Communicating in PMI

If you had been at the first meeting of PMI in Atlanta, Georgia, in 1969, and became a charter member of PMI, and if you had kept all the serial publications produced since then, you would now have a shelf approximately 27 inches long containing 160 issues of the Project Management Quarterly, Project Management Journal, and PMNETwork, accounting for some 10,000 pages of articles about project management and news about PMI, its members, and the PM industry. These would have included some 1000 display advertisements and many more business card and classified advertisements.

The first year budget for all of PMI was $13,300. The budget for 1994 for PMIC was nearly half a million dollars. Contained in the growth of these publications over time are excellent lessons in alternative and developing technologies, team development, changing managerial requirements, and the evolution of editorial philosophy.

THE PUBLICATIONS AND THEIR CHARACTER

The Early PMQ

Volume 1, number 1 of the Project Management Quarterly, consisting of nine pages stapled in the upper left corner, was dated April 1970. Bob Staples of Smith Kline Inc. was the editor, although his official title was chairman of PMI's Publications Committee. The purpose was to publish news about Institute activities, Institute members, and the PM profession. Bob indicated that “we shall also publish feature articles, reviews, and abstracts of papers on an ‘as received’ basis following their acceptance by the editorial staff.” A report by Eric Jenett showed that 47 members joined PMI in October 1969 and by the end of February there were 121. PMI was catching on quickly. An Application for Membership was very simple, with annual dues of $15.

Volume 1, number 2 contained the first two articles and the first PM software “survey,” a listing provided by Eric Jenett. The first article was by the inimitable Marvin Datz, probably the forerunner of the Olde Curmudgeon. Read his article, “Without Trumpets or Drums.” Things have changed in 25 years, and yet how they remain the same!

PMQ number three, with 24 pages, was devoted largely to reporting on the 2nd Annual Seminar/Symposium. Membership had grown to 186, nearly 400 percent growth in one year. Also included was what might have been the first PMP examination, including 16 questions such as:

ECONOMICS. Develop a realistic plan for refinancing the national debt. Trace the possible effects of your plan in the following areas: Cubism, the Dona-tist controversy, the wave theory of light, outline a method of preventing these effects. Criticize this method from all possible points of view. Point out the deficiencies in your point of view, as demonstrated in your answer to the last question.

This was only a half-da_y exam. The instructions advised “Read each question carefully. Answer all questions. Time limit--4 hours. Begin immediately.” Oh yes, that exam was under the heading, “The Lighter Side.”

The March 1971 PMQ included a bibliography of 89 items, really a small sampling of the literature on project management to that date. By December 1971, the PMQ was up to 51 pages.

The Facelift

The following year, Charles Dittmar, Xerox Corporation, became Chair of the PMI Publications Committee. By the June issue, he had converted it to a saddle-stitched, hard cover journal format. Editorially it was still primarily reporting on the activities of the Institute and its members. The September 1972 issue was the first to devote more pages (12) to technical articles than to news of the Institute and its members (8). After falling back in December 1972, the April 1973 issue again had a majority of pages (16 of 24) devoted to technical articles.

The December 1973 PMQ contained comments by PMI President James O'Brien and President-Elect John Fondahl about the importance of starting chapters. The March 1974 PMQ reported on meetings of groups in Houston, San Francisco and Los Angeles to form chapters. They went on to become the first three PMI chapters in 1974. This was also the first issue under Dave Murphy, Boston College, the first person to have the title of Editor in Chief.

For those who recall the name C. Northcote Parkinson, there was an amusing article in the June 1975 issue entitled “PERT and Parkinson's Law.” That article led to the reprinting of “PERT-The Hoax of the Century,” originally published in the December 1971 PMQ. (If the reader senses a bias toward humorous articles in this history, they are very observant. The serious ones need a more comprehensive treatment.) A serious article that is appropriate to mention in this report is “The Har-monogram: An Overlooked Method of Scheduling Work.” It identified a Polish engineer, Karol Adamiecki (1866-1933), as the developer of this technique, which preceded the Gantt chart by some 12 years. An example project network diagram is portrayed in that article, thus it can be said that it was a precursor of our present critical path techniques.

