PMI Community
Multi-Year
Business Plan
PMI-MG
July | 2014
CONTENT
1 EXECUTIVE SUMMARY ................................................................................................. 4
1.1
1.2
1.3
1.4
ENVIRONMENT SUMMARY ..........................................................................................................4
COMMUNITY NEEDS AND DRIVERS .............................................................................................4
STRATEGIES FOR VALUE DELIVERY ...........................................................................................5
OUTCOME METRICS ..................................................................................................................6
2 COMMUNITY CHARACTERISTICS ................................................................................ 6
2.1
ENVIRONMENTAL ANALYSIS ......................................................................................................6
2.1.1
2.1.2
2.1.3
2.2
2.3
Central Region ........................................................................................................9
Triângulo Region ...................................................................................................10
North Region .........................................................................................................11
BUSINESS OVERVIEW .............................................................................................................12
KEY STAKEHOLDERS ..............................................................................................................14
2.3.1
2.3.2
State
2.3.3
Main Universities/Colleges in Minas Gerais State ................................................14
Main Education Institutions with Project Management courses in Minas Gerais
14
Main employers in Minas Gerais state ..................................................................15
3 ENVIRONMENTAL NEEDS AND DRIVERS ................................................................. 15
3.1
3.2
NEEDS ...................................................................................................................................15
DRIVERS ................................................................................................................................16
4 COMMUNITY PURPOSE .............................................................................................. 16
4.1
4.2
4.3
4.4
4.5
4.6
COMMUNITY NAME..................................................................................................................16
COMMUNITY VALUE TO MEMBERS ............................................................................................17
COMMUNITY VALUE TO VOLUNTEERS .......................................................................................17
COMMUNITY VALUE TO PMI ....................................................................................................17
ACTIONS IN TRIÂNGULO MINEIRO (2010 – SEP/2013) ..............................................................18
ACTIONS IN NORTE MINAS (2011 – M AY/2014) .......................................................................18
5 SWOT ANALYSIS ......................................................................................................... 19
6 PLAN FOR VALUE DELIVERY ..................................................................................... 20
6.1
COMMUNITY DEVELOPMENT ....................................................................................................20
6.1.1
6.1.2
6.1.3
6.1.4
6.1.5
6.2
Plan to attract and retain community members (General to the Chapter) ............20
Plan to recruit and develop volunteers ..................................................................20
Plan to collaborate with similar or closely related communities ............................20
Plan for outreach to organizations ........................................................................21
Membership level impacts for proposed and existing communities .....................21
COMMUNITY OBJECTIVES ........................................................................................................21
7 PROGRAMS, INITIATIVES, TARGETS, AND METRICS .............................................. 23
8 OPERATIONS ............................................................................................................... 26
8.1
8.2
MEETINGS ..............................................................................................................................26
WEBSITE ................................................................................................................................26
Brazil Minas Gerais Chapter
Page 2 of 31
8.3
COMMUNICATIONS ..................................................................................................................26
9 ORGANIZATION ........................................................................................................... 27
9.1
ORGANIZATION STRUCTURE ....................................................................................................27
10 GOVERNANCE STRUCTURE ...................................................................................... 28
11 BUDGET ....................................................................................................................... 28
12 LAUNCH PLAN ............................................................................................................. 29
12.1 RISKS ....................................................................................................................................30
13 APPENDIX: REFERENCE AND RELATED DOCUMENTS(ATTACHED) ..................... 31
Brazil Minas Gerais Chapter
Page 3 of 31
1 EXECUTIVE SUMMARY
The purpose of this document is to provide information to community and PMI about a
reorganization of PMI Minas Gerais Chapter as a chapter with branches within PMI
Organization. Considering the size of Minas Gerais state, the growth of project management
activities and the need to provide networking opportunities for all members, the PMI Minas
Gerais Chapter requests PMI’s approval to expand the chapter activities to the
Triângulo and North region of Minas Gerais state through local Branch.
1.1
Environment Summary
Minas Gerais is the fourth largest - by area - state in Brazil, located at the southeast region
(Figure 1). It is the third biggest economy of Brazil, with 8.9% of country’s Gross Domestic
Product according to IBGE (Brazilian Institute of Geography and Statistics). The Chapter’s
office is located in Belo Horizonte, at Central region of Minas Gerais.
Figure 1: Brazil’s Regions.
1.2
Community Needs and Drivers
In the last three years the number of members of PMI Minas Gerais grew, on average, by
15% in the last three years. By August 2013 the number of members reached 1235, with
89% of members in the Central region of the state:
Brazil Minas Gerais Chapter
Page 4 of 31
Table 1 – Number of PMI Minas Gerais members 2010-2013
Year
Members
2010
843
2011
1013
2012
1111
2013 (until August)
1235
Table 2 – Number of PMI Minas Gerais members in August 2013
Region
Members
Representativeness
Central
1105
89.4 %
Triângulo Mineiro
64
5.2 %
North
22
1,39%
Others
66
3,61%
Total
1235
100%
Source: Volunteer report – 08/2013
From the number of members by region, it’s from our understanding that in order to keep
growing and to expand the activities of the Chapter to other regions there is a need to
promote these activities by with the support of Branches.
1.3
Strategies for Value Delivery
The strategies to delivery value to PMI Minas Gerais Chapter is based in follow guidelines:

