PMItoday - June 2009

Keeping Tabs is Essential for PMI

< Continued from page 1 serve as key signposts for monitoring the Institute’s progress.

Monitoring and controlling of business endeavors is essential. This is true whether the endeavor is a project, a program, a portfolio of projects, or an entire organization. It is of utmost importance to make sure whatever you are doing is within the mission of the organization and has agreed-upon schedule, budget and scope require-

Monitoring and controlling of business endeavors is essential. This is true whether the endeavor is a project, a program, a portfolio of projects, or an entire organization

A FIRM FINANCIAL POSITION Through the application of practical and conservative not-for-profit operational management practices, PMI is fortunate to have established a firm financial position for achieving PMI strategy and objectives—to the direct benefit of our members, certification holders and stakeholder communities. PMI continues to achieve successful

ments. At PMI, where continuing success has brought significant annual growth in membership and certification, monitoring and controlling ensures that the success will continue.

independent financial audit results, maintain positive operational performance against established metrics, and apply prudent management over PMI investments.

The Institute continues to deliver programs and support services to our members in these challenging times thanks to a combination of effective financial management, solid systems, and active Board oversight. PMI also continues to operate within its approved budget as it delivers improved products and services to its members.

Leaders of organizations need to make sure that their organizations can go forward, confident in the knowledge that their existing operations are financially prudent, aligned with strategic plans and are regulatory compliant. Because of the POC’s organizational performance monitoring—monitoring and controlling at the Institute level— done on behalf of the Board, your PMI Board of Directors can focus on strategic issues and make knowledge-based decisions to ensure that PMI is meeting the needs of the Institute’s growing membership, its communities, organizations using project management, and its other critical stakeholders.

PMI Chapter Opens the Market

Tof the PMI Southern Ontario Chapter (SOC) he Board of Directors

and Mark Langley, PMI’s executive vice president and chief operating officer, opened the Toronto Stock Exchange on 23 April to kick off the first Canadian Project Management Week. The event also marked the publication of The Globe and Mail and PMI Canada Chapters Report on Project Management.

Several events were held at PMI chapters in Canada in celebration of Canadian Project Management Week. More details on those events will be found in the July issue of PMI Today.

DIGIPUB READERS: Click here for a brief video.

Shown in the front row, from left, are: SOC Director-at-Large Debra Krar, PMP; SOC Director-at-Large Shirley Kelly, PMP; PMI Director Linda Vella, PMP; SOC Secretary/Treasurer Lynn Shannon, PMP; and SOC Director-at-Large Steve Theleritis. Back row, from left: SOC Director-at-Large John Estrella, PMP; Ann Milochik, PMP; SOC Director-at-Large Felix Moshkovich, PMP; SOC Past President Michael Flint, PMP; SOC President Herman Gonzalez, PMP; PMI Executive Vice President and COO Mark Langley; Shari Bricks; PMI Director Peter Monkhouse, PMP; and SOC Director-at-Large Murray Dalgleish.