PMINYC STRATEGIC PLAN 2010 - 2012 - New York City...

PMINYC Strategic Plan 2010-2012 v1_3 Not for Circulation outside of PMINYC Chapter without permission

PMINYC STRATEGIC PLAN

2010 - 2012

PMINYC STRATEGIC PLAN 2010-2012

PMINYC Strategic Plan 2010-2012 v1_3 2 of 81 Not for Circulation outside of PMINYC Chapter without permission

Document History and Change Control Log Date Version Publisher of Revision Description of Revisions/Distributed to 7/28/09 V1.0 Karen E. Fox, PMP –

President elect first draft

9/21/2009 V1.1 Karen E. Fox, PMP – President elect

Balance sheet added (Sec. 2.3.3) Update Smart Objectives for Learning & Development (Sec. 4.3) Comparison of Balance Sheets 2006 through 2009 (Appendix E)

10/15/2009 V1.2 Karen E. Fox, PMP, CSM – President elect

Updated document per comments from Beth Ouellette – Financials and membership statistics as of September 2009

12/19/2009 V1.2 Karen E. Fox, PMP, CSM – President elect

Added Charts for Sources of Expenses and Revenue (Appendix E)

4/30/2010 V1_3 Karen E. Fox, PMP, CSM – President

Added SWOT (Appendix K)



Table of Contents

1. Executive Summary............................................................................................................................... 4

1.1 Background ....................................................................................................................................... 4 1.2 Methodology..................................................................................................................................... 4 1.3 Structure of the Plan.......................................................................................................................... 4 1.4 Mission.............................................................................................................................................. 5 1.5 Vision................................................................................................................................................ 5 1.6 Strategic Objectives .......................................................................................................................... 6

2. Current State .......................................................................................................................................... 6 2.1 Chapter Profile .................................................................................................................................. 6 2.4 Strategic Objectives ........................................................................................................................ 11

3. Market Overview .................................................................................................................................. 20 3.1 PMI Components ............................................................................................................................ 20 3.2 Target Corporations ........................................................................................................................ 20 3.4 Academic Institutions ..................................................................................................................... 21

4. Future State ........................................................................................................................................... 21 4.1 Mission............................................................................................................................................ 21 4.2 Vision.............................................................................................................................................. 21 4.3 Strategic Objectives ........................................................................................................................ 22

Appendices................................................................................................................................................ 28 Appendix A. The Strategic Vision for PMI.......................................................................................... 29 Appendix B. Chapter Leadership Current Organization as of October 2009 ....................................... 34 Appendix C. Analysis of Chapter Dues and Fees................................................................................. 36 Appendix D. Chapter Performance Summary ...................................................................................... 38 Appendix E. Financial Overview.......................................................................................................... 40 Appendix F. Results of the Annual Membership Survey 2009 ............................................................ 46 Appendix H. Membership Detail Information...................................................................................... 61 Appendix I. Target Corporations .......................................................................................................... 71 Appendix J: PMINYC Sponsorship Packages...................................................................................... 77 Appendix K: PMINYC SWOT............................................................................................................. 80



1. Executive Summary

1.1 Background

The Project Management Institute (PMI) was founded in 1969. The NYC Chapter received its PMI charter in 1986 under the direction of Henry Nablick with only 45 members and no programs or activities. In 1991 Frank Saladis took over the Chapter and Office of President. Under his leadership the Chapter grew and a Board of Directors was formed. In October 2000 the Chapter was incorporated as not-for-profit Corporation in the State of New York as The Project Management Institute, New York City, Chapter, Inc. The 2000 Board of Directors collaboratively developed the current Chapter Mission, Vision and Objectives, which were updated most recently in 2009.

The Strategic Planning Committee is chaired by the President-Elect in accordance with the responsibilities defined in the chapter by-laws, and it includes all current Board members (mandatory) and selected chapter leaders.

1.2 Methodology

The Strategic Planning Process was kicked off with the current President, President-Elect and the current Board of Directors in August. After that, the President and President Elect met to review the prior document and determine necessary updates. The President Elect developed the working plan and timeline and re-used the basic framework of the prior strategic plan document. The President Elect emailed requests to the Board of Directors detailing the updates needed from their respective areas. As updates were received they were applied to the document. It should be noted that the Vice Presidents of Finance and Membership were asked to contribute to this document but provided no material. The planning effort will culminate with a strategic planning session of the Board of Directors in the November timeframe. It is at this session that the updated strategic objectives will be finalized and approved, and the chapter vision and mission will be renewed.

1.3 Structure of the Plan

The Strategic Plan for the PMINYC Chapter has been developed in three major sections:

• The Current State describes the present condition of the chapter, including its mission and vision, its programs and activities, the membership, finances, strategic objectives and leadership.

• The Market Overview describes the environment of customers served by the chapter.

• The Future State supports the PMI HQ Strategic Plan for the parent Project Management Institute organization, as well as the goals for the PMINYC Chapter. The Future State portion of the PMINYC Strategic Plan consist of three components:

− The Vision

− The Mission

− A set of Strategic Objectives



These three components together form the basis for operational planning for the various programs, committees, budgeting considerations and all other PMINYC Chapter activities for the ensuing 3-year period.

1.4 Mission

The PMINYC Chapter will grow its members by:

• Consistently delivering an environment and opportunities which develop knowledge, skills,

professionalism and application of project management

• Partnering with service, corporate, academic and neighborhood entities to unleash the power of project

management

• Attracting, developing and retaining leadership to ensure the future of the organization

The mission statement reemphasizes the need for chapter programs to maximize member value. The chapter will foster this by providing chapter programs, special events, professional development opportunities and networking opportunities.

1.5 Vision

In 2009 in New York City, “the greatest city in the entire world,” we made the choice to Build Bridges for our

Future. We chose this platform as our vision for the PMI Chapter in New York City. To focus on the future,

and “paying it” forward for our PM community. We have realized that there are so many opportunities to

build bridges and as such have outlined some exciting possibilities, partnerships and potentials.

In 2010, we want to continue the work that we began in 2009. As are membership continues to be challenged

with a difficult unemployment situation, we will strive to help them with their job search and retention of their

membership as it is a primary avenue for networking with their peers.

The following key phrases were emphasized:

“Building Bridges for our Future” • Building Bridges across our Rivers includes connecting with other PMI chapters.

• Building Bridges across our Oceans, includes events like the Chinese delegate meeting in the fall of 2008, and Corporate Outreach serving as a liaison with corporations in Ireland and England, meetings with a representatives from Germany and Bulgaria interested in starting a new PMI Chapter, and requests to consider being a Sister Chapter to a few other PMI Chapters. Our potential here truly untapped, but it is as wide as the oceans.

• Building Bridges across our Communities includes the array of monthly opportunities right here in New York. From our Breakfast Round Table, to our Career Development Network, to our Chapter Meetings, we have a variety of offerings, subject matter, and competency levels available to our community.

“Paying It Forward” We have ramped up our Community outreach to include not only Service, a new relationship with the Office of Service in the Office of the Mayor of NYC, as well as Corporate, Academic, and Neighborhood.



Offerings to “pay forward” through our Neighborhood Outreach Program include working in the local soup kitchen or putting on the paint frocks and helping out at the Volunteers of America and as spring comes come help plant some trees and increase the beauty of our fabulous city. With our newly introduced relationship with NYC Service, we hope to foster opportunities for the membership to use their professional skills to volunteer for opportunities such as teaching basic project management principles. Academic Outreach involves building relationships with our schools through the Department of Education to mentor students into learning project management as a life skill.

1.6 Strategic Objectives

The strategic plan consists of the goals to be completed in a two to three year time period. The goals are aligned to the PMI HQ strategic plan and support the PMINYC vision and mission. The objectives from the three year cycle that is ending are discussed in the “Current State” section of this document. The new objectives for the new three year cycle can be found in the ‘Future State’ section of this document.

2. Current State The PMINYC chapter is a vibrant and active organization providing many project management programs, career and chapter participation opportunities to chapter members throughout the membership area. The current state of the chapter is described in detail to provide a profile of the organization with regard to leadership, membership, finances and programs.

2.1 Chapter Profile Currently the Chapter is under the direction of Beth Ouellette, President, and has membership of over 2,600 and hosts three to five programs per month, including the standing Career Development Network, Breakfast Roundtables and Monthly Chapter Meetings.

2.3.1 Chapter Leadership

The chapter is led by both elected and appointed members of the Board of Directors as described in the by-laws. The by-laws were revised in 2009 to improve the governance function and are pending approval by the membership. A significant change in our by-laws is the transition of the appointed positions to elected positions. The organization of these positions, and the programs sponsored by each is described in the organization chart provided in Appendix B.