Provide local events;

Offer opportunity for volunteering and networking and knowledge;

Create value to the volunteer;

Partnering with educational institutions;

Promote benefits of PMI certifications;

Enable career improvement.
Brazil Minas Gerais Chapter
Page 5 of 31
1.4
Outcome Metrics
The chapter is going to measure it’s performance using:

Members qualitative evaluation;

Number of members;

Retention metric;

Number of professionals obtaining PMI certifications.
2 COMMUNITY CHARACTERISTICS
2.1
Environmental Analysis
PMI Minas Gerais Chapter is located in Belo Horizonte, the capital of the Minas Gerais
state. Minas Gerais is the fourth largest, by territorial area, state of Brazil with 586,522.122
km2, located at the southeast region, which the most populatedregion in the country. The
state is divided into ten regions (Figure 2) by the state government for administrative and
planning purposes.
According to IBGE (Brazilian Institute of Geography and Statistics), population in Brazil in
the southeast region and in Minas Gerais state is:
Table 3 – Population growth between 2000 and 2010.
Region
Population in 2000 Population in 2010
Brazil
169,799,170
190,755,799
Southeast Region
72,412,411
80,353,724
Minas Gerais State
17,891,494
19,597,330
Source: IBGE, 2010.
Brazil Minas Gerais Chapter
Page 6 of 31
Figure 2: Minas Gerais State regions.
Minas Gerais state is the third biggest economic region of Brazil, with a GDP (Gross
Domestic Product) of R$ 287.1 billion, which represents 8.9% of national GDP (IBGE,
2009). The service sector is the largest component in GDP, followed by industry and
agriculture and farming (Figure 3). At the manufacturing sector, Minas Gerais ranked as the
largest producer of iron ore, steel, and cast iron. Also, Minas Gerais has the second largest
automotive hub of the country. At the agricultural sector, the state is a major producer of
milk and coffee.
Minas Gerais state's GDP by
economic sector
12%
08%
Services
Industry
26%
54%
Agriculture and Farming
Taxes
Figure 3: Minas Gerais state’s GDP composition.
Source: IBGE – ContasRegionais, 2009.
With 853 municipalities, Minas Gerais state rank as the second most populated. with 85% of
the state’s population living in the urban area. The five most populated cities, besides the
Brazil Minas Gerais Chapter
Page 7 of 31
capital Belo Horizonte are: Uberlândia, Contagem, Juiz de Fora, Betim and Montes Claros,
with the total population being over 300,000 habitants (Table 4). Contagem and Betim are
part of the metropolitan area of Belo Horizonte. Uberlândia is located in the Triângulo
region, Juiz de Fora is located in the Zona da Mata region and Montes Claros is located in
the North region.
Table 4 – Cities in Minas Gerais State with
more than 100 thousand inhabitants.
POPULATION IN
CITY
2010
Belo Horizonte
2,375,151
Uberlândia
604,013
Contagem
603,442
Juiz de Fora
516,247
Betim
378,089
Montes Claros
361,915
Ribeirão das Neves
296,317
Uberaba
295,988
Governador Valadares
263,689
Ipatinga
239,468
SeteLagoas
214,152
Divinópolis
213,016
Santa Luzia
202,942
Ibirité
158,954
Poços de Caldas
152,435
Patos de Minas
138,710
TeófiloOtoni
134,745
PousoAlegre
130,615
Barbacena
126,284
Sabará
126,269
Varginha
123,081
ConselheiroLafaiete
116,512
Araguari
109,801
Itabira
109,783
Passos
106,290
Vespasiano
104,527
Coronel Fabriciano
103,694
Ubá
101,519
Muriaé
100,765
Source: IBGE, 2010
Brazil Minas Gerais Chapter
Page 8 of 31
2.1.1
Central Region
The Central region has 158 municipalities, with a population of 6,971,049 habitants with
94% of the population living in urban area and it is the richest region of the Minas Gerais
state, with 47.5% of the GDP of the entire state (Figure 4). The region's GDP has an
average growth of 14%, with R$166.7 billion in 2010 (Table 5).
Minas Gerais state's GDP by region
Alto Paranaíba
Central
Centro-Oeste
Jequitinhonha/Mucuri
Zona da Mata
Noroeste
Norte
Rio Doce
Sul de Minas
Triângulo
11% 04%
12%
06%
48%
04%
02%
07%
02% 04%
Figure 4: Minas Gerais state’s GDP composition by region.
Source: João Pinheiro Foundation (FJP), Statistical and information certer (CEI), 2010.
Table 5 – Minas Gerais state - Central Region’s GDP from 2000 to 2010
Year
R$
billion
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
43.6
49.1
55.9
64.5
77.8
85.7
97.1
110.8
131.7
130.7
166.7
Source: João Pinheiro Foundation (FJP), Statistical and information certer (CEI), 2010.
The main city of Central area region is Belo Horizonte, the capital of Minas Gerais state.
With a population of 2,375,151 and area of 331 km2, Belo Horizonte is the 5th richest city of
Brazil, with 1.37% of national’s GDP (IBGE, 2010). The Metropolitan Region of Belo
Horizonte (Figure 5) is formed by 34 municipalities, with a GDP of R$ 120 billion, which
represents 35% of Minas Gerais state’s GDP.
Brazil Minas Gerais Chapter
Page 9 of 31
Figure 5: Map of the Metropolitan Region of Belo Horizonte.
2.1.2
Triângulo Region
The Triângulo region has 36 communities, with a population of 1,489,129 habitants with
93% of the population living in urban area. The Triângulo region is the third richest region of
the Minas Gerais state, with 11.1% of the GDP of the state. The region's GDP has an
average growth of 13%, with R$ 39.1 billion in 2010 (Table 6). The most populated cities of
Triângulo region are Uberlândia, Uberaba, Araguari and Ituiutaba (Table 7).
Table 6 – Minas Gerais state - Triângulo Region’s GDP from 2000 to 2010
