The Objectives of the Retreat Included the Following

The Objectives of the Retreat Included the Following

Strategic PlanRevision 05/09/2019

PMI Midlands

Strategic Planning
As of 8/18/14

______

Overview

The PMI-Midlands Association held half-day retreats on . The session was attended by members of the board and special projects. The retreat was held at BCBSSC’s Tower Auditorium. Jerry Horan served as facilitator and documenters for the sessions.

Objectives

The objectives of the retreat included the following:

1. Understand past information available

2. Develop an organization vision and key goals

3. Establishing measurable objectives

4. Identify key strategies

Attendees

The following people attended the meeting.

Leadership Strategies

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Strategic PlanRevision 05/09/2019

 Edmund Melkomian (Finance) [2]

 Des Latharm (Communication) [1]

 Glena Bozard (Policies & Procedures) [1]

 Marcia Nelson (Programs) [2]

 Ruben Guardiola (Communications) [1]

 Monique Richardson (Media Relations) [2]

 Barbara Gelberd (Membership) [2]

 Donna Mack (Volunteers) [2]

 Scott Davis (Membership) [3]

 Sandra Harvison (Special Projects [2]

 Cindy Woodrow (President) [3]

 Ken Mulchahey (Marketing) [1]

Leadership Strategies

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Agenda

1. Key Issues

2. Review of Recent Accomplishments

3. Force Field Analysis

4. Vision Themes

5. Goals

6. Candidate Mission Statement

7. Guiding Principles

/

8. Goal Summaries

 Objectives
 Critical Success Factors
 Barriers
 Strategies

9. Priorities

10. Next Steps

11. Issues

12. Evaluation

Documentation Contents

This document presents the results of the session as recorded by the facilitator. Comments appearing in italic represent additions made by the documenter for clarity. The document includes the following sections:

[Place cursor on first line and Hit F9 to automatically update the entire table]

I. Key Issues to Discuss

II. Review of Situation Assessment

III. Force Field Analysis

IV. Vision Elements

V. Goals

VI. Candidate Mission Statement

VII. Candidate Vision Statement

VIII. Guiding Principles

IX. Objectives and Strategies

X. Priority Strategies

XI. Communications Plan

XII. Next Steps

XIII. Session Evaluation

XIV. Open Issues

I. Key Issues to Discuss

The participants were asked to identify the key items they wanted to ensure were discussed during the retreat. These items were grouped and are listed below.

Area / Issues
Governance /
  • Established Policy and Procedures
  • Traction Issues
  • Have to Maintain Regular Planning
  • Continue Quarterly Meeting
  • Need a President Elect
  • 12 people can’t do it all – grow BOD and Volunteer Pool
  • Break Work Down into chunks
  • On-boarding of Leaders

Promotions /
  • Reach out to Other Geo Areas
  • Reach out to Other Member groupings
  • Promote to Businesses/Orgs

Communications /
  • Newsletter
  • Communications Operations
  • Benefits to Corporations
  • Knowledge Management on Web
  • Knowledge Offerings to Members on Web
  • More Free Stuff

Membership /
  • More Members
  • Increase the Member Gain/Loss Ratio
  • New Member Integration
  • Get Members Involved in Volunteering
  • Ease of Data Access
  • Affinity Groups? – Energizing Around Areas of Interest
  • On Boarding of Volunteers

Planning /
  • Budget Planning
  • Budget Priorities
  • ROI on activities

II. Review of Situation Assessment

A Situation Assessment was performed to assess the current situation across several areas. The following key points were identified for each area.

Area / Key Points
Chapter Reports /
  • Format Info
  • Annual REQ

Membership Benefits /
  • PDD is back – good event
  • IT ology/ Midlands/USC partnering good
  • Value to Organization
  • Joined because impressive organization and meetings

Finances /
  • How Does Money fit in the Chapter
  • In the dark without Budget
  • How much do we have?

Programs /
  • Chapter has upgraded Community Relations
  • Partnering in Community - Good
  • Programs very good

Communications /
  • Website Upgrade

Parking Lot Items

• Access and make available historical documents regarding previous SOPs/Policies

• BOD assistance required to develop new member on-boarding

• How do we use our BOD time – part working meeting for board time along with new and old business

III. Force Field Analysis

The following lists out the items the Board feels is working for them and the items working against them in becoming the chapter they want to be.

