Volume 3, Issue 7

Inside this issue:

February Chapter and

Branch Meeting Info.

2-3

PMP Bootcamp Infor-

mation

4

PDU Opportunities and

Note from VP of Prof

Development

5

Seminar, Certification

and Job Opportunity

Information

6

Article: “Working on

Projects With Suppliers

and Vendors Seven

Factors To Consider”

7-10

Miscellaneous: Spon-

sorship, Membership

Information, etc.

11-

13

Volume 4, Issue 1

P MI E me ra ld Co a s t

F lo r i da Cha p ter

P . O. Bo x 1 2 6 5

S ha l i ma r , FL 3 2 5 7 9

February 2012

Membership Stats as of

January 2012

Total Members: 240

143. PMP, 1PgMP, 1

CAPM, 2 PMI RPM

104 Chapter Members

34 Mobile Branch

Members

44 Panama City Branch

Members

62 Pensacola Branch

President’s Corner by

Bonnie McClure, PMP

My fellow PMI colleagues.

It’s February, the weather is feeling warm, and the first signs of spring and

new growth are poking through. We had a very successful January meeting

with a lot of great ideas from our members. Maybe even a couple of new vol-

unteers to help out this year. And best of all, we have been able to fill our final

board position. I am pleased to announce the addition of Jason Day as Vice

President of Public Relations and hope that you will join me in welcoming him

to our team.

We have a very exciting year ahead of us. We are beginning the final planning

of our 3rd Annual Symposium. This year we are happy to be joining forces

with some of our branches for a really exciting program with great opportuni-

ties to earn PDUs. Keep a look out for all the details, and mark your calendars

for late April to join us.

Thanks to all the fresh ideas we have received from our members, we have

some great monthly meetings planned. February we will have a panel discus-

sion and presentation of lessons learned featuring a diverse group of experts

leading us through all their adventures. We can also look forward to a future

meeting that will look at the PM and PE relationship.

Finally, with so many new board members, you will see a lot of new opportu-

nities for networking, certification programs, and partnerships. Keep a look

out for a great wine tasting networking event to meet your fellow project man-

agers.

The year will be a great year for our chapter, and I look forward to meeting and

working with all our members at an upcoming event.

Sincerely,

Bonnie

Bonnie McClure, PMP

President, PMI Emerald Coast FL

Volume 4, Issue 1

2

February Chapter Membership Meeting Information

Panama City Branch Meeting Information

February 15, 2012

Time: 11:30AM—12:30PM (network 11:00—11:30)

Two Trees Restaurant, 1955 Lewis Turner Blvd, Ft. Walton Beach, FL

Speakers: Steven Boykin, PMI with Tybrin; Keith Yockey, PMP with

DestinE Research Group; Clarence Janson, PMP with TASC, Inc (DTRA)

Topic: Lessons Learned While Managing Projects Come out and join your chapter for lunch and enjoy a good conversation on Lessons

Learned! We have three distinguished panel members, willing to step out and pass

along their knowledge to you...don’t miss this opportunity!

Earn 1 PDU for attending!

The meeting will start at 11:30 and will conclude at approximately 12:30 with networking, lunch order-

ing from 11:00am—11:30am. Let Server know upon arrival what you would like for lunch, orders will

be paid by attendee at time of meeting. Requirement for use of Two Trees Restaurant at no cost to the

chapter is EVERYONE must have lunch.

Register online at http://www.eventsbot.com/events/eb353680124

or visit chapter website at http://pmiemeraldcoastfl.org for additional information.

February 2012

Meeting information to be announced and posted shortly.

Earn 1 PDU for attending!

Look for more information on the Panama City Branch page of the Chapter website or contact John

Dawson, PMP Director, Panama City Branch at directorpanamacitybranch@pmiemeraldcoastfl.org

Volume 3, Issue 7

3

Pensacola Branch Meeting Information

February Mobile Branch Meeting Information

February 28, 2012

Time: 12:00 PM—1:00PM

Location: Hargrove Engineering (downtown Mobile)

Speakers: Mobile Branch Officers

Topic: Meet your Branch Officers / 2012 Branch Plans

See www.pmiemeraldcoastfl.org for registration information

Earn 1 PDU for attending! Bring your own lunch.

