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Project Management Institute

Southern Ontario Chapter

Volunteer Orientation Manual

2013

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Contents

1. Introduction ............................................................................................................................... 3

2. PMI-SOC Mission Statement .................................................................................................... 3

3. PMI-SOC Value Proposition...................................................................................................... 3

4. PMI-SOC Volunteer Management Vision ................................................................................. 3

5. PMI-SOC Organization Chart .................................................................................................... 4

5.1 Governance Committee ---------------------------------------------------------------------------------------- 4

5.2 Operations Committee ------------------------------------------------------------------------------------------ 4

6. The PMI-SOC Volunteer ............................................................................................................ 6

6.1 Core Values --------------------------------------------------------------------------------------------------------- 6

6.2 Protocol -------------------------------------------------------------------------------------------------------------- 6

7. Volunteer Committees Roles and Responsibilities ................................................................ 7

7.1 Relationship Management System (VRMS) Operations -------------------------------------------- 7

7.2. Volunteer Interactions and Experience ------------------------------------------------------------------ 7

7.3. Volunteer Awards and Recognition ----------------------------------------------------------------------- 7 7.3.1 PDUs for Volunteer contributions .................................................................................... 7

7.3.2 Recognition Awards ........................................................................................................ 7

8. Chapter Office and other Resources ....................................................................................... 8

8.1 PMI-SOC Chapter Office --------------------------------------------------------------------------------------- 8

8.2 Chapter Office facilities and Conference calls (PMs, Team Leads, Officers) --------------- 9 8.2.1 Boardroom / Meeting Rooms .......................................................................................... 9

8.2.2 Conference Calls ............................................................................................................. 9

8.3 Collaboration Tools ---------------------------------------------------------------------------------------------- 9

8.4 PMI-SOC Website ------------------------------------------------------------------------------------------------- 9

8.5 PMI-SOC in social media --------------------------------------------------------------------------------------- 9

8.6 General Expense Policies ------------------------------------------------------------------------------------- 9

9. Volunteer Feedback ................................................................................................................ 10

APPENDIX I - PMI-SOC VOLUNTEER CONFIDENTIALITY AGREEMENT ............................... 11

APPENDIX II - USING VRMS ....................................................................................................... 12

APPENDIX III - GLOSSARY ......................................................................................................... 13

APPENDIX IV – INDEX OF RELATED EXPENSE POLICIES ..................................................... 14

APPENDIX V – CHARTER OF EXPECTATIONS FOR MEMBERS OF PMI-SOC VOLUNTEER BODIES ........................................................................................................................................ 15

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1. Introduction

Thank you for choosing to be a volunteer for the PMI Southern Ontario Chapter or PMI-SOC. We are pleased to welcome you on behalf of the PMI-SOC Board of Directors, and hope that your volunteering experience will be both enjoyable and personally rewarding. This handbook is to familiarize you with all the information needed for you to start off with your volunteer endeavors with the chapter.

2. PMI-SOC Mission Statement To enhance the practice of project management throughout our

membership community in a professional and proactive manner.

3. PMI-SOC Value Proposition

PMI-SOC is a volunteer driven organization in the business of promoting the adoption, advancement, and success of project management in organizations. We are a focal point for transferring PM knowledge to our members and to anyone else interested in the practice of PM.

Our current strategies to realize this vision can be summarized as follows:

Effective Communications

Better communications of the benefits and value of being a PMI member to current PMI Southern Ontario Chapter members and potential members

Creating networking opportunities for PMI-SOC members to effectively communicate among themselves

Promotion of Project Management

supporting other PMI chapters and Specific Interest Groups (SIGs) in the area being involved in Project Management Conferences/Symposiums promoting and supporting Project Management education/training sponsoring Project Management Professional (PMP) certification and recertification organizing a program of PM oriented meetings, events and presentations

creating local student groups and other Chapters.

4. PMI-SOC Volunteer Management Vision Volunteers will have a rewarding experience that will be both beneficial to the chapter and satisfying for

themselves PMI-SOC’s mission and value proposition will be better accomplished with the effective use of its volunteer

resources Volunteers will be recognized for their contributions to the chapter in a timely and transparent fashion.

