- Strategic Excellence  within  YOUR  Reach By Saji Madapat  PMI Component Mentor, Region9 (Asia) (Case study from Memphis...
Why Strategic Planning in Memphis? (YR 2003) <ul><li>Risky reliance on dedicated few Key Volunteers. </li></ul><ul><li>Rec...
WE WERE STUCK
Strategic Planning  RESULT - PMI Memphis, TN Chapter
Membership & PMP Growth SP Introduction Vs. YR 2005 Average Global Membership Growth – 31%
Strategic Planning Result (Post 2003)  - Revenue Growth in $USD SP Introduction
PMI Lifecycle Positioning Benchmark Organizational (0–1 year) Operational (1–2 years)  Developmental (2+ years)  Strategic...
&quot;Destiny is not a matter of chance,  it is a matter of choice;  It is not a thing to be waited for, it is a thing to ...
Strategic Planning Process Maturity Model Assessment Operating Environment SWOT Achievements Financials Who  we  were ? Pa...
The Strategy Planning Team <ul><li>Keep it small – three to five members </li></ul><ul><li>One member took the role of  fa...
“ Never doubt that a small group  of thoughtful committed citizens  can change the world. Indeed it is the only thing that...
PMI Memphis   Assessment against PMI Component Maturity Model ( Beyond the scope of this presentation – Please check the A...
PMI Memphis Assessment against PMI Component Maturity Model Organizational Stage (0–1 year) Operational Stage (1–2 years) ...
Organizational Stage (0–1 Year) <ul><li>Activities </li></ul><ul><li>Initiating membership recruitment efforts </li></ul><...
Organizational Stage (0–1 Year) Who  we  were ? Sample, Please Check Annexure  for detailed Bench Marking 0% To Do    100%...
Maturity Assessment based on PMI CMM  “benchmarking” Operational Stage (1–2 years) Developmental Stage (2+ years) Strategi...
PMI Memphis Lifecycle Positioning Organizational (0–1 year) Operational (1–2 years)  Developmental (2+ years)  Strategic (...
<ul><li>Operating Environment </li></ul><ul><li>SWOT  Analysis </li></ul><ul><li>Achievements </li></ul><ul><li>Financial ...
Operating Environment and Analysis <ul><ul><li>Structure </li></ul></ul><ul><ul><li>Comprised of members of PMI living in ...
Operating Environment and Analysis <ul><ul><li>Activities </li></ul></ul><ul><ul><ul><li>Monthly Chapter meetings </li></u...
Operating Environment and Analysis <ul><ul><li>Benchmarks </li></ul></ul><ul><ul><ul><li>Attendance at monthly meetings. <...
Chapter Stakeholders <ul><ul><li>Direct </li></ul></ul><ul><ul><ul><li>Chapter members </li></ul></ul></ul><ul><ul><ul><li...
PMI Memphis SWOT Analysis Threats Opportunities Weaknesses Strengths
SWOT  Analysis Strengths   <ul><ul><li>3 years of experience. </li></ul></ul><ul><ul><li>Strong financial position </li></...
SWOT  Analysis Weaknesses <ul><ul><li>No Major financial sponsors </li></ul></ul><ul><ul><li>Strategic Plan for the Chapte...
SWOT  Analysis Opportunities <ul><ul><li>Collaborations with related organizations </li></ul></ul><ul><ul><li>Outreaches t...
<ul><li>&quot; My father taught me many things ... keep your friends close, but your enemies closer .&quot;   </li></ul><u...
SWOT  Analysis  Threats <ul><li>Competition on PMP Prep Classes, main source of income. </li></ul><ul><li>Recession driven...
Financials  Bread Winner What  we  have?
<ul><li>PMI’s long-term vision  </li></ul><ul><li>Memphis Chapter Vision & Mission </li></ul><ul><li>Strategic Goal Areas ...
“ Plan ahead:  It wasn't raining when  Noah built the ark!&quot; -Anon
PMI’s vision Worldwide, organizations will  embrace, value and utilize  project management and  attribute their success to...
Memphis Chapter Vision To be recognized in Memphis and the surrounding area as the organization and resource of choice for...
Memphis Chapter Mission <ul><li>Shape and develop a strategic focused and enthusiastic PMI Memphis Chapter Board & volunte...
DIRECTION SETTING &quot;Never be afraid to try something new.  Remember, amateurs built the ark,  Professionals built the ...
Strategic Goal Areas <ul><li>Image & Brand </li></ul><ul><li>Networking & Community </li></ul><ul><li>Professional Develop...
What’s Next ?
Path Forward <ul><li>Communicated strategic goals to chapter stake holders and encouraged their feedback. </li></ul><ul><l...
THANK YOU  For  Attending ! Carrot and sticks to : Saji Madapat PMI Component Mentor, Asia [email_address]
PMI’s Asian Strategy TEAM  - We Need  YOU!!! “ As it is for the butterfly emerging from the caterpillar, for Asia this is ...
Appendix Strategic Planning  RESULT - PMI Memphis, TN Chapter Annexure - I
Pre- Strategic Planning <ul><li>Y1998-Y1999 – The beginning </li></ul><ul><li>Fall 98, Roger Day & John Schmitt attended t...