Look for more information on the Mobile Branch page of the Chapter

website or contact

Carrie French, PMP Director, Mobile Branch at directormobilebranch@pmiemeraldcoastfl.org

February 21, 2012

Time: 11:30 AM—12:30 PM

Location: Navy Federal Credit Union offices located at 5550 Heritage Oaks Blvd, Pen-

sacola, FL

Speakers: Jaime L. MacDonald, Navy Federal Credit Union Assistant Vice Presi-

dent, Projects and Analysis for Greater Pensacola Operations

Kim Aderholt, Greenhut Construction Assistant Vice President, Projects and Analysis

for Greater Pensacola Operations

Topic: Navy Federal Credit Union Heritage Oak Campus from Construction to

Occupancy

Register Online at: http://pmipensacola-feb-2012.eventsbot.com

Earn 1 PDU for attending!

Look for more information on the Pensacola Branch page of the Chapter website or contact Charlotte

Peacock, PMP Director, Pensacola Branch at directorpensacolabranch@pmiemeraldcoastfl.org

Volume 4, Issue 1

4

Local PMP Bootcamp Opportunity

Volume 3, Issue 7

5

Check out these PDU opportunities:

Information from Tom Lehmann, 2012 Vice President of Professional Development

Check out the Calendar on your own PMI Emerald Coast FL website for PDU Webinar opportunities:

Link to Calendar with PDU opportunities

Your fellow Region 14 Project Management Institute Tallahassee, Florida Chapter is calling for presenta-

tions to include in their ‘Software Systems Best Practices’ conference. Please follow the link for more infor-

mation: Link to Software Systems Best Practices’ additional information

Your fellow Region 14 PMI Chapter of South Florida is also offering a Scrum Master Course February 23—

24th: http://southfloridapmi.org/

Your fellow PMI chapter of Charleston SC has PDU opportunities at SEA!!!: http://www.pmi-

charleston.org/

Links to companies offering PDU’s

Roeder Consulting. This site includes archived webinar PDU opportunities.

http://www.roederconsulting.com/projectmanagementtrainingoverview.php

Free webinar February 14th:

https://roederconsulting.webex.com/mw0306ld/mywebex/default.do?siteurl=roederconsulting

ALPHA PM Consulting:

http://www.alphapmconsulting.com/

PM ONE Bootcamp in Charleston, SC:

PMP Bootcamp course in April

Project Management Resource Group:

http://www.projectmanagementresourcegroup.rsvp1.com/

Happy New Year! We are ready to begin a new year and are looking for your ideas. First I would

like to thank Keith Yockey for the great work he did last year in service to our chapter. In this

new year, our chapter has begun planning professional development events that we hope will

bring value to you. Last year our review of the PMBOK was a success. This year I would like to

propose that we open up learning opportunities for those may be interested in some of the other

certifications offered by PMI (e.g. Program Management, Risk Management Professional, etc.).

The creation of study groups focused on assisting our members to obtaining PMI certifications is

an old idea that still has merit. Perhaps another effort we should pursue is to create a volunteer

group of mentors in this field who current project managers could call on for advice. I intend to

work closely with the other chapter officers to make sure we offer high value professional develop-

ment opportunities, but I would like to hear your thoughts. Please email me, Tom Lehmann, at

vpprofdevelopment@pmiemeraldcoastfl.org. I look forward to working with you in the new year.

Volume 4, Issue 1

6

Face-to-Face Seminars through SeminarsWorld

Tampa Florida, USA, 19-22 March (And more!)

Job Opportunity Listing Project Manager with Ascension Health: Link to Job Posting Search Site with Ascension

SAIC: Link to SAIC Job Posting Search Site

DRS Defense Solutions: Link to DRS Defense Solutions Job Posting Search Site

Tybrin / Jacobs: Link to Tybrin / Jacobs Job Posting Search Site

BAE Systems: Link to BAE Systems Job Posting Search Site

Earn A Certificate and Expand your Opportunities

What are PMI Certifications? PMI offers a comprehensive certification program for project practitioners of all education and skill levels. Currently consisting of six

credentials, the program demonstrates both your commitment to the profession and your expertise through certifying education, experi-

ence and competency. Rigorously developed by project managers, PMI certifications ensure that you and your projects excel.