The first display advertisement appeared in the September 1977 PMQ, a full-page black and white by CallData, providers of ProSys/80, a project scheduling and control software package. The next issue had three ads that, no doubt, contributed financiall_y to the largest single issue to date (52 pages). It did not take long for the value of page 2 and covers 3 and 4 (inside back cover and back cover) to be recognized. Also, b_y this time substantially more pages were dedicated to technical articles than to news of the Institute and its members. For example, the September 1979 PMQ contained 48 pages, counting covers. Of these, 29 pages were technical articles, 8 1/2 were paid ads, 5 1/2 were internal ads, and onl_y 5 pages were news of the Institute and members. During his tenure as editor in chief, Dave Murphy redesigned the cover.

The December 1979 issue was the first under the direction of Raymond P. Wenig, International Management Services, Inc. With the June 1981 issue, the cover evolved into a format similar to today's PMJ. The first color ads appeared in the September 1981 issue, with PSDI taking a four-color two-page spread and ADP taking a two color, one-page ad.

The PMQ moved to Cullowhee, North Carolina, with the March 1982 issue under the new editor in chief Terry Kinnear. The Directory of Professional Services (business card ads) and book reviews were introduced in 1983 and the cover was changed slightly by printing the publication title in all capital letters. Later that year the stage was set for changing the name with the publication of a fifth issue in August: the Special Report on Ethics, Standards, Accreditation.

The PMJ

In 1984, the PMQ was renamed the Project Management Journal. Software reviews were introduced and the Olde Curmudgeon made his first appearance. It may be appropriate to review the editor's note that accompanied this first epistle. For 1984, the summer issue was devoted to a report on the proposed Project Management Body of Knowledge.

After five years, Terry Kinnear desired to move on to other interests and yours truly volunteered. Soon after the appointment, the results of a market surve_y became available and all sorts of suggestions for changes and new features were proffered. The planned strategy to maintain the status quo for at least a year was thrown into a cocked hat.

The major change was the introduction of PMNETwork, on newsprint, which permitted much of the news of PMI and its members to be moved out of the PMJ, leaving it with a more professional journal image. The most significant addition was the Showcase Project, an in-depth case study of a project. While the cover remained basically the same (the title of the Showcase Project was added), the inside was redesigned to create departments and to give better focus to the editorial contents.

That format lasted for two years. The creation of a stand-alone PMNETwork led to a reallocation of editorial content to further upgrade the image of the PMJ as a professional technical journal. This version held steady until 1994, when book reviews were reintroduced in a new format and the Academic Colloquy was initiated. The purpose of the Colloquy is to introduce to PMI members the academics who have contributed to the development and documentation of the theory of project management. In addition, action is under way to improve the manuscript review process and prepare a manual for authors and reviewers.

The Early PMNETwork

One of the objectives of introducing PMNETwork was to separate the technical articles, most of which have a relatively long useful life, and the “soft news,” most of which has short-term value. Another objective was to increase the number of pages available per issue. The average number of pages per PMJ issue in 1986 was 97. Even though some were a bit smaller, the average number of pages in 1987 was 124, and the total costs remained the same. Newsprint was not the best possible medium to present PMNETwork, but it was, in our opinion, the best given the budget limitations. By June 1988, we were able to change printers to one that provided a better quality of paper and the appearance improved.

The first PMNETwork discussed the needs that were intended to be met by the changes. The survey indicated interests in the following:

1. What's happening in PMI?
2. What's happening in my industry?
3. Where are PMIers getting together?
4. Who is interested in the same things?
5. What's new in products/concepts applicable to project management?
6. Where are the jobs?
7. What's news?

All of these issues have been addressed. Some worked, others did not. The most difficult challenge has been to get PMIers to report relevant information. This has yet to be solved to our satisfaction.

This first issue also explained the choice of the name, PMNETwork. First, the project network diagram is the fundamental language of project plans. Second, PMs must communicate over a variety of physical networks. Third, effective PMs must develop networks of people, those with power to help, those with resources to provide, and those on whom to call for answers to problems encountered on a project. Fourth, the finite nature of projects requires that the PM have a network of sources for jobs after the current project and know where to locate possible members of their new project team. Thus, networks are essential to PMs. Finally, the smaller letters for “work” imply an objective of “taking the work out of networking.”