Pre- Strategic Planning <ul><li>Y2001 – The Year of Firsts </li></ul><ul><li>June 2001, First Chapter sponsored PMP Prep c...
Strategic Planning Conceptual Year <ul><li>Y 2003, The Growing Year </li></ul><ul><li>September 2003, 3rd annual PDD theme...
Strategic Planning Introduction Year <ul><li>Y 2004, Raising the Bar </li></ul><ul><li>September 2004, 4th Professional De...
Strategic Planning Result  -Good to Great (Y05) I <ul><li>February 2005, Chapter sponsored Six Sigma Black Belt boot camp ...
Strategic Planning  -Good to Great (Y05) II <ul><li>First time launched a Series of Breakfast Meetings to accommodate the ...
ANNEXURE - II PMI Memphis   Assessment against PMI Component Maturity Model From “1-2 Years” to “Maturity” Who  we  were ?
PMI Memphis Assessment against PMI Component Maturity Model Organizational Stage (0–1 year) Operational Stage (1–2 years) ...
Organizational Stage (0–1 Year) <ul><li>Activities </li></ul><ul><li>Initiating membership recruitment efforts </li></ul><...
Organizational Stage (0–1 Year) Who  we  were ? 0% To Do    100% Done   1 Component Charter Agreement executed with PMI  1...
PMI Memphis Maturity Assessment based on PMI CMM  “benchmarking” Operational Stage (1–2 years) Developmental Stage (2+ yea...
PMI Memphis Lifecycle Positioning Organizational (0–1 year) Operational (1–2 years)  Developmental (2+ years)  Strategic (...
Operational Stage (1–2 Years)   <ul><li>Activities </li></ul><ul><li>Same as previous stage, plus:  </li></ul><ul><li>Cond...
Operational Stage (1–2 Years)   Who  we  were ? 36% To Do    64% Done   1 Initial program/educational offering for members...
Developmental Stage (2+ Years)  <ul><li>Activities </li></ul><ul><li>Same as previous stage, plus: </li></ul><ul><li>Updat...
Developmental Stage (2+ Years)  Who  we  were ? 77% To Do    23% Done   0.5 Initial process for operational assessments an...
Strategic Stage   <ul><li>Activities </li></ul><ul><li>Same as previous stage, plus: </li></ul><ul><li>Shifting to strateg...
Strategic Stage   Who  we  were ? 100% To Do    0% Done     Financial reserves policies established 8   Financial and inve...
Maturity Stage   <ul><li>Activities </li></ul><ul><li>Same as previous stage, plus: </li></ul><ul><li>Developing ongoing p...
Maturity Stage   Who  we  were ? 100% To Do    0% Done     Outreach benchmarks include: Component sponsorship or support f...
How Does Strategy Differ From Operations? Focuses on management. Focuses on governance and leadership.  Represents the act...
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“Shaping for Today, Tomorrow &amp; the Future” - Strategic Excellence

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Workshop to PMI’s Asia PAC Leadership Institute Conference at Bangkok in Feb’06.

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  • Transcript of "“Shaping for Today, Tomorrow &amp; the Future” - Strategic Excellence"

    1. 1. - Strategic Excellence within YOUR Reach By Saji Madapat PMI Component Mentor, Region9 (Asia) (Case study from Memphis, TN Chapter) 26 February 2006 13.30-14.30 “ Shaping for Today, Tomorrow & the Future”
    2. 2. Why Strategic Planning in Memphis? (YR 2003) <ul><li>Risky reliance on dedicated few Key Volunteers. </li></ul><ul><li>Recession driven Outsourcing Economy. </li></ul><ul><li>Lack of financial sponsors </li></ul><ul><li>Competition and PMP Prep Class income in decline </li></ul><ul><li>Delivering High quality key programs. </li></ul><ul><li>Low participation from non-IT Industry. </li></ul><ul><li>Most eggs in one Membership basket - FedEx. </li></ul><ul><li>Lack of enthusiasm in Board Election. </li></ul><ul><li>Tremendous untapped potential. </li></ul><ul><li>Little participation from the non-IT industry. </li></ul>Warning Lights Flash
    3. 3. WE WERE STUCK
    4. 4. Strategic Planning RESULT - PMI Memphis, TN Chapter
    5. 5. Membership & PMP Growth SP Introduction Vs. YR 2005 Average Global Membership Growth – 31%
    6. 6. Strategic Planning Result (Post 2003) - Revenue Growth in $USD SP Introduction
    7. 7. PMI Lifecycle Positioning Benchmark Organizational (0–1 year) Operational (1–2 years) Developmental (2+ years) Strategic (on-going) Maturity (on-going) Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Level of Activity Who we were ? Prior to SP Now
    8. 8. &quot;Destiny is not a matter of chance, it is a matter of choice; It is not a thing to be waited for, it is a thing to be achieved.&quot; - William Jennings Bryan
    9. 9. Strategic Planning Process Maturity Model Assessment Operating Environment SWOT Achievements Financials Who we were ? Path Forward Visioning Strategic Goal Areas What we have? Where we want to be How to be there
    10. 10. The Strategy Planning Team <ul><li>Keep it small – three to five members </li></ul><ul><li>One member took the role of facilitator </li></ul><ul><li>Agreed on: </li></ul><ul><ul><li>Timeframe </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Expected out come </li></ul></ul>
    11. 11. “ Never doubt that a small group of thoughtful committed citizens can change the world. Indeed it is the only thing that ever has.” -Margaret Mead
    12. 12. PMI Memphis Assessment against PMI Component Maturity Model ( Beyond the scope of this presentation – Please check the Annexure for details ) Who we were ?
