Workshop to PMI’s Asia PAC Leadership Institute Conference at Bangkok in Feb’06.

1. - Strategic Excellence within YOUR Reach By Saji Madapat PMI Component Mentor, Region9 (Asia) (Case study from Memphis, TN Chapter) 26 February 2006 13.30-14.30 “ Shaping for Today, Tomorrow & the Future”

3. WE WERE STUCK

4. Strategic Planning RESULT - PMI Memphis, TN Chapter

5. Membership & PMP Growth SP Introduction Vs. YR 2005 Average Global Membership Growth – 31%

6. Strategic Planning Result (Post 2003) - Revenue Growth in $USD SP Introduction

7. PMI Lifecycle Positioning Benchmark Organizational (0–1 year) Operational (1–2 years) Developmental (2+ years) Strategic (on-going) Maturity (on-going) Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Level of Activity Who we were ? Prior to SP Now

8. "Destiny is not a matter of chance, it is a matter of choice; It is not a thing to be waited for, it is a thing to be achieved." - William Jennings Bryan

9. Strategic Planning Process Maturity Model Assessment Operating Environment SWOT Achievements Financials Who we were ? Path Forward Visioning Strategic Goal Areas What we have? Where we want to be How to be there

11. “ Never doubt that a small group of thoughtful committed citizens can change the world. Indeed it is the only thing that ever has.” -Margaret Mead

12. PMI Memphis Assessment against PMI Component Maturity Model ( Beyond the scope of this presentation – Please check the Annexure for details ) Who we were ?

15. Organizational Stage (0–1 Year) Who we were ? Sample, Please Check Annexure for detailed Bench Marking 0% To Do 100% Done 1 Component Charter Agreement executed with PMI 17 1 Banking account established with appropriate registration requirements and information filed with PMI Headquarters 16 1 Component incorporated in appropriate jurisdiction and appropriate classification 15 1 Component Web site established 14 1 Component promotional material (e.g., SIG/chapter brochures) developed 13 1 Component logo designed and approved by PMI 12 1 Registration of 25 members 11 1 Membership dues established 10 1 Application to PMI for seed money submitted 9 1 Organization chart drafted 8 1 Financial plan developed 7 1 Kick-off meeting held 6 1 Initial strategic plan developed in alignment with PMI’s strategic plan—(envisioned future, mission, stakeholders, key strategic objectives, two-year operational activities measures) 5 1 Bylaws drafted and approved by PMI 4 1 Geographic, industry, or knowledge area submitted to PMI 3 1 Statement of Interest submitted to PMI 2 1 Letter of Intent executed 1 Score Benchmarks Organizational Stage (0–1 Year) #

16. Maturity Assessment based on PMI CMM “benchmarking” Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Who we were ?

17. PMI Memphis Lifecycle Positioning Organizational (0–1 year) Operational (1–2 years) Developmental (2+ years) Strategic (on-going) Maturity (on-going) Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Level of Activity Who we were ? Prior to SP

23. PMI Memphis SWOT Analysis Threats Opportunities Weaknesses Strengths

29. Financials Bread Winner What we have?

31. “ Plan ahead: It wasn't raining when Noah built the ark!" -Anon

32. PMI’s vision Worldwide, organizations will embrace, value and utilize project management and attribute their success to it.

33. Memphis Chapter Vision To be recognized in Memphis and the surrounding area as the organization and resource of choice for the Project Management profession. Where we want to be?

35. DIRECTION SETTING "Never be afraid to try something new. Remember, amateurs built the ark, Professionals built the Titanic.“ -Anon

37. What’s Next ?

39. THANK YOU For Attending ! Carrot and sticks to : Saji Madapat PMI Component Mentor, Asia [email_address]

40. PMI’s Asian Strategy TEAM - We Need YOU!!! “ As it is for the butterfly emerging from the caterpillar, for Asia this is only the beginning”

41. Appendix Strategic Planning RESULT - PMI Memphis, TN Chapter Annexure - I

48. ANNEXURE - II PMI Memphis Assessment against PMI Component Maturity Model From “1-2 Years” to “Maturity” Who we were ?

51. Organizational Stage (0–1 Year) Who we were ? 0% To Do 100% Done 1 Component Charter Agreement executed with PMI 17 1 Banking account established with appropriate registration requirements and information filed with PMI Headquarters 16 1 Component incorporated in appropriate jurisdiction and appropriate classification 15 1 Component Web site established 14 1 Component promotional material (e.g., SIG/chapter brochures) developed 13 1 Component logo designed and approved by PMI 12 1 Registration of 25 members 11 1 Membership dues established 10 1 Application to PMI for seed money submitted 9 1 Organization chart drafted 8 1 Financial plan developed 7 1 Kick-off meeting held 6 1 Initial strategic plan developed in alignment with PMI’s strategic plan—(envisioned future, mission, stakeholders, key strategic objectives, two-year operational activities measures) 5 1 Bylaws drafted and approved by PMI 4 1 Geographic, industry, or knowledge area submitted to PMI 3 1 Statement of Interest submitted to PMI 2 1 Letter of Intent executed 1 PMI Memphis Score Benchmarks Organizational Stage (0–1 Year) #

52. PMI Memphis Maturity Assessment based on PMI CMM “benchmarking” Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Who we were ?

