5.1. to improve PMI Component Relationships with SIG I5.2. to participate in PMI Components and GOC Events I5.3 – to support PMI Components Events I5.4 – to meet other Leaders to exchange ideas and innovation in the SIG I6.4 – Improve number of original articles in the Magazine and overall quality; more writers I6.5 – Improve Knowledge, awareness and recognition of/for Government Projects around the world I 6.6 – Recognize Members and volunteers Goals Targets Initiatives Program & Projects G5.1. To take part on 2 PMI Components in 2006 and 2007 G5.2 – To support as sponsor one PMI Component Event in 2006 and one in 2007 G5.3 – To have representatives in at least 3 Leadership Meetings in 2006 G5.4 – To have representatives in at least 4 Leadership Meetings in 2007 G5.5 – To participate as speaker or facilitator in at least 2 events in 2006 and 2007 A4.1 – Search 2 events in 2006 to sponsor A4.2 – Search 2 events in 2007 to sponsor A4.3 – Remodel News Digest P4.1 – PMI-DF Congress in 2006 (G5.1) P4.2 – PMI Hong Kong Project in 2006 (G5.1, G5.2)) P4.3 – PMI Taiwan Project in 2007(G5.1, G5.2) P4.4 – Leadership Meeting participations: Bangkok LM (Linda) Hong Kong LM (Margareth) Chile LM (Machicao) Seattle (Annual Business meeting, 5 representatives) P 5.4 – PMI GovSIG Magazine Improvement Project P5.5 – PMI GovSIG Project of the Year Award Internal Business Processes Advocacy Champion (Worldwide) project management adoption and maturity
Aligning PMI GovSIG’s Strategic Plan with Strategic Business Processes O6 – Improve and organize PMI GovSIG processes - To work in a more project oriented and organized fashion including formal planning process I6.1. PMO function established I6.2 Expenses Reported implemented I6.3 Charter and Volunteer Term for Officers I6.4 Team reorganization Goals Target Initiatives Programs & Projects Strategic Objectives Indicators G6.1. Implement a PMO Project Panel – March, 2006 G6.2 – Implement the Expenses Report to be used by all the officers – January, 2006 G6.3 – Implement the Charter and Volunteer Term for the new officers – January. 2006 G6.4 – Reorganize the officers by teams (IT, Education and Communications) A6.1 – Create the PMO Position (Vilca Damiami) A6.2 – Create the Project Panel Spreadsheet A6.3 – Use the Volunteer Term and Charter for new officers A6.4 – Reorganize the Teams A6.5 – Create the Expenses Report using PMI GOC model Internal Business Processes Administration Improve and organize PMI GovSIG processes
GovSIG Best Practices to keep <ul><li>The news Digest </li></ul><ul><li>The quarterly Magazine </li></ul><ul><li>The Annual Business Meeting </li></ul><ul><li>Membership Annual Survey </li></ul><ul><li>Leadership participation </li></ul>
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