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5. PMI-SOC Organization Chart

Felix MoshkovichPresident

George JucanSecretary/Treasurer

Michael FlintSenior Vice President

Lynn ShannonPast President, Special Events

Shari BricksExecutive Director

Debra Krar /Fi ZahareiOutreach

Suresh PonnanCertifications

Amalia SteiuVolunteers

Gregory ZelfondTechnology

Mary McDermott

Communities

Steven PeckVP Membership

Bob HeggieCommunications

Governance Committee

Board Of Directors

Rita TrudeauSpecial Events

Gina BercziEvents

PMISouthern Ontario Chapter

Board of Directors 2013-2014

Board of Directors - PMI-SOC is a volunteer driven organization that is managed by a Board of Directors. This includes the President, President-Elect, Past President and other Directors elected by members or appointed by special resolution of the Board of Directors to fill up a vacancy. The Directors are then assigned to various portfolios to effectively run the chapters’ business and initiatives. The Portfolios for the 2014 fiscal year are: Communication, Communities, Outreach, Events, Special Events, Technology, Volunteers and Membership.

5.1 Governance Committee - The Governance Committee is made up of the President, Past President,

Secretary/Treasurer, Senior Vice President and Executive director and is responsible for setting the agenda for chapter and ensuring that it is operating effectively. From time to time, the Board will take on additional projects such as Senior PM Conference workshops and this committee works in line with the chapters Board of Directors.

Title Role Definition

President The President shall be the chief executive officer for PMI-SOC and shall perform such duties as are customary for presiding officers. The President shall also serve as a member ex-officio of all committees with the right to participate and vote on all committees except the Nominating Committee. The President must be a Director.

Past President The past president provides advice and support to the Board based on his experience with PMI and the Southern Ontario Chapter. The Past President assumes the Chair of the Nominating Committee and other duties as determined by the President or the Board

Secretary- Treasurer

The Secretary-Treasurer shall oversee the management of PMI-SOC records and finances and shall act in the role of President, when the President is unable to act and shall automatically become President if the elected President cannot complete his or her term of office, unless the Board resolves otherwise.

Senior Vice President

Maintains and audits the business accounts and ensures that all projects are preapproved by the board prior to being funded. Responsible for all financial matters in the PMI Southern Ontario Chapter and any associated groups, including the IS Local Interest Group and Student Section. This includes the standard fiscal management of the finances for the chapter ranging from budgetary considerations to audits; monthly to annual reporting; payments to revenue collection and generally the accountability of the chapter’s fiscal books.

Executive Director The Executive Director shall be responsible for the daily and on-going operations of PMI-SOC as directed by the Board through the President of PMI-SOC and is responsible for Executive services & Support – supporting all business aspects regarding ongoing operations of the Chapter.

5.2 Operations Committee – The Operations Committee, a sub-committee of the PMI-SOC Board of

Directors, is responsible for the ongoing operational activities and functions of the Chapter. It is chaired and co- chaired by members from the Board of Directors and is responsible for the following programs:

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Program Purpose

Volunteer Management

Manages the PMI-SOC volunteer life-cycle, which includes volunteer recruitment, placement, orientation, recognition, development, reporting and evaluation.

Member services Provides services and supporting activities to meet member needs, in conjunction with other Chapter portfolios and develops actions and programs to increase and retain Chapter membership.

Certifications (formerly Professional Development)

As of 2013, this portfolio will focus on facilitating and developing opportunities for aspirants to the PMP profession (such as developing PMP prep type training and delivering it), as well as conduct and evaluate training sessions relating to project management expert professionals (such as Agile) and also provide the mentoring sessions to the new and budding project managers to enhance their skills and support them in obtaining new PMI certifications.

Events Provides support to the chapter by developing event offerings that increase the chapter's value proposition, such as seminars for Project Managers’ continuous education with topics and experts from all interest areas and industries.

Special Events A newly created portfolio in 2013. This portfolio will concentrate on offering events such as Professional Development Day, Career Day, Volunteer Awards celebration, Project World, Leadership Institute conference, other 3

rd party related

events – these are one off events, outside of the regular seminar offerings handled by the Events committee (above). This portfolio will also be liaising with organizations that are current and potential sponsors. This committee will engage and form relationships with other organizations, including academia, in an effort to raise the profile and awareness of PMI-SOC among stakeholders and the academic community in general.