53. PMI Memphis Lifecycle Positioning Organizational (0–1 year) Operational (1–2 years) Developmental (2+ years) Strategic (on-going) Maturity (on-going) Operational Stage (1–2 years) Developmental Stage (2+ years) Strategic Stage On-going Maturity Stage (on-going) Organizational Stage (0–1 year) Level of Activity Who we were ? Prior to SP Now

55. Operational Stage (1–2 Years) Who we were ? 36% To Do 64% Done 1 Initial program/educational offering for members 14 Consistent component branding 13 Component policy manual established 12 Annual budget and regular financial reports to the board 11 1 Participation in Leadership Meetings 10 1 Consistent component communications delivered 9 1 Component incorporation/registration document updates filed with PMI 8 Annual Charter Renewal completed 7 1 Membership increased to greater than 25 members 6 1 At least $250 maintained in the bank 5 1 Membership networking activities (e.g., e-mail listserv, directory, etc.) 4 1 Annual membership meeting conducted annually 3 1 Required number of board meetings conducted per year 2 Strategic plan refined and vision aligned with PMI’s strategic plan. Incorporate initial Strategic Plan (envisioned future, key strategic objectives, 2-year operational activities and measures, stakeholders, Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis and initial environmental scan) 1 PMI Memphis Score Benchmarks Operational Stage (1–2 Years) #

57. Developmental Stage (2+ Years) Who we were ? 77% To Do 23% Done 0.5 Initial process for operational assessments and improvements established 10 Lessons learned and similar evaluative activities in place 9 Ongoing marketing and media relations activities established 8 0.3 Member networking activities expanded to include such activities as professional development days, seminars, career fairs, etc. 7 0.5 Member educational opportunities (e.g., social events, career fairs, etc.) 6 Leadership training, development and mentoring process established 5 1 Annual member recognition activities established 4 Environmental scanning process established 3 Strategic plan refined and vision, goals, objectives are aligned with PMI Strategic Plan (envisioned future, mission, defined stakeholders, SWOT analysis, key strategic objectives, 2-year operational activities plan, measures) 2 Strategically-focused board leading the component by utilizing operational committees 1 PMI Memphis Score Benchmarks Developmental Stage (2+ Years) #

59. Strategic Stage Who we were ? 100% To Do 0% Done Financial reserves policies established 8 Financial and investment plans initiated 7 Continuing outreach benchmarks including: Contractual agreements with related organizations for joint activities, Policies and guidelines established for evaluating potential partners, Involvement in community-based activities 6 Ongoing process for operational assessments and improvements 5 Keeping a broad and deep pool of strategic leaders to draw upon 4 Strategic plan refined including: component value proposition, vision, goals and objectives aligned with PMI strategic plan (envisioned future, mission, defined stakeholders, value proposition, SWOT analysis, key strategic objectives, 2-year operational activities plan, measures) 3 Initial process for evaluation and improvement of strategic and business plan documents established 2 Initial process for evaluation and improvement of strategic and business planning established 1 PMI Memphis Score Benchmarks Strategic Stage #

61. Maturity Stage Who we were ? 100% To Do 0% Done Outreach benchmarks include: Component sponsorship or support for charitable activities, Deliverables and work products as outcomes of collaborative relationships (books, conferences, etc.) 6 Component-developed products and services available for sale 5 Active mentoring of PMI component leaders established 4 Component staff, contract management firm or program outsource agent 3 Ongoing process for evaluation and improvement of strategic and business plan documents established 2 Ongoing process for evaluation and improvement of strategic and business planning established 1 PMI Memphis Score Benchmarks Maturity Stage (if applicable) #

62. How Does Strategy Differ From Operations? Focuses on management. Focuses on governance and leadership. Represents the actions that must be taken to reach the end state. Represents a view of the end state. Flows from the bottom up. Flows from the top down. Focuses on current, ongoing work; is functional and implementation-oriented. Establishes new, significant directions; is fundamental and directional. 5-10–year views. Describes how we will support the operational plan. This would include consideration of financial support, volunteer support or the need to partner with another group. Describes the time in 3-5–year or Describes what we are doing to achieve this end state, specific to year 1, year 2, etc. Describes where we are going and what end state we are trying to achieve. Operations Strategy