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. ENVIRONMENT SUMMARY................................................................................................................4
1.2. COMMUNITY NEEDS AND DRIVERS..................................................................................................4
1.3. STRATEGIES FOR VALUE DELIVERY..................................................................................................4
1.4. OUTCOME METRICS..........................................................................................................................4
2. 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. STAKEHOLDER NEEDS.....................................................................................................................10
4. COMMUNITY PURPOSE..................................................................................................................11
4.1. COMMUNITY NAME:.......................................................................................................................11
4.2. COMMUNITY FOCUS:.......................................................................................................................11
4.3. COMMUNITY VALUE TO MEMBERS:................................................................................................11
4.4. COMMUNITY VALUE TO VOLUNTEERS:...........................................................................................11
4.5. COMMUNITY VALUE TO OTHER PMI COMMUNITIES:.....................................................................12
4.6. COMMUNITY VALUE TO PMI:.........................................................................................................12
5. SWOT ANALYSIS................................................................................................................................13
5.1. STRENGTHS.....................................................................................................................................13
5.2. WEAKNESSES..................................................................................................................................13
5.3. OPPORTUNITIES...............................................................................................................................13
5.4. THREATS..........................................................................................................................................14
6. 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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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. STRATEGIC ALIGNMENT..................................................................................................................28
9.2. STRATEGIC ALIGNMENT SCORECARD, 2009 FOR SUNCOAST PMI..................................................28
9.3. 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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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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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 5 th
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 32 nd 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:

 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.

4.5. Community Value to other PMI communities:

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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. Strengths
 Dedicated Board of Directors
 Chapter meetings are held in a central location near major highways
 The Board of Directors and chapter members are approachable
 Chapter meetings are entertaining
 Strong core of businesses in Pinellas County support PMI
 High number of members have attained their PMP certification
 Speakers are very informative
 The cost of membership is affordable

5.2. Weaknesses
 Lack of volunteers
 Need to identify specific tasks for volunteers to perform
 More penetration into the local business community is needed
o Collaboration with local companies
 Low cost opportunities to market the chapter are sometimes missed
 Need a better tool for communicating events to chapter members
 People interested in attending the chapter meetings need to be notified that a PMP
certification is not required
 Need to reinforce the processes outlined in the PMBOK during chapter meetings
 The educational benefit of attending meetings needs to be promoted

5.3. Opportunities
 Promote board membership as an avenue for external career growth
 Partner with local recruiters to aid project managers seeking employment
 Reinforce PMBOK processes at chapter meetings
o Icebreaker slide at the start of the meeting
 Seek out low cost ways to market the chapter to local businesses
o Saint Petersburg Times event 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

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o Draft a brochure highlighting award recipients

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

5.4. Threats
o Due to the downturn in the economy members might not renew their membership
o Loss of the Feathersound Country Club for chapter meetings
o Having a speaker fail to attend the chapter meeting
o Changes to PMI corporate that may have adverse effects on the chapter
o Failure to emphasize membership renewals may result in a rapid deterioration of
membership
o Low cost of membership may result in less value to members due to rising prices
o Dinners at chapter meetings may become unaffordable

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6. Plan for Value Delivery:

6.1. Community Development
6.1.1. Plan to attract and retain community 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

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2010 PMI Suncoast Chapter Business Plan

members of both chapters’ options to help them decide on which meeting they would like to
attend. In some cases members attend both meetings.

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

# Category Description Target
1 Meetings Organize chapter meetings that have speakers with 10
relevant project management experience
2 Events Annual Networking Event 1 (Fall)
3 Events Annual Picnic 1 (Spring)
4 Events Annual Business Meeting & Volunteer Recognition 1 (Winter)
5 Training Organize and promote PMP exam prep workshops 3 PMP Courses
6 Training Promote the EVM Conference in June 1
7 Training Promote courses provided by Mega-Seminars 1
8 Training Promote the Defining, Estimating & Scheduling 1
workshop
9 Training Promote the Project Management That Works workshop 1
10 Outreach Reach out to project management students at the Summer & Fall
University of Phoenix and University of South Florida Terms
11 Website Continue to update the chapter website Monthly
12 Communications Continue to inform chapter members about upcoming Monthly
meetings, events, workshops, job openings and new
credential holders

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2010 PMI Suncoast Chapter Business Plan

13 Marketing Create a full page advertisement outlining upcoming 1 page per

meetings & events Quarter
14 Marketing Promote chapter meetings, events & workshops on the Monthly
St. Pete Times website
15 Marketing Update the member benefits package Annually
16 Conferences Send board members to the Region 14 Leadership 2
conference and Global Congress
17 Transition Formally transition positions to new officers Annually
18 Strategy Complete all strategic planning for the year Annually
19 Documents Complete and submit all formal documents to PMI Annually
(Charter Renewal, Business Plan, SAS, Annual Report)
20 Awards Draft a letter documenting the achievements of 1 Letter
volunteers to be signed by the chapter president