The PMNETwork

During a portion of the first two years of PMNETwork, the PMI Board determined that members should receive something from PMI every month. As a result, a small newsletter was produced by CAO in months when members would not receive a PMJ/PMNETwork. When Doug Egan became president of PMI, he undertook an initiative that led to the creation of a stand-alone PMNETwork that would replace the newsletter. He asked the editor in chief to prepare a plan to achieve this objective. The resulting plan was approved by the PMI Board in March 1988 and the first PMNETwork was published in January 1989, being mailed 31 days late and having 203 known defects. Both of those measures improved markedly as we learned more about desktop publishing and developed proofreading skills. One of the contributing factors in both of these performance deficiencies was that we also published the 1989 Membership Directory, a 164-page document.

Operations improved with experience and with new developments in technology. Advertising revenues increased sufficiently that PMNETwork was making a positive contribution to fixed costs. The PMJ advertising nearly covered costs of production but not of mailing. In 1992, in search of ways to save money, the Board approved moving to 12 issues of PMNETwork per year with advertising in PMNETwork making a positive net contribution and mailing cost of the PMJ being shared with PMNETwork. The extra four issues were published with no increase in staff involved in serial publications.

GROWING RESPONSIBILITIES

The original plans for taking PMNETwork to eight issues anticipated increasing advertising revenues sufficiently to break-even and for PMIC to edit and prepare for printing other non-serial publications on an as-time-available basis. Having no idea what we were getting into, the actual work content was both greater than anticipated and grew more than anticipated. Our first responsibility has always been to get the next issue out on time with zero defects. While almost all issues have been mailed per schedule, we have no confidence that we have ever achieved zero defects. We are aware that we dodged some bullets that could have been very embarrassing.

Along the way we set the Framework and Risk handbooks and Managing Quality on Projects and Programs in the Perspective Series. Then there was the Casebook, which in some respects was a pathological project. In the end, all turned out well, as it led to the development of the “custom book” concept.

During this period, the Publications Board conceived of the initiative for PMIC to enter the book publishing business. This was approved by the PMI Board at the spring meeting in Pittsburgh in 1992. With this came responsibility for identifying subjects and authors, determining the market opportunities, editing, layout, printing, pricing, and distribution. Originally conceived as a strategic alliance with an established publisher, it soon became obvious that the residual risk (buy-back of unsold copies by PMI) was unacceptable. Thus, in 1994 the first (under this initiative) self-published books were introduced at PMI ‘94, books by Darnall and Pinto.

Also in 1994, PMIC was given responsibility for reprint sales and permissions, which has resulted in a significant revenue increase, and for what had been known as the “Book Fair” at the Annual Seminar/Symposia. This has resulted in the all-new Project Manager's Resource Expo Catalog, the introduction of the sales of books from other publishers and other related products, and an expanded PMI booth.

THE TECHNOLOGIES

There are six essential technologies that are key to PMIC operations: printing, composition, graphics, color, communications and distribution. Some of these are standard technologies and some have been developments that have become practical during these 25 years.

Printing

The basics of printing technology have not changed a great deal during this period. In the early days of the PMQ, small print-shop reproduction was appropriate for two reasons: volume and cost. The small membership of PMI and the very low dues when coupled with the high setup cost of other technologies limited the choices. By June of 1972 the membership was up to about 1000, tipping the scales in favor of a sheet-fed Heidleburg-type press. The setup costs increased but the variable cost decreased and more of the work was done mechanically. By 1989 membership had grown to about 7000, the very low end of the range for web-press (the type that is used to print newspapers) technology. Once again the setup costs increased, but with a significant decrease in variable costs. This put PMI into position to afford real growth in membership by reducing the marginal cost per copy by about two-thirds. The printer is located some 500 miles away in Senatobia, Mississippi, but that has proven to be no big problem and the quality of the production has been excellent. The plant, which is now owned by RR Donnelley, was designed for publications using desktop publishing capabilities and therefore does not have much of the overhead costs associated with a fill-services printer, thus prices have been very competitive and the service excellent.

