Project Management Institute

Summarized Board Meeting Minutes Dublin, Ireland – May 2011

A motion passed approving the Consent Calendar for Approval that contained the following items and to be effective upon approval: 

  • January 2011 Board Minutes
  • Fiduciary Reporting and Enterprise Dashboard (FRED) Name Change
  • Updated CEO Objectives

A motion passed, effective immediately, acknowledging that project management educational and charitable work of the PMI Educational Foundation provides benefits to society-at-large, is consistent with the PMI Strategic Plan ̶especially as embodied in the Core Identity, Envisioned Future, and Strategic Principles ̶and is an integral part of PMI.

A motion passed, effective immediately, directing the PMI Board Task Team on PMIEF Funding Assessment to prepare for funding decision at the PMI Board’s October 2011 meeting the motion template and supporting documents for the scenario: PMIEF Performance Outcome Option of One New Vision-Driven Project with Slow Growth of Grants, Scholarships, and Awards and Funding Model of PMI as a Permanent Primary Funder of PMIEF Operations and Programs and that such preparation results in a business plan, transition plan and implementation plan.

A motion passed, effective immediately, authorizing approval of a donation to the PMIEF from the PMI Surplus Reserves to fund PMIEF operations from 1 July 2011 through 31 December 2011 for continuation of current operations, resolution of donor site deficiencies, initiate strategic planning, reinforcing program staff work relevant to PMIEF educational resources and the PMIEF Liaison Program, and reinforcing development staff work relevant to stewardship of past and current donors as well as cultivation and solicitation of new donors.

A motion passed, effective immediately, directing the PMI President and CEO to make provisions for 2012 funding of the PMI Educational Foundation in the PMI 2012-2013 Program Plan and Budget.

A motion passed approving the following changes to Strategic Principle 5 and directs the change be made to the Strategic Plan document immediately. The current wording,

‘In responding to diverse stakeholder needs, PMI shall primarily focus on activities/offerings that advance the practice of project management’.

shall be changed to;

‘PMI shall primarily focus on activities/offerings that advance the practice of project management meeting diverse stakeholder needs’. Last revised: 19 May 2011 Page 2 A motion passed approving the following changes to Strategic Principle 6 and directs the change be made to the Strategic Plan document immediately. The current wording, 

‘In responding to practitioner needs, PMI shall endeavor to enhance the careers, skills and knowledge of practitioners allowing them to develop more business insight to bridge the gap between projects and organizational/business strategy. PMI shall both anticipate and respond to market needs regarding any areas of specialization that PMI may provide’. 

shall be changed to;

‘PMI shall endeavor to enhance the careers, skills and knowledge of practitioners allowing them to develop more business insight to bridge the gap between projects and organizational/business strategy. PMI shall both anticipate and respond to market needs regarding any areas of specialization that PMI may provide’.” 

A motion passed approving the following changes to Strategic Principle 7 and directs the change be made to the Strategic Plan document immediately. The current wording, 

‘In responding to organizational stakeholders, PMI shall support organizations to create an environment that enables project management to accelerate the implementation of strategy and achievement of the organizations’ objectives’.

shall be changed to;

‘PMI shall support organizations to create an environment that enables project management to accelerate the implementation of strategy and achievement of the organizations’ objectives’.

A motion passed agreeing to the following question requiring additional research, subsequent discussion, and strategic decisions as may be appropriate at that time: 

To what extent is outsourcing of project management by client organizations making portfolio and program management more strategic for organizations and how might the strategy of PMI need to change to accommodate a differentiated value proposition for program and/or portfolio management?

Respectfully submitted,

Deanna Landers, PMP
2011 Secretary-Treasurer