Year
R$
billion
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
11.5
12.6
14.6
18.2
20.8
22
24.5
28.2
31.5
34.4
39.1
Source: João Pinheiro Foundation (FJP), Statistical and information certer (CEI), 2010.
Table 7 – Triângulo region’s most populous cities
Cities
Uberlândia
Uberaba
Araguari
Ituiutaba
Population
604,013
295,988
109,801
97,171
Area (km2)
4,115.206
4,523.957
2,729.508
2,598.046
Source: IBGE, 2010
Brazil Minas Gerais Chapter
Page 10 of 31
2.1.3
North Region
Figure 6: Map of the North Region
The north region represents 21.6% of Minas Gerais state and 8.2% of population. The main
cities in the north region are Janaúba, Montes Claros, Pirapora and Salinas (table 8), and the
most representative city is Montes Claros, whose population is 385,898 (source: IBGE 2013)
Table 8 – North region’s most populous cities
Cities
Montes Claros
Janaúba
Pirapora
Salinas
Population
385,898
70,041
55,704
40,942
Area (km2)
3,568,941
2,181,319
549,514
1,887,646
Source: IBGE, 2013
The Montes Claros municipality is benefited by its geographical location, therefore makes it
an important link between southeast and northeast regions of Brazil, with natural, social and
economics characteristics that will enhance its development. Montes Claros is a regional
center for health and education also has a vibrant and growing industrial district.
There are in this city more than 13 thousand of micro and small companies (MPE in
portuguese Micro e Pequenas Empresas), which are the main suppliers of products and
services of large companies and require more than 33 thousand jobs. The service sector is
the major highlight of the municipality economy that represents more than 50%, according to
IBGE (2013) (table 9).
Brazil Minas Gerais Chapter
Page 11 of 31
Table 9 – Economic Sector
Sector
Agriculture
Industry
Services
Montes Claros
132,268
1,111,347
2,778,220
Minas Gerais
15,568,048
54,506,183
97,298,820
Brazil
105,163,000
539,315,998
1,197,774,001
Source: IBGE, 2013
2.2
Business Overview
According to IBPT (in Portuguese Instituto Brasileiro de Planejamento Tributário) Brazil has
12,904,523 enterprises (Table 10), including its establishment’s headquarters and
subsidiaries. 90% are private enterprises, 9% are private non-profit and 1% are public
entities. The Service sector is responsible for 43.91% of total enterprises, followed by Trade
sector, with 42.07% of total (Table 11). The Southeast is the region with more
establishments of the country and Minas Gerais is the second state with the largest number
of companies.
Table 10 – Number of enterprises by region
Region
Number of enterprises Representativeness
Brazil
12,904,523
100%
Southeast Region
6,369,797
49.36%
Minas Gerais State
1,259,610
9.8%
Source: Empresômetro IBPT, 2012.
Table 11 – Number of enterprises by sector
Sector
Number of enterprises Representativeness
Services
5,666,983
43.91%
Trade
5,429,514
42.07%
Industry
923,911
7.16%
Agribusiness
609,069
4.72%
Financial
178,059
1.38%
Public services
96,988
0.75%
Total
12,904,524
100%
Source: Empresômetro IBPT, 2012.
Minas Gerais grew 18.3% in 2012 on the opening of new business. The cities with the
largest number of new companies in the state are Belo Horizonte, Uberlândia and
Contagem, being among the most entrepreneurial cities of the country (Table 12).
Brazil Minas Gerais Chapter
Page 12 of 31
Table 12 – Number of new companies by city
Country rank
Number of new
Country
position
companies in 2012
representativeness
Belo Horizonte
3º
20,957
2.10%
Uberlândia
17º
5,205
0.52%
Contagem
23º
4,292
0.43%
City
Source: Brazilian companies and entities profiles 2012 IBPT.
The 5 main companies in Minas Gerais, according to Mercado Comum magazine (Revista
Nacional de Economia e Negócios) are: Usiminas – Usinas Siderúrgicas Minas Gerais S.A.,
Arcelor Mittal Brasil S.A., Fiat Automóveis S.A., Cemig Distribuição S.A. and Namisa –
Nacional Minérios S.A.. The companies were ranked by the balance between net operating
revenue, net Worth, net profit, total assets, and profit and loss (Table 13).
Table 13 – Biggest companies in Minas Gerais 2011-2012
Position
2º
3º
4º
5º
6º
7º
8º
9º
10º
11º
12º
13º
Company
Usiminas – Usinas Siderúrgicas Minas Gerais
S.A.
ArcelorMittalBrasil S.A.
Fiat Automóveis S.A.
CemigDistribuição S.A.
Namisa – Nacional Minérios S.A.
Banco BMG S.A.
Cemig – Geração e Transmissão S.A
SamarcoMineração S.A.
Gerdau-Açominas S.A.
MRV Engenharia e Partições S.A.
Vale Fertilizantes S.A.
Copasa – Cia Saneamento de Minas Gerais
Alcoa Aluminio S.A.
14º
Construtora Andrade Gutierrez S.A.
15º
16º
17º
Vallourec do Brasil S.A
Metallurgyand Steel
CNH Latin America Ltda.
Vehicles and Transport Equipment
Banco Mercantil do Brasil S.A.
Banks, Insurance and Financial Services
CBMM – Cia Brasileira de Metalurgia e
Metallurgyand Steel
Mineração
Aperam Aços Inox South America S.A.
Metallurgyand Steel
Iveco Latin America Ltda.
Vehicle Industry
Source: Mercado Comum – Magazine Nacional de Economia e Negócios.
1º
18º
19º
20º
Brazil Minas Gerais Chapter
Sector
Metallurgyand Steel
Metallurgyand Steel
Vehicle Industry
Basic Servicesand Utilities
Metallurgyand Steel
Banks, Insurance and Financial Services
Basic Servicesand Utilities
Metallurgyand Steel
Metallurgyand Steel
Construction Industry
Chemical/Fertilizer Industry
Basic Servicesand Utilities
Metallurgyand Steel
Construction Industry
Page 13 of 31
2.3
2.3.1
Key Stakeholders
Main Universities/Colleges in Minas Gerais State