Technology Responsible for the identification, implementation and support of a variety of technology applications and solutions to support day-to-day business of the Southern Ontario Chapter, as well as specific needs of other chapter portfolios such as document repository and interactive web technology, and aligns expectations/requirements from the board, branches, members and partners while following the overall direction of PMI.org.

Communication Responsible for overall communication from the chapter to its members and outside audiences, including social media and brand management. This committee supports all the other committees with their requirements for communication to ensure all chapter issued messages represent the chapter’s values and voice.

Outreach Focuses on raising the profile and awareness of PMI-SOC among corporations & government through presentations that prove the value of Project Management and the PMI Southern Ontario Chapter

Communities Engages and supports current SOC communities (branches and LIGs) and defining formal and informal SOC communities in alignment with PMI GOC standards; Also focuses on raising the profile and awareness of PMI-SOC among stakeholders and the academic community in general. The current established communities of practice and their Chairs are : PMO (Parveen Nath – email : parveen.nath@soc.pmi.on.ca); Healthcare (Farrah Riyahi – email : farah.riyahi@soc.pmi.on.ca); York Simcoe (Sabine Freidrich – email : sabine.freidrich@soc.pmi.on.ca); GITS (Ryiad Husein);

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6. The PMI-SOC Volunteer

6.1 Core Values At PMI-SOC we recognize volunteers are our vital partners in success. To facilitate a mutually rewarding experience, we recommend you familiarize yourself with its core values outlined below:

Value Value Definition Commitment

Volunteers are vital members of the PMI-SOC organization. All volunteers are expected to honor their commitment to attend the activities that they sign up to support, perform the job assigned, and work the hours that they agreed to work. It is also expected that volunteers will afford the same quality of work that they do on their regular paid jobs. For this purpose, a Charter of Volunteer Responsibilities has been adopted by the Chapter and is available for review by all volunteers.

Integrity

Volunteers may be asked to serve in a number of capacities in which they interact with third-party vendors or other chapters. Volunteers are expected to conduct work on behalf of PMI-SOC with the highest standard of honesty, integrity, and fairness; therefore, avoid conflicts of interest, both real or perceived, avoid appearance of misconduct or improper behavior that jeopardize the reputation of the PMI-SOC Chapter or other PMI Chapter affiliation.

Diversity

As volunteers, you will interact with a diverse population representing members, vendors, and other chapter affiliations. It is expected that you will afford everyone with the same respect and dignity

6.2 Protocol

As a volunteer at PMI-SOC it is expected you have agreed to provide voluntary work in some capacity in accordance with a chapter operational or job description or project, and hence agree to follow all relevant chapter protocols. We recommend you familiarize yourself with protocol guidelines as outlined below:

While being a member of PMI and/or PMI-SOC is not required in order to be a volunteer team member, certain assignments will refer to documentation that can only be found through the PMI membership

Agree to adhere to the terms of the PMI-SOC Confidentiality Agreement. Its mandatory all volunteers sign the confidentiality agreement (see Appendix 1)

Contribute their time and travel time without expectation of financial or other form of remuneration from PMI or the PMI-SOC

As a member of a project team, it is expected the assigned tasks are accorded required priority and deliverables completed within agreed timescales .In case you are unable to commit to an initiative, we recommend you review it with the project sponsor and advise your availability.

Record the actual hours and duration of the assignments on regular basis, for your own purposes and in case you are audited by PMI.org .We recommend you familiarize yourself with the VRMS reporting system (see Appendix II)

All volunteers are expected to read and understand/agree with the Charter in Appendix V

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7. Volunteer Committees Roles and Responsibilities