6.2.2. Year 2 Priorities

# Category Description Target
1 Awards Apply for the PMI Chapter of the Year Award 1
2 Recruiters Partner with recruiters to aid project managers seeking 1 Meeting
employment
3 Marketing Seek out low cost ways to market the chapter (i.e. Meetup 2 Methods
site, Chamber of Commerce, Local Business Periodicals)
4 Meetings Add structure to post meetings to provide members with 3 Post
additional networking opportunities Meetings

6.2.3. Year 3 Priorities

# Category Description Target
1 Marketing Perform several roadshows at local companies to spark 3 Roadshows
interest in the PMI Suncoast Chapter
2 Meetings Create special interest groups organized by industry to aid 3 Meetings
chapter members with networking
3 Training Organize PMP exam prep and PDU workshops on one of 1 Course
the local cruise ships

6.3. Programs, Initiatives, Targets, and Metrics

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 2010 PMI Suncoast Chapter Business Plan

The PMI Suncoast Chapter will undertake the following programs and initiatives to support the PMI Balanced Scorecard Objectives.

PMI PMI BSC Component Component PMI Target for Component Performance Level Responsibility Date
BSC Objectives Programs Initiatives Services Targets Needed
Per- (Services, (Taken from
spec- Projects, Catalog)
Products)
tives Year 1 Year 2 Year 3

70%
VP of
1 Retention Rate Membership 70% 70% 70% Core Monthly
Membership
Stakeholder

retention
Intimacy

Strengthen
stakeholder 70% of
loyalty respondents VP of
Satisfaction Late
2 Survey
on a five point 70% 70% 70% Core Communication
October
scale report 3 s
or better
Internal Business Processes

Component 16 hours per

Events 3 year (sum of 24 24 24 Core VP of Programs Monthly
Monthly
all events)
meetings / 70% of
Annual respondents
4 conferences on a five point 70% 70% 70% Core VP of Programs Annual
scale report 3
or better
Annual
VP of Special
5 Networking 1 per year 1 1 1 Extended September
Event Projects

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

Projects

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 2010 PMI Suncoast Chapter Business Plan

Annual
VP of Special
7 Business 1 per year 1 1 1 Extended December
Meeting Projects

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

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

Workshops
With The Apr, Oct,
Tampa
10 PMP Prep 3 per year 3 3 3 Extended Vp of Education
May
Chapter

Partnering Community Local College VP of

11 2 per year 2 2 2 Extended Spring/Fall
Outreach Involvement Membership

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

Assisting
Assisting other
Advocacy chapters
13 Chapters via 1 per year 1 1 1 Extended John Evans Quarterly
R14 fund
Web site is VP of
Component
14 web site
updated 12 12 12 Core Communication Monthly
Culture and Capabilities

monthly s
Communication VP of
Make PMI a Component with members
15 via newsletter
10 per year 10 10 10 Core Communication None
customer Customer s
centric Centricity and/or email
organization Program
70% of
Member respondents
Satisfcation Member at End of
16 with
on a five point 70% 70% 70% Core
Large October
Communication scale report 3
or better

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2010 PMI Suncoast Chapter Business Plan

Recognition for
new members VP of
and/or
17 credentials
10 per year 10 10 10 Core Membership - Monthly
earned by VP of Education
members

70% of
Member respondents
Satisfaction Member at End of
18 with
on a five point 70% 70% 70% Core
Large October
Recognition scale reports
3 or better
VP of
Marketing Membership &
Package exists
introduction
19 and benefits
and is updated 1 1 1 Core VP of April
annually Communication
package
s
70% of
Member respondents
Satisfaction Member at End of
20 with benefits
on a five point 70% 70% 70% Core
Large October
package scale report 3
or better
Volunteer VP of Special December
recognition &
21 awards
1 per year 1 1 1 Extended Projects & Business
program President Mtg

Announce
22 Employment 8 per year 9 9 9 Extended President Monthly
Opportunities

Make Component 23 Transition Plan Plan is 1 1 1 Core Board September

leadership Leadership for new leaders documented &
excellence a Dev. Program updated
strategic annually
competency

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 2010 PMI Suncoast Chapter Business Plan

Transition
Meeting held
24 meeting with
annually
1 1 1 Core Board January
new leaders

1 board
LIM Global member LIM -
25 Congress attends per
4 4 4 Core VP of Education
October
year
1 board
Regional member
26 Conference attends per
1 1 1 Core VP of Education April
year
Strategic
Make market
planning
and business
meeting to 1 meeting per
develop-ment Strategy 27 review strategic year
1 1 1 Core President January
a strategic
alignment and
competency
business plan
Resources

Conduct
Surveys 28 Satisfaction 1 per year 1 1 1 Core GOC December
Leverage Survey
resources /
investments in Complete SAS
the 29 & Business 1 per year 1 1 1 Core Consultant March
marketplace Reporting Plan
Complete
30 Annual Report
1 per year 1 1 1 Core Consultant March
Maintain Finances 31 Charter 1 per year 1 1 1 Core President February
financial Renewal
viability

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2010 PMI Suncoast Chapter Business Plan

Complete
32 Annual 1 per year 1 1 1 Extended VP of Finance January
Budget

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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

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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.