    13. 13. PMI Memphis Assessment against PMI Component Maturity Model Organizational Stage (0–1 year) Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage Maturity Stage <ul><li>Structure </li></ul><ul><li>PMI Component Policy Manual </li></ul><ul><li>Sponsor </li></ul><ul><li>Steering Committee </li></ul><ul><li>PMI Strategic Plan </li></ul><ul><li>Structure </li></ul><ul><li>Component charter </li></ul><ul><li>Component incorporation/registration </li></ul><ul><li>Component bylaws </li></ul><ul><li>Elected board </li></ul><ul><li>Component liability insurance coverage </li></ul><ul><li>Structure </li></ul><ul><li>Specialized committees </li></ul><ul><li>Component incorporation/registration renewal </li></ul><ul><li>Formal policies and procedures </li></ul><ul><li>2-3 year strategic plan </li></ul><ul><li>Structure </li></ul><ul><li>Benchmarking practices </li></ul><ul><li>Organizational history </li></ul><ul><li>Identified organizational core competencies </li></ul><ul><li>3-5 year strategic plan </li></ul><ul><li>Structure </li></ul><ul><li>Broad and deep strategic and visionary leadership </li></ul><ul><li>Sustained, strong financial foundation </li></ul><ul><li>Intellectual property guidelines </li></ul><ul><li>Human resources policies and contract evaluation procedures </li></ul><ul><li>Social responsibility guidelines </li></ul><ul><li>5-10 year strategic plan </li></ul>Who we were ?
    14. 14. Organizational Stage (0–1 Year) <ul><li>Activities </li></ul><ul><li>Initiating membership recruitment efforts </li></ul><ul><li>Starting volunteer leadership recruitment efforts </li></ul><ul><li>Conducting regular steering committee meetings </li></ul><ul><li>Developing organizational structures (e.g., bylaws, charter, etc.) </li></ul><ul><li>Incorporating/registering component within an appropriate jurisdiction </li></ul><ul><li>Completing chartering process as outlined in the PMI Component Policy Manual </li></ul><ul><li>Becoming familiar with PMI requirements and processes </li></ul><ul><li>Developing and receiving approval of a logo </li></ul><ul><li>Becoming familiar with PMI’s strategic plan </li></ul>The organizational stage is initial stage of development in which component organizations form and begin the PMI chartering process. Who we were ? Sample, Please Check Annexure for detailed Bench Marking
    15. 15. Organizational Stage (0–1 Year) Who we were ? Sample, Please Check Annexure for detailed Bench Marking 0% To Do   100% Done   1 Component Charter Agreement executed with PMI 17 1 Banking account established with appropriate registration requirements and information filed with PMI Headquarters 16 1 Component incorporated in appropriate jurisdiction and appropriate classification 15 1 Component Web site established 14 1 Component promotional material (e.g., SIG/chapter brochures) developed 13 1 Component logo designed and approved by PMI 12 1 Registration of 25 members 11 1 Membership dues established 10 1 Application to PMI for seed money submitted 9 1 Organization chart drafted 8 1 Financial plan developed 7 1 Kick-off meeting held 6 1 Initial strategic plan developed in alignment with PMI’s strategic plan—(envisioned future, mission, stakeholders, key strategic objectives, two-year operational activities measures) 5 1 Bylaws drafted and approved by PMI 4 1 Geographic, industry, or knowledge area submitted to PMI 3 1 Statement of Interest submitted to PMI 2 1 Letter of Intent executed 1 Score Benchmarks Organizational Stage (0–1 Year) #
    16. 16. Maturity Assessment based on PMI CMM “benchmarking” Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Who we were ?
    17. 17. PMI Memphis Lifecycle Positioning Organizational (0–1 year) Operational (1–2 years) Developmental (2+ years) Strategic (on-going) Maturity (on-going) Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Level of Activity Who we were ? Prior to SP
    18. 18. <ul><li>Operating Environment </li></ul><ul><li>SWOT Analysis </li></ul><ul><li>Achievements </li></ul><ul><li>Financial Analysis </li></ul>What we have?
    19. 19. Operating Environment and Analysis <ul><ul><li>Structure </li></ul></ul><ul><ul><li>Comprised of members of PMI living in Memphis and the surrounding area </li></ul></ul><ul><ul><li>Organized as a non-profit Tennessee Corporation. </li></ul></ul><ul><ul><li>Registered component of PMI. </li></ul></ul><ul><ul><li>Run through elected Board of Directors. </li></ul></ul>What we have?