7.1 Volunteer Relationship Management System (VRMS) Operations

Volunteers part of the Volunteer Management portfolio manage the VRMS system: this is a PMI application where all the volunteer roles for all the Chapters around the world are posted and allows volunteers to apply and record the position they volunteered in. It also allows other Directors and Chapters around the world to look at the experience these volunteers have and allow the Chapter to promote volunteer development and movement into different roles with different responsibilities. To familiarize yourself with VRMS please go to Appendix II and also visit pmi.org and search for Volunteer Opportunities or use https://vrms.pmi.org/ As soon as a volunteer accepts a role, they need to sign a Confidentiality Agreement (Appendix I) and return it to the Director of their portfolio. The Director will also provide the volunteer with another document called the Charter of Expectations for Members of PMI SOC Volunteer Bodies (Appendix V) – this document describes the responsibilities a volunteer has once they accepted to support the chapter through volunteer work. It also provides them with an overview of the obligations the chapter has towards them.

7.2. Volunteer Interactions and Experience According to the Charter of Expectations for Members of PMI SOC Volunteer Bodies (Appendix V), one of the responsibilities the Chapter and the Volunteer Management Director takes very seriously is providing the volunteers with opportunities to understand what other volunteers do, to meet other volunteers and other directors to better understand the chapter work and to have an opportunity to express an interest in other volunteer roles. This committee – Volunteer Interactions and Experience - is supporting this mandate by providing presentations to all new volunteers, helping them with their on boarding as well as helping them meet their peers and interact with other volunteers in the Chapter.

7.3. Volunteer Awards and Recognition

7.3.1 PDUs for Volunteer contributions PMI-SOC has aligned with PMI.org with respect to its policy of recording PDUs for Volunteer activities. Please refer to the PMI.org website for additional information on PDUs awarded for the yearly contribution of volunteer services with a chapter.

7.3.2 Recognition Awards PMI-SOC values its outstanding volunteers by giving them Recognition Awards for their outstanding contribution to the chapter activities (like Service and Delivery of Projects or activities by adhering to the commitment mutually agreed upon). PMI-SOC proudly offers three annual volunteer awards for contributions to the chapter’s and profession’s development: Volunteer of Year, Volunteer Leadership and Outstanding Volunteer Contribution. Every year, the Volunteer Nomination process and forms are posted on the PMI-SOC and an annual volunteer awards ceremony takes place prior to the end of the fiscal year. Volunteers are encouraged to nominate their friends and colleagues who participate in the chapter work and the branches and communities of practice.

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8. Chapter Office and other Resources

8.1 PMI-SOC Chapter Office

The Chapter Office provides the administrative support to the chapter members, Board of Directors and chapter volunteers. The contact information for the Chapter Office is: 1370 Don Mills Road, Suite 300 Toronto, Ontario M3B 3N7 Tel: +1 416-381-4058 Fax: +1 416-441-0591 e-mail: info@soc.pmi.on.ca

Chapter Office Administration Support includes: Registration and Payment processing for Professional Development offerings, Meetings New member packages, PMI material Newsletter co-ordination Respond to phone and e-mail inquiries Board meeting minutes

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Election support Book meeting rooms and conference calls Order food for meetings Web site support / updates Office space Meeting Rooms Telephone package, including Fax Bookkeeping Admin support for 40 hours / week

8.2 Chapter Office facilities and Conference calls (PMs, Team Leads, Officers)

8.2.1 Boardroom / Meeting Rooms Arrangements to use the Boardroom or meeting rooms should typically be authorized by each Portfolio Director to support chapter activities. You can either call PMI-SOC office reception at 416-381-4058 or email info@soc.pmi.on.ca. When you book a room and require food, please be sure to let the Chapter Office know which committee this is for – so that any charges can be allocated appropriately. To arrange this, please notify the Chapter Office at least one day notice to arrange this, including number of attendees, and any other requirements! Please note, that after 6PM, the doors on the ground floor are locked. There is a buzzer on the side that will notify the people in the meeting room on the 3

rd floor.

8.2.2 Conference Calls Conference calls are handled through Chapter Office who can be reached through info@soc.pmi.on.ca or 416-381-4058. Your Portfolio Director will obtain the call number and participation code. Once the conference call use is

authorized, the Chapter Office will send you the information you need – i.e. dial in number, passwords, etc.