2.3.2 Membership

Current Membership Statistics (As of September, 2009) extracted from the PMI Community Statistics

3.5 Year Comparison of Membership Data Sept 2006 Sept 2009 Additional Members

% Growth

Number of PMINYC members 2,175 2,688 + 513 +24%

Number of PMINYC PMP members (%PMP)

1,131 (52%) 1,625(70%) + 494 +44%



Number of PMINYC CAPM members (%CAPM)

N/A 27(1%) 27 N/A

Number of PMINYC PgMP members (%PgMP)

N/A 3(>1%) 3 N/A

PMI members worldwide who belong to chapters**

217,800 191,687 -26,113 -12%

PMPs associated with PMI worldwide who belong to chapters (%PMP)**

202,514 (93%)

118,337 (62%)

--84,177 -42%

** PMI Global has over 308,000 members world-wide. Please refer to Appendix G for detailed information about the membership of the PMINYC component with regard to industry, occupation, chapter affiliations. Membership Retention and Attrition The overall growth rate for the PMINYC chapter stands at 24% since September, 2006. The chapter gained 773 new members in 2009, and lost, through non-renewals, a total of 717 members. Based on the number of non-renewals, the overall attrition rate of the chapter is 27.24% one of the highest rates of attrition among the components in Region 4. The attrition rate for components in Region 4 is 23.38%. Please refer to the Chapter Membership Attrition Performance Summary in the Appendix C for detailed information. Also, please refer to the Results of the Annual Chapter Membership Survey for 2008, found in Appendix F.



2.3.3 Financial Overview

The overview of the chapter’s financial status is summarized in the Balance Sheet as of September 17, 2009 below. Additional information can be referenced in Appendix D.

ASSETS

Current Assets

Total Bank Accounts $

222,714.19

Total Accounts Receivable $

0.00

Total Other Current Assets $

0.00

Total Current Assets $

222,714.19

Fixed Assets

Total Fixed Assets $

289.76

TOTAL ASSETS $

223,033.95

LIABILITIES AND EQUITY

Liabilities

Current Liabilities

Total Accounts Payable $ 0.00

Total Current Liabilities -$ 0.00

Total Liabilities 0.00

Equity

1110 Retained Earnings 164,428.30

3000 Opening Bal Equity -3.82

Net Income 58,609.47

Total Equity $

223,033.95

TOTAL LIABILITIES AND EQUITY $

223,093.95



2.3.4 PROGRAMS

The PMINYC Programs team provides a variety of programs and events that offer the opportunity for members of the PMINYC community to improve their project management skills, soft skills and job-search skills. These programs are described in detail below. The Program Committee planned and scheduled speakers for over 35 venues during the year, including monthly chapter meetings. Programs Chapter Meeting (Monthly, September-June) The Chapter Meeting is the central monthly event for the chapter and consists of an informal networking session, where attendees get to meet and form connections; a chapter business portion and an educational portion that addresses a specific area related to Project Management which allows PMPs to earn 1 PDU towards recertification for each meeting. The December meeting has a longer business portion, as this is the annual membership meeting required by the PMINYC by-laws. Career Development Network (Monthly, September-November; January-June) The Career Development Network provides a regular opportunity for members to improve skills related to advancing their careers in project management. Each individual program will focus on an area related to career development. PMPs earn 1 PDU towards recertification. Recruiters may be available at some meetings for attendees who are either looking or considering looking for a new position. Breakfast Roundtable (Monthly, September-June) The Breakfast Roundtable provides opportunities for PMI members to start their workday once a month with a topic focused on practical topics that provide tools & techniques that can be put into practice immediately by attendees. PMPs earn 1 PDU towards recertification for each meeting. Special Events (Varying schedule) Special Events provides a way to accommodate program and event requests and interests of the chapter members and leadership which are outside of the regular monthly program schedule (i.e., the BRT, CDN and Chapter Meetings). This includes but is not limited to; longer duration educational events which will provide more in-depth learning and more PDUs; social events that allow members to meet and network under less formal circumstances and joint events with other PMI components and PMINYC partners. Professional Development Day (Mid-fall, Single-day event) The Professional Development Day is an annual full-day major educational event for the benefit of chapter members and guests. This event serves as the premier annual event for the chapter. This event includes Keynote addresses by top experts; a multi-track presentation program; vendor exhibits and networking opportunities for attendees. Membership • PMP Study Groups: PMINYC PMP Study Groups provide members with a peer group focused on PMP

exam preparation.



• Mentoring Program: The Mentoring Program provides an opportunity for members of the chapter to participate in the Mentoring Program; to share experiences and develop project management skills for the benefit of career development.

• Quality Program: The Quality Program evaluates the Chapter meeting, Breakfast Roundtable and Career Development Network and other programs using electronic surveys.

• The yearly on-line Membership Survey provides an opportunity to assess member satisfaction with chapter programs and services, and a means of providing valuable feedback to the Board of Directors for future chapter efforts.

Outreach

• Service Outreach: partner with the Office of Service in the Office of the Mayor to identify volunteer opportunities where members can leverage their professional skills in helping organizations see how project management can help them meet their goals.

• Corporate Outreach: This program is reaching out to organizations, with the objectives of enhancing PM discipline at their corporations, exposing them to PMIs professional & educational development programs and elevating the stature of the PM profession within their organizations. The program has three tracks: 1. Top Down - “C” level invitation only events for CIOs, CTOs and CFOs. 2. Bottom Up - Company hosted panel discussions of Project Management related topics. 3. Peer to Peer - Where members of the Corporate Outreach team, along with members of the Board of

Directors, visit corporations to promote PM, PMI and PMINYC. The above tracks did not generate activity in 2009. The focus of Corporate Outreach and its methods will have to be revisited in 2010.

• Academic Outreach: The objective of the PMINYC Academic Outreach program is to advance the practice and profession of project management by providing programs, resources, and support to academic and research institutions throughout the greater New York City area.

• Neighborhood Outreach: The objective of the PMINYC Neighborhood Outreach is to make a difference in our surrounding community right here in New York City! As such we plan to sponsor events and opportunities in conjunction with Neighborhood Outreach Alliances.

Internet Communications

Internet Communications manages the delivery of all electronic communications from PMINYC. The specific areas of operation include enhancement and maintenance of the Chapter’s website, management of the meeting and event registration system and e-mail communications sent in the name of PMINYC.

2.3.5 Sponsorship and Affiliates

In 2009 the chapter has three sponsors – IIL, Rally Software and Arcella Global. Please refer to Appendix I: PMINYC Sponsorship Packages. In addition to our sponsorship arrangements, the chapter also has “affiliate relationships” with several organizations with whom the chapter shares members or has offered discount services to members. The affiliates are AMA, PMI College of Scheduling, NYC Metro BIM, NYC Chapter of the Agile Project Leadership Network (APLN), and NYC SPIN. We have participated in events with the Long Island and New Jersey Chapters.



2.3.6 PMI HQ Leadership Meetings

Chapter Leadership actively participates in Region 4 and PMI Leadership Meetings.

2.3.7 Operations

Communications The chapter utilizes the website as a center of communications with program information, membership information, e-publication of the chapter newsletter, and shared information about project management and job opportunities regularly published and updated to the site. The chapter newsletter, The Baseline, is distributed electronically (via e-mail) each quarter and offers an opportunity for chapter members to publish articles and share project management information, as well as advertisements for products and services valuable to the membership. In 2008, the chapter created a Linked In group for our members and other interested parties to network, share discussions, articles and job leads. As of September, 2009 membership in the group is nearing 900 members. Operational Excellence Our Chapter Bylaws were established in 2002 and are being revised in 2009. The PMINYC Board of Directors meets monthly and employs Robert’s Rules of Order and Rules of Engagement to enable and streamline meeting efficiency. Chapter Leadership General membership nominations, elections and installations of new officers are conducted yearly, and an officer succession program enables seamless leadership transitions for the chapter. The chapter uses an e-voting process by which the Nominations and Elections Committee conducts annual chapter elections. The annual process begins with a call for Nominations in August and culminates with the election results announcement in December. The voting period is typically mid-October to mid-November. Chapter Financial Management Budget compliance is currently monitored and periodic budget status reports are provided to the Board of Directors and the Program Managers. Procedures are in place for submitting reimbursable expenses incurred on behalf of the chapter. Independent review of PMINYC Finances by a CPA accounting firm are conducted periodically. The chapter employs a CPA accounting firm to produce 1099 reports for individuals and business with which PMINYC has business relationships. Projects for which outside vendors are hired require oversight to ensure that all W9’s have been received in order for PMINYC properly to comply with State and Federal tax reporting laws.


The following objectives were established by the Board in a tactical planning session at the end of 2008.


Area Program Chapter Strategic Objectives Goals

Mbrshp Part'n

Vols

Mktg

InternalComm

Outrch

Pgms

Ntwrk

President

President x x x x x x • To provide leadership and oversight in the Chapter management

x x x x x x

• To ensure that decisions and actions of the BOD and leadership are in alignment with the bylaws, policies and handbook of the PMINYC Chapter

x x x x x

• To improve Chapter BOD communications, assess areas of documentation revision, update and enhancement

x x x

• To Provide opportunities for the chapter leadership to enhance their leadership skills to leadership to enhance their leadership skills

x x x x x

o 3 Leaders to Attend PMI Leadership meeting in 2009 o 4 Leaders to attend Region 4 and other PMI HQ-related events

x x x o Liaison with PMI HQ and other components

x x x x x x

• To Increase the visibility of the NYC Chapter in the NY Metro area and within the PMI Component Community

x x x x

• To recognize the chapter leadership for contributions to the chapter and the profession

• To ensure that the chapter achieves the objectives stated in the strategic plan

o Streamline and validate cost structure

o Review, Assess and Validate existing levels of service

o Measure and evaluate program performance

o Report to PMI-HQ Chapter statistics, measures and progress

Governance

Governance x

1. To plan and execute PMINYC Chapter annual elections with >=10% participation rate so that our membership takes advantage of this opportunity to shape the future of the chapter.



x 2. To provide governance support to the Chapter so that our leadership team can better prepare for and respond to procedural, ethical, and legal issues that arise.

x

3. Ensure compliance with the Conflict of Interest form by all Chapter Program Managers and above.

x x

4. Review the Chapter Bylaws and if required recommend changes and have these changes approved.

Administration

Administration X

• Increase the efficiency of internal chapter communication by documenting and operationalizing all processes and procedures associated with this position- Update the handbook

Finance

Finance

· Update the Chart of Accounts to reflect the growth of the organization, its diversification in use of website and other resources, and other needs as they change.