CEFET-MG – Centro Federal de Educação Tecnológica de Minas Gerais;

PUCMinas – Pontifícia Universidade Católica de Minas Gerais;

UFJF – Universidade Federal de Juiz de Fora;

UFLA – Universidade Federal de Lavras;

UFMG – Universidade Federal de Minas Gerais;

UFSJ – Universidade Federal de São João Del Rey;

UFTM – Universidade Federal do Triângulo Mineiro;

UFU – Universidade Federal de Uberlândia;

UFV – Universidade Federal de Viçosa;

UFVJM – Universidade Federal dos Vales do Jequitinhonha e Mucuri;

Unifal-MG – Universidade Federal de Alfenas;

Unifei – Universidade Federal de Itajubá;

Unimontes – Universidade Federal de Montes Claros;

Uniube – Universidade de Uberaba;

Pitágoras – Uberlândia;

FaculdadePolitécnica – Uberlândia;

UNITRI – Uberlândia;

Pitágoras – Montes Claros;

Faculdades Santo Agostinho – Montes Claros;

IFNMG – Instituto Federal de Educação, Ciência e Tecnologia do Norte de Minas
Gerais.
2.3.2
Main Education Institutions with Project Management courses in Minas Gerais
State

IBMEC – Instituto Brasileiro de Mercado de Capitais;

IETEC – Instituto de Educação Tecnológica;

Innovia;
Brazil Minas Gerais Chapter
Page 14 of 31

FDC – Fundação Dom Cabral;

FGV – FundaçãoGetúlio Vargas;

FUMEC – Fundação Mineira de Educação e Cultura;

PUCMinas – Pontifícia Universidade Católica de Minas Gerais;

TI Exames;

UMA;

UNI-BH;

Trainning;

UNIUBE – Universidade de Uberaba;

Pitagoras – Uberlândia;

PMQM – Uberlândia;

Zillion – Uberlândia;

B2B Virtual Office – Uberlândia.
2.3.3
Main employers in Minas Gerais state

PROSEGUR Brasil S.A. – 25,679 employees;

MGS-Minas Gerais Adm. e Serviços S.A. – 20,631 employees;

TelemontEngenharia S.A. – 17,000 employees;

Fiat Automóveis S.A. – 15,805 employees;

Usiminas S.A. – 13,648 employees.
Source: Mercado Comum – Magazine Nacional de Economia e Negócios 2011.
3 ENVIRONMENTAL NEEDS AND DRIVERS
3.1

Needs
The need for qualified project managers has increased due to a lot of projects with
high complexity and increasingly bold deadlines in the state;