    20. 20. Operating Environment and Analysis <ul><ul><li>Activities </li></ul></ul><ul><ul><ul><li>Monthly Chapter meetings </li></ul></ul></ul><ul><ul><ul><li>Annual Professional Development Day </li></ul></ul></ul><ul><ul><ul><li>Occasional Educational Opportunities </li></ul></ul></ul><ul><ul><ul><li>PMP Prep Classes </li></ul></ul></ul>What we have?
    21. 21. Operating Environment and Analysis <ul><ul><li>Benchmarks </li></ul></ul><ul><ul><ul><li>Attendance at monthly meetings. </li></ul></ul></ul><ul><ul><ul><li>Chapter membership growth. </li></ul></ul></ul><ul><ul><ul><li>Growth in the number of PMP’s. </li></ul></ul></ul><ul><ul><ul><li>Financial position of the Chapter. </li></ul></ul></ul><ul><ul><ul><li>Awards </li></ul></ul></ul>What we have?
    22. 22. Chapter Stakeholders <ul><ul><li>Direct </li></ul></ul><ul><ul><ul><li>Chapter members </li></ul></ul></ul><ul><ul><ul><li>PMI Memphis Chapter Board members </li></ul></ul></ul><ul><ul><ul><li>PMI – HQ </li></ul></ul></ul><ul><ul><li>Indirect </li></ul></ul><ul><ul><ul><li>Local corporations </li></ul></ul></ul><ul><ul><ul><li>Local schools, colleges, and universities </li></ul></ul></ul><ul><ul><ul><li>General public </li></ul></ul></ul>What we have?
    23. 23. PMI Memphis SWOT Analysis Threats Opportunities Weaknesses Strengths
    24. 24. SWOT Analysis Strengths <ul><ul><li>3 years of experience. </li></ul></ul><ul><ul><li>Strong financial position </li></ul></ul><ul><ul><li>Chapter of the Year and President of the Year Award </li></ul></ul><ul><ul><li>Strong leadership with an experienced Board </li></ul></ul><ul><ul><li>The membership base is spread out over a large number of employers. </li></ul></ul>What we have?
    25. 25. SWOT Analysis Weaknesses <ul><ul><li>No Major financial sponsors </li></ul></ul><ul><ul><li>Strategic Plan for the Chapter is not yet in place. </li></ul></ul><ul><ul><li>Better Marketing needed to un tap the huge potential. </li></ul></ul><ul><ul><li>Leadership beyond the Board team is not readily apparent. </li></ul></ul><ul><ul><li>Short on volunteers for development of the future leaders. </li></ul></ul><ul><ul><li>Little participation from the non-IT industry. </li></ul></ul><ul><ul><li>Large geographic coverage zone. </li></ul></ul>What we have?
    26. 26. SWOT Analysis Opportunities <ul><ul><li>Collaborations with related organizations </li></ul></ul><ul><ul><li>Outreaches to include community relations activities </li></ul></ul><ul><ul><li>Expanded services to Chapter members </li></ul></ul><ul><ul><li>Differentiate value provided to Chapter members vs. non-members. </li></ul></ul><ul><ul><li>Potential CAPM Prep Class. </li></ul></ul><ul><ul><li>Potential educational short-course opportunities. </li></ul></ul><ul><ul><li>Press Release documents for conveying our messages. </li></ul></ul><ul><ul><li>New products like OPM3 from HQ </li></ul></ul>What we have?
    27. 27. <ul><li>&quot; My father taught me many things ... keep your friends close, but your enemies closer .&quot; </li></ul><ul><li>The Godfather Part II, </li></ul><ul><li>Michael to Pentangeli </li></ul>
    28. 28. SWOT Analysis Threats <ul><li>Competition on PMP Prep Classes, main source of income. </li></ul><ul><li>Recession driven Economy & Memphis’ economic climate. </li></ul><ul><li>PMP Prep Class income may decline - over 40% of the members are PMP’s. </li></ul><ul><li>Maintaining quality of key Monthly meeting programs. </li></ul><ul><li>Low participation from non-IT Industry. </li></ul><ul><li>Predominantly depends on the largest employer, FedEx. </li></ul><ul><li>Lack of enthusiasm in Board Election. </li></ul><ul><li>Heavy reliance on dedicated Key Board Members </li></ul>What we have?
    29. 29. Financials Bread Winner What we have?
    30. 30. <ul><li>PMI’s long-term vision </li></ul><ul><li>Memphis Chapter Vision & Mission </li></ul><ul><li>Strategic Goal Areas </li></ul>Where we want to be?
    31. 31. “ Plan ahead: It wasn't raining when Noah built the ark!&quot; -Anon
    32. 32. PMI’s vision Worldwide, organizations will embrace, value and utilize project management and attribute their success to it.
    33. 33. Memphis Chapter Vision To be recognized in Memphis and the surrounding area as the organization and resource of choice for the Project Management profession. Where we want to be?
    34. 34. Memphis Chapter Mission <ul><li>Shape and develop a strategic focused and enthusiastic PMI Memphis Chapter Board & volunteer community to develop the capabilities of its members and organizations in Memphis and the surrounding area, of various sizes and types, in various industries and cultures to execute organizational strategy through successful projects. </li></ul>Where we want to be?