· Review current monthly reporting procedures and identify opportunities for automation to reduce creation time.

· Research cost control opportunities (such as single-sourcing copying services and alternatives for teleconferencing)

X · Improve communication with Program Managers regarding costs and policies.

· Utilize technology more effectively to facilitate communication between VP Finance and Finance Manager to ensure smooth transactions.

· Review current credit card processing and look for opportunities to automate.

X · Grow Finance volunteer staff within 2009 for ad hoc projects.

· Hire an independent auditor and have a full audit of books performed

· Ensure chapter is protected financially by use of insurance (in coordination with Dir. Of Governance) include errors and omissions insurance and bonding.

· Research possibility of hiring a business management company, and determine at what point in growth of chapter this will be most sensible.

President Elect Planning x x • To become prepared to assume the position of president of the chapter

x x x x x

• To prepare and communicate an updated chapter process as outllined in the handbook (and simplify process)



x x x o To manage the development of the 2010 chapter tactical plan (Final draft to be delivered in November of 2009)

x x x o Prepare plans for strategic plan updates (milestones to be determined)

x x x

• To improve cross-collaboration within and across program areas throughout the chapter

x x x o Identify and document current state

x x x x x x x

o create working group with both leadership and community to participate in focus groups, interviews, surveys, analysis of data, and recommend changes

x x x x • To improve the chapter planning process

o Review existing process

o Recommend changes as needed

o Obtain volunteers for program planning

Community

Outreach Programs

x x x x x x

• To continue the forward momentum of the three outreach initiatives to ensure that the leadership is supported, outreach programs, events, and plans are coordinated and integrated, and to forwardly propel the Community Outreach Programs, including: Corporate, Academic, and Neighborhood. We CAN make a difference.

Corporate Outreach x x x

• Schedule 2-3 overview / introductory meetings with corporate executives (1-on-1 or small 3-to-5 person group meetings)

x x • Conduct 1-2 company hosted Corporate Outreach sessions during the year

x x • Conduct 1 C-level Breakfast session during the year

• Review prior year results, to evolve and improve the format

x • Solicit candidates for future Corporate Outreach sessions

x x x x x x x

• Plan for the future, and consider concepts such as videotaping the Corporate Outreach sessions, providing the videotaped sessions to members on the web, using the videotaped sessions as case studies

Neighborhood Outreach x X • Connect PMI NYC chapter members through internet based social network

x x X x x • Establish a sustainable foundation for ongoing C-A-N outreach

x x x x x o Establish leadership team



x x x x x x x o Establish cross-community plan

x x x x X x x • Host an event in the name of neighborhood outreach during 2009

Academic Outreach x x x x • Identify PMINYC members who are connected to higher education and K-12

x x x x • Create a forum for the identified members to form a team to

x x x x o Research and plan a pilot program in a K-12 school

x x x x x x o Connect the NYC university community to PMINYC Marketing Outreach

x x x x • Host an event in a university setting to market the CAPM credential

Programs

Programs x x x x x

· To develop and produce quality programs in alignment with membership professional goals so that overall membership satisfaction is increased by 5% per annum and a 10% increase in participation per annum as measured by appropriate metrics such as surveys and analysis of participation in various programs.

x

· Provide networking opportunities (To meet the PMINYC strategic networking objectives).

Chapter Meeting X

• Increase membership attendance at Chapter meetings by 5% over 2008 attendance.

x x X

• Identify and document member requirements for Chapter meeting program topics; plan toward those topics for the 2009 program year.

X x x x • Increase member satisfaction in the Chapter meeting program by 2% in 2009

x X

• Provide networking opportunities (To meet the PMI NYC Strategic netowrking objectives)

x X x

• Work with VP of Marketing and Director of Internet Communications to insure all Special Events are communicated to all membership.

Breakfast Meeting X x

• Identify the topics our members want to have presented; plan toward those topics for the 2008-2009 program year. This aligns with the stated goal to increase membership satisfaction and decrease attrition.



X

• Ensure presentation topics are varied and represent PMBOK principles and various industries in which Project Management methodologies are practiced.

X x

• Increase member satisfaction of the BRT program by 3% in 2009. This aligns with the stated goal to increase membership satisfaction and decrease attrition.

x X

• Increase membership satisfaction of networking to 90% in 2009. This aligns with the stated goal to increase membership satisfaction and decrease attrition.

x X


Career Development Network X • Increase CDN attendance by 10% during the 2009 – 2020 season.

x X

• Attempt to increase membership satisfaction by 5% during the 2009-2010 season. Analyze annual survey results to reassess and satisy audience requirements.

x X

• Provide networking opportunities (To meet the PMINYC strategic networking objectives.)

X

• Provide valuable job search tools, information, and access to experts in the career development field (to meet the membership needs).

X


X • Provide more avenues to help in soft skill development

Special Events X • Organize 3 – 4 Special Events in 2009

X

• Organize 2 – 3 Advanced Topic Events in 2009 with the goal of spinning off a separate committee for Advanced Topics.

X

• Respond to member feedback, and structure events around those areas of member interest not covered by the standard monthly events.

X

• Increase networking opportunities both within the chapter and with outside organizations.

X X

• Communication to insure all Special Events are communicated to leadership and membership.

x

• Review results of event QA surveys, 2008 annual survey and plan 2009 program based on membership recommendations



Professional Development Day X X X

• Provide a structured, professional experience which presents our Chapter to its members and the public.

x x • Generate revenue for the benefit of chapter membership.

X

• Provide PDU’s and Contact Hours for PMI members and candidates at a reasonable cost.

x x X x • Provide visibility to the public about PMI, our Chapter, and PMI’s goals.

Education

Education x x X

• To develop and produce innovative quality educational programs that strengthen project managers’ skills and advance the practice of project management in various areas of practice in alignment with members’ professional goals

x X

• To produce programs that consistently obtain satisfaction ratings of 90% as measured by the Quality Committee’s survey distributed at the end of the program..

X x x

• To grow the offerings and increase attendance so that a 10% increase per annum in participation in the programs is achieved, and that quality and satisfaction are continually improved, as measured by appropriate metrics such as surveys and analysis of participation in various educational programs.

Professional Education x x x

Develops and produces workshops on methods and techniques that will: - give project managers tools that will enable them to work more effectively

x x x x

- provide individuals new to project management an introduction to the fundamentals of project management certification field

Certification x x - as an upon-request resource to members assisting them in the processes required to gain all various PMI certifications and recertifications and related PDUs

Mentoring X x

- one-on-one coaching to individuals who want to develop specific career skills



PMP Study Groups

• Promotes members sharing insights and reinforcing their learning through discussion groups led by experienced PMPs

Marketing Marketing x • PMINYC Newsletter –

X X o Is created and distributed as per the guidelines in the newsletter charter

X

o Will focus on specific PMINYC opportunities and help reinforce the PMINYC community

X o Will aim to be a (net) profit stream for PMINYC for FY09

• PMINYC Website –

X x x x x

o Revenue from this channel will be derived from advertising and associate patronage in FY09

• Chapter Sponsorship by corporations

X x x

o The aims will be to grow this in FY09, with each monthly meeting obtaining sponsorship in 2009

• Attending and organizing PMINYC involvement with trade shows

X x x o If deemed appropriate, the PMINYC will be involved in trade shows

Internet

Communications

Internet Communications X

• Work with VP’s / Program Managers (most specifically, but not limited to, VP/Programs, VP/Finance, VP/Events, VP/Marketing, VP/Membership, Director of Professional Training, Director of Logistics, Meeting Program Managers, Special Events Program Manager, Registration Team, Quality Team, Professional Training and Development Team) to use website / registration technology to streamline operational processes

x X x

• Manage process to publicize meetings / workshops on website and registration process

X x

• Work with Leadership Committee members to send communications to PMINYC members and friends

X • Continue to enhance website look and operations

X • Create documentation of Internet Communications functions and operations

Membership Membership X

• Membership sustainability by attempting to sustain current levels of membership by year end



X x

• Membership engagement by interacting with at least 5% of the membership throughout the year

X

• Volunteer increase by 10% in 2009 that the burden of the Program Managers is equitable

X

• Increase rate of response and follow through with current/potential members by 90%

X

• Increase rate of response and follow through potential volunteers, including tracking by 100%

QA X

• Update the metrics program for the chapter so that leadership has the information to evaluate program performance, member satisfaction, retention, attrition, networking, and other key organizational activity;

X • Continue to provide the current Quality Surveys for Chapter meetings;

X • Continue to administer the online Annual Membership Survey

• Continue to provide proof-reading services for Chapter events and newsletters.