The need for professionals and students able to work with PM methodologies has
increased due to talent gap in companies and projects in the region;
Brazil Minas Gerais Chapter
Page 15 of 31

3.2
The request for PMI activities in other regions in Minas Gerais state has increased.
Drivers

Increase the total membership;

Develop new training opportunities and offer several Project Management events in
the area Engage new volunteers form several cities to support and advocate on
behalf of chapter in the region;

Offer periodic events and meetings in PM area, such as webinars, workshops,
technical events, congresses, etc;

Disseminate PMI activities to local organizations and institutions, like companies,
universities, ONGs that supporting PMI activities.
4 COMMUNITY PURPOSE
PMI-MG chapter with branches has the follow purpose:

Contribute to the achievement of PMI´s strategic goals and raise the professional
practice of Project Management in Minas Gerais;

Improve the professional quality and maturity of members in PM to their benefit as
well as to the stakeholders build a closer relationship among the "Triângulo Mineiro"
members, group that concentrates the second largest amount of members of Minas
Gerais;

4.1
Increase the number of members in Triângulo Mineiro region and North region.
Community Name
The PMI Minas Gerais Chapter (PMI-MG) will keep the same name.
The PMI-MG Chapter has two branches: Triângulo Mineiro and North.
Brazil Minas Gerais Chapter
Page 16 of 31
4.2








4.3







4.4
Community Value to members
Networking;
Education in project management global standards;
Promote and inform training courses for professional certification through educational
providers and reps;
Opportunity of getting PDUs locally;
Volunteering opportunities;
Professional development through monthly meetings;
Professional development through one large congress per year;
Promotion of communication on project management in public and private sectors.
Community Value to volunteers
Opportunity to lead the creation and participation of prestigious institution with
branches;
Build higher level professional contacts, locally;
Opportunity of getting PDUs locally;
Opportunity to improve their project management skills through volunteer service;
Volunteers may increase their leadership skills through training, experience and other
skill development opportunities;
Opportunity for professional development by accepting branch assignments;
Opportunity to serve the community in leading positions.
Community Value to PMI
Through the formation of the PMI-MG branches, PMI will find value through:









Spread PMI’s awareness through Project Management Standards;
Local member development, growth and loyalty;
Promotion of the PM as profession;
Implementation of PMI strategic goals;
Development of PMI leadership;
Promotion of products and services;
Promotion of PMI´s standards among Government and businesses;
Increase the number of members in Brazil and Minas Gerais state;
Spread PMI´s activities in local region.
Brazil Minas Gerais Chapter
Page 17 of 31
4.5
Actions in Triângulo Mineiro (2010 – Sep/2013)
The regional chapter PMI-MG Triângulo Mineiro has been holding technical events for its
affiliates and project community since 2010. Table 14 presents the types of events as well
as their description and number held until the present day.
Table 14–Events held by PMI in Triângulo Mineiro(2010–Sept/2013)
Event
Technical Events
Quinta do GP
Description
Lectures on topics related to project management
Monthly event to promote exchange of experiences and
discussion of relevant topics of project management
Annual event to enable the gathering of PMI Triângulo
Mineiro affiliates
Meeting Affiliate
Quantity
2
25
1
For more details of PMI-MG Triângulo Mineiro, see appendix 13.
4.6
Actions in Norte Minas (2011 – May/2014)
The regional chapter PMI-MG Norte has been holding technical events for its affiliates and
project community since 2011. Table 15 presents the events as well as their description and
number held until the present day.
Table 15–Events held by PMI in Norte (2011–May/2014)
Event
D
Monthly event promoted to eshare experiences and
s
discuss about project management.
Seminar of Project management in
Annual event about project cmanagement that has
r of Minas Gerais.
North of Minas Gerais
participants from north region
i
p
For more details of PMI-MG Norte, see appendix 14
t
i
o
n
GP of evening
Brazil Minas Gerais Chapter
Quantity
17
2
Page 18 of 31
5
SWOT ANALYSIS
Strengths





Weakenesses
PM Community participation in activities taken 
by PMI-MG;

Plenty volunteers with high involvement and 

commitment to the chapter;

Brand recognition;
Chapter high competence in perform PMI

Certification courses;
Good performance in implement and execute
PMI-MG installations and business office
Are rented;
Lack of volunteers career plan;
PMO with low maturity;
High difficulty to get sponsorship for chapter
activities;
Processes and responsibilities of the Audit
Committee undefined.
events along with volunteers;

Offer for technical events free (or with
substantial discount) for chapter affiliates;

Good financial health.
Opportunities






Potential internalization (outside capital city)
of PMI-MG activities;
Closer business organizations to PMI-MG
(direct participation on chapter activities);
Improve on academic partnerships;
High market demand for trained project
managers;
High interest in project management in Brazil
(big projects planned for the next 5 years);
Use of corporate resources (PMI-GOC).
Brazil Minas Gerais Chapter
Threats