Composition

The first PMQs were clearly prepared on a typewriter. When the switch was made to sheet-fed technology, commercial typesetting was employed, probably by commercial electronic means. Generally, all manuscripts had to be complete so that the entire job could be taken to the printer. Layout was done by cut-and-paste methods. Since that was done by printer personnel, the requirement for rigid specifications led to rigid layout. Last minute changes were expensive because that was “rework.”

With the introduction of desktop publishing (DTP), greater flexibility was added to the entire process. (DOS-based Ventura Publisher was selected as our desktop publishing software due to a policy decision to maintain compatibility with PMI's Central Administrative Office PCs.) Copy was phased so that which was most stable and predictable could be processed early and that which is inherently unstable and late-breaking could be scheduled at the latest possible time. Since layout is done in-house on the computer, variations in graphic style and use of space could be adapted to the needs of the individual issue and even the individual article. Innovative layout has made many articles come alive that would have otherwise been very ordinary; to wit, the Showcase about the New York City subway accident with the time line along the bottom of the page. Coordination of pictures with the article was much better. And very important, the occasional last-minute advertisements have been accommodated. Previously they would have been turned down, losing revenue and possible follow-on business.

In short, in addition to other advantages, desktop publishing has led to improved appearance, shorter lead-time, and greater responsiveness to last-minute news and changes.

Graphics

In the early PMQs there were few to no graphic illustrations. The graphics were reproduced from the artwork provided by the author. Later, some were manually re-done by the commercial printer, but that was expensive. With the advent of DTP it became economical to prepare many illustrations in Ventura. As the learning curve took effect, requiring less time to perform the basic DTP processes, time became available and technology advanced until it was feasible to begin preparing illustrations in CorelDraw. This permitted realization of a long-sought objective, the uniform preparation of all illustrations in an issue. This added greatly to the appearance. The earlier acquisition of a scanner permitted even complex artwork to be scanned in and traced to improve its appearance.

Another benefit was achieved in the use of illustrations. When they were pasted down, there were two chances for errors, first when the dummy was pasted up, generally by a person other than the one doing the layout, and again when the printer put it in place in the pre-press operations, this time done in a distant geographical location. By placing them directly on the computer-generated page, the chances of an error are greatly reduced.

Color

The early PMQs contained no color. The first color advertisements appeared in the September 1981 issue. Color in the articles was introduced in the 1987 PMJ, along with the Showcase Project. Careful placement of four-color ads permitted the incorporation of color pictures on the same signature. (See explanation of terms in the side bar.) Thus, the addition of color to the PMJ was relatively inexpensive in the beginning.

After the introduction of PMNETwork, the PMJ went back to black and white and all the color ads (except for PMJ covers) went in PMNETwork. Until recently, one four-color signature (16 pages) on a 32-page form provided sufficient color for all

the color ads and for appropriate color pictures. The other 16 pages were two-color. Fortunately, the number of ads has increased to justify four-color on all of the first 32 pages, thereby adding to the appearance of the issue.

Communications

Preparing a master on a typewriter and reproducing it on standard 8 1/2x 11 paper does not require sophisticated communications. Similarly carrying manuscripts to a local printer is fairly straightforward. As the pace of operations has increased and lead-time decreased, other services have become essential. For example, express delivery is essential when the printer and color separator are 500 miles away. Overnight delivery virtually brings them to more like a mile away. Fax permits articles to be sent to authors and comments on the corrections and layout sent back to ensure accuracy. In many instances the modem brings information and software (especially virus protection) as if the other party were in the next office. All of these have contributed to a reduction of lead-time and improved accuracy of the product.