New Membership Program X x • Welcome new members

X x x • Advertise Volunteer Opportunities - encourage members to be volunteers

X x

• Increase number of Chapter Members active in the Chapter and working on various projects

Volunteer X x

• Increase volunteers by 10% per year so that the burden of program managers is equitable

X x x • Increase rate of response and follow through potential volunteers, including tracking by 100%

X x x • Ensure all members who want to volunteer have an opportunity to volunteer within PMINYC

Event logistics Registrations /

PDU X • Keep a healthy pipeline of volunteers for this committee to provide continuous coverage at events

Submission X • Investigate capabilities of registration system (cVent) to identify areas where the registration process can be streamlined


3. Market Overview Marketing is concerned with two variables - products (or services) and customers. In order to focus and develop the correct products for the correct customers, customers are broken down into homogenous groups that share identical characteristics and requirements from our products. These groups are called "Segments." In this section, customers have been broken down into segments and competitors are listed. By reading and understanding this section, the reader will understand more fully, the environment in which PMINYC operates. Refer to the Appendix for detailed comparisons of dues structures and membership broken down by industry, company and growth and attrition rates.

3.1 PMI Components

Several PMI chapters were reviewed to determine key differentiators with PMINYC. The chapters were selected based two factors: size and Region 4. Components of similar size were chosen to provide comparative information. Chapters in Region 4 with PMINYC affect the market space within which PMINYC operates, and provide the opportunity to leverage experience and events across components.

For a comparison of dues and fees and member statistics, including total membership, attrition and growth, please see Appendix C.

3.2 Target Corporations

Since many organizations potentially use project management methodologies, it is important to segment the ones listed in this section carefully. The aim of this section is to produce a list of organizations that are based in New York City or the surrounding tri-state area that are either:

• In the Fortune 1000 list or

• Currently have 10 or more PMINYC members Organizations identified that fit these criteria are listed in Appendices G and H. These organizations represent a large source of current and potential new members for PMINYC. Additionally, the organizations represent potential corporate outreach opportunities. When assessing the mix of products and customers, it is important that the companies listed in this section are considered. By targeting key messages to key individuals in these organizations, it may be possible to strike strategic and operational alliances with them. Key questions to address are:

• What are we already doing as a partnership with these companies?

• What have we done with organizations in order to establish successful relationships?

• How did we develop those relationships?

• How can we identify the key players in the organization?

• How can we convey the value of PMINYC to them/their organization?



• How do we know organizations with structured methodologies? Corporate Outreach has three tracks for addressing target organizations; top down, peer to peer and bottom up. The key individuals to target in these organizations and their respective tracks are listed in the following table:

CIOs, CFOs, CTOs Top down and peer to peer

IT VPs , HR - Senior VPs Top down

Senior person in the PMO Top down, bottom up or peer to peer

Project Manager practitioners, IT Managers Bottom up

Training and development Managers Bottom up

3.4 Academic Institutions

Because of location of the PMINYC chapter and activities, the organization has the potential to serve and benefit from a wide variety of academic institutions in the metropolitan area. The Academic Outreach program is engaged in developing a relationship with the Virtual Enterprise, International (VEI) within the NYC Department of Education to provide “in classroom” mentors to secondary school students to teach project management as a “life” skill.

4. Future State

4.1 Mission

The PMINYC Chapter will grow its members by:

• Consistently delivering an environment and opportunities to develop knowledge, skills, professionalism

and application of project management

• Partnering with service, corporate, academic and neighborhood entities to unleash the power of project

management

• Attracting, developing and retaining leadership to ensure the future of the organization

4.2 Vision

In 2009 in New York City, “the greatest city in the entire world,” we made the choice to Build Bridges for our

Future. We chose this platform as our vision for the PMI Chapter in New York City. To focus on the future,

and “paying it” forward for our PM community. We have realized that there are so many opportunities to

build bridges and as such have outlined some exciting possibilities, partnerships and potentials.

In 2010, we want to continue the work that we began in 2009. In addition, as are membership continues to be

challenged with a difficult unemployment situation, we will strive to help them with their job search and

retention of their membership as it is a primary avenue for networking with their peers.




The Strategic Objectives have been aligned to the PMI Strategic Objectives as defined in the Strategic Assessment Scorecard.

TL = Thought Leadership; LE = Leadership Excellence; MBD = Marketing and Business Development; PE = Profession Enabler; P = Partnering; A = Advocacy; CC = Customer Centric; FV = Financial Viability; LR = Leadership Resource

President President TL

LE - To mentor 1-2 BOD members on the leadership capabilities to carry the torch forward in both tactical implementation and strategic planning for the good of the organization, through feedback and planning calls, meetings and other communications, at least once monthly or more as needed. - To send 4 BOD members to attend the 2010 Region 4 meeting. - To send 4 leaders to attend PMI Leadership meeting in 2010.

President-elect President-elect MBD - To review project guidelines for project of the year (POY), to

ensure recognition for exceptional PM expertise and skills, with the board's support, and award a POY at the December Annual Member's meeting. - To prepare and communicate an updated chapter process as outlined in the handbook (and simplify process) o To manage the development of the 2011 chapter tactical plan – charters and budgets (Final draft to be delivered in November of 2010) o Review the Strategic Plan to ensure we are on track to meet the objectives that were set forth.

Outreach Service P, A The PMINYC Service team will build awareness of the

chapter’s relationship with NYC Service in the Office of the Mayor by 2nd quarter 2010 so that “professional project management” volunteer opportunities are regularly communicated to the membership and coordinated with the Mayor’s Office.

Corporate P, A To extend the Corporate Outreach mission statement by building a stronger outreach community (along with Service, Academic and Neighborhood). This can be accomplished by transforming Corporate Outreach from only being a reactionary group that creates events based on a Corporation's willingness



to sponsor and host an event, into a pro-active group (as in the PMINYC Career Transitioning Event). In order to accomplish this, we will try to: - Develop at least 1 new potential format for Corporate Outreach events - Conduct one "traditional" company sponsored event during 2010.

Academic P, A Operate a mentoring program for NYC secondary school students Plan for Achieving Objective: The objective is to monitor and measure the quality and effectiveness of mentoring opportunity for PMINYC chapter members with Virtual Enterprises International (VEI). The program permits members to collaborate with students and their teachers through in a project based curriculum for the school year. Four PMINYC Mentors have been individually assigned to NYC high school VEI classes. - Create an assessment tool in collaboration with VEI March 2010 - Revise program plan based on assessment outcomes May 2010 - Provide Professional Development training in project management methodologies to VEI teachers June and August 2010 - Solicit additional volunteers June 2010 - Collaborate with VEI to provide training and orientation to volunteer mentors August - October 2010

Neighborhood P, A - Connect PMI NYC chapter members through internet based social network - Establish a sustainable foundation for ongoing S-C-A-N outreach

Internet Communications Internet Communications CC Provide new items to the news portion of the website

communicating information to the membership at a minimum of one news item each month. Plan for Achieving Objective: Monitor Chapter activities, email blasts, and communicate with Leadership Committee members to collect news items that are highlighted on the news section of the website. Ensure that the President's message from the Newsletter is posted on the



website News section. Continue to improve operational efficiencies of Internet Communications. Review quarterly update releases from Cvent and implement enhancements that improve functions of the Communications Group. Plan for Achieving Objective: Monitor Cvent quarterly update announcements for site enhancements which can be utilized by PMINYC. Contact Cvent representative from PMINYC on a quarterly basis to better understand updates and understand new ideas for Cvent related processes within the Communications Group.

Administration Administration - Update the PMINYC Chapter Handbook by 3/30/2010 by

collecting the updates from each area owner. - Maintain Minutes of the Chapter, and distribute to Board and Chapter Members each month after each Board Meeting.

Finance Finance FV - Report monthly on the financial status of the chapter to the

Board - Improve communication with Program Managers regarding costs and policies. - Identify and train a Finance Manager and other team members to help do required work - Utilize technology more effectively to facilitate communication between VP Finance and Finance Manager to ensure smooth transactions. - Review current credit card processing and look for opportunities to automate. - Grow Finance volunteer staff within 2010 for ad hoc projects. - Hire an independent auditor and have a full audit of books performed.

Education and Development Learning and Development PE Facilitate the offering of the following:

- at least 6 professional education classes (85% capacity) - at least 3 seminars on specific topics desired by members as indicated on the L&D annual survey - provide continued research into topics and best practices, seek out industry leaders in the training and development industry to bring quality and effective topics and trainers to the chapter's membership, targeting 95% satisfaction rate from event attendees in response to the QA survey - partner with at least 1 - 2 leading training vendors (including Chapter's Sponsors) to provide eLearning solutions (online, on-



demand, ad hoc PMP training classes and seminars) to membership

Membership PMP Study Groups CC Quality Management LR Mentoring CC New Member Program CC Volunteer Services CC

Marketing Marketing LR - To maintain the sponsorship marketing plan (platinum

through bronze) and obtain 4 year-long commitments on the varying levels and enroll new sponsors. - To deliver at least 3-4 newsletters per year. - To publicize PMI, PMI NYC and the profession of project management by creating and maintaining marketing material; Familiarization with the PMI Campaign Manager

Event Logistics Registration LR - Keep a healthy pipeline of volunteers for this committee to

provide continuous coverage at events - Investigate capabilities of registration system (Cvent) to identify areas where the registration process can be streamlined


SMART Objective Measurement

Due Date

PE Increase satisfaction with all PMINYC monthly programs by an amount to be determined each year based as measured by the Annual Survey. The current overall satisfaction for all 3 monthly meetings based on the 2008 Annual Survey stands as follows:

• Very Satisfied + Satisfied – 93%

o Very Satisfied – 38%

o Satisfied – 55%

• Unsatisfied + Very Unsatisfied – 7%

o Unsatisfied – 6%

o Very Unsatisfied – 1%

Increase in Very Satisfied by at least 3% per year with a goal to maintain 90% or better in the categories of Very satisfied + Satisfied.