For Us / Against Us
Hard working BOD gets work done / Constant bickering/lack of productivity
Strong minded = better ideas / Instruction/lack of impact
Better Branding = better marketing / Productivity – execution
Better communication = better participation / Lost in details
Tools (infrastructure) = helps us communicate / Lack of content – impact program execution
Diversity of industries = diversity of ideas / Lack of context – Impacts direction
Pre-planning of programs = better programs = value to members / Missing Strategic plan – no direction
Core group / It’s a volunteer organization – minimal time
Availability of meeting places (BCBS/It-Ology/MTC) / Roles & responsibilities – don’t know who/what
Commitment of board / Lack of status – checkpoints needed
Effective Execution / Not efficient with time/people/resources – impacts volunteers
Industry diversity on board / Untapped resources – no volunteers
Programs (Events/Lunch N Learns) increase value to membership / Clear cut responsibilities (lack of)
Relevant presentations / Unpublished guidance/plans
Stable membership base (numbers stay same-no decrease but change) / Need education on tools – tools too hard to use
Strong parent organization (PMI) / Tools – Zimbra not providing continuity
Outreach - improved

IV. Vision Elements

A visioning exercise was used followed by breakout sessions in small groups to identify common themes across the team’s vision. These themes were categorized and are presented below. Best Mid-Size Chapter in PMI: SC Midlands

Category / Vision Elements
Membership Enrichment /
  • Membership 700 (1500) with 2/3rds actively involved
  • Many helpful members (one brick at a time – everyone does something)
  • Member successes/testimonies highlighted
  • Grow National/International Leaders
  • Members on-board and contributing
  • New members called and welcomed to chapter
  • Members volunteering
  • Members referring friends and colleagues
  • Adventure Training – invigorating, dynamic experiences
  • Family Atmosphere – members feel connected
  • Members feel pride of accomplishment – “We did something meaningful”
  • Educational opportunities for members to increase professional skills/marketability
  • Scholarships for member education ( PMP, ScMP, RMP, etc.)
  • Job Assistance for members
  • 1/3rd of membership wants to move to BOD
  • Membership referrals
  • Volunteers have a clear roadmap to success
  • Networking opportunities for conceptual cross-fertilization, mentoring and new opportunity mining

Community Outreach /
  • External Recognition by industry and government
  • Partnered with others to bring PM skills to HS and Middle School students
  • Sponsors compete to be associated with PMI Midlands
  • Members feel pride of accomplishment – “We did something meaningful”
  • Scholarships for young people who wanted to go into PM
  • Job assistance through on-going career fairs
  • Community recognition across board
  • PM skills to non-profits
  • Volunteers have a clear roadmap to success
  • Collaboration with community orgs. And leaders
  • Collaboration with other PMI chapters

Operational Excellence /
  • External Recognition by industry
  • Chapter operations noted as national model
  • We are focused and have an iterative Strategic Plan with checkpoints
  • Clear, solid accessible policies and procedures – working infrastructure
  • Postured for continuous improvement with input from local businesses and industry leaders
  • Sophisticated use of technology recognized
  • Family Atmosphere – members feel connected
  • Seamless collaboration between BOD and chapter members/committees
  • Positive audits of chapter and documents
  • Members feel pride of accomplishment – “We did something meaningful”

Education /
  • Increase skills, provide tools to new and mature PMs
  • Sponsored training – PMP, RMP, ScMP
  • Educational opportunities
  • Chapter members with growth and resources to further professional development
  • Job Assistance

V. Goals

From the vision themes, goals and goal statements were derived. Goals define the broad areas in which the organization must be successful. Goals are typically directly related to the vision categories.

Membership Enrichment / Promote membership growth and retention by providing a dynamic and engaging experience
  • Retain current
  • Grow new
  • On-board recent
  • Value and enhance all

Community Outreach / Maximize and Maintain Community Partnerships (to enhance recognition and value of PM skills
  • Collaboration
  • Recognition
  • Contribution
  • Promotion of PM as profession
  • Desirable to Outsiders

Operational Excellence / Leadership promotes and is supported by continuous operational effectiveness (improving)
Education / Provide continuous professional development to foster membership growth

VI. Candidate Mission Statement

A mission defines the overall purpose of an organization. The mission statement should describe what the organization does, for whom it does it, and the benefit.

Question / Key Points
What do we do? /
  • Promotes profession of Project Management

For whom do we do it? /
  • Throughout the Midlands Region

What is the benefit /
  • Professional advancement through education, community & leadership

Based on the answers to the questions, the team created the following candidate mission statement.

Our Mission

PMI South Carolina Midlands Chapter promotes the profession of project management for all industries throughout our assigned region by providing structure to develop professional advancement through education, community involvement and leadership, while adhering to PMI's core values and ethical standards.