8.3 Collaboration Tools SharePoint technology is now the current standard used by PMI-SOC committees and project groups for collaboration tools such as mailing lists, file sharing and event calendar. This is replacing the Yahoo group document repository and will gradually be made available to all chapter volunteers in the 2014 fiscal year. Your respective Director or appointed moderator will inform you of the timing of your team’s transition and approve access to the portfolio SharePoint site. All project documents must be uploaded to the SharePoint portfolio repository. This change to SharePoint is in alignment with the PMI.org practices.

8.4 PMI-SOC Website

The PMI-SOC maintains a web-site, which is a central point for information about the chapter: http://www.soc.pmi.on.ca/

8.5 PMI-SOC in social media PMI-SOC has developed a LinkedIn presence and some of the communities have created such a presence as well (e.g. GTIS). PMI-SOC also has a Facebook presence. Members are encouraged to visit the LinkedIn Groups and the Facebook site to stay up-to-date with different communications and interactions between our professional members.

8.6 General Expense Policies

It is the general policy of the Board to ensure that no member will be “out of pocket” for any expense that they incurred on behalf of the Chapter and at the request of the Chapter Executive. For an index of policies related to volunteer projects and travel, please go to Appendix IV. For more details about finance policies and procedures, please email info@soc.pmi.on.ca for a copy of the PMI-SOC Finance Handbook.

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9. Volunteer Feedback

We encourage feedback from our volunteer members and any queries with regard to volunteer initiatives. Please feel free to contact any officer of the PMI SOC organization for further clarification and support. The updated contact information can be accessed at our corporate web site, under the About - Leadership page: http://www.soc.pmi.on.ca/displayboard.cfm. In addition the Volunteer Interactions and Experience committee runs an annual survey designed specifically for the chapter volunteers, to understand how we are improving our volunteers experience. The results of the survey are shared at the Board level and discussed with all Directors to ensure all the portfolios take action on the areas that indicate improvements are required.

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APPENDIX I - PMI-SOC VOLUNTEER CONFIDENTIALITY AGREEMENT In connection with the performance of services requested by PMI-SOC and in reliance on Your statement that You are interested in pursuing that business relationship, the Parties may provide each other with business, financial, legal, technical and other types of information and/or ideas, in written, electronic and oral form, which are related to the business of the Parties. All such information is hereinafter referred to as "Proprietary Information." "You" for purposes of this Agreement means the company or individual set forth below, its agents, attorneys, affiliates, subsidiaries and all persons acting on its behalf. “The Parties” for the purposes of this Agreement shall mean You and PMI-SOC.

In consideration for the disclosure and any negotiation concerning the proposed business relationship, the Parties agree as follows: 1. The Parties will hold in confidence and not possess or use (except to perform the requested services) or disclose

any Proprietary Information except information a party can document (a) is in the public domain through no fault of the disclosing party, (b) was properly known by the disclosing party, without restriction, prior to any disclosure, or (c) as may be required by law. The foregoing does not grant either party a license in or to any of the Proprietary Information of the other party.

2. If the business relationship between You and PMI-SOC expires or is terminated, the parties will promptly return all

Proprietary Information and all copies, extracts and other objects or items in which it may be contained or embodied.

3. The parties will promptly notify the PMI-SOC Privacy Officer of any unauthorized release of Proprietary

Information. 4. The parties acknowledge and agree that due to the unique nature of the Proprietary Information, any breach of

this Agreement would cause irreparable harm for which damages are not an adequate remedy and that the Parties shall therefore be entitled to equitable relief in addition to all other remedies available at law.

5. The terms of this Agreement will remain in effect with respect to any particular Proprietary Information until either

party can document that it falls into one of the exceptions stated in Paragraph 1 above. 6. This Agreement is governed by the laws of the Canadian Federal Privacy Legislation (PIPEDA) and may be

enforced in any provincial or federal court sitting in that province. Nothing in this Agreement may be modified or waived unless in writing, signed by a duly authorized representative of the Parties

Intending to be legally bound and duly authorized to enter into this Agreement on behalf of the individual or company set forth below, this Agreement is: ACKNOWLEDGED AND AGREED TO THIS DAY OF , 20 Volunteer Name Volunteer Signature PMI Southern Ontario Chapter (PMI-SOC) Board member: Board member signature: Date:

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APPENDIX II - USING VRMS

The Volunteer Relationship Management System (VRMS) is used to record time spent volunteering. VRMS can also be used to maintain your volunteer profile and search and apply for volunteer opportunities. The following steps outline the process for recording your time.