End of each year.

PE Increase learning & networking opportunities for members by fostering relationships with at least 3 outside organizations per year, including PMI components, other professional organizations and vendors to co-sponsor events that will provide educational and networking opportunities for attendees. Potential partnerships can come from a variety of sources including:

• Our members’ employers and professional organizations.

• Rekindling of previous partnerships.

• Leveraging contacts of current and previous board members.

New partnerships established with 3 outside organizations each year.

Sustain 5 partnerships in years 3 and on.

End of each year.

PE Establish the Professional Development Day as a premier event for the chapter and within PMI Global. Specific ways of doing this are detailed below

5% increase in overall satisfaction per year with a goal to maintain 90% or better in the categories of Very satisfied + Satisfied.

As soon as survey results have been completed and evaluated for each PDD.



SMART Objective Measurement

Due Date

a) Attract top talent for educational components, especially the keynotes.

Keynote and must be a highly sough after and recognized expert (i.e., PMI board member, Top educational provider, published author)

Track sessions led by knowledgeable and respected experts.

Keynote and speakers to be identified by a minimum of 3 months prior to the PDD

b) Build relationships with vendors that will endure from year to year by providing offerings and opportunities for them to reach the greatest number of attendees.

At least 50% vendor retention year over year.

PDD Date

c) Expand on the educational opportunities offered. Expand to 3 tracks by 2011

Add optional session on a day close to the PDD (i.e. a Saturday 1/2 day seminar) by 2012

PDD date – 2011

PDD date – 2012

PE Provide at least 3 educational events per year through the Special Events Committee. These events are larger types of all-day seminars by recognized experts in Project Management or topics related to Project Management (i.e., Neal Whitten, Lee Lambert, Harold Kerzner, Mark Wiskup).

3 events each year. End of each year

LE Succession planning: Grow leaders from within the programs team that can step into chapter leadership and/or board roles.

Completed succession plan for each area with criteria for succession and potential leaders identified.

End of first quarter each year.



Appendices The following pages provide supporting detail for the items discussed in prior sections of this document.


Appendix A. The Strategic Vision for PMI The Project Management Institute (PMI) has embraced a process which led to the completion of a long-range strategic plan for the organization. The process facilitated (a) PMI’s identification of the future needs of members and customers, and (b) PMI’s options for satisfying those needs. The Board initiated strategic planning activities during its retreat in Henderson, NV in September 2001. Subsequently in March 2002, the Board and senior staff met to consider strategic questions about the organization’s future, and to continue the process of developing a strategic long-range plan. Jean Frankel, Principal Partner of Tecker Consultants LLC (TC), led the group in March 2002 through the process. During the session, the group engaged in dialogue and deliberation, which yielded a number of insights. The original framework used for the discussion was a proprietary TC model of strategic judgments organized into four time-related horizons. During the past year under the guidance of the Strategic Planning and Program Alignment Committee, the PMI Board adopted a modified view of this framework which identified the critical strategic plan elements. PMI’s Core Purpose: To advance the practice, science and profession of project management throughout the world in a conscious and proactive manner. For the purposes of brevity and inclusivity in this document, reference to project management is meant to include all three - project, program and portfolio management. PMI’s Core Values:

� Consideration of all cultures � Inclusiveness � Member participation � Constructive synergies � Openness with our stakeholders � Diversity � Community & Volunteerism � Value of PM to business � Importance of business & government

� Professionalism � Competence � Ethical behavior � Honesty � Knowledge � Sharing Information � Thought Leadership � Standards-Setting � Educational Excellence

1 Adapted from Built to Last, Collins and Porras, 1994 PMI’s Value Proposition: Eminent Influence has been established as the Institute’s appropriate Value Proposition for all of its markets. The following differentiation statements are the key elements in establishing PMI’s unique position within the profession:

� PMI establishes a premiere reputation as a credible resource and innovator for Project Management knowledge, trends and practices. � PMI establishes a reputation as the preferred partner for the advancement of the profession and its successful practice.


� PMI establishes itself as the leading and respected advocate for the mature practice of project management integrated throughout organizations.

� PMI leads the evolution of the profession and the maturity of its practice. When the Institute achieves its differentiation strategy, PMI will be seen as the foremost authority on the discipline of Project Management. It will be the primary source for the gathering and disseminating of Project Management Knowledge. It will be the organization chosen by the ‘great minds’ in Project Management to air their ideas. It will proactively offer forums for the exploration of the future of the profession. PMI will be considered an indispensable partner in defining the Project Management career path educationally and developmentally. PMI will be seen as the organization that sets the bar on education and training in project management, based on solid evidence of what constitutes the best project managers, best project management practices, and best organizational practices. Vendors of project management and related training will need to meet the bar set by PMI in order to be successful. Educational institutions will seek out PMI to define value-added research programs and to establish curricula, and project management will be a widely offered primary course of study. PMI will have established individual and organizational buy-in for its envisioned future for Project Management, and at the same time will have demonstrated success in enabling a universal basic understanding of Project Management. The business value of project management, at both an organizational and individual project level, will be widely understood by the business world and by government agencies in all parts of the world. Four Planning Horizons:

10 – 30 years Envisioned Future Consideration of factors in the long-range planning horizon; and the articulation of a core purpose, core values, and an Envisioned Goal

5 – 10 years Environmental Factors/Influences

An evaluation of factors including risks (both threats and opportunities) that influence the future of PMI, the project management profession, and the business environment in which we operate.

3 – 5 years Strategic Planning The strategic plan consists of goals and their subordinate objectives structured to be completed in a three to five year time period. The vision attempts to focus on how the organization will provide beneficial outcomes to members and other stakeholders

1 – 3 years Action Planning Near-term operational strategy to implement the strategic direction. Focus is on action plans aligned to the outcomes delineated in the strategic plan.


For the Strategic Planning Horizon, a set of objectives was presented:


Strategic Objectives

Strengthen stakeholder loyalty – improve the value to each stakeholder to ensure satisfaction one customer at a time.

Provide knowledge and tools with great service – to be viewed by stakeholders as an organization that provides what is needed to practice project management and that is “easy to do business with”.

Stakeholder Intimacy

Demonstrate benefits from project management – provide organizations with demonstrated results of the benefits of project management to support adoption and continuance of project management practices.

Facilitate innovative thinking and exchange of ideas – broadly drive and facilitate innovative thinking and exchange of ideas about all aspects of project management and related business practices and results.

Provide the means to improve the practice of project management – provide practitioners suppliers and consumers with the means to continuously improve their ability to effectively and efficiently practice project management through knowledge, process, methodologies, tools, techniques and networking opportunities in order to develop themselves and the profession.

Develop/enhance mutually advantageous and trusting relationships – PMI will develop/enhance trusting and vibrant relationships, alliances and formal/informal networks in order to influence organizations to adopt and utilize project management or assist in the further development or dissemination of project management knowledge and resources.

Internal Business Processes

Champion project management adoption and maturity – Through advocacy, PMI will improve the process of building and promoting the value of project management as it relates to achievement of strategic business initiatives (organizational results) to decision-makers. Make PMI a customer-centric organization – create well defined and integrated service and delivery capabilities focused on achieving and enduring member/customer relationship.

Make leadership excellence a strategic competency – create a model for developing a strategic competency in leadership excellence that would be based on a culture of learning, founded on respect and support for one another.

Culture and Capabilities

Make market and business development a strategic competency – create a strategic competency that is focused on identifying and creating new market or business opportunities to meet the evolving and changing needs of stakeholders and the profession.


Leverage resources/investment in the marketplace – PMI will use all available resources (staff, volunteers, $$ and time) to capitalize on opportunities available in marketplace

Resources

Maintain financial viability – PMI will maintain financial stability and organizational viability as a foundation to achieve strategic imperatives that advance the profession and provide value to stakeholders.


Appendix B. Chapter Leadership Current Organization as of October 2009


Appendix C. Analysis of Chapter Dues and Fees

Below is a comparison of Dues and Fees for monthly chapter meetings, as compared to the 2006 data, to five largest chapters and neighboring chapters.