As project management is one of the top skillsets demanded by organizations around the world, this is more important now than ever

before. One-fifth of the world’s GDP, or more than $12 trillion, is spent on projects. And with many skilled practitioners leaving or

scheduled to leave the workforce due to retirement — a trend the Society of Human Resources (SHRM) identifies as having a major

strategic impact for 64% of organizations worldwide — there is a great demand for knowledgeable project managers.

When these opportunities arise, certification helps make sure that you’ll be ready. There are already more than 460,000 PMI credential

holders around the world and in every industry, from healthcare, telecommunications and finance to IT and construction.

The 2010 PMI Pulse of the Profession study found that organizations with more than 35% PMP certified project managers had better

project performance. And according to a 2007 PricewaterhouseCoopers survey, 80% of high-performing projects use a credentialed pro-

ject manager. Make sure you’re one of them by earning a PMI certification.

Certified Associate in Project Management (CAPM)®

Project Management Professional (PMP)®

Program Management Professional (PgMP)®

PMI Agile Certified Practitioner (PMI-ACP)®

PMI Risk Management Professional (PMI-RMP)®

PMI Scheduling Professional (PMI-SP)®

Above information is located on www.PMI.org

Watch for information coming soon about our

Annual Spring Symposium!

April 21st at the Emerald Coast Convention Center

Additional information to follow soon!

Volume 3, Issue 7

7

Working on Projects with Suppliers and Vendors

Seven Factors to Consider

By Gareth Byatt, Gary Hamilton, and Jeff Hodgkinson

At some point in their lives, many projects need the expertise of external third parties to ensure that certain activi-

ties are carried out. Much research and advice is available in the practice of supplier and vendor management,

ranging from procurement techniques to establishing Key Performance Indicators and Metrics management. In

this article, we point out a few key elements that the three of us usually find important when working on a project

with suppliers and vendors. As a project manager, it is important that you embody the philosophy you want your

team to adopt with suppliers and vendors – it sets the tone for success.

What is a supplier or vendor? This is a broad question. For the purposes of this short article, we are covering third parties (suppliers, vendors,

contractors, subcontractors, consultants) who provide a product and or contracted to perform agreed works on a

project.

Seven factors to consider for working successfully with suppliers and vendors on a project Various levels of sophistication for project supplier and vendor management exist. The type of practice you will

expect to use will depend to a large extent on the size and complexity of your project and your organisation.

Within large organisations, it may be necessary to go through a supplier/procurement management team and ad-

here to strict processes to contract for the services or goods required for a project. In smaller organisations, the

process may be handled by one person or a small team. Different procurement processes may need to be fol-

lowed, depending on the size of the project. Small projects, for example, may not have the dedicated personnel in

place to deal with the suppliers and vendors that large complex projects will invariably involve. Always follow

the processes and procedures your organisation requires. Below, we put forward a few thoughts on project suppli-

er and vendor management for project managers to consider, regardless of organization, project size or type:

1. Can you leverage an already existing vendor management framework?

Today, a growing number of organisations have supplier/vendor management frameworks in place to help project

teams leverage relationships with such entities. The framework available may be owned by a PMO or Procure-

ment Group, and it can range from providing lists of “preferred or prequalified parties” and information about

specific organisations for specific types of work, to offering project teams a comprehensive guide on how best to

develop a successful relationship with suppliers and vendors on your project. In some organizations, the Procure-

ment group will also be a project resource, responsible for performing the procurement tasks for the project. Your

organisation may have experts in this field of expertise for you to “tap into”. As a first “port of call”, find out

what expertise is available in your organisation for project supplier/vendor management – and not only in the do-

main in which you work, but also within other areas of your organisation that use suppliers and vendors. Also

consider whether you can take advantage of techniques and practices offered by professional associations such as

the PMI, the IPMA or other project management organisations.

2. Do you have a project strategy for working with each supplier and vendor? This is perhaps the most important question to ask. What do we mean by a project strategy for suppliers and ven-

dors? The following points are just some of the considerations you may want to keep in mind (note that we are

not going into the details of Procurement Group activities here, which may include assessing the financial health

of the third party, workload split etc):

Continued on next page.

Volume 4, Issue 1

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Continued from previous page.

When do you need them to come on board, and how will you select them (e.g., through a tendering process)?

Do you have a standard “on boarding process” for suppliers and vendors for the project?

Do you have a standard review and selection criteria (e.g., some industries use terminology such as Requests for

Proposal), Risk review and other procedures in place to objectively review each returned proposal? This is im-

portant if you are using a tendering process.