Overestimated
expectations
of PMIMG affiliates;
Competition between REPs and PMI-MG
courses;
Economic crisis on Brazilian market;
Personal use of PMI-MG image by the
chapter’s affiliates.
Page 19 of 31
6 PLAN FOR VALUE DELIVERY
Community Development
6.1
6.1.1
Plan to attract and retain community members (General to the Chapter)
Attraction:
 Promote presentations at universities, manufacturing industries, companies and other
organizations, explaining what is PMI, the needs and benefits of a professional project
execution;
 Promote lectures about the value of project management profession;
 Send mailings to databases of professionals related to PM area (both CRS and others);
 Participate in radio shows;
 Elaborate periodical Newsletter to members and community;
 Participate in academic and industrial events with speakers and expositors;
 Keep efforts to bring back people that have been interested in previous PMI Chapter
initiatives and encourage non PMP members to pursue membership.
Retention:






Keep continuous feedback through satisfaction and needs research;
Help members to improve their pm skills;
Carry out marketing development plan;
Develop recognition program and procedures;
Elaborate a volunteering development plan;
Networking and professional opportunities.
6.1.2
Plan to recruit and develop volunteers
Attraction:
 Show the importance and recognition of volunteering in PMI initiatives, through the
annual PMI-MG Volunteering Award;
 Show the opportunity to develop professional PM skills;
 Present the advantages of being a PMI member, offering discounts at bookstores,
courses, lectures and others.
Retention:
 Continuous feedback through meetings of members to assess satisfaction and needs;
 Continuous mentoring and coaching;
 Compliments and public recognition of their work.
6.1.3
Plan to collaborate with similar or closely related communities
We believe in cooperation with other chapters and some Communities of Practices.
Brazil Minas Gerais Chapter
Page 20 of 31
6.1.4
Plan for outreach to organizations
 First Year: Universities, Colleges and Academic environment:


Plan to establishing partnership and formal agreement terms of collaborative work in
order to spread and evaluate PM knowledge and PM profession;
Lecturers, Seminars, Workshops and MBA Courses in PM Area.
 Second Year: Classes Entities (groups that represent various fields, like
commerce, industry, services, NGOs and others ) and Specific Interest Areas:
 Plan to promote PM knowledge and PM profession across many fields and spread the
establishment of some focus groups in the areas of manufacturing, engineering, law,
events and others.
 Third Year: Industry and Companies:
 Plan to promote PM knowledge and PM profession in Industries and Companies.
 Next Years: Government, non-profit Organizations and Social Responsibility
actions:
 Plan to promote PM skills, PM profession and help in Government, NGOs and Social
responsibility actions
6.1.5
Membership level impacts for proposed and existing communities
 Based on the planned activities, considering the PMI-MG Chapter with branches, has
defined the following targets for membership by the end of each year as follows:
 By the end of first year 70 members in the Triângulo region and 35 members in the
North region;
 By the end of second year 80 members in the Triângulo region and 50 members in
the North region;
 By the end of third year 90 members in the Triângulo region and 70 members in the
North region.
6.2
Community Objectives
In support of the value to the members noted above, the PMI-MG Chapter is considering
branches, which will actively pursue the following objectives, measures and targets in
alignment with the PMI and Component Balanced Scorecards:
6.2.1. Year 1 Priorities

For the first year of operation, the priorities are focused on developing the structure
needed to operate branches adding value to members in the region and establish an
alliance with educational institutions. Some of the initiatives are:
 Develop the policies, procedures, communication materials, presentations and all the
material needed for the functioning of the branches;
Brazil Minas Gerais Chapter
Page 21 of 31


Attract and recruit new members;
Keep a good level of events and PM initiatives to add value to members:
 Promotion of MBAs and other courses related to Project Management,
considering a good level of discounts to PMI members;
 Lectures, seminars, mentoring and counseling (advising) to members;
 Monthly meetings;
 Monthly happy hours;
 Opportunities of volunteering in PM iniciatives;
 Support members to obtain PMI credentials.
6.2.2. Year 2 Priorities





Identify potential REP companies and motivate them to start an REP process;
Contact a higher number of Institutions and establish additional alliances with those
interested;
Organize and foment the establishment of networking groups in some more specific
areas more;
Attract, recruit and maintain new members;
Keep a good level of events and PM initiatives to add value to members:






Promotion of MBAs and other courses related to Project Management,
considering a good level of discounts to PMI members;
Lectures, seminars, mentoring and counseling (advising) to members;
Monthly meetings;
Monthly happy hours;
Opportunities of volunteering in PM initiatives;
Support members to obtain PMI credentials.
6.2.3. Year 3 Priorities