2006 Component Fee

Structure

2009 Component Fee Structure

Chapter

Dues Meeting Cost Dues Meeting Cost Wash DC $25 $30 pre-

registered members $40 pre-registered others $55 walk-ins $300 Corporate table for 10

$35 $40 pre-registered members $50 pre-registered others $60 walk-ins $450 Corporate table for 10

NJ $20 $20 members $35 others

$20 $25 members $40 others

Atlanta $25 $15/$25 pre-registered members (seat only/ with dinner) $20/$30 pre-registered guests (seat only/ with dinner) $15 pre-registered students $20/$30 walk-in members (seat only/ with

$25 $25/$40 pre-registered members (seat only/ with dinner) $25/$40 pre-registered guests/non-members (seat only/ with dinner) $25/40 pre-registered students (seat only/ with dinner)


dinner) $20/$30 walk-in guests (seat only/ with dinner) $10/$20 walk-in students (seat only/ with dinner)

Chicagoland $30 $30 members $35 others

$30 $35 members $40 others

Dallas $20

$20/$25 members (early bird/at door) $25/$30 non-Dallas-members $30/$35 non-PMI members

$20

$25/$30 members (early bird/at door) $30/$35 non-Dallas-members $35/$40 non-PMI members

Westchester $25 $15 members $20 others

$25 no charge - members $25 others

Long Island $25 NA $25 no charge

NYC $35 no charge - members $20 others

$35 no charge - members $20 others


Appendix D. Chapter Performance Summary

Membership Attrition Performance (4 largest Chapters and Region 4)

Rgn Name

Prior Year Count

Current Month End Variance

Growth %

YTD New Members

YTD Non Renew

YTD Late Renew

Total YTD Non Renew Attrition Rate

5 Washington, DC Chapter 8533 8359 -174 -2.04% 1876 2642 592 2050 24.02%

14 Atlanta Chapter 4455 4305 -150 -3.37% 994 1485 341 1144 25.68%

2 Chicagoland Chapter 4166 4053 -113 -2.71% 902 1326 310 1016 24.39%

6 Dallas Chapter 4026 3973 -53 -1.32% 952 1276 271 1005 24.96%

4 Binghamton, NY Chapter 102 99 -3 -2.94% 23 31 5 26 25.49%

4 Buffalo, NY Chapter 440 433 -7 -1.59% 77 106 22 84 19.09%

4 Central Ohio Chapter 1852 1636 -216 -

11.66% 255 584 113 471 25.43%

4

Dayton/Miami Valley, Ohio Chapter 617 609 -8 -1.30% 109 152 35 117 18.96%

4 Delaware Valley Chapter 2814 2698 -116 -4.12% 559 844 169 675 23.99%

4 Erie, PA Chapter 73 62 -11 -

15.07% 9 21 1 20 27.40%

4 Great Lakes Chapter 2043 1828 -215 -

10.52% 341 688 132 556 27.21%

4 Hudson Valley, NY Chapter 235 218 -17 -7.23% 42 64 5 59 25.11%

4 Keystone, PA Chapter 572 587 15 2.62% 127 143 31 112 19.58%

4 Long Island, NY Chapter 791 893 102 12.90% 279 228 51 177 22.38%

4 Michigan Capital Area Chapter 205 215 10 4.88% 48 55 17 38 18.54%

4 Michigan Huron Valley Chapter 489 453 -36 -7.36% 89 149 24 125 25.56%

4 Michigan Thumb Chapter 168 151 -17 -

10.12% 24 50 9 41 24.40%

4 New Jersey Chapter 4495 4459 -36 -0.80% 945 1276 296 980 21.80%

4 New York City Chapter 2632 2688 56 2.13% 773 927 210 717 27.24%

4 Northeast Ohio Chapter 1103 1007 -96 -8.70% 152 291 43 248 22.48%

4 Pittsburgh Chapter 1169 1137 -32 -2.74% 232 337 73 264 22.58%

4 Rochester Chapter 599 554 -45 -7.51% 95 167 27 140 23.37%

4 Southwest Ohio Chapter 1116 1027 -89 -7.97% 136 301 76 225 20.16%


4 Syracuse Chapter 183 193 10 5.46% 46 43 7 36 19.67%

4 Upstate New York Chapter 472 464 -8 -1.69% 98 138 32 106 22.46%

4 Westchester, NY Chapter 483 510 27 5.59% 153 158 32 126 26.09%

4 Western Lake Erie Chapter 125 123 -2 -1.60% 24 29 3 26 20.80%

4 Western Michigan Chapter 699 705 6 0.86% 125 150 31 119 17.02%


Appendix E. Financial Overview The year-end balance sheets for the fiscal years 2006 through 2009 show PMINYC’s growth and the increase in the funds available to provide programs to the membership. The balance sheet for FY 2009 to date appears Section 2.3.3

Table 1: Balance Sheets for Years Ending 2006 through September 2009

Year end

2006 Year end 2007 Year end

2008 September-

09

ASSETS

Current Assets

Bank Accounts

Total Bank Accounts 80,283.57 94,679.66 $

162,751.55 $222,744.19

Accounts Receivable

Total Accounts Receivable 0.00 0.00 $

0.00 0

Other Current Assets

Total Other Current Assets 350.00 $

0.00 0

Total Current Assets $ 80,633.57 $ 94,679.66 $ 162,751.55 $ 222,744.19

Fixed Assets

Total Fixed Assets 1,006.00 1,006.00 $

701.60 289.76

TOTAL ASSETS $ 81,639.57 $ 95,685.66 $ 163,453.15 $ 223,033.95

LIABILITIES AND EQUITY

Liabilities

Current Liabilities

Accounts Payable

Total Accounts Payable $

0.00 $

0.00 $

0.00 $0.00

Total Current Liabilities $

0.00 $

0.00 $

0.00 $0.00

Total Liabilities $

0.00 $

0.00 $

0.00 $0.00

Equity

1110 Retained Earnings 109,367.66 81,627.52 95,162.58 164,428.30

3000 Opening Bal Equity 12.11 12.11 0.00 -3.82

Net Income -27,740.14 14,046.09 68,290.57 58,609.47


Total Equity 81,639.63 95,685.72 $ 163,453.15 $ 223,033.95

TOTAL LIABILITIES AND EQUITY $ 81,639.63 $ 95,685.72 $ 163,453.15 $ 223,033.95

Figure 1 shows the top income categories for the year 2009. Figure 2 shows the high-level categories where the Member’s money is spent. The data reflect the fiscal year 2009. These reflect all known information up to the end of that fiscal year PMINYC’s financial profile has changed over the years as the organization has grown. Figures 3 and 4 show the income and expense profiles (respectively) for 2005. These show the change in the sources of income as vendor sponsorship of PMINYC’s programs has grown to 41%. Of particular importance is the membership’s interest in the Professional Development courses (Meetings and Events). Along with the growth in these programs, however, comes a growth in the expense associated with them. It is to be noted that not all data is included for 2009, and thus the profiles for the year will not be complete until year’s end. However, the current data does serve to show some trends. The challenge for the organization will be to balance the need to increase income to meet the demand for high-quality programs and comprehensive educational events (such as the PDD) while at the same time remaining within the strictures of its tax-advantaged status. At present, the Board will be examining each income-generating proposal with a view to ensuring that PMINYC remains within the bounds imposed by this status, while at the same time providing cash to pay for the programs and amenities that the Membership would like to be provided. Another significant challenge the chapter will be facing is the rising need to charge for the monthly meetings. The later half of 2009 was highlighted by the unavailability of the Microsoft conference room facility that was undergoing renovation. Due to this situation, the chapter had to rent conference room facilities, including audio-visual equipment, for the three monthly meetings at a cost of about $17,000. We already know that we will have to find other space in 2010 at intermittent points as the Microsoft facility is not available.


Figure 1: Top Income Categories 2009


Figure 2: Top Expense Categories 2009


TOP INCOME AND EXPENSE CATEGORIES 2005

($40,000.00)

($20,000.00)

$0.00

$20,000.00

$40,000.00

$60,000.00

$80,000.00

Membership Dues

Classes and Seminars

Advertising

Program Sponsorships

Meetings and Events

Other Program Expense

Classes and Seminars

PMINYC Website

Printing and Reproduction

Postage and Delivery

Telephone Expenses

Figure 3: Top Income and Expense Categories 2005


WHERE THE MONEY GOES

1%

1%

1%

0%

5%

6%

3%

4%

3%

15%

22%

38%

1%

Administration Charitable Contributions Recognition and Awards Insurance

Postage and Delivery Printing and Reproduction Professional Fees Telephone Expenses

Total Travel and Entertainment PMINYC Website Classes and Seminars Other Program Expense

Other Expenses

Figure 4: Top Expense Categories 2005


Appendix F. Results of the Annual Membership Survey 2009

What do you expect to obtain through your association with

PMINYC?

PMINYC 2009 Membership Survey


Programs and services ordered by satisfaction rate



Programs and services ordered by participation rate



Interested in attending a full day Professional Development

Day in the next year?



Maximum amount you would pay to attend a multi-speaker,

multiple PDU, full day PDD?



How can the Chapter better meet your expectations and

increase the value of your membership?



How can the Chapter meetings and events be improved?



The following set of slides highlight the main reasons members attend or participate in our offerings.

Breakfast Roundtables



Career Development Network (CDN) Meetings



Monthly Chapter Meetings



Professional Development Day



Other Professional Development / Leadership Events



Maximum amount you would pay to attend a Breakfast

meeting?



Maximum amount you would pay to attend an evening

meeting?



Should we add the experience level for each program or

event?



Appendix H. Membership Detail Information PMINYC Membership in chapters in close proximity - 2009.

CHAPTER No. of

Members 2006

No. of Members

2009 Delaware Valley Chapter 11 13

Hudson Valley, NY Chapter 6 7

Long Island, NY Chapter 77 102

New Jersey Chapter 193 227

Southern New England Chapter 22 33

Westchester, NY Chapter 91 86

PMINYC Chapter Membership Count – 2009 Members who belong to other PMI chapters in addition to their PMINYC membership.