    35. 35. DIRECTION SETTING &quot;Never be afraid to try something new. Remember, amateurs built the ark, Professionals built the Titanic.“ -Anon
    36. 36. Strategic Goal Areas <ul><li>Image & Brand </li></ul><ul><li>Networking & Community </li></ul><ul><li>Professional Development </li></ul><ul><li>Knowledge </li></ul><ul><li>Advocacy </li></ul>Where we want to be?
    37. 37. What’s Next ?
    38. 38. Path Forward <ul><li>Communicated strategic goals to chapter stake holders and encouraged their feedback. </li></ul><ul><li>Developed a roadmap to achieve our goals & objectives </li></ul><ul><li>Each VP prepared a tactical plan for their respective area. </li></ul><ul><li>Optimized the strategic plan on yearly bases. </li></ul><ul><li>Maintained alignment with PMI’s strategic goals </li></ul>
    39. 39. THANK YOU For Attending ! Carrot and sticks to : Saji Madapat PMI Component Mentor, Asia [email_address]
    40. 40. PMI’s Asian Strategy TEAM - We Need YOU!!! “ As it is for the butterfly emerging from the caterpillar, for Asia this is only the beginning”
    41. 41. Appendix Strategic Planning RESULT - PMI Memphis, TN Chapter Annexure - I
    42. 42. Pre- Strategic Planning <ul><li>Y1998-Y1999 – The beginning </li></ul><ul><li>Fall 98, Roger Day & John Schmitt attended the PMI Annual Symposium in Long Beach, CA and that laid the framework for forming the chapter. </li></ul><ul><li>January 1999, Interim BOD </li></ul><ul><li>February 1999 until June 1999, The Chapter bylaws were established </li></ul><ul><li>March 1999, Chapter Charter Granted </li></ul><ul><li>June 1999, Inaugural issue of the PMI Memphis Chapter Newsletter - The Milestone </li></ul><ul><li>December 1999, BOD Election </li></ul><ul><li>Y2000 – The New Millennium </li></ul><ul><li>Survived the great Y2K scare </li></ul><ul><li>January 2000, First Elected Board </li></ul>
    43. 43. Pre- Strategic Planning <ul><li>Y2001 – The Year of Firsts </li></ul><ul><li>June 2001, First Chapter sponsored PMP Prep course </li></ul><ul><li>August 2001, First PDD </li></ul><ul><li>December 2001, hosted www.PMIMEMPHIS.org </li></ul><ul><li>Y 2002, The Marathon Year </li></ul><ul><li>March 2002, First Chapter T-Shirt </li></ul><ul><li>October 2002, PMI Honored the chapter by awarding the “Chapter of the Year Award” and John Schmitt, President was also awarded the “President of the Year Award” </li></ul><ul><li>July 2002, Chapter hosted a 2-day Region 14 conference </li></ul><ul><li>July 2002, Jack Tapper on “Managing Risk: Smoking Guns & Paper Trials” </li></ul><ul><li>August, Free PDD Event </li></ul><ul><li>November 2002, First $2,500 check to fund “The PMI Memphis TN Chapter Scholarship for Education in Project Management” to Christian Brothers University. We are continuing this scholarship since then. </li></ul><ul><li>December 2002, Information Technology Education Center Expo (ITEC) booth. </li></ul>
    44. 44. Strategic Planning Conceptual Year <ul><li>Y 2003, The Growing Year </li></ul><ul><li>September 2003, 3rd annual PDD themed on “Fresh and Focused” </li></ul><ul><li>August 2003, 1st PMI Leadership Institute candidate from Memphis for 14 month long leadership program. </li></ul><ul><li>December 2003, Prepared and presented 1st PMI Strategic Plan entitled “Shaping for Today, Tomorrow, and the Future: Our Strategic Vision” in the business meeting. </li></ul><ul><li>Introduced better Financial Planning, Budgeting, Management and controls. </li></ul><ul><li>Introduced Financial Auditing by a CPA on the chapter books. </li></ul>
    45. 45. Strategic Planning Introduction Year <ul><li>Y 2004, Raising the Bar </li></ul><ul><li>September 2004, 4th Professional Development Day Event featuring the “PMI Leadership Institute Guru”, Dr. Jerry Brightman. </li></ul><ul><li>Introduced Financial Committee to over see the practices. </li></ul><ul><li>October 2004, 2nd Candidate to PMI Leadership Institute. </li></ul><ul><li>October 2004, 1st Graduate from PMI Leadership Institute </li></ul><ul><li>October 2004, “En “visioning” Tomorrow’s PMI Leaders – Today”, workshop PMI Global Leadership Conference, Anaheim </li></ul><ul><li>November 2004, “Building a Knowledge Driven Organization: Determining Values in an Organization” featuring “Father of Knowledge Management”, Robert H. Buckman. Representatives from over 25 major organizations in Memphis participated in spreading the Gospel of Knowledge Management by attending this great special event. </li></ul><ul><li>November 2004, First Standard Operating Procedures Manual for the BOD </li></ul><ul><li>December 2004, Presentation at the Annual Project Technical briefing held at Microsoft headquarters in Redmond, WA </li></ul>