During the third year of operation, the priorities will be focused on raising the image of
the Chapter and the Project Management profession, and attracting specific Industries
and Companies in the region of our branches:
 Develop a communication plan to create awareness of the image of the PMI, in the
Local Chapter and Local Branches, to emphasize the importance of the Project
Management profession in Industries and Companies;
 Attract, recruit and maintain new members;
 Keep a good level of events and PM initiatives through the branches, to add value to
local members:
 Promotion
of MBAs and other courses related to Project Management,
considering a good level of discounts to PMI members;
 Lectures, seminars, mentoring and counseling (advising) to members;
 Monthly meetings;
 Monthly happy hours;
 Opportunities of volunteering in PM initiatives;
 Support members to obtain PMI credentials.
Brazil Minas Gerais Chapter
Page 22 of 31
Component
Programs
Component
Initiatives
(Services, Projects,
Products)
PMI Target for Services
(Taken from Catalog)
PMI BSC
Objectives
Component Program
SWOT Analysis
(Yes/No) Please attach
SWOT
7 PROGRAMS, INITIATIVES, TARGETS, AND METRICS
Component Performance Against
PMI Targets by Reporting Year
(Met/Exceeded/Short)
Year 1
Year 2
Exceeded
Short
Exceeded
Exceeded
Exceeded
Exceeded
Exceeded
Exceeded
Met
Met
Short
Exceeded
Year 3
Yes
Provide
knowledge and
tools with great
service
Strengthen
Membership
stakeholder
Retention
Yes
70%
Membership
retention
loyalty
Membership
Yes
Satisfaction
70% of
respondents
on a five
point scale
report 3 or
better
Yes
Demonstrate
benefits from
project
management
Thought
leadership
Profession
Component
Monthly meetings /
enablers
Events
Annual
Yes
16 hours per
year (sum of
conferences
all events in
hours)
70% of
respondents
on a five
point scale
report 3 or
better
Partnering
Advocacy
Make PMI a
Component
Component web
Web site is
customer centric
Customer
site
updated
organization
Centricity
monthly
Program
(Number of
updates)
70% of
respondents
Brazil Minas Gerais Chapter
Page 23 of 31
Component
Initiatives
(Services, Projects,
Products)
PMI Target for Services
(Taken from Catalog)
Component
Programs
Component Program
SWOT Analysis
(Yes/No) Please attach
SWOT
PMI BSC
Objectives
Component Performance Against
PMI Targets by Reporting Year
(Met/Exceeded/Short)
Year 1
Year 2
Exceeded
Exceeded
Short
Met
Exceeded
Met
Year 3
on a five
point scale
report 3 or
better
Communication
10 per year
with members via
(Number)
newsletter and/or
email
70% of
respondents
on a five
point scale
report 3 or
better
Recognition for
10 per year
new members
and/or credentials
earned by
members
70% of
Short
respondents
on a five
point scale
report 3 or
better
Marketing
Package
introduction and
exists and is
Met
X
benefits package
updated
Met
Met
1 per year
Met
Met
1 per year
Exceeded
Exceeded
annually
Member
70% of
Satisfaction with
respondents
benefits package
on a five
point scale
report 3 or
better
Make leadership
Component
Transition/Orienting
excellence a
Leadership
new leaders
strategic
Dev.
competency
Program
LIM or regional
leadership meeting
Brazil Minas Gerais Chapter
Page 24 of 31
Component
Initiatives
(Services, Projects,
Products)
PMI Target for Services
(Taken from Catalog)
Component
Programs
Component Program
SWOT Analysis
(Yes/No) Please attach
SWOT
PMI BSC
Objectives
Component Performance Against
PMI Targets by Reporting Year
(Met/Exceeded/Short)
Year 1
Year 2
Met
Met
1 per year
Met
Met
1 per year
Met
Met
Year 3
attendance
Make market and
Strategic planning
1 meeting
business
meeting to review
per year
develop-ment a
strategic alignment
strategic
and business plan
competency
Leverage
Conduct
resources /
Satisfaction Survey
investments in
the marketplace
Complete Strategic
Alignment
Scorecard Report
Maintain
financial viability
Brazil Minas Gerais Chapter
Page 25 of 31
8 OPERATIONS
8.1
Meetings
PMI-MG and it’s branches will have monthly events and an annual meeting with members to
provide educational and networking opportunities These events will be held in areas near
the PMI-MG headquarters and near the branches.
Beyond the events mentioned the Chapter will holdone Chapter’s congress per year with
themes related to project management.
8.2
Website
PMI-MG Portal (www.pmimg.org.br) will provide information of all regions where
chapter/branches.
Conduct events/activities. The use of only one website allows members to have access
Chapter's information and all the community with the same standard. Branches’ information
and activities will be available at proper area inside de Portal.
8.3
Communications
All PMI-MG news and information to the chapter board, members, volunteers and