CHAPTER CNT CHAPTER CNT Athens, Greece Chapter 4 KC Mid America Chapter 1 Atlanta Chapter 3 Krasnoyarsk,Russia Potential

Chapter 1

Baltimore, MD Chapter 1 Lagos,Nigeria Chapter 1 Bangalore, India Chapter 3 Lahore, Pakistan Chapter 2 Belgium Chapter 1 Lima, Peru Chapter 1 Canada's Technology Triangle Chapter

1 Long Island, NY Chapter 102

Cayman Islands Potential Chapter

2 Los Angeles Chapter 5

Central Arkansas Chapter 1 Madrid, Spain Chapter 1 Central Florida Chapter 1 Malaysia Chapter 1 Central Illinois Chapter 1 Mass Bay Chapter 4 Central Indiana Chapter 1 Metrolina Chapter 3 Central Ohio Chapter 1 Minnesota Chapter 1 Central Virginia Chapter 3 Montgomery County, MD Chapter 1 Champlain Valley, VT Chapter 1 Montreal Chapter 1


Chennai Chapter 2 Moscow, Russia Chapter 3 Chicagoland Chapter 2 Mumbai Chapter 2 Dallas Chapter 1 Munich Germany Chapter 2 Delaware Valley Chapter 13 New Brunswick Chapter 1 Finland Chapter 1 New Jersey Chapter 227 Fort Worth Chapter 1 New York City Chapter 2686 Great Lakes Chapter 1 North India Chapter 1 Hampton Roads Chapter 2 Northeast Florida Chapter 1 Honolulu, Hawaii Chapter 2 Northeast Ohio Chapter 1 Houston Chapter 1 Northern Italy Chapter 1 Hudson Valley, NY Chapter 7 Northern Utah Chapter 1 Ireland Chapter 1 Norway, Oslo Chapter 1 Ocean State Chapter 2 Sydney, Australia Chapter 1 Ottawa Valley Chapter 1 Syracuse Chapter 1 Paris, Ile de France Chapter 1 Tampa Bay, Florida Chapter 1 Pearl City, Hyderabad Chapter 2 Tokyo, Japan Chapter 2 Phoenix Chapter 1 Trivandrum, Kerala Chapter 1 Pittsburgh Chapter 3 United Kingdom Chapter 1 Portland Chapter 1 Upstate New York Chapter 3 Puget Sound Chapter 4 Vienna, Austria Chapter 1 Pune-Deccan India Chapter 1 Washington, DC Chapter 6 Quad City Area Chapter 1 Westchester, NY Chapter 86 Rochester Chapter 3 Zagreb Croatia Chapter 1 Rome, Italy Chapter 1 Sacramento Valley Chapter 2 San Francisco Bay Area Chapter

6

San Juan, Puerto Rico Chapter 1 Sao Paulo, Brazil Chapter 2 Silicon Valley, CA Chapter 4 Silver Spring Chapter 1 South Florida Chapter 5 Southern Alberta Chapter 1 Southern Maryland Chapter 1 Southern Nevada Chapter 2 Southern New England Chapter 33 Southern Ontario Chapter 3 Suncoast (St Petersbg), FL 1


Chapter Switzerland Chapter 3


Note: The data shown in the following tables is obtained from the member PMI profile and may not be current as most members do not update this information when skill sets change or employers are changed. PMINYC Membership by Industry/Occupation – 2009

Industry/Occupation Mbr Cnt Industry/Occupation Mbr Cnt

Academia 31 E-Business 100

Aerospace 17 Economics/Finance 65

Agriculture 10 Education/Training 90

Architecture/Design 38 Electrical Engineering 24

Arts/Entertainment/Broadcast 56 Electrical/Electronic 22

Automation Systems 28 Electronics Engineering 13

Automotive 11 Engineering 62

Business Mgmt Services 113 Engineering - Other 37

Chemical 13 Environmental Engineering 8

Chemical Engineering 3 Environmental/Waste/Sewage 20

City Management 34 Ferrous Mining 9

Civil Engineering 21 Finance 95

Coal/Gas/Oil 14 Financial Services 667

Commercial/Heavy/Industrial 52 Food 12

Communications Management 163 Forestry 11

Computers/Software/DP 202 Health/Human/Social Services 26

Concrete/Clay/Glass/Stone 10 Healthcare 84

Configuration Management 60 Human Resources Management 91

Consulting 702 Industrial Engineering 7

Contract/Procurement Mgmt 124 Information Technlogy 497

Corporate/Administrative Mgmt 153 Information/Computer Mgmt 711

Cost Management 149 International Development 34

Critical Chain Management 39 Legal 66

Defense 24 Machinery/Metals 12

Distribution 15 Marketing/Business Devmt/Sales 99

Earned Value Management 55 Materials Management 31

Mechanical Engineering 8 Systems Security 33

Non-Ferrous Mining 9 Teaching/Training 131

Other 174 Telecommunications 99

Paper 9 Textiles/Fabrics 10


Petroleum 12 Time Mgmt/Scheduling/Planning 258

Pharmaceutical 46 Transportation 50

Plastics 10 Urban Development 14

Printing/Publishing 43 Utilities 37

Production 51 Web Strategist/Technologist 141

Project Accounting/Audit 56 Web Technology 133

Project/Program Manager 1249 Wood 9

Public Administration 24

Public Relations 21

Quality Management 182

Real Estate/Insurance 49

Records Management 42

Recreation 13

Research/Product Development 69

Residential 27

Retail 32

Risk/Safety Management 93

Scheduling 29

Scope/Technical Management 223

Service and Outsourcing 97

Site/Facility Management 55

Supply Chain 32

PMINYC Membership by Industry

The following table/diagram shows the top 20 industries/occupations within which our members work.

Project/Program Manager 1249

Information/Computer Mgmt 711

Consulting 702

Financial Services 667

Information Technlogy 497 Time Mgmt/Scheduling/Planning 258

Scope/Technical Management 223

Computers/Software/DP 202

Quality Management 182

Other 174

Communications 163


Management

Corporate/Administrative Mgmt 153

Cost Management 149

Web Strategist/Technologist 141

Web Technology 133

Teaching/Training 131

Contract/Procurement Mgmt 124

Business Mgmt Services 113

E-Business 100


Top 20 Industry/Occupation

0

200

400

600

800

1000

1200

1400

1

Industry Occupation

Mem

ber C

oun

t

Project/Program Manager

Information/Computer Mgmt

Consulting

Financial Services

Information Technlogy

Time Mgmt/Scheduling/Planning

Scope/Technical Management

Computers/Software/DP

Quality Management

Other

Communications Management

Corporate/Administrative Mgmt

Cost Management

Web Strategist/Technologist

Web Technology

Teaching/Training

Contract/Procurement Mgmt

Business Mgmt Services

E-Business


Top 100 Companies where Members are employed

Company Mbr Cnt * No Company * 409

Citigroup 36

Bank of New York 28

AXA Equitable 26

Morgan Stanley 26

The Bank of New York Mellon 24

Credit Suisse 22

TIAA-CREF 20

MetLife 19

JP Morgan Chase 18

JPMorgan Chase 18

AIG 17

Deutsche Bank 17

IBM 17

Verizon 15

ERNST & YOUNG 14

JPMorganChase 14

UBS 14

Citi 13

International Securities Exchange 12

Pfizer 12

Accenture 11

Pfizer Inc 11

KPMG LLP 10

CA, Inc. 9

Deloitte & Touche LLP 9

Merrill Lynch 9

Thomson Financial 9

American Express 8

Ernst & Young LLP 8

Reuters 8

The Bank of New York 8

Alcatel-Lucent 7

BearingPoint 7

JPMorgan 7

N/A 7

National Grid 7


New York Life Insurance Co 7

student 7

Thomson Reuters 7

Bloomberg 6

Booz Allen Hamilton 6

Broadridge Financial Services 6

CapGemini 6

Dreyfus Corp 6

JetBlue Airways 6

New York University 6

NYSE Euronext 6

Reuters America 6

UBS Financial Services 6

Verizon Business 6

Bank of America 5

Bear Stearns 5

CGI Group, Inc. 5

City University of New York 5

Lehman Brothers 5

MTV Networks 5

Pfizer Inc. 5

BNP Paribas 4

Cisco Systems 4

CIT 4

Computer Associates 4

Deloitte 4

Federal Reserve Bank of New York 4

Goldman Sachs 4

HSBC 4

Independent 4

International Institute for Learning 4

ISE 4

Jones Lang LaSalle 4

KeySpan 4

KPMG 4

New York Life Insurance Company 4

PricewaterhouseCoopers LLP 4

Protiviti 4

The College Board 4

Altria Corporate Services Inc. 3


Amtrak 3

Associated Press 3

Avaya 3

BlackRock 3

Calyon Securities Inc. 3

CIBC World Markets 3

Columbia University 3

Consultant 3

Currently Unemployed 3

Dell, Inc. 3

Digitas, Delivery Management 3

Dreyfus Corporation 3

EDS 3

EmblemHealth 3

Flightpath 3

HBO 3

IBM Global Services 3

Jeppesen 3

JP Morgan 3

McGraw-Hill 3

McKinsey & Company 3

Memorial Sloan-Kettering Cancer Center 3

Navigant Consulting 3


Appendix I. Target Corporations A. Fortune 1000 companies based in New York City (Source: http://money.cnn.com/magazines/fortune/fortune500/2009/states)