VII. Candidate Vision Statement

A Vision Statement defines the preferred future. It is not just a logical extension of the Mission Statement and should inspire current and future members to be active in the association. The team evaluated the Vision Statement from PMI Global. Three candidates statements were created from which one was selected to use for final changes. A period of lobbying occurred and the result is listed in the Vision Statement below.

Vision Statement

Vision Characteristics:

 Accomplishments using PM

 On time, on budget

 Well-oiled machine

 Project Managers know Midlands Chapter as resource

 Inspiring

Candidate Statements

PMI Midlands provides networking and educational resources to aspiring and advanced project managers and promotes the benefits of project management to all industries.

A network of project managers sharing skills that improve the community through excellency in project delivery.

SC Midlands Chapter will be valued for its guidance in project management and its ability to positively impact the delivery of quality leadership

Final Statement:

PMI- Midlands is a network of aspiring and credentialed Project Managers sharing skills that improve the community by demonstrating best practices in project delivery and the ability to grow quality leaders.

VIII. Guiding Principles

Guiding Principles are broad guidelines from which more detailed decisions can be made. Guiding principles define a value and the behavior we will take based on the value.

Guiding Principles

At PMI, we believe in:

Project Management Impact
Project management is a critical competence that has a positive influence on organization results and society.
Professionalism
Accountability and ethical behavior ensures our commitment to PMI stakeholders.
Volunteerism
Volunteers and effective volunteer partnerships with staff are the best way to accomplish the Institute's goals and objectives.
Community
Bringing members of the global project management community together is the best way to advance the project management profession and facilitate their growth.
Engagement
Encouraging diverse viewpoints and enabling individuals to contribute to the project management profession and to the Institute.

IX. Objectives and Strategies

Objectives (specific, measurable targets) were established for each goal area. Critical success factors (key conditions to achieve the objectives) and barriers (those things standing in the way) to success were determined. Strategies (critical activities to control a critical success factor, over a barrier or drive achievement of an objective) were developed.

Objectives are stated for three year period ending 12/31/2017

A. Membership Enrichment

Promote membership growth and retention by providing a dynamic and engaging experience

• Retain current

• Grow new

• On-board recent

• Value and enhance all

Objectives / Baseline / 1st Year / 2nd Year / 3rd Year
1. / Increase the number of people joining the PMI Midlands Chapter / Approx 400 / +2% / +4% / +6%
2. / Maintain a high percentage of members renewing their annual membership. / Approx 60% / 70% / 75% / 75%
3. / Increase the number of active members who attend at least one of the following events: L&L, PDD, Quarterly Meeting & Annual Meeting / Approx 200 / +10% / +20% / +30%
4. / Increase the number of members responding to the annual PMI GOC survey / 50 / 75 / 100 / 125
5. / Increase the number of members giving a score of 3 or greater on a 5 point scale for questions around membership value in the annual survey. / TBD / +10% / +25% / +40%
6. / Increase the amount of members volunteering to assist in board work or events. / Approx 75 / +10% / +25% / +40%
7. / Increase the number of hits on the PMI Midlands website / TBD / +50% / +50% / +50%
Critical Success Factors A repository of information to measure membership objectives.
 High caliber programs that keep membership advancing their skillset.
 Continuous communication with membership to keep them engaged.
Barriers Lack of integrated approach to performing board activities (Siloes)
 Lack of tools to accomplish board business.
 Lack of established processes to perform board business.
Strategies
A1. / Implement a membership tracking tool - C1, B1 & multiple Objectives.
A2. / Implement an integrated approach to forming cross functional action teams – B1 & B3.
A3. / Develop outreach to education organizations – O1.
A4. / Develop membership PMI-Midlands procedures for activities supporting membership – C3, B3 & multiple objectives.
A5. / Utilize PMI Global and other existing resources – C2, B2, & B3.
A6. / Revise membership website to improve member experience – C3, B1 & O7.
A7. / Implement an ambassador program for membership events/surveys - C3, B1, O1 & O3.
A8. / Develop an incentives program for inviting new and active members to chapter events – O1, O3 & O4
A9. / Implement a membership spotlight/recognition program – C3, O2 & O5

Notes:

A2 – Each team supports chapter project & deliverables – work packages, functional support identified & project charters. Use approach at BOD Meetings.