1. Log into www.pmi.org with your registered username and password 2. Select the Get Involved tab 3. Select the Go to the Volunteer Relationship Management System 4. Select View and Update Volunteer Profile 5. Under PMI Service History select Add Row 6. Under Volunteer Role Name select the down arrow to display a list of Volunteer Choices 7. Select Other if you are volunteering on a PMI-SOC Committee 8. Enter the name of the PMI-SOC Committee in the text box 9. Under Title enter your title in the text box 10. Currently you cannot log the number of hours volunteered for each role so you need to track this information

separately 11. Under Start Date select the month and year you started volunteering in this role 12. Under End Date select the month and year you ended volunteering in this role 13. Select Save to finalize your selection or Cancel to make any changes 14. Repeat this process to add other roles you are volunteering

15. At any time you can watch a short video by selecting the icon to the right of PMI Volunteer Service History 16. Repeat this process to add other roles you are volunteering 17. To provide feedback on VRMS select the VRMS Feedback link on the top of your web page 18. Select Log Out once you have updated your service history

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APPENDIX III - GLOSSARY

Term/Acronym Definition Components PMI Chapters, PMI SIGs, PMI Colleges

Chapter Geography based PMI component

Colleges PMI Knowledge Area Application

Region Collection of chapters (SOC is Region 3)

BoD PMI or Chapter Board of Directors; elected to govern the Institute or chapter

CAPM™ Certified Associate in Project Management; project management practitioner credential offered by PMI

CCR PMI Continuing Certification Requirements; formerly the Professional Development Program; used to describe the PMP certification maintenance process

CM Component Mentor

EVM Earned Value Management

HST Earned Value Management

ISO International Organization for Standardization

LIG Local Interest Group

OPM3™ Organizational Project Management Maturity Model

PDU Professional Development Unit; measuring unit used to quantify approved learning and Professional service activities toward maintenance of PM certification requirements (One hour study = 1 PDU)

PMBOK® The Project Management Body of Knowledge (often incorrectly used as an abbreviation for the PMBOK® Guide)

PMI Project Management Institute

PMI GOC PMI General Operations Center (Newtown Square, Pennsylvania USA)

PMIEF Project Management Institute Educational Foundation

PMO Program or Project Management Office

PMP® Project Management Professional certification

REP Registered Education Provider; training provider registered under PMI’s Registered Education Provider Program

RFP Request for Proposal

SIG PMI Specific Interest Group; interest or industry based group of PMI members without geographical boundaries

SME Subject Matter Expert

VP Vice President

VRMS Volunteer Relationship Management System

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APPENDIX IV – INDEX OF RELATED EXPENSE POLICIES

Policy # Definition POLICY 6 If the expenditure is in the form of a Contractual commitment, only the President or

Senior Vice President may sign the Contract, regardless of the amount involved. And this signature and commitment can only be provided with the approval of the Board.

POLICY 7 Accounts Payable by PMI-SOC will be by Cheque only – members, officers or Directors will be reimbursed for any cash purchases or expenses by Cheque only.

POLICY 8 All fees MUST have one of two statements included, namely: “Price plus HST” or “Price including HST”.

POLICY 15 Travel expenses, including transportation and accommodation incurred on behalf of the PMI Southern Ontario Chapter for chapter business, that is pre-approved, will be reimbursed.

POLICY 16 Air Travel will be subject to advanced booking for economy class, unless otherwise authorized

POLICY 17 When transportation is by private automobile, mileage may be claimed in the amount of $0.37 per kilometer, but such charges for travel between substantially distant cities may not exceed the cost of transportation by bus or by train.

POLICY 18 Travel expenses in general related to toll-roads (for example Hwy 407) are not reimbursable.

POLICY 19 Charges for the Hotel room, including taxes only will be reimbursable.

POLICY 20 Pre-approved Telephone expenses related to Chapter business will be reimbursed at cost.