State Rank Company

Fortune 1000 rank

Revenues ($ millions) City

1 Citigroup 12 112,372.0 New York

2 International Business Machines

14 103,630.0 Armonk

3 J.P. Morgan Chase & Co. 16 101,491.0 New York

4 Verizon Communications 17 97,354.0 New York

5 Morgan Stanley 30 62,262.0 New York

6 MetLife 39 55,085.0 New York

7 Goldman Sachs Group 40 53,579.0 New York

8 Pfizer 46 48,296.0 New York

9 Time Warner 48 46,984.0 New York

10 PepsiCo 52 43,251.0 Purchase

11 Hess 55 41,094.0 New York

12 News Corp. 70 32,996.0 New York

13 American Express 74 31,877.0 New York

14 New York Life Insurance 76 31,416.2 New York

15 TIAA-CREF 82 29,362.5 New York

16 Alcoa 90 28,119.0 New York


State Rank Company

Fortune 1000 rank


17 Philip Morris International 93 25,705.0 New York

18 Travelers Cos. 99 24,477.0 New York

19 Bristol-Myers Squibb 120 21,366.0 New York

20 Merrill Lynch 150 16,784.0 New York

21 Arrow Electronics 151 16,761.0 Melville

22 Bank of New York Mellon Corp.

156 16,355.0 New York

23 Colgate-Palmolive 166 15,329.9 New York

24 L-3 Communications 171 14,901.0 New York

25 Loews 174 14,733.0 New York

26 Viacom 177 14,625.0 New York

27 CBS 186 13,950.4 New York

28 Pepsi Bottling 189 13,796.0 Somers

29 Consolidated Edison 191 13,725.9 New York

30 Omnicom Group 202 13,359.9 New York

31 ITT 229 11,702.5 White Plains

32 Marsh & McLennan 232 11,587.0 New York

33 American International Group

245 11,104.0 New York

34 Avon Products 255 10,690.1 New York


State Rank Company

Fortune 1000 rank


35 Guardian Life Ins. Co. of America

279 9,675.0 New York

36 Eastman Kodak 284 9,416.0 Rochester

37 Assurant 299 8,601.2 New York

38 Estée Lauder 325 7,910.8 New York

39 Dover 333 7,653.0 New York

40 Virgin Media 338 7,439.9 New York

41 Cablevision Systems 342 7,230.1 Bethpage

42 Interpublic Group 361 6,962.7 New York

43 Henry Schein 389 6,407.6 Melville

44 McGraw-Hill 391 6,355.1 New York

45 CIT Group 397 6,228.9 New York

46 Corning 414 5,948.0 Corning

47 Starwood Hotels & Resorts 417 5,907.0 White Plains

48 Jarden 442 5,383.3 Rye

49 Foot Locker 454 5,237.0 New York

50 Barnes & Noble 455 5,235.3 New York

51 Icahn Enterprises 466 5,088.0 New York

52 BlackRock 469 5,063.9 New York

53 MasterCard 474 4,991.6 Purchase


State Rank Company

Fortune 1000 rank


54 NYSE Euronext 477 4,951.0 New York

55 Polo Ralph Lauren 481 4,880.1 New York

56 Universal American 494 4,659.2 Rye Brook

57 CA 529 4,277.0 Islandia

58 M&T Bank Corp. 535 4,216.6 Buffalo

59 Liz Claiborne 549 4,061.8 New York

60 Forest Laboratories 569 3,836.3 New York

61 Constellation Brands 578 3,773.0 Fairport

62 ABM Industries 581 3,738.5 New York

63 Nasdaq OMX Group 593 3,648.7 New York

64 Jones Apparel Group 598 3,616.4 New York

65 Warner Music Group 616 3,491.0 New York

66 JetBlue Airways 629 3,388.0 Forest Hills

67 E*Trade Financial 659 3,188.2 New York

68 Coach 661 3,180.9 New York

69 Saks 677 3,082.0 New York

70 Systemax 683 3,033.0 Port

Washington

71 New York Times 697 2,948.9 New York

72 Vornado Realty Trust 702 2,919.4 New York


State Rank Company

Fortune 1000 rank


73 Tiffany & Co 709 2,860.0 New York

74 IAC/InterActiveCorp 710 2,849.7 New York

75 Pall 760 2,571.6 East Hills

76 Phillips-Van Heusen 778 2,491.9 New York

77 Volt Information Sciences 783 2,481.4 New York

78 Scholastic 801 2,412.6 New York

79 National Fuel Gas 803 2,400.4 Williamsville

80 Intl. Flavors & Fragrances 805 2,389.4 New York

81 Annaly Capital Management

810 2,366.3 New York

82 Broadridge Financial Solutions

835 2,234.1 Lake Success

83 AnnTaylor Stores 846 2,194.6 New York

84 NBTY 852 2,179.5 Ronkonkoma

85 Warnaco Group 875 2,107.6 New York

86 Paychex 885 2,066.3 Rochester

87 Univision Communications 888 2,049.8 New York

88 M&F Worldwide 920 1,906.2 New York

89 Moog 921 1,902.7 East Aurora

90 Aéropostale 929 1,885.5 New York


State Rank Company

Fortune 1000 rank


91 MSC Industrial Direct 969 1,779.8 Melville

92 Duane Reade Holdings 971 1,774.0 New York

93 Mutual of America Life 972 1,772.9 New York

94 Moody's 984 1,755.4 New York


Appendix J: PMINYC Sponsorship Packages All categories (Bronze - Platinum) allow the partner to select a either a breakfast, chapter or a career development meeting to sponsor.

Bronze

$1000/meeting

Partner will have 30-minutes pre-meeting to mingle with

members Partner will be acknowledged at the beginning of the chapter meeting with 5 minutes to address the audience and collect

business cards for a raffle if so desired Partner can have a table outside of the meeting room for

free materials or to offer items for sale. Items must be discounted for all PMINYC member purchases that evening.

Silver

$1,500/year 10 silver level partnerships

available

Above plus all of the following: Ad space on the web site will be 2” x 2” for 6 continuous months The option to have two articles per year published in the PMINYC electronic-newsletter (Baseline) on a general interest topic

to include the author's name and a short paragraph about the company.


Gold $2,500/year

5 gold level partnerships available

Above plus all of the following: Ad space on the web site will be 2” x 2” for 12 months Ability to pass out vendor information at two PMINYC events per year and collect business cards for a raffle prize.

One additional 15-minute product-based presentation to PMINYC, at one of the monthly meetings

Platinum $5,000/year

Only 2 platinum sponsorships available

Above plus all of the following: One table at one PDD event yearly One 15 minute presentation at the PDD event


Special Event Sponsor $2000

This category is for partners who fully sponsor an entire event for our membership and wish to use the PMINYC logo in the advertisements for the event. Partner would be responsible for: providing payment for the location supplying refreshments (if appropriate) managing logistics for set up (ie, tabletop, chairs, breakout rooms, etc) PMINYC would be responsible for: approving all marketing materials which include the PMINYC logo posting a web advertisement of the event for 60 days prior to the event managing the event registration one e-mail announcement of the event to the full PMINYC database one Baseline newsletter announcement in the e-issue preceding the event Announcing the event at the chapter meeting one-month prior to the event This special event sponsorship could apply to partners who wish to host an author's panel, a product workshop, a seminar or forum regarding their product or service, etc. If two sponsors would like to co-host an event, the charge would be $2500 for the one event.


Appendix K: PMINYC SWOT

Description How Responsibility When

Experienced Leadership team

Identify future leaders from

volunteer pool and

coach/mentor

Board, Program

Managers On Going

Large Membership Base: Covers many

industries and levels of experience

Plan events to appeal to

cross section of membership

VP Programs, VP

Learning &

Development

On Going

ST

RE

NG

TH

S

Large number of Events: Three Monthly

meetings, special events, Professional

Education, Outreach

VP Programs, VP

Learning &

Development

On Going

Inter team Communications: The work of each

team impacts the other teams of the

organization

Identify and Communicate

how each area impacts

others

Board, Program

Managers On Going

Reliance on Microsoft Briefing Center Look for venues with larger

capacity

Real Estate

Committee 1st half 2010

WE

AK

NE

SS

ES

Volunteer Recruitment: Role descriptions,

Training/On Boarding, Retention, Improve

utilization

Complete role descriptions

to be used for Recruitment;

develop program to train

volunteers

Board, Program

Managers On Going

OP

PO

RT

UN

IT

IES

Develop Relationships: Oher industries

(Construction, Engineering, Legal, Healthcare,

Pharma)

Plan joint events with other

organizations

Corporate

Outreach,

Programs, Special

Events

On Going


Expand marketing Initiatives (Promotion to

High Schools, Career Day, After School Events) Plan events

Academic

Outreach,

Marketing

On Going

Collaborate with regional chapters for joint

events, sponsorships Joint events

Corporate

Outreach,

Programs, Special

Events

On Going

Economy: Loss of Income. Members will not

renew

Lack of Engagement: Too many no shows at

meetings; Events closeout too

quickly/members waitlisted

Look for venues with larger

capacity; Begin charging for

meetings

Programs 2010

TH

RE

AT

S

Rising cost of catering, speakers fees, rental of

venues

Begin Charging for meeting

attendance to offset costs Programs 2010

PMINYC STRATEGIC PLAN 2010 - 2012 - New York City...

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