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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.

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2010 PMI Suncoast Chapter Business Plan

7. Budget

PMI Suncoast Chapter

Revenue 2010 2011 2012
Membership Dues $9,000 $10,000 $10,300
Monthly Meeting Meal Income $9,500 $12,500 $12,800
50/50 Income $300 $300 $300
Training $13,360 $18,540 $19,096
Networking Meeting $1,000 $1,030 $1,061
Annual Business Meeting $1,000 $2,060 $2,122
Total Revenue $34,160 $44,430 $45,679

Expenses
Annual Business Meeting ($4,500) ($4,725) ($4,961)
Strategic Meeting ($1,500) ($1,575) ($1,654)
Board Member Dinners ($2,575) ($2,625) ($2,756)
Monthly Meeting Meal Expense ($8,790) ($10,500) ($11,025)
Donations ($100) ($105) ($110)
Insurance ($200) ($216) ($227)
PMI Monthly Membership Quiz Game* $0 ($200) ($200)
Regional Leadership Conference ($2,100) ($4,725) ($4,961)
Global Congress (LIM) ($4,000) ($5,250) ($5,513)
Networking Meeting ($3,500) ($3,675) ($3,859)
Office Supplies ($150) ($210) ($221)
Annual Picnic ($350) ($270) ($284)
Website ($1,300) ($500) ($500)
Bank/Computer Fees $0 $0 $0
Annual Report ($170) ($170) ($170)
Component of the Year $0 $0 $0
Speaker Travel ($1,000) ($1,000) ($1,000)
Laptop/Wireless Card $0 $0 $0
Mega-Seminars ($500) ($500) ($500)
Membership Recognition ($1,200) ($1,200) ($1,200)
Training Expense ($6,000) ($6,000) ($6,000)
Joint Fall Symposium ($50) ($50) ($50)
Communications & Marketing ($500) ($500) ($500)
President Discretionary Fund ($500) ($500) ($500)
Total Expenses ($38,985) ($44,496) ($46,191)

Net Income** ($4,825) ($66) ($512)

* Purchased gift cards in 2009.

Starting in 2011, a 3% increase was used as appropriate for income while a 5% increase was used as
appropriate for expenses. It’s anticipated that due to the economy inflation will increase in the next few
years at a larger percentage than the current historical 3% inflation rate.

** The PMI Suncoast Chapter currently has over $16,000 in its bank account. Therefore a negative Net
Income will not have an impact on chapter operations. The goal is to maintain a $10,000 balance in the
bank account. The increase in income in the coming years is due to the projected growth in the success of
the Suncoast hosted prep class where we earn 70% of the profit, and growth in membership (increased dues
revenue).

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2010 PMI Suncoast Chapter Business Plan

8. Risks

Risk Probability Impact Score Response

Loss of meeting space facilities due L H L Accept
to fire or storm related damage.
Loss of meeting space facilities due H H H Mitigate –Other banquet
to increased fees or unavailability. facilities in the area will
be evaluated.
Resignation of a key member of the L M M Mitigate – Junior
leadership team. members of the
leadership team will step
up to assume all
responsibilities of the
resigning member.
Severe reduction in membership due L H M Mitigate – Ensure that
to existing members failing to renew members receive
their membership in the PMI ongoing communication
Suncoast Chapter. about chapter events so
that they believe that the
chapter is adding value
to their careers in project
management.
Legal issues due to a scandal in PMI L H L Accept
that reflects negatively on the PMI
brand and its chapters (i.e.
Accounting, Fraud …)
A member of the leadership team L L L Mitigate – The individual
decides to open a business as a PMI will be asked to step
Registered Educational Provider down and a junior
resulting in a conflict of interest member of the
between running the chapter and leadership team will
soliciting members for training. assume all
responsibilities.
Loss of a key member of the M M M Mitigate – Junior
leadership team due to health, an members of the
accident or criminal activity. leadership team will step
up to assume all
responsibilities of the
resigning member.

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2010 PMI Suncoast Chapter Business Plan

9. APPENDIX : Reference and Supporting Documents

9.1. Strategic Alignment

PMI Component SAS EXAMPLE.doc

9.2. Strategic Alignment Scorecard, 2009 for

Suncoast PMI

Suncoast PMI SAS -

2009.xls

9.3. PMI Community Multi-Year Business Plan

Example

PMI Community MYBP Example .doc

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