POLICY 21 Reimbursement for food is based on actual cost with receipts, a per diem is not provided for travelers.

POLICY 22 If the expense exceeds the spending limits or has not been pre-approved the expense may not be reimbursed without approval of the Board.

NOTE: For a more detailed explanation of all finance policies and procedures, please ask the PMI-SOC office for a copy of the chapter’s Finance Handbook.

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APPENDIX V – CHARTER OF EXPECTATIONS FOR MEMBERS OF PMI-SOC VOLUNTEER BODIES

In support of PMI-SOC’s (henceforth referred to as “ the chapter” or “the organization”) objective to create a climate that facilitates a satisfying volunteer experience, it is beneficial for all the parties involved to have an understanding of the expectations associated with volunteer service for the organization. This document outlines, in a general way, the chapter’s expectations of its volunteers, and what the volunteers can, in turn, expect of the chapter.

Expectations of Volunteers

PMI-SOC maintains several documents that outline expectations of volunteers:

PMI Code of Professional Ethics

Conflict of Interests

Confidentiality Agreement

Volunteer-body-specific expectations (role, type of work to be completed, estimated time commitment and meeting/call frequency, etc.)

Role, purpose and responsibilities of the volunteer portfolio as a whole are outlined in that group’s approved charter or terms of reference. Volunteers are encouraged to review these documents and inquire regarding any expectations they do not understand from their portfolio director.

Volunteer Portfolio individual Meetings and Activities

In addition to the expectations outlined within the referenced documents above, volunteers should familiarize themselves with the following expectations, which relate to their participation in volunteer portfolio team meetings and related activities:

# Definition 1 Demonstrate an understanding of the PMI-SOC strategy and the volunteer portfolio’s role in supporting

the strategy.

2 Support the charge, objectives and responsibilities of the volunteer portfolio as outlined in its approved charter or by the portfolio Director.

3 Attend all conference calls and team meetings of the volunteer portfolio, if at all possible. It is understood that there are times when personal and/or work commitments do not allow this. Advise the team lead and VP of the portfolio (or the Director) advance of the meeting/call if you will be unable to attend

4 Prepare for any agenda items for which you are responsible.

5 Review meeting materials provided in advance. If meeting (or non-meeting) materials request feedback, provide it in a timely manner.

6 Participate in discussions in a constructive and productive manner, giving appropriate respect and weight to the opinions of all members of the volunteer team and PMI-SOC staff.

7A

Execute agreed-to assignments in a timely manner. It is understood that there are times when personal and/or work commitments do not allow this. In these cases, it is imperative that you notify the team lead and/or the VP of the portfolio as soon as possible so an alternative resource for completion of the assignment can be identified. It is the volunteer’s responsibility to make any necessary arrangements (with the team or team lead) to ensure your updates and deliverables meet the team or portfolio deadlines.

7B Team leads need to work with their teams and the Portfolio Director to ensure that they are providing a backup alternative should they become unavailable at any time during the fiscal year or their mandate.

8 Assist in identifying solutions, products or services to further the goals of the volunteer body, improve the performance of the chapter, and support its strategy.

9 Treat all materials and discussions as confidential unless otherwise advised.

10 Support and respect all decisions of the volunteer portfolio, including those decisions that you may not

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# Definition personally support.

11 Participate in the annual volunteer survey process, or any other self-assessment activities, providing requested input in a timely manner.

12 Any questions regarding the chapter’s organization or the mandate must first be submitted to the team lead, then the Portfolio VP or the Portfolio Director and not directly to the “Ask” portal or the administrative office (also called The Bond Office).