Distribution

With less than 200 members, the early PMQs were assembled in the kitchen, addressed, stamped, and driven to the post office. By the time of Terry Kinnear's tenure as editor in chief, the circulation was approaching 6000 copies. These were addressed, bundled by ZIP code, bagged by state, and taken to the post office in a van. This operation was done, in job-shop mode, by the editor (in his office) and a group of students who worked for pizza. The next stage was an assembly line where each person did a small part of the operation. With the switch to web-press printing, the entire mailing operation was done by the printer right off the end of the binding and trimming operation. This may seem trivial until it is realized that the manual operation was taking close to 40 labor-hours per issue for five issues per year. Today that would be about 80 hours of labor 12 times per year.

OPERATIONS

Again, without deprecating or minimizing the efforts in the early days of the PMQ, the operations became progressively more complex as page count and frequency increased. Terry Kinnear had a graduate assistant to help get out the four issues per year (the fifth was done by a special editor each year). Slowly that has increased till there are now five full-time people involved directly in getting the issues out, with one more providing systems assistance and working on non-serial publications.

All manuscripts are received and logged in. Those for the PMJ are routed to the PMJ editor for assignment to two reviewers. Copies are sent to the reviewers who are asked to review the manuscript, make their recommendation, and return it in no more than four weeks. The reviewers do not know the identity of the author(s) nor do the author(s) know the identity of the reviewers (double-blind review). The reviewers' recommendations are sent to the PMJ editor for a decision to accept, reject, or accept provided revisions are made consistent with the reviewers' comments. If, and when, the paper is accepted for publication, it goes into queue for processing. PMNETwork articles are reviewed by the editor in chief. If there is any doubt about the article, it is referred to another person knowledgeable in the topic of the manuscript.

Each paper is edited for grammatical correctness and clarity. The editor in chief then reads it for technical accuracy and readability. Corrections are entered and checked. At this point the article is laid out using DTP software to put it into publishing format. Tables, figures and illustrations are processed. It is proofed again for grammar, style and readability. Any additional corrections are made and it is read once more by the editor in chief. A copy is sent to the author for final approval.

A set of articles is assembled into an issue and all the filler, routine information, and overhead are added. The issue is given a final reading for things not found in the previous processing. At this point the issue is ready to be sent to the printer. The entire issue is printed to disk, which the printer can output to film. The printer performs a number of steps, ending with a “blueline” proof. These proofs are checked carefully, marked for errors and returned to the printer. About two weeks later, sample copies of the finished product are received from the printer, after the entire mailing has been sent to the post office. Hopefully, all the previous steps have been completed per the methodology and the issue is “perfect.”

That is a considerably simplified view of the process, which is performed in essentially the job-shop mode. It does not consider, for example, an article that needs revisions after the review process is completed and all the communications necessary to ensure that the article meets PMIC standards.

Planning for issues is done on a multipage spreadsheet. This provides a basis for recognizing lead-times and ensuring that Showcase articles are scheduled at least 12 and generally 18 months in advance. Occasionally, in spite of all the best intentions of an author, a critical article does not arrive on schedule, throwing the entire operation into a crisis mode. Non-critical articles are handled much more simply—we just substitute something else and defer the planned article to another issue.

Special products such as the PM Resource Expo Catalog are done in project mode, complete with work breakdown structure and some networking. Scheduling is still manual, however. Thus, PMIC is truly a mixed mode operation.

TEAM DEVELOPMENT

To some extent, there is an alignment process involved in team development. There are two aspects:

• One is for a new member of the team to learn to rely on other members for assistance. This is necessary to minimize the errors that get through the system. At one time or another, each person is in the lead with all others supporting them in a truly empowered manner. It takes some getting used to.
• The other involves learning the personality of the product. Members receiving the publication monthly expect some consistency in appearance and style. This is referred to as the personality of the publication. It can take as much as six months for this process and requires different levels of checking by other members of the team, depending on the stage of inculcation of that personality.

Individual development is required in both technical skills and in knowledge of project management and PMI.