A3 - Promote , retain, increase PM ED-F/PM Overview

A5 - Global dollars for programs and attendance at activities

A6 - Track and reward members usage, improve content/access

B. Community Outreach

Maximize and Maintain Community Partnerships (to enhance recognition and value of PM skills)

• Collaboration

• Recognition

• Contribution

• Promotion of PM as a profession

• Desirable to outsiders

Objectives / Baseline / 1st Year / 2nd Year / 3rd Year
1. / Increase the number of corporate sponsorships for each level. / TBD / 7 / 9 / 11
2. / Increase the number of organizations/
businesses that we introduce to the PMI. / 0 / 5 / 10 / 15
3. / Increase the number of people who join PMI from community organizations/businesses we talked with / 0 / 5 / 10 / 15
4. / Increase the number of community service projects / 0 / 1 / 2 / 3
5. / Increase the number of pro-bono PM consulting hours. / 0 / 5 / 7 / 10
6. / Increase the number of PMI Midlands mentions in social media / 0 / 2 / 2 / 5
Critical Success Factors
Barriers
Strategies
B1.
B2.
B3.
B4.
B5.
B6.
B7.

C. Operational Effectiveness

Leadership promotes and is supported by continuous operational effectiveness (improving)

Objectives / Baseline / 1st Year / 2nd Year / 3rd Year
1. / Have Key Performance Indicators (KPIs) for Operational Effectiveness / 0 / 6 / 12 / 18
2. / Increase the number of approved policies and functional workflows / 0 / 9 / +33% / +33%
3. / Increase survey scores rating the ability for people to find and use functional workflows (reduce frustration) / 0 / 50% / 60% / 70%
4. / Achieve higher scores in PMI Global survey rating the board capabilities. / TBD
5. / Achieve scores of x or better on annual audit (maturity model) survey taken by board members / 0 / 2 / 3 / 3+
Critical Success Factors Board commitment for creating policy and procedures
 The number one priority
 Participation from all board members
 Clear path to end state (model for success)
Barriers The lack of continuity
 The lack of organizational assets
 The lack of a central repository
 The pain level has not been high enough for people to want to change
 Lack oversight/governance/bandwidth/urgency in creating, executing or changing workflows
Strategies
C1. / Develop Workflows O2, O5, C1, C2, B2
C2. / Implement measurement tools O1, O4, O5, B4
C3. / Implement KPIs and templates for Policy/Procedures/Workflows O1, O3, C4, B4
C4. / Establish an approval process (criteria) O2, C1, C3, B1, B5
C5. / Establish a repository for Organizational Process Assets (OPA) O2, O5, C4, B2, B3
C7.

D. Education

Provide continuous professional development to foster membership growth

Objectives / Baseline / 1st Year / 2nd Year / 3rd Year
1. / Increase the number of people with the Project Management Professional (PMP) designation / TBD / +3 / +3 / +3
2. / Increase non-member participation in educational programs. / TBD / +3 / +3 / +3
3. / Increase the number of people with the Certified Associate in Project Management (CAPM) designation / TBD / +3 / +3 / +3
4. / Increase people who obtain a Specialty Certification for PMP. This can be any one of the following:
  • Program Management Professional (PgMP)®
  • Portfolio Management Professional (PfMP)SM
  • PMI Agile Certified Practitioner (PMI-ACP)®
  • PMI Risk Management Professional (PMI-RMP)®
  • PMI Scheduling Professional (PMI-SP)®
  • OPM3® Professional Certification
/ TBD / +3 / +3 / +3
Critical Success Factors Using more PMI resources to engage people in the educational programs
 Have engaging educational programs that attract people outside of the PMI Midlands Chapter
Barriers
Strategies
D1.
D2.
D3.
D4.
D5.
D6.
D7.

X. Priority Strategies

To determine the priority strategies, the participants engaged in a three-step process. First the participants reviewed each of the strategies and combined those that were similar in scope and timeframe. Then each participant had the opportunity to lobby the other participants by voicing the reasons for supporting particular strategies. In the final step, the participants were given two sets of dots, representing “support” (1 point) and “strong support” (3 points). The table below shows the highest rated strategies based on the final voting.

Points / Strategy / Assigned to

XI. Communications Plan

Various groups will need to learn about the strategic plan. The communications plan indicates to whom and how the strategic plan will be communicated.

Audience / Vehicle / Who / By When

XII. Next Steps

The participants identified several actions as necessary to ensure follow-up on the retreat's results.

Action / Assigned to / Due Date
  1. Complete draft of plan & distribute to PMI Board
/ Jerry Horan
  1. Establish baseline, target and milestone for each objective
/ Board Members
  1. Distribute draft for review
/ Jerry Horan
  1. Review and consolidate comments
/ Jerry Horan
  1. Develop action plans for priority strategies
/ Committee Teams
  1. Approve action plans
/ Board Members
  1. Execute communication plan

  1. Begin implementation
/ Committee Teams
  1. Hold first strategic plan review session
/ Board Members

XIII. Session Evaluation

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