PMI-SOC’s Culture

Volunteers should familiarize themselves with the chapter’s cultural expectations:

1. Demonstrate high ethical standards and integrity.1

2. Demonstrate an energetic support of the chapter’s objectives, applying good business judgment on association

issues and supporting the responsible use of available resources. 3. Demonstrate a willingness to work collaboratively, valuing the overall performance of the volunteer portfolio over

individual performance. 4. Maintain a global perspective on matters before the volunteer portfolio, respecting the various opinions and

cultural perspectives of others. 5. Promote your volunteer experience to the chapter members

Volunteer Portfolio Directors

While serving as the Chair or Director of a volunteer portfolio is an honor and a reflection of the value the individual brings to PMI-SOC, it also entails additional expectations, including, but not limited to, the following:

# 1. Expectations 1 2. Demonstrate an ability to articulate the association’s strategy and vision.

2 3. In conjunction with the VP of the portfolio:

a. Confirm the volunteer body’s objectives and priorities for the administrative term; b. Set the agenda for conference calls and meetings of the volunteer body. c. Facilitate discussions relating to agenda items and encourage participation by all participants. d. Remain sensitive to the need to keep the business of the chapter moving at a pace that will allow

the volunteer body to deal effectively with the business of the meeting/call in a timely manner. e. Maintain the volunteer portfolio’s focus on its responsibilities/accountabilities and its role within the

overall chapter. f. Accomplish assigned initiatives and administrative tasks in a timely manner.

3 4. Communicate with individual members of the volunteer portfolio as necessary.

4 Support the chapter’s culture by setting a tone and level of commitment for the volunteer body that is reflective of PMI-SOC’s and PMI’s high ethical standards, integrity, energetic volunteer spirit and responsible use of resources.

5 Support PMI SOC’s governance and oversight structure through regular communication and reporting to the respective Board of Directors.

6 Based on your availability, represent the chapter internally (chapters and membership) and externally (other organizations, media) as a spokesperson or representative at meetings, when requested by PMI International (agreed to expenses to be reimbursed in line with approved expense guidelines).

7 Assist in the identification of individuals for consideration as future volunteer leaders of PMI-SOC or PMI, facilitating communications if requested.

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Expectations of PMI-SOC

The information presented above outlines PMI-SOC’s expectations of volunteers. In support of the relationship between the PMI-SOC chapter, communities of practice and its volunteers, it is equally important that those individuals understand what they can expect from their chapter as part of the volunteer experience. The expectations presented below are general in nature. In conjunction with approved policies and procedures, PMI SOC will strive to fulfill the following objectives in support of its appointed volunteers, volunteer portfolios and their related activities:

# Expectations 1 Facilitate an understanding of:

a. The organization and its strategy

b. PMI-SOC’s expectations of volunteers

c. The charge, responsibilities, current priorities and anticipated time commitment for the volunteer portfolio being considered.

2 Provide an environment that fosters a climate of:

a. Dignity and respect for the individual

b. Diversity and individual growth

c. c. Integrity, fairness, trust and the acceptance of accountability by each individual

3 Offer individuals the opportunity to:

a. Feel welcome and appreciated

b. Meet their professional and personal goals in the context of supporting the chapter’s ability to represent PMI with excellence

c. Interact and learn from peers, benefitting from the diverse geographic and professional backgrounds comprising the volunteer portfolio

d. d. Contribute to the advancement of the chapter and/or profession

4 In conjunction with the appointed Chair or Director of the volunteer portfolio:

a. Provide leadership and facilitate the productive and effective use of volunteer time and effort.

b. Support and facilitate the ability of the volunteer portfolio to meet its objectives, to the extent possible (e.g., resources, composition of appointments, training/development, management of volunteers and volunteer issues within the respective volunteer portfolio), reimbursing agreed to expenses in line with approved expense guidelines.

c. Provide an opportunity for assigned volunteers to express an interest in supporting specific objectives or activities to be addressed by the volunteer portfolio for the current fiscal year.

d. Support the fair and consistent application of approved PMI and PMI SOC policies and procedures.

e. e. Provide an opportunity for input into PMI SOC’s volunteer program and accomplishments of the assigned volunteer portfolio.

5 Recognize the accomplishments of the volunteer bodies and the individuals who serve on them.

Additional questions regarding the expectations associated with volunteer service at PMI-SOC should be communicated to the PMI-SOC Portfolio Directors or VPs the respective volunteer portfolio or the Chapter President.

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This Charter of Expectations for Members of the PMI-SOC Volunteer Portfolios was:

a. Recommended to the Board of Directors Approval by the Volunteers Portfolio Director and VP on January 7, 2013.

b. Approved by the Board of Directors on April 9

th, 2013