    46. 46. Strategic Planning Result -Good to Great (Y05) I <ul><li>February 2005, Chapter sponsored Six Sigma Black Belt boot camp – 30 CSSBB graduates from Memphis. And in September 2005, Six Sigma Master Black Belt Program. </li></ul><ul><li>Introduced the Auditing committee to make sure the best practices are followed. </li></ul><ul><li>February 2005, 1st Chapter Volunteer of the Year Award </li></ul><ul><li>April 2005, First PMI Memphis Chapter Golf Scramble Event at Cherokee Valley Golf Club </li></ul><ul><li>November 2005, Inaugural CAPM Prep Course </li></ul><ul><li>October 2005, flawlessly executed 5th Annual PDD. Record PDD Sponsorship Revenue (~15K). </li></ul><ul><li>September, October 2005, Outreach to community through NPR Media </li></ul><ul><li>October 2005, PMI Memphis Chapter President, John Schmitt received the Component Leadership Award in PMI Leadership Conference, Toronto </li></ul><ul><li>October 2005, PMI Memphis Chapter President, John Schmitt presented Strategic Planning Workshop during PMI Leadership Conference, Toronto </li></ul>Strategic Planning RESULT
    47. 47. Strategic Planning -Good to Great (Y05) II <ul><li>First time launched a Series of Breakfast Meetings to accommodate the growing Chapter Membership </li></ul><ul><li>September 2005, PMI HQ announced the selections of 2 PMI Memphis Chapter BOD members as component Mentor for Region 14, South-North America and Caribbean and Region 9, Asia </li></ul><ul><li>October 2005, PMI Memphis Chapter and IIL presented “Best Practices in Project Management” with Dr. Harold Kerzner </li></ul><ul><li>November 2005, Chapter helped Louis Howard, Katrina Victim and sponsored Members Disaster Relief, Inc.’s initiative for PMI Members Helping PMI Members by donating $2500. </li></ul><ul><li>December 2005, “The Mystery to Mastery: Mentoring -Teaching others to fly ” First Mentoring Kickoff workshop facilitated by “PMI Mentoring Guru”, Joanne Gumaer. </li></ul><ul><li>Crossed100K in revenue (including the Kerzner event registration fees), Membership about 450 and PMP’s over 250. </li></ul><ul><li>Last but not least this Chapter History Documentation </li></ul><ul><li>“ Memphis Center for Leadership Excellence” and “Executive Advisory Committee” ideas – Result PMI CEO will be in Memphis (May) for the Business Roundtable. </li></ul>Strategic Planning RESULT
    48. 48. ANNEXURE - II PMI Memphis Assessment against PMI Component Maturity Model From “1-2 Years” to “Maturity” Who we were ?
    49. 49. PMI Memphis Assessment against PMI Component Maturity Model Organizational Stage (0–1 year) Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage Maturity Stage <ul><li>Structure </li></ul><ul><li>PMI Component Policy Manual </li></ul><ul><li>Sponsor </li></ul><ul><li>Steering Committee </li></ul><ul><li>PMI Strategic Plan </li></ul><ul><li>Structure </li></ul><ul><li>Component charter </li></ul><ul><li>Component incorporation/registration </li></ul><ul><li>Component bylaws </li></ul><ul><li>Elected board </li></ul><ul><li>Component liability insurance coverage </li></ul><ul><li>Structure </li></ul><ul><li>Specialized committees </li></ul><ul><li>Component incorporation/registration renewal </li></ul><ul><li>Formal policies and procedures </li></ul><ul><li>2-3 year strategic plan </li></ul><ul><li>Structure </li></ul><ul><li>Benchmarking practices </li></ul><ul><li>Organizational history </li></ul><ul><li>Identified organizational core competencies </li></ul><ul><li>3-5 year strategic plan </li></ul><ul><li>Structure </li></ul><ul><li>Broad and deep strategic and visionary leadership </li></ul><ul><li>Sustained, strong financial foundation </li></ul><ul><li>Intellectual property guidelines </li></ul><ul><li>Human resources policies and contract evaluation procedures </li></ul><ul><li>Social responsibility guidelines </li></ul><ul><li>5-10 year strategic plan </li></ul>Who we were ?
    50. 50. Organizational Stage (0–1 Year) <ul><li>Activities </li></ul><ul><li>Initiating membership recruitment efforts </li></ul><ul><li>Starting volunteer leadership recruitment efforts </li></ul><ul><li>Conducting regular steering committee meetings </li></ul><ul><li>Developing organizational structures (e.g., bylaws, charter, etc.) </li></ul><ul><li>Incorporating/registering component within an appropriate jurisdiction </li></ul><ul><li>Completing chartering process as outlined in the PMI Component Policy Manual </li></ul><ul><li>Becoming familiar with PMI requirements and processes </li></ul><ul><li>Developing and receiving approval of a logo </li></ul><ul><li>Becoming familiar with PMI’s strategic plan </li></ul>The organizational stage is initial stage of development in which component organizations form and begin the PMI chartering process. Who we were ?