community in general, will be shared by e-mails and on the website.
Brazil Minas Gerais Chapter
Page 26 of 31
9 ORGANIZATION
9.1
Organization Structure
PMI-MG Board
Triângulo
Branch
Coordinator
Branch Norte
Coordinator
Branch “X”
Coordinator
The Minas Gerais Chapter will manage the Chapter branches operations. The Chapter
Branch-Coordinator will be the responsible for coaching the volunteers and coordinates
branches activities in each region.
The legal assignment of PMI Minas Gerais Chapter, including “by-laws”, allows the PMI-MG
to open branches. This type of Association allows the Chapter to have a structure that
legally promotes any kind of commitment with PMI and local members. In addition, the
flexibility to assign responsibilities t members of the Association allows a transparent
administration of the generated resources and also regulates, in a strict way, the members’
attributions, duties and rights. All regulations, financial and political documentation of the
branches, will be processed by the PMI Minas Gerais Chapter.
Brazil Minas Gerais Chapter
Page 27 of 31
10 GOVERNANCE STRUCTURE
The PMI-MG governance structure is defined in its public by-law (Titulo V, Artigo 31) - for
English version of the document, see appendix 13.2.
11 BUDGET
The PMI-MG branches will use funds to operate, according to PMI-MG Chapter Budget. All
bank accounts and funding for the branches operation will be controlled by the PMI-MG
Chapter Financial Director.
2013
Valor Total
(R$)
2014
Valor Total
(R$)
2015
Valor Total
(R$)
Revenue
Affiliates Annual Tax
Technical Events
Montlhy Technical Events
Branches Events
Partnership Events
Certification Courses
PMP Prep
CAPM Prep
Annual Congress
Annual Congress - Registrations
Annual Congress - Sponsorships
Financial Investments
PMI Brazil National Integration (IN) - Refunds
37.800
24.000
13.000
1.000
10.000
125.500
119.000
6.500
185.000
160.000
25.000
10.000
1.100
39.000
37.000
15.000
2.000
20.000
130.000
120.000
10.000
235.000
185.000
50.000
15.000
1.800
41.000
43.000
15.000
3.000
25.000
130.000
120.000
10.000
260.000
200.000
60.000
15.000
2.200
Total
383.400
457.800
491.200
Brazil Minas Gerais Chapter
Page 28 of 31
Expenses
Technical Events
Montlhy Technical Events
Branches Events
Partnership Events
Annual Congress
Special Events for Members
PMIMG LIM
Annual Members Meeting
Certification Courses
PMP Prep
CAPM Prep
Participation of Chapter Members at Events
LIM
Regional events
PMI Brazil National Integration (IN)
Publicity and Awards
Employees expenses
Administrative expenses
Reserve fund
Infraestructure
Board Projects
PMIMG Branches Development
Other Projects
28.000
15.000
1.000
12.000
140.000
22.000
22.000
33.500
27.000
6.500
37.000
20.000
15.000
2.000
3.500
42.000
30.000
10.000
12.000
20.000
2.000
18.000
33.000
15.000
3.000
15.000
170.000
27.000
5.000
22.000
33.500
27.000
6.500
41.000
22.000
16.000
3.000
10.000
42.000
32.000
10.000
20.000
32.000
12.000
20.000
38.000
15.000
3.000
20.000
170.000
32.000
7.000
25.000
36.500
30.000
6.500
42.500
22.000
17.000
3.500
15.000
45.000
35.000
10.000
20.000
40.000
20.000
20.000
Total
378.000
450.500
484.000
5.400
7.300
7.200
Balance
12 LAUNCH PLAN
Milestones
Preliminary Analysis
Project Charter
Project Plan
Information Collection
Information Analysis
Elaboration BP - PMI-MG
BP - PMI-MG - approved - Board PMI-MG
Formal Branch
Brazil Minas Gerais Chapter
Date
sep/13
jan/13
apr/13
may/13
may/13
sep/13
oct/13
jul/14
Status
Concluded
Concluded
Concluded
Concluded
Concluded
Concluded
Concluded
Concluded
Page 29 of 31
12.1
Risks
Risk
Loose Chapter
members
P
2
I
2
PxI
0,4
Owner
Members of
Branch
Misunderstandings
about the Branch
goals by the
members
Members using
the Branch to
private interests
Loss of alignment
with the PMI-MG
Chapter
Increase activity
PMI-MG in
Triângulo Region
3
4
0,12
Members of
Branch
2
3
0.6
Members
Avoid – Monitor e control the
members actions
1
3
0.3
Directors of
Chapter
Avoid- Comply with the guidelines of
PMI and PMI-MG
4
4
0.16
Directors of
Chapter and
Members of
Branchs
Explore - continue the activities in the
region
Increase the interest
3
2
0.6
of local members
Response
Mitigate - demonstrate that good
things happen when you get involved
with PMI
Mitigate – Realize meetings to
explain all branch goals
Members of
Branch
Congressing PMIMG
Probability x Impact: 1 – Very Low, 2 - Low; 3 – Medium; 4 – High. 5 – Very High
Brazil Minas Gerais Chapter
Page 30 of 31
13 APPENDIX:
REFERENCE
AND
RELATED
DOCUMENTS(ATTACHED)
13.1 PMIMG Triângulo Mineiro Events(detailed)
13.2 PMI-MG By Laws
13.3 PMIMG North Mineiro Events (detailed)
Brazil Minas Gerais Chapter
1 - Triângulo Mineiro
Events.pdf
2 - PMI-MG Bylaws.pdf
Norte Region
Events.pdf
Page 31 of 31