CHANGING MANAGERIAL REQUIREMENTS

Over the 25 years, the managerial requirements have changed dramatically. Initially, the primary skill was reporting and persuading others to submit their reports on schedule. As the production methods changed, it became important to have an understanding of the operation of the local print shop. As the number of contributors to an issue increased, motivating became an important skill. As advertising was introduced, it became important to manage the marketing effort, especially as the budget grew and required more advertising to attempt to reach break-even. Traditional advertisers have been suppliers of project management software, training and consulting. Reaching beyond that base requires new marketing techniques, skills and tools. Marketing of books involves totally different channels of distribution and an understandin_g of their operations. Finally, as the operation has expanded in scale and complexity, more and more it requires general publishing knowledge, skills, contacts and experience. Thus, it was recommended that the new editor in chief understand publishing and marketing rather than be knowledgeable in project management.

EDITORIAL PHILOSOPHIES

The most fundamental philosoph_y underlying PMIC's operations is that PMI is a professional society. Everything about our publications must reinforce that notion. Accordingly, the mission of the PMJ is to “advance the state-of-the-art of the knowledge of project manage-merit.” Similarly, the mission of PMNETwork is to “advance the state-of-the-art of the practice of project management.” Both of them also have the role of advancing the appreciation and understanding of project management by executives, organizations, and the public.

The implications of these principles are that PMNETwork articles should be shorter, more interesting to read, meet the needs of practitioners for something helpful today, and speak to executives and the public about the benefits available from Modern Project Management (MPM). Conversely, PMJ articles are longer, not as easy to read, and not always tested by practical application. While promoting the PMBOK, not all articles “hew to the party line.” An editor's nightmare is the Type II Error, the rejection of an article that is then published elsewhere and gains recognition as seminal, such as the original Kelley and Walker article, “Critical-Path Planning and Scheduling: Mathematical Basis” (see endnote 7 of “The Origins of CPM,” PMNETwork, February 1989, vol. III, no. 2, p. 20).

The suggestion is heard that money could be saved by allowing individual members to decide whether they want the PMJ and, if they do, pay extra for it. The editor in chief's view is expressed elsewhere in this article.

Excellence

We strive for excellence! It is the only way to achieve respect. If the products are excellent, authors will want to be published in them. If the products are excellent, vendors will want to advertise in them. If the products are excellent, project managers will want to be members of PMI. There is no alternative.

There are several dimensions of excellence. Technical correctness means that every article is well-founded in theory or proven in practice, unless it is clearly the expression of opinion. Grammatical correctness means the writing conforms to best accepted practice. Readability means that the reader should seldom have to read a sentence or paragraph twice to grasp what it says. This occasionally conflicts with rules of grammar, such as being parsimonious with punctuation. We believe that punctuation should be like rests and crescendos in music; they give it expression and therefore more meaning. Graphic appearance should be consistent from issue to issue but should be pleasing and interesting to view.

Fairness

This has been our most frequent guide. To readers this means not being misleading while providing useful information and ensuring sensitive treatment of gender, cultural, and other such issues. To advertisers, actual or possible, this means treating all alike, not misrepresenting anyone's product, insisting on factual presentation of products, and listening to their needs and concerns. To authors this means ensuring that their manuscripts are treated with respect and without bias. Probably our greatest fault has been delays in publishing some articles. Sometimes that has resulted in never publishing an article that may have looked promising when received but never got to the top of the list.

Volunteer Editorial Staff

PMIC has the most knowledgeable authors in their areas of expertise. For many, writing is not a forte. For volunteers, writing for PMI is always secondary to their livelihood and family. Therefore, we must be supportive in editing and flexible in scheduling articles.

The implications of these observations are that we have a special responsibility to provide support and assistance to authors to help them produce the best possible article, whether that means rework by the author or major editing at PMIC. We must ensure that their article does not embarrass them, their employer, or their client. In turn that implies intensive proofreading (technical, grammar, and readability). Achieving these requires frank critique of submissions and understanding by the authors.

PRESENT STATUS: A SWOT Analysis

Strategic planning starts with a SWOT Analysis, the Strengths, Weaknesses, Opportunities, and Threats to an organization. That format is convenient in looking at the PMJ and PMNETwork.

Strengths

PMI publications have been recognized in many quarters as The Voice of Modern Project Management. They are the source of practical guidance and theory, providing access to the knowledge of the best practitioners. They have an image that invites involvement. As a result they are gaining a broader acceptance as a preferred vehicle for advertising and promotion.

PMIC has developed a range of skills and expertise that provides a great deal of flexibility in creating and marketing new products and taking advantage of new technologies.

Perhaps the greatest strength, however, is a dedicated and capable staff.

Weaknesses

PMI's greatest strength, the general applicability of project management across industries and functions, is a weakness for PMIC. Advertisers of industry- or function-specific products are interested in reaching only a fraction of our total readers. This narrows the market for advertising. At the same time, the diversity of the membership requires a variety of editorial content.

PMI has a relatively limited academic involvement. While many practitioners see that as an advantage, it is really a disadvantage for the profession. Both practitioners and academics develop theory. Generally it is academics who explicate and extend theory. Most importantly, academics educate the future project managers (professional or incidental) and executives, both present and future. All of these students of the academic are potential members of PMI who could increase the advertising rate base.

To date, PMIC has operated with very limited resources relative to both work content and real opportunities. This has constrained production of a variety of non-serial products that have attractive market potential and public relations value.

Opportunities

PMI has created a wealth of literature of project management, There is a real opportunity to gain greater recognition by executives by repackaging articles into readings by industry or function. That should be a major thrust in the near future. Similarly, packaged in a different manner, much of that literature is relevant to academics and trainers.

Within PMI, through better strategic coordination between PMIC and other elements of the Institute, there are opportunities for creating a broader range of products and taking greater advantage of technological developments.

Threats

The growing recognition of project management will lead to other, and new, professional societies competing for articles. Additional competition is likely to come from commercial publishers.

It is a natural progression as new markets grow for vendors to segment the market and differentiate products by market segment. This has been happening in the project management industry. Some vendors are concentrating on industry segments including architect/ engineering offices, utilities, and manufacturing. Others are focusing on functions such as information systems and maintenance.

A very recent market trend could be called product integration as some vendors have recognized that few organizations perform work in only one mode. For example, software operations perform some work in project mode and some in job-shop mode. This new concept is currently called “work flow.” (See “From the Executive Suite” in this issue.)

THE FUTURE

The Audience

PMIC products will have to recognize a broader audience. In addition to the traditional project management professionals, more attention will have to be given to Incidental PMs, executives, and academics. They will have to deal with the growing diversity of membership and the market segmentation process in the project management industry. They will also have to appeal to a global market. All of these will require a broader range of articles and sources of articles.

The Products

In addition to the PMJ and PMNETwork, the Case products need to be expanded. In addition to standards-related documents, books are needed rangin_g in subjects and treatment from basic to intermediate to advanced. A variety of collections of readings will be developed. The new Project Managers' Resource Expo Catalog will make available a broad range of products through PMI. There will likely be newsletters for specific audiences and audio tapes for those who want to take advantage of their driving time by listening to the articles. Compact (laser) disks make it possible to provide copies of all articles and papers in a form that is easily searched using Boolean logic to find articles on specific topics. Clearly there are even more products waiting to be recognized.

The Technologies

PMI must take advantage of the information superhighway by providing immediate access to the products of PMIC. Documents will be stored as electronic images. Articles will be accessible in real time. Before too many more years have passed, the general availability of compact disk players may make it feasible to publish the PMJ, PMNETwork and other products entirely in electronic form.

Multimedia is here today for special products. Consider the possibilities as we are able to create articles using dynamic graphics in three dimensions. Imagine the cover of the June 1993 PMNETwork with that bright red Viper coming around those curves and hear the engine roar as the gears are changed. That will really be a new world of publishing, and it is not far away.

A POSTSCRIPT: Thanks!

To the PMIC Staff—for diligence, high standards, productivity, cooperativeness, and for keeping the editor in chief in line.

To the Contributors – for so willingly sharing your expertise.

To the Reviewers – for all the manuscripts you have read.

To the Publications Board members – for your guidance and support.

To the PMI Board – for allowing us to do our job as we perceived it.

To the Membership – for allowing us to serve you and for the many kind comments on the products of our effort.

To All – for being so understanding of all the things we didn't do, do right, do on time, or do with the appropriate amenities and courtesies. ❏