    51. 51. Organizational Stage (0–1 Year) Who we were ? 0% To Do   100% Done   1 Component Charter Agreement executed with PMI 17 1 Banking account established with appropriate registration requirements and information filed with PMI Headquarters 16 1 Component incorporated in appropriate jurisdiction and appropriate classification 15 1 Component Web site established 14 1 Component promotional material (e.g., SIG/chapter brochures) developed 13 1 Component logo designed and approved by PMI 12 1 Registration of 25 members 11 1 Membership dues established 10 1 Application to PMI for seed money submitted 9 1 Organization chart drafted 8 1 Financial plan developed 7 1 Kick-off meeting held 6 1 Initial strategic plan developed in alignment with PMI’s strategic plan—(envisioned future, mission, stakeholders, key strategic objectives, two-year operational activities measures) 5 1 Bylaws drafted and approved by PMI 4 1 Geographic, industry, or knowledge area submitted to PMI 3 1 Statement of Interest submitted to PMI 2 1 Letter of Intent executed 1 PMI Memphis Score Benchmarks Organizational Stage (0–1 Year) #
    52. 52. PMI Memphis Maturity Assessment based on PMI CMM “benchmarking” Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Who we were ?
    53. 53. PMI Memphis Lifecycle Positioning Organizational (0–1 year) Operational (1–2 years) Developmental (2+ years) Strategic (on-going) Maturity (on-going) Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Level of Activity Who we were ? Prior to SP Now
    54. 54. Operational Stage (1–2 Years) <ul><li>Activities </li></ul><ul><li>Same as previous stage, plus: </li></ul><ul><li>Conducting strategic planning training for board members </li></ul><ul><li>Developing an understanding of PMI’s strategic plan </li></ul><ul><li>Updating the strategic plan to cover a 2-3–year period </li></ul><ul><li>Aligning operations with strategic plan </li></ul><ul><li>Following bylaws, charter and other governing documents </li></ul><ul><li>Codifying policies and procedures for all operational areas </li></ul><ul><li>Creating committees for core program areas </li></ul><ul><li>Enhancing membership communications (e.g., Web site; newsletters) </li></ul><ul><li>Holding annual membership meetings </li></ul><ul><li>Conducting board member elections </li></ul><ul><li>Holding regular board meetings </li></ul><ul><li>Developing an annual program plan and budget </li></ul><ul><li>Completing and filing legal requirements and reports (e.g., tax reports, registration renewals) </li></ul><ul><li>Participating in Leadership Meetings </li></ul><ul><li>Conducting initial environmental scans (e.g., member survey, program evaluations, renewal or exit surveys) </li></ul><ul><li>Implementing member retention efforts </li></ul><ul><li>Developing and implementing a volunteer recruitment plan </li></ul><ul><li>Developing an initial program/educational offering </li></ul>In the operational stage the component organization establishes basic core programs, general policies and operational practices, focused on establishing and increasing its membership base and basic revenue streams. Who we were ?
    55. 55. Operational Stage (1–2 Years) Who we were ? 36% To Do   64% Done   1 Initial program/educational offering for members 14   Consistent component branding 13   Component policy manual established 12   Annual budget and regular financial reports to the board 11 1 Participation in Leadership Meetings 10 1 Consistent component communications delivered 9 1 Component incorporation/registration document updates filed with PMI 8   Annual Charter Renewal completed 7 1 Membership increased to greater than 25 members 6 1 At least $250 maintained in the bank 5 1 Membership networking activities (e.g., e-mail listserv, directory, etc.) 4 1 Annual membership meeting conducted annually 3 1 Required number of board meetings conducted per year 2   Strategic plan refined and vision aligned with PMI’s strategic plan. Incorporate initial Strategic Plan (envisioned future, key strategic objectives, 2-year operational activities and measures, stakeholders, Strengths-Weaknesses-Opportunities-Threats (SWOT)   analysis and initial environmental scan) 1 PMI Memphis Score Benchmarks Operational Stage (1–2 Years) #
    56. 56. Developmental Stage (2+ Years) <ul><li>Activities </li></ul><ul><li>Same as previous stage, plus: </li></ul><ul><li>Updating the strategic plan to cover a 3-5–year period </li></ul><ul><li>Conducting an annual review/update of the strategic plan to ensure the long-term and short-term goals still apply </li></ul><ul><li>Conducting ongoing strategic planning training for officers and component leaders </li></ul><ul><li>Developing an understanding of PMI’s value proposition </li></ul><ul><li>Conducting regular environmental scans (e.g., member surveys) </li></ul><ul><li>Developing member networking opportunities </li></ul><ul><li>Establishing member recognition programs </li></ul><ul><li>Formalizing a process for transitioning leaders and orienting new leaders </li></ul><ul><li>Creating an organizational marketing and communications plan </li></ul><ul><li>Developing educational opportunities (this should start in the previous stage) </li></ul><ul><li>Initiating planned giving activities (e.g., donations to the travel grants, PMI Educational Foundation, etc.) </li></ul><ul><li>Developing an outreach strategy (interfacing with external stakeholders as an official representative of PMI) </li></ul>In the developmental stage the organization builds on and enhances organizational structure and core programs, products and services for its members and other markets. Who we were ?
    57. 57. Developmental Stage (2+ Years) Who we were ? 77% To Do   23% Done   0.5 Initial process for operational assessments and improvements established 10   Lessons learned and similar evaluative activities in place 9   Ongoing marketing and media relations activities established 8 0.3 Member networking activities expanded to include such activities as professional development days, seminars, career fairs, etc. 7 0.5 Member educational opportunities (e.g., social events, career fairs, etc.) 6   Leadership training, development and mentoring process established 5 1 Annual member recognition activities established 4   Environmental scanning process established 3   Strategic plan refined and vision, goals, objectives are aligned with PMI Strategic Plan (envisioned future, mission, defined stakeholders, SWOT analysis, key strategic objectives, 2-year operational activities plan, measures) 2   Strategically-focused board leading the component by utilizing operational committees 1 PMI Memphis Score Benchmarks Developmental Stage (2+ Years) #
    58. 58. Strategic Stage <ul><li>Activities </li></ul><ul><li>Same as previous stage, plus: </li></ul><ul><li>Shifting to strategic governance—i.e., Board sets strategic direction, committees focus on operations and implementation </li></ul><ul><li>Developing a 5-10–year strategic plan </li></ul><ul><li>Selecting component leaders based on strategic capabilities </li></ul><ul><li>Initiating collaborations with related organizations (business, government, academia, project management related organizations) </li></ul><ul><li>Engaging expert counsel (i.e., legal, financial, etc.) as needed for business development activities </li></ul><ul><li>Creating a business development plan (e.g., for enhancing member services, hiring staff, contracting a management firm, outsourcing functions, etc.) </li></ul><ul><li>Implementing organizational audits to fine-tune, restructure or validate operations (e.g., financial reporting, governance review, etc.) </li></ul><ul><li>Continuing outreach including initiating community relations activities </li></ul><ul><li>Contributing to ongoing planned giving activities (e.g., donations to travel grants, PMI Educational Foundation, etc.) </li></ul>In the strategic stage the organization assesses its core competencies and begins to use its unique position to attract members, Members and potential partners. Who we were ?
    59. 59. Strategic Stage Who we were ? 100% To Do   0% Done     Financial reserves policies established 8   Financial and investment plans initiated 7   Continuing outreach benchmarks including: Contractual agreements with related organizations for joint activities, Policies and guidelines established for evaluating potential partners, Involvement in community-based activities 6   Ongoing process for operational assessments and improvements 5   Keeping a broad and deep pool of strategic leaders to draw upon 4   Strategic plan refined including: component value proposition, vision, goals and objectives aligned with PMI strategic plan (envisioned future, mission, defined stakeholders, value proposition, SWOT analysis, key strategic objectives, 2-year operational activities plan, measures) 3   Initial process for evaluation and improvement of strategic and business plan documents established 2   Initial process for evaluation and improvement of strategic and business planning established 1 PMI Memphis Score Benchmarks Strategic Stage #
    60. 60. Maturity Stage <ul><li>Activities </li></ul><ul><li>Same as previous stage, plus: </li></ul><ul><li>Developing ongoing process for evaluation and improvement of strategic and business planning </li></ul><ul><li>Engaging staff/contractors for operational support </li></ul><ul><li>Continuing outreach activities including: </li></ul><ul><ul><li>Developing a community relations program </li></ul></ul><ul><ul><li>Offering mentoring, training and support to other PMI components </li></ul></ul><ul><ul><li>Joining business associations (e.g., chambers of commerce, nonprofit leadership organizations, etc.) </li></ul></ul><ul><ul><li>Offering volunteer leadership training </li></ul></ul><ul><ul><li>Maintaining robust and mature collaborations with related organizations (business, government, academia, PM-related organizations) </li></ul></ul><ul><ul><li>Sustaining ongoing business products and services (e.g., publications, training programs, etc.) </li></ul></ul>In the maturity stage the organization becomes a multifaceted business operation managed by strategic governance and operational support. Who we were ?
    61. 61. Maturity Stage Who we were ? 100% To Do   0% Done     Outreach benchmarks include: Component sponsorship or support for charitable activities, Deliverables and work products as outcomes of collaborative relationships (books, conferences, etc.) 6   Component-developed products and services available for sale 5   Active mentoring of PMI component leaders established 4   Component staff, contract management firm or program outsource agent 3   Ongoing process for evaluation and improvement of strategic and business plan documents established 2   Ongoing process for evaluation and improvement of strategic and business planning established 1 PMI Memphis Score Benchmarks Maturity Stage (if applicable) #
    62. 62. How Does Strategy Differ From Operations? Focuses on management. Focuses on governance and leadership. Represents the actions that must be taken to reach the end state. Represents a view of the end state. Flows from the bottom up. Flows from the top down. Focuses on current, ongoing work; is functional and implementation-oriented. Establishes new, significant directions; is fundamental and directional. 5-10–year views. Describes how we will support the operational plan. This would include consideration of financial support, volunteer support or the need to partner with another group. Describes the time in 3-5–year or Describes what we are doing to achieve this end state, specific to year 1, year 2, etc. Describes where we are going and what end state we are trying to achieve. Operations Strategy

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