How critical is their work to the success of the project? Are all or some of their activities on your critical path?

Does your organisation regularly work with the supplier/vendor you intend to use, or is this the first time? If they

have worked with your company before, what can you learn from others in your organisation who have had contact

with them?

What kind of contractual relationship will exist (including any incentives)?

How will you engender openness and trust in the working relationship or partnership?

Will you be assessing their performance as to completing an activity, and will it be compared to other suppliers

(e.g., for defects measurement, productivity or other measures)?

How will you ensure that the relationship is based on a clear understanding of what success means?

What risks exist that, if they occur and become issues, may result in an acrimonious situation, and how can you spot

the warning signs or “triggers” early enough to prevent their occurrence?

What will you do if things go wrong? Do you have a back-up/mitigation plan?

Are performance standards (e.g., Service Level Agreements are common in IT) expected from the supplier if it is

for an ongoing service? Agree to them early, including penalties for missed targets, and ensure that they are mutual-

ly accepted and contractually binding.

3. Be very clear about your shared expectations.

In a previous article (one of the earliest that we wrote together), we described how Project Success Plans (PSPs) can serve as

a way to foster the “gelling” of the project team which is vital to achieve a successful project. Third parties are often key

components of a project team; the principles of a “PSP” are equally valid when dealing with external team members as they

are with your own staff. With this in mind, as the project manager of a project it is worth your while taking steps to ensure

that all external parties gain an understanding about how you like to operate, and ensure you understand their modus operan-

di (depending on the size of the project, you may be personally involved in this or it may be delegated to a project team

member). It is important to be very clear about the meaning of success for both parties from the start, and to discuss how you

might handle “critical conversations” should the need arise. By shared expectations, it is important to understand key project-

specific criteria for success. For example, consider organisations that carry out projects involving high-risk activities such as

construction and mining. The attitude to Health and Safety of external suppliers and vendors is absolutely critical to a suc-

cessful outcome.

When you commence working with an external supplier or vendor, it is important that both sides establish clear rules of en-

gagement and respect. Project management techniques, such as agreeing to Statements of Work and regular tracking mecha-

nisms, can help this process.

Relationships matter – meaning that you should engender a professional and ethical way of working together.

4. Do you have an “A team” from the supplier/vendor on your project – do you need one?

Projects are carried out by people, and people are what make projects. We all want the best possible individuals to be availa-

ble for our project team, whether they are our own staff or from external parties. But what does “best possible” mean? The

onus on you and your project team to make your needs clear to the supplier/vendor, so that they can gauge the person or peo-

ple best suited to work with you – depending on who they have available. They may subcontract the work to other parties,

which may or may not be within your control. And they may be involved in supplying goods to your project remotely, with-

out ever working “on site” themselves.

Continued on next page.

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Continued from previous page.

If you know you will need or benefit from external expertise in the planning phase, build it into your project plan.

6. Do you have a shared view of project risks?

What do you perceive the attitude toward risk of the supplier/vendor you are working with to be, and how does it align with

your own?

Have you discussed the key risks of the project with your suppliers and vendors – i.e., those that are appropriate to be dis-

cussed with them? They will certainly have an opinion. It is likely that they are keeping their own risk registers and they will

be able to offer insights into risks and opportunities.

7. Are expectations clear on how progress needs to be stated?

You will need to receive progress updates (through established channels, such as progress meetings and reports) from your

suppliers and vendors at an agreed upon frequency – for example, of a cost, schedule and quality nature. Such needs should be

scaled to suit. For example, on large projects, schedules from third parties are consolidated and, in turn, fed into a more en-

compassing project progress schedule.

It is a good idea to discuss your review and reporting requirements early to ensure there is clear agreement on the style, con-

tent and frequency.

Finally, we would like to point out something we have all seen which we call the “90% – 110% = 20% unwritten law of con-

tracting”. What do we mean by this? Although you can never cover every option or potential issue in a contract, given a firm

contractual scope, the vendor or supplier typically seeks to deliver 90% of it for real cost and to keep a ~10% buffer for con-

tingency and profit (as a general rule, these numbers will differ depending on project specifics). The client, on the other hand,

tries to get additional work or “110% of the contract” in order to be satisfied that they have a good deal. This behaviour often

occurs discreetly through numerous small requests by the client that are too minor for the contractor to request a change order

for and that they consider, on balance, to be worth undertaking “free of charge” to make the client happy. The supplier/vendor

will quite rightly seek all cost effective ways to meet the intent of the contract (a perfectly reasonable approach as long as de-

sign intent and quality are maintained). As a result of these two factors, there tends to be a “20% zone of difference” that can

affect the overall outcome. Following our seven steps can help you minimise ambiguity in the initial understanding of the

Terms & Conditions (often colloquially called T’s and C’s) of a contract and set the tone during the service life of the work.

Think of this as the project manager when holding your “Success Plan” discussions with a supplier/vendor.

Conclusion

We have only scratched the surface of what is required to successfully work with suppliers and vendors on a project. Having

suppliers and vendors on a project team can be a very rewarding experience, and is very often a necessary factor of success.

As a project manager, the way you engender the philosophy of your team to work with suppliers and vendors sets the stage for

the success of all parties involved.

We hope this short article has spurred you to reflect on your strategy for dealing with suppliers and vendors on your projects.

There are many different aspects to consider. We would really like to hear from you if you have any feedback, a story to tell

us or a specific topic you would like us to use in a future article. If so, please email us at Contactus@pmoracles.com.

Please see Author Bios on Next Page.

Volume 4, Issue 1

10

Article Author Bios as of January 2012

About

The

Article

Authors,

Their Roles

Their Plans,

And Their Goals

Gareth Byatt, Gary Hamilton, and Jeff Hodgkinson are experienced PMO, program, and project managers who devel-oped a mutual friendship by realising we shared a common passion to help others and share knowledge about PMO, portfolio, program and project management (collectively termed PM below). In February 2010 we decided to collaborate on a three (3) year goal to write 50 PM subject articles for publication in any/all PM subject websites, newsletters, and professional magazines / journals. So far 45 of the 50 articles have been written. 37 have been released and published with the remaining 13 articles to be incrementally released in 2012 completing the 50 articles ahead of the three year goal. Readership of the articles is continuously increasing and we are fortunate to have assistance from people around the world who have taken the time to translate our articles into Arabic, Czechoslovakian, French, German, Indonesia, Italian, Korean, Spanish, Portuguese, and Russian for their readers. Our articles are published on websites in 30 coun-tries including Australia, Brazil, Canada, Chile, Costa Rica, Czech Republic, Finland, France, Germany, Hong Kong, Italy, India, Jamaica, Jordan, Netherlands, New Zealand, Nigeria, Pakistan, Panama, Poland, Portugal, Russia, Singapore, South Korea, Sri Lanka, Trinidad, Turkey, UK, Ukraine and the USA. Our mission with these articles is to help expand good PMO, program and project management practices by promoting the PM profession, to be a positive influence to the PM Community, be known as eminent influencers of good PM prac-tices, and in earnest hope readers can gain benefit from the advice of their 63+ years of combined experience plus the expertise of co-authors who kindly write with us on particular subjects. As of December, 2011, we have been published over 500 times! Along with writing articles, each also champions a role in the overall writing program collaboration pro-cess: Gareth manages all requests for additional guest author collaborations Gary manages the article development tracking and readership metrics Jeff manages the article distribution and new readership demographics Each of us can be contacted for advice, coaching, collaboration, and speaking individually as noted in their bios or as a

team at: Contactus@pmoracles.com

Gareth Byatt has 15+ years of experience in project, program and PMO management in IT and construction for Lend Lease. Gareth has worked in several countries and lives in Sydney, Australia. He can be contacted through LinkedIn. Gareth holds numerous degrees, certifications, and credentials in program and project management as follows: an MBA from one of the world’s leading education establishments, a 1st-class undergraduate management degree, and the PMP®, PgMP®, PMI-RMP®, PMI-SP® & PRINCE2 professional certifications. Gareth is a past Director of the PMI Syd-ney Chapter, he is currently the APAC Region Director for the PMI’s PMO Community of Practice and he chairs several

peer networking groups.

He has presented on PMOs, portfolio and program and project management at international conferences in the UK,

Australia, & Asia including PMI APAC in 2010. Email Gareth: gareth.byatt@gmail.com

Gary Hamilton has 16+ years of project and program management experience in IT, finance, and human resources and volunteers as the VP of Professional Development for the PMI East Tennessee chapter. Gary is a 2009 & 2010 Presi-dents’ Volunteer Award recipient for his charitable work with local fire services and professional groups. He has won several internal awards for results achieved from projects and programs he managed as well as being named one of the Business Journal’s Top 40 Professionals in 2007. Gary was the first person globally to obtain the five credentials PgMP®, PMP®, PMI-RMP®, PMI-SP®, and CAPM®. In addition to these, Gary holds numerous other degrees and certifi-cations in IT, management, and project management and they include: an advanced MBA degree in finance, Project+, PRINCE2, MSP, ITIL-F, MCTS (SharePoint), MCITP (Project), CSM (Certified Scum Master), and Six Sigma GB profes-

sional certifications. Email Gary: Gary@PMOracles.com or contact him through LinkedIn.

Jeff Hodgkinson is a 32+ year veteran of Intel Corporation, where he continues on a progressive career as a pro-gram/project manager. Jeff is an IT@Intel Expert and blogs on Intel’s Community for IT Professionals for Pro-gram/Project Management subjects and interests. He is also the Intel IT PMO PMI Credential Mentor supporting col-leagues in pursuit of a new credential. Jeff received the 2010 PMI (Project Management Institute) Distinguished Contri-bution Award for his support of the Project Management profession from the Project Management Institute. Jeff was the 2nd place finalist for the 2011 Kerzner Award and was also the 2nd place finalist for the 2009 Kerzner International Pro-ject Manager of the Year Award TM. He also received the 2011 GPM™ Sustainability Award. He lives in Mesa, Arizona, USA and is a member of Phoenix PMI Chapter. Because of his contributions to helping people achieve their goals, he is the third (3rd) most recommended person on LinkedIn with 585+ recommendations, and is ranked 72nd most networked LinkedIn person. He gladly accepts all connection invite requests from PM practitioners at: www.linkedin.com/in/jeffhodgkinson. Jeff holds numerous certifications and credentials in program and project manage-ment, which are as follows: CAPM®, CCS, CDT, CPC™, CIPM™, CPPM–Level 10, CDRP, CSM™, CSQE, GPM™, IPMA-B®, ITIL-F, MPM™, PME™, PMOC, PMP®, PgMP®, PMI-RMP®, PMI-SP®, PMW, and SSGB. Jeff is an expert at program and project management principles and best practices. He enjoys sharing his experiences with audiences

around the globe as a keynote speaker at various PM events. Email Jeff: jghmesa@gmail.com

Volume 3, Issue 7

11

NOT a member of PMI® or the Chapter?

When you become a PMI member, you’ll gain access to knowledge, networks and resources that can

help you to improve your work and advance your career in project management. Membership means

you’ll be recognized as someone who is:

Serious about professional and personal development

Enthusiastic about good practices in project management

Dedicated to practicing your profession in an ethical manner

All of these factors give you an edge in the job market and distinguish you to employers, colleagues

and stakeholders. Go to http://www.pmi.org/en/Membership/Membership-Benefits-of-

Membership.aspx for more details on how to become a member of PMI and the Emerald Coast FL

Chapter

Where do I take the PMP Exam? If you are not taking a PMP training class that includes taking the exam, you may be wondering

how/where you will take your test. The PMI website provides the name of the testing company but

not much more in the way of specifics. You might start your search using the following URL:

http://www.prometric.com/default.htm As you drill down to find a testing site, be aware that the one

most convenient for YOU may not be in Florida; for instance, the site in Mobile Alabama is more

convenient if you live near Pensacola. Another possibility is Tallahassee—depending on your loca-

tion.

Interested in forming a PMP Study Group?

Tom Lehmann, VP Professional Development would like to hear from you if you are interested in

participating in a study group to prepare for the PMP Exam. Our Mobile Branch has had success

with forming study groups in the past and will continue to do so as the need and / or request arises in

2012. Also, this would provide another way for current PMPs to earn PDUs—by leading a session.

So—if you are interested in forming a PMP Study Group or leading a session, please contact Leh-

mann, PMP at: vpprofdevelopment@pmiemeraldcoastfl.org

PMI Emerald Coast FL Chapter Needs YOU!

If you are interested in volunteering, the Chapter has many opportunities for Volunteers and you can

earn PDUs at the same time. The Chapter has a continuous needs for volunteers to help board mem-

bers with planning and executing Chapter activities.

Volunteering is an excellent way to expand your contact network, and to increase your skills and

qualifications as a leader.

Board Members earn 10 PDUs for their service. Chapter volunteers also earn PDUs to help you meet

your continuing certification requirements for your PMP. However, having a PMP is NOT a prereq-

uisite!

Volume 4, Issue 1

12

Chapter Website

www.pmiemeraldcoastfl.org

Check the website often for information regarding Chapter Events (and registration for Events),

Newsletters, as well as PDU-earning opportunities such as Webinars, Classes and Bootcamp sessions

that might be of interest to our members. You will also find the Monthly Training Session presenta-

tions on the website; these are posted within a day or so after the monthly membership meeting.

We encourage suggestions and other input regarding Newsletter and/or Website content. If you have

an item or an idea for Newsletter or Website content —please send it to: info@pmiemeraldcoastfl.org

Academic Resources To advance the teaching of project management in higher education, PMI offers a range of programs

and services for students, professors, researchers and educational institutions.

Student Resources: For students, PMI continues to develop educational resources to help them

achieve their academic goals. PMI also offers discounted student memberships, tuition scholarships,

professional credentials and the ability to get involved in communities to learn and network with oth-

er students and project management practitioners.

Faculty Resources: Classroom resources such as teaching case studies, journal articles, A Guide to

the Project Management Body of Knowledge and other global standards have proven invaluable to

instructors. PMI also offers a scholarly journal and research grant opportunities.

Institutional Resources: Because higher education plays an important role in advancing project man-

agement, PMI offers programs that give recognition to universities and colleges that meet quality

standards for project management education and training.

From: PMI website - see “Academic Resources” under “Academic Degree Accreditation” on the

“Career Development” page on the PMI.org website: www.PMI.org.

Chapter Communications

If you are receiving e-mail communications from the PMI Emerald Coast Florida Chapter - your e-

mail address is on our distribution list. You have been added to this list because - (1) you have re-

quested notification of chapter events (2) we have received notification from the PMI that you have

joined/renewed your membership in our chapter (includes contact info) and/or (3) you are a PMI

member in our area and we hope to interest you in an upcoming chapter event (including Chapter

Branch formation). Also—when you renew your membership - please ensure your contact infor-

mation is current!

It is not our intent to contact anyone who wishes to be excluded from our distribution list. If you re-

ceive unwanted e-mail from the PMI Emerald Coast Florida Chapter- please contact the VP Commu-

nications at vpcommunications@pmiemeraldcoastfl.org and request to be removed from this distribu-

tion list.

For new members who may not yet be receiving chapter e-mail notices - depending on the day of the

month you join it may take a couple of weeks for us to receive your information from the PMI.

Please feel free to contact the VP Communications to have your e-mail address added to our distribu-

tion list rather than waiting for PMI to send us their notification.

Volume 3, Issue 7

13

Why participate as a Sponsor?

The PMI Emerald Coast FL Chapter serves the Northwest panhandle of Florida and Southern Alabama

area. Sponsorship at this Chapter offers a tremendous opportunity to support the Project Management

profession while exposing your company's products and services to our members.

We are the newest chapter in our Region. Our depth and breadth of membership has various needs for

community outreach programs, educational opportunities and professional networking. Our primary

location is Fort Walton Beach, FL with Chapter branches in Mobile AL, Pensacola FL and Panama

City, FL Sponsorship Options

The PMI Emerald Coast FL Chapter is pleased to offer a variety of sponsorship options. Descriptions

for each of these sponsorship options are presented below.

Annual Sponsorships ($2,500, $1,000, $500)

Event Sponsorships ($500, $250)

Bi-Monthly Newsletter Promotions ($500, $250, $100)

If you would like to sponsor the Chapter Annually, an individual event, or newsletters, have sugges-

tions for other sponsorship ideas, please contact us at info@pmiemeraldcoastfl.org.

Additional facts about PMI Emerald Coast FL:

Our members are Project Managers working in a broad range of industries.

Our monthly Chapter and Branch meetings are broadly attended by local project management practi-

tioners and are open to members and non-members. Many of our member attendees are certified Pro-

ject Management Professionals (PMP®).

Our newsletter is circulated electronically to active members & subscribers.

Our Chapter website receives frequent visits from guests, members and other Project Management pro-

fessionals.

Proud member of the Greater Fort Walton Beach Chamber of Commerce.