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Component Strategic Alignment PowerPoint Presentation
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Component Strategic Alignment

Component Strategic Alignment

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Component Strategic Alignment

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  1. Component Strategic Alignment PMI Strategic Plan Overview - Linda Vella, PMP PMI Volunteer Participation - Karen Tate, MBA, PMP Community Transformation Project - Linn J Wheeling, CAE

  2. A Call for Change • Strategic direction for the future: • The function of PMI’s Strategic Plan is to set direction for PMI and to realize our envisioned future.

  3. PMI’s Strategic Planning Process

  4. Planning Horizons(10-30 Years) 10 - 30 Years: Our Collective Future • Envisioned Goal • Vivid Descriptions

  5. Planning Horizons(5-10 Years) 5 - 10 Years: Environment Factors/Influences • Assumptions About the Future • Strategic Risks • Mega Issues • Strategic Principles

  6. Planning Horizons(3-5 Years) 3 - 5 Years: Strategic Planning • Value Proposition • Differentiation Statements • Outcome Descriptions

  7. Planning Horizons(1-2 Years) 1 - 2 Years: Action Planning • Annual Strategic Plan Review • Priority Setting • Program Planning • Annual Operational Planning

  8. PMI’s Core Purpose To advance the practice, science and profession of project management throughout the world in a conscious and proactive manner.

  9. PMI’s Core Values The Four Main Core Values are: • Professionalism • Knowledge • Community and Volunteerism • Value of Project Management to Business

  10. Professionalism Community & Volunteerism Competence Inclusiveness Ethical Behavior Member Participation Honesty Constructive Synergies Knowledge Openness with our Stakeholders Sharing Information Diversity Thought Leadership Consideration of All Cultures Standards-Setting Value of PM to Business Educational Excellence Importance of Business & Government PMI’s Core Values

  11. Envisioned Future - A Look at the Four Planning Horizons A real, but yet unrealized vision for PMI in the future.

  12. Envisioned Goal (10-30 years in future) Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it.

  13. Strategic Principles(5 - 10 years in future) • Emphasizes Cooperation over Competition • Use of Best Practices, including Project Management • Use of Market Research, Business Case and Life Cycle Management Processes • Use of Subject Matter Expertise Cooperation over Competition Use of Best Practices STRATEGIC PRINCIPLES Use of Subject Matter Experts Use of Market Research

  14. Value Proposition(3 - 5 Years) Eminent Influence has been established as the Institute’s appropriate Value Proposition for all of its markets.

  15. Value Proposition(3 - 5 Years) Establishing our unique position within the project management profession.

  16. PMI Strategic Goals • Superior Practice of Project Management • Global Acceptance of Project Management

  17. Strategic Themes • Thought Leadership • Profession Enablers • Partnering • Advocacy

  18. Thought Leadership • PMBOK® Guide – Third Edition • Translations in 12 languages • Practice Standard for Earned Value Management • Program Management and Portfolio Management Standards • Standards development team concluded that we will produce a separate standard for Program Management and Portfolio Management

  19. Profession Enablers • Organizational Project Management Maturity Model (OPM3®) • Role Delineation Study for Project Management Professionals • Certification translation activities • Updating translations in nine languages OPM3® is a registered mark of the Project Management Institute

  20. Partnering • Developing partnerships worldwide to create awareness and promote the value of project management and PMI • Gain global acceptance of project management at the global level for PMI Standards, credentials, etc. • Growing PMI’s Corporate Council globally

  21. Advocacy • Expanded, enhanced communications plan • U.S. Federal Project Management Working Group • Expanded EU activities • PMI Region 10 Roadshow • Executive forums with PMI Components, business and government • CEO presentations worldwide

  22. Bringing the Strategic Plan to Life Through Leadership Karen Tate, MBA, PMP

  23. Need for Global Diversity • Volunteers – PMI needs to find qualified candidates to serve on Board Other Committees • A new procedure to identify diversified and qualified candidates that are available and willing to serve is being piloted in 2005

  24. Board Other Committees • Nominating Committee • Ethics Review Committee • Ethics Appeals Committee • Educational Foundation • Appointee Qualification Sub-Committee (future)

  25. Appointee Qualification Subcommittee • Identify and qualify a short list of appointees for Board Other Committees • Support PMI’s commitment to leadership excellence

  26. Leadership Volunteer Leadership Framework • The Face of PMI • The Volunteer Leader • The Volunteer Coordinator • The Learning Volunteer For more information on Leadership Development Program – attend break out session this afternoon

  27. Appointee Qualification Subcommittee Members Cliff Sprague – USA - 2005 Chair George Xu - China Fabio Melo – Brazil Jeffrey Busch – USA Sean O’Hara – USA

  28. Volunteers • Please consider consider self-nomination at: http://www.volunteertools.com/Tools/ApplicationForm.dll/?SN=61702 • You are the stewards of PMI Leadership. Please help develop other leaders in your components.

  29. Transforming Community To Drive Strategy Linn J. Wheeling, CAE Manager Component and Community Relations

  30. Component Community’s Alignment with PMI • A Member of PMI’s Global Component Community • Representing PMI to our collective membership

  31. PMI’s Global Component Community • The FACE of PMI • Consistent Membership Experience • Consistent Program and Product Information • Coordinated Communications • Strategic Partnerships • PMI’s “Eyes & Ears” Around the World

  32. Community Transformation Project • Develop a common definition of “community” within PMI • Establish a framework for defining and validating PMI Community’s future state

  33. Community Transformation Project • An organizational approach for aligning the various communities of PMI • Models that are adaptable, flexible, to support the achievement of the envisioned goal

  34. Community Transformation Project • Relationship communities – focused on building relationships, support networks and alliances. • Interest communities – focused around a specifically defined topic for the exchange of information. • Communities of practice – focused on generating collective learning and sharing around a domain of knowledge. • Implicit discussion communities – mostly relevant in the virtual world, focused on the exchange of knowledge related to specific products and services (e.g., user groups)

  35. Community Transformation Project • PMI models of and for community include: • Components • REPs • PMPs • Members

  36. Community Transformation Project Work in Progress… • Suspend New Component Growth • No New Letters of Intent • Evaluate Potential Component Status • Charter those that have completed requirements • Maintain potential status for those in the process • Terminate letter of intent where activities non-existent

  37. Community Transformation Project • How does community support the successful achievement of our envisioned goal? • What would we create to support their success?

  38. Community Transformation Project • Information posted to PMI Component Leader Community site • Articles in PMI Today • Ongoing dialogue with component leaders throughout the world • PMI Leadership Meeting - EMEA • PMI Leadership Meeting - North America

  39. Thank You!