Inventing the Professional

Association of the Future

STRATEGIC PLAN | 2017
 Our strategy is simple: deliver value,
be relevant, grow. Let’s do great things together.
~~Mark A. Langley
PMI President and CEO

2 PMI STRATEGIC PLAN  |  2017

TABLE OF CONTENTS
5 Letter from the 2017 Board of Directors
7 The Case for Change
8 Our Roadmap and Strategic Objectives
10 Choosing A Winning Strategy
13 Our Aspiration
15 Our Values
16 Focusing on the Individual
19 Developing Segmented Offerings and Digital Experiences
21 Supporting Customers and Engaging Organizations
25 Management Systems
27 The Future of PMI is Bright

PMI STRATEGIC PLAN | 2017 3

REFRAMING
PMI’S COMMITMENT
LETTER FROM THE
2017 BOARD OF DIRECTORS
For nearly 50 years, PMI has played a significant role in the growth
of individuals who call the practice of project, program, and portfolio
management their profession. In the last half century, project management
has grown into a valued organization competency. As technology impacts
the work we do and enables customers to be involved in every part of the
business value chain, the Institute remains steadfast in its effort to drive value
by making project management indispensable for business results.

PMI has achieved much in its first 50 years. We are The heart of PMI’s new strategy is ensuring that
proud of our 10,000 dedicated volunteers who are we deliver individual value to our most important
passionate about advancing the profession we share. customers throughout their careers. Irrespective of
Volunteers are an essential part of PMI’s guiding star— industry or geography, PMI intends to provide significant
their work and commitment set the Institute apart support at key inflection points in our customers’
from other organizations. While PMI has been global professional journeys, from their first interaction to their
from its start, our impact continues to expand. Three retirement from the profession. This transformation is
hundred chapters in nearly every country in the world exciting for all of us at PMI as we look toward the future
deliver valuable benefits to stakeholders at a local level. of our profession!
Globally, PMI serves nearly 3 million people, as members
and certified professionals, through local chapters, live PMI is embarking on this transformation from a position
events, academic or other educational partners, and in of strength and an ongoing commitment to our
our active online communities. stakeholders and customers: to advance and advocate
for the project management profession with the support
To prepare for the future, PMI is redefining what of our global volunteer network.
it means to be a professional association, while
staying true to our roots. Taking a closer look at the The Board of Directors supports PMI’s strategic choices
individuals who practice project, program, and portfolio because we know that when we deliver value, we remain
management, we intend to understand their needs more relevant. And when we are relevant, we continue to
deeply and develop the capability to respond to their grow. That is the best way to secure the Institute’s
expectations more quickly. success for the next 50 years.

Yours truly,
2017 PMI Board of Directors

PMI STRATEGIC PLAN | 2017 5

6 PMI STRATEGIC PLAN  |  2017
THE CASE FOR CHANGE
PMI’s new strategic direction is driven by shifting workplace priorities, evolving
demographics and behaviors, as well as emerging technology and trends in
business and society.

Due to the speed of change and the fierce market Nearly half of PMI’s customers do not consider project
competition, every organization, irrespective of industry, management their primary profession. Some are
is required to adjust much faster today than in the past. strategy consultants or trial lawyers, while others work
To do so, organizations launch projects1 and expect on developing drugs, or marketing consumer products
them to deliver results. There is also more emphasis on or services. The common denominator for all these
leadership and strategy, two critical skills required to professionals is that they rely on project management
become a more effective project leader. best practices, delivery skills, and techniques to be
successful in their respective fields.
How work is getting done is also changing. New
advances in technology are disrupting traditional How our customers prefer to acquire these skills is also
industries and thereby changing the functional roles and changing. Demand is increasing for faster, more flexible,
responsibilities of workers. and easier-to-learn project management methodologies
and approaches. There is a shift toward on-demand,
As the work changes, so do the workers. Millennials are customized, and problem-specific learning. With
quickly replacing the Baby Boomer generation and gone technology, it is possible for the new worker to learn
are the days of career-long employees climbing the anything, anytime, and anywhere.
corporate ladder. The new worker wants career choices,
control, and a sense of purpose. Career mobility is top As an organization, PMI needs to better understand
of mind and the associated upskilling that is needed to how these changes affect its primary stakeholders and
enable it has become more prevalent. customers so that the Institute can support their career
journeys and help them drive business results for their
These changes in the workplace and the need for organizations.
new skills have significant impacts on PMI’s customer
demographics.

1
Throughout this strategic plan, for brevity and consistency, the term project management is used to cover project, program, and portfolio
management disciplines.

PMI STRATEGIC PLAN  |  2017  7

 OUR ROADMAP AND
STRATEGIC OBJECTIVES
PMI has chosen a three-pronged strategy: the Institute will sharpen its
strategic focus, build-out capabilities to be customer-centric, and reorganize
to become agile.

The following strategic objectives are those that will Strategic Focus
help PMI achieve its long-term vision: PMI has decided to narrow the institute's focus
from three markets (academic, organizational and
practitioner) to one: the individual. Going forward, PMI
will offer project professionals all the skills they need to
advance in their project management careers.

This focus creates the opportunity to serve our core

customer in a more substantive and integrated manner.
We will prioritize our work to achieve the following
strategic objectives:

ƒ EXIT NON-PRIMARY PRODUCTS AND MARKETS

As PMI has chosen to focus on the individual, it needs
to reassess its portfolio of offerings and decide which
products it will retire, and which markets it will exit.

ƒ DEVELOP AND OFFER SEGMENT-SPECIFIC VALUE

PROPOSITIONS
PMI’s stakeholder and customer base has evolved
dramatically over the years and the Institute serves a
diverse group of professionals. To effectively serve these
professionals, PMI needs to understand what type of
segments exist among its customers. This requires a
thorough assessment of which segments PMI will serve and
what value propositions it needs to develop. The identified
value propositions will be developed organically, through
partnerships or through acquisitions.

ƒ TRANSFORM DIGITAL CAPABILITIES

Most PMI stakeholders and customers interact with
the Institute through online channels. PMI will invest
in resources to build the digital capabilities needed to
acquire, serve, and retain customers. This also requires
significant investments in data and IT infrastructure
in order to accommodate the increasingly rich two-way
conversations with customers and harvest insights into
their wants and needs.

8 PMI STRATEGIC PLAN | 2017

 Customer Centricity Organizational Agility
Customer centricity is about gaining a deep Organizational agility is about improving PMI’s ability
understanding of our primary customers so we can to identify and respond to emerging opportunities. This
improve what we offer, how we offer it, and when we involves establishing quicker decision cycles, developing
offer it to them. That requires us to put the customer new staff capabilities, aligning teams across segments,
at the forefront, deliver consistently high-quality integrating the voice of the customer, managing risk, and
experiences irrespective of how they interact with us, sourcing new business capabilities.
and be relevant and valuable throughout our customers’
careers. Applying organizational agility will allow PMI to capture
opportunities quicker than our competitors and be
It is important for PMI to recognize that everyone has better prepared for the market challenges and economic
different needs at different points in their career. That uncertainties of the future. PMI needs to organize for
doesn’t necessarily mean that our customers know what success and hire and retain highly capable people to
they need to do. As a professional association focused on compete. The Institute will focus on these four strategic
careers, PMI will be more proactive with our customers objectives to increase its organizational agility:
to help them identify which products and programs can
help them distinguish themselves in a meaningful way
ƒ LEVERAGE ALLIANCES AND PARTNERSHIP TO SPEED UP
and achieve success for themselves and their employers.
TIME-TO-MARKET
PMI will focus on the following three objectives to PMI will enter alliances and partnerships to increase
increase its customer centricity: its share in existing markets, penetrate new markets
and customer segments, access new products /value
propositions, enhance analytical capabilities, and reduce
ƒ STRENGTHEN AND INTEGRATE SENSING, RESPONDING, business and operational risks.
AND PARTNERING CAPABILITIES
PMI will strengthen and integrate how it collects,
ƒ INCREASE PRODUCTIVITY
interprets, and makes sense of information to develop
PMI will review its own internal work productivity with the
offerings that will address the needs of the project
goal of decentralizing decision authority and increasing
management consumers (organizations) and individuals.
productivity and agility.
These insights, and the partnerships we form, will enhance
the relevance PMI has with professionals. PMI has pockets
of sensing and partnering capabilities, but will act in a ƒ STREAMLINE PROCESSES AND WORK
more concerted fashion going forward. PMI will assess its processes and simplify them to
remain lean and agile. In addition, PMI will also eliminate
unproductive tasks and initiatives that are not helping the
ƒ DEVELOP END-TO-END EXPERIENCES THAT CONSTANTLY
organization to achieve its aspiration.
EVOLVE, IMPROVE, AND ENDURE
PMI will leverage technological capabilities as well as
digital and physical platforms to enhance its understanding ƒ MAINTAIN NIMBLE PLATFORMS
of stakeholders and customers, what they respond to, and PMI will maintain nimble business system platforms that
how we can encourage more engagement. enable the Institute to adapt to and lead the evolution of
the market and profession.
ƒ TRANSFORM PMI’S CULTURE TO ENCOURAGE LEARNING,
OWNERSHIP, AND CUSTOMER CENTRICITY
PMI will implement staff training and development
programs to increase staff understanding and skills in
customer centricity and commercial excellence.

PMI STRATEGIC PLAN | 2017 9

 CHOOSING A WINNING
STRATEGY
To inform the strategy and future direction, PMI has adopted the Playing to
Win framework globally used by many leading organizations2 to develop and
communicate strategy.

Strategy is About Choices

Applying the Playing to Win framework has helped PMI PMI can adapt to this changing market environment
to make several choices about the type of organization by customizing our offerings as individuals’ needs and
the Institute wants to be. To be successful, PMI must wants change. For instance, an integrated certification
focus on the customer, build a connected community, framework may provide early career professionals the
deliver transformative experiences, and measure the foundational support they need, and a digital-based
impact of the choices made. continuing education program may support our core
customers as they advance their careers.
We believe that if our customers succeed in their
careers, and if project managers continue to be essential However, this strategy will only be successful if PMI
resources to deliver business results, then PMI will embraces and leads new ways of thinking about projects
succeed as an association. and work. PMI needs to focus on building a more robust
channel approach to take the products that we develop
Today PMI is operating in a new market environment to market. This will require PMI to rely on alliances and
compared to when it was first formed. On a global create offerings that develop business, strategic, and
level, competition is becoming more intense, especially leadership skills to help individuals make key career
in high-growth markets. On a national level, the transitions, reach their professional goals, and deliver
expectations of professionals are changing and their value for the organizations in which they work.
needs are becoming more personalized.

2
For more information on the framework, please see Playing to Win by A.G. Laffley and Roger Martin.

10 PMI STRATEGIC PLAN  |  2017

 What is our winning aspiration?
1 ■■ "Empowering people to make ideas a reality."

Where will we play?

2 ■■ Offer PPPM certifications, learning, and networking events to PPPM professionals.
■■ Expand worldwide and prioritize high-growth markets.
■■ Invest in expansion into adjacencies and transformative offerings.

How will we win?

3 ■■ Develop champions by focusing on career inflection points.
■■ Develop segment-driven offerings with impact.
■■ Relevant, on-demand, and easy-to-use digital experiences.
■■ Leverage alliances and joint go-to-market models to develop and market offerings.

What capabilities must we have?

4 ■■ Strong understanding of career development and customer needs.
■■ Enhanced sensing capabilities to operationalize insights about trends and new ways of doing work.
■■ Ability to acquire or co-develop industry and problem-specific material.

What management systems do we need?

5 ■■ Culture of strategic focus, customer centricity, and organizational agility.
■■ Metrics that will drive impact, value, and quality.
■■ Active quality control systems for partners.
■■ Build staff capability.

PMI STRATEGIC PLAN  |  2017  11

 Empowering people to make ideas a reality.

12 PMI STRATEGIC PLAN  |  2017

OUR ASPIRATION
PMI’s aspiration—empowering people to make
ideas a reality—focuses on our customers and
the Institute’s ability to help them achieve their
ideal future. We realize that to be successful
and achieve our goals we need to empower
customers to commit to amazing results and
help them make those results a reality.

Behind every project is an idea. Some organizations are trying to improve

efficiencies, while others are trying to increase margins or drive innovation.
Regardless of the benefits, organizations are using projects to achieve their
objectives.

For our customers, the projects they manage at the organizations they work
for are about taking these ideas and turning them into a reality.

At PMI, we want to empower our stakeholders and customers to be leaders

and true business partners in their organizations; to ask the right questions
and deliver the business benefits of the projects they manage.

PMI STRATEGIC PLAN  |  2017  13

14 PMI STRATEGIC PLAN  |  2017
OUR VALUES
PMI’s aspiration—empowering people to make
ideas a reality—reinforces our commitment to
advocate and represent the project management
profession and nurture a diverse organization that
helps individuals distinguish themselves in their
careers.

Even as a diverse organization, we share a common set of values that are

fundamental and deeply held.

At PMI we believe in:

■■ Project Management Impact

Project management is a critical competence that has a positive
influence on organization results and society at-large.

■■ Professionalism
Accountability and ethical behavior ensure our commitment to PMI
stakeholders.

■■ Volunteerism
Volunteers and effective volunteer partnerships with staff are the
best way to accomplish the Institute's goals and objectives.

■■ Community
Bringing members of the global project management community
together is the best way to facilitate their growth and the
advancement of the project management profession.

■■ Engagement
PMI encourages diverse viewpoints and empowers individuals
to contribute to the project management profession and to the
Institute.

PMI STRATEGIC PLAN  |  2017  15

 FOCUSING ON THE
INDIVIDUAL
Historically, PMI has positioned itself as a membership-focused professional
association responsible for the development of professional certifications,
educational programs, thought leadership, volunteer programs, advocacy, and
networking opportunities. These offerings are a critical component of PMI’s
brand and will continue to be a part of the PMI experience.

To create the type of engagement that will help us to

continue to shape the profession and remain relevant
in the future, we must acknowledge that professionals PMI’s primary customers
have changed, reassess the value propositions that are individuals who consider
attract them, and decide how best to deliver value.
project management their
Throughout its history, PMI has demonstrated an ability main profession and look
to evolve and successfully launch and expand offerings
that were embraced by the market. When leaders in at PMI for support as they
every industry across the globe began using “projects” to advance in their careers.
change their business, the people tasked with leading the
projects ranged from trained and certified professionals
to qualified individuals reassigned from other functions.
We endeavored to serve individuals, organizations, PMI needs to be the connection point to enable our
governments, and academic institutions at all levels to customers to acquire the knowledge and skills to drive
advance the profession. Thus, over time, our customer business results in a global marketplace, and to leverage
base has diversified and sprawled. that experience to achieve their professional goals and
objectives. To accomplish these goals, we must focus
To redefine what it means to be a successful professional on engaging individuals at their first touchpoint with
association in the future, we started by redefining our PMI and continue to interact with them through our
most important customers. PMI’s primary customers shared experiences in a meaningful way. As we continue
are individuals who consider project management to better serve our core customers, we must also
their main profession and look to PMI for support as continue to serve others who do not consider project
they advance in their careers. Our customers are in management their profession but need valuable project
the middle of a quickly changing work environment, management skills in their own career development.
where old ways of doing work are being replaced with
new thinking, methods, and approaches. This creates a Establishing a support system that follows our
unique opportunity for PMI. customers from their first experience with PMI, and
provides opportunities to achieve both personal and
professional goals, will inherently expand our network of

16 PMI STRATEGIC PLAN  |  2017

customer champions—those who believe in our mission, Organizations benefit directly from the certifications,
our values, and will promote PMI membership in their skills, experiences, and training PMI provides to
professional circles and organizations. individuals, so it is extremely important for PMI to
understand:
Our network of 10,000 volunteers are our most
important and effective customer champions. They help 1. What are an organization’s project management
influence key decision making and spread PMI’s message needs?
globally. Volunteers will continue to play a significant 2. How are those needs changing and evolving?
role in the future. To transform PMI into the professional 3. Are there new methodologies emerging to
association of the future, we must focus on delivering complete projects more efficiently?
exceptional value to all volunteers and our customer
segments so that they become loyal to our offerings, To help answer these questions, PMI looks to partner with
and have the tools to deliver quality results on the a select number of leading businesses and governments
projects that they manage for their organizations. that are at the forefront of their fields. These partnerships
will be created based on a deep understanding of
That is why organizations are more important than ever organizational needs and best-in-class offerings that will
to PMI and our strategy for the future. truly advance the thinking of our practitioners.

As PMI hones its focus on individuals, we must also By tightening our focus and partnering with trusted
engage the organizations that employ our customers and organizations, PMI can research and develop new products
embrace the important role they play in our value chain. that target individuals and deliver exceptional value.

PMI will strive to serve individuals so well that they become champions in their
organizations and professional circles

Collaborate closely with

organizations to understand
their pain points and how best
to serve individuals

PMI Individuals Organizations

Provide products, services, Ensure customers are so Support champions as they
and experiences to support satisfied that they become influence leadership and
individuals along their PMI champions in their the back office to push PMI
career journey organizations offerings down to staff

Virtuous circle

PMI STRATEGIC PLAN | 2017 17

18 PMI STRATEGIC PLAN  |  2017
DEVELOPING SEGMENTED
OFFERINGS AND DIGITAL
EXPERIENCES
PMI has more than 100 different products and programs in its portfolio of
offerings. By retiring products that no longer align with our strategy, we
can make much larger investments in a simplified product portfolio that
is available to our target market on demand, in a variety of formats, and
accessible across our key geographies.

PMI’s new product approach is about setting a new

standard for quality, increasing accessibility, and
establishing a connection to PMI that lasts throughout
our customers’ careers. Developing these products will
require a deeper understanding of our customers’ needs
and the distribution channels that introduce new people
to PMI.

We also need to look beyond our general target market

of project managers and begin to segment our customer
base into high-level groups:

1. individuals who view project management as a Expanding product distribution to reach those customer
career; and segments will require PMI to invest in new technology
2. individuals who view project management as a as well as better define and utilize our channel partners.
skill. This expansion includes establishing strong relationships
to increase incentives to sign-up new customers,
Segmentation will help inform our priorities as it relates support marketing and business development efforts,
to these customer segments and focus our resources on and collaborate to improve content quality.
creating customized products and experience journeys
that are relevant to the individual. Executing PMI’s targeted product strategy will help
us achieve a closer relationship with our customers
Instead of creating additional products within a category throughout their careers. The key to achieving success in
to meet short-term demands, we will continually this area is a need to simplify and improve the purchasing
enhance our select list of products with industry context experience for new and returning customers so that
and additional capabilities as innovations, market trends, engaging with PMI is productive and enjoyable, regardless
and partner insights dictate. of the channel that brings the customer to PMI.

PMI STRATEGIC PLAN | 2017 19

20 PMI STRATEGIC PLAN  |  2017
SUPPORTING
CUSTOMERS
AND ENGAGING
ORGANIZATIONS
PMI’s success is built on significant expertise in
credentialing, community building, branding,
and advocacy.
To these four, we have identified five additional
high-priority capabilities that we must master
to transform how our core customers engage
with PMI. By investing in and focusing on these
capabilities, we will significantly improve the
customer experience and begin to nurture new
customer champions as we support them in their
careers. All nine capabilities are described in detail
on the following pages.

PMI STRATEGIC PLAN  |  2017  21

 1 Sensing and Responding 3 Business Development
Organizations launch new projects every year that An integrated business development program will
are managed and led by people. That will never support PMI’s strategic relationship-building and
change. What is changing are the types of projects operational objectives. It will also give PMI access to
that organizations are undertaking and the ways in new channels, a wider audience, and additional value-
which projects are getting completed. Gaining deeper add offerings and services to enhance our existing
intelligence on what is changing in the practice of relationships.
project management is critical to PMI’s ability to stay
PMI will work to enter agreements with complementary
relevant.
organizations that can help us reach new segments
Our sensing and responding capability will allow PMI to and drive traffic to PMI’s streamlined product portfolio.
collect important insights into what is changing at the For example, PMI may focus on engaging academic
project level and how that is changing the profession. institutions and academics to leverage the academia
With those insights in hand, PMI can also identify what channel to reach students who are interested in entering
is changing at the individual level as it relates to learning the profession. We may also identify service providers
and development. We need to be at the forefront of how that offer products outside of our product portfolio
learning is changing. The value that individuals expect strategy, but offer value to our stakeholders and
to receive from PMI needs to be optimized based on customers and create alliances that will enhance our
those changes. This critical information will influence the ability to develop people in a meaningful way.
development and enhancement of PMI offerings and in
turn help our customers be better at what they do.
4 Career Development
To get the insights we need to redesign offerings, PMI A key component of PMI’s new strategic direction is
has built and will continue to build trusting relationships taking a more proactive role in advancing the careers
with key businesses and governments. of our customers. Project management is a broad
and crowded field and we want to maintain our role

2 Partnering as the most trusted source of information. Revising

and improving our existing programs like Continuing
Partnering is about gaining access to new markets, Certification Requirements (CCR) will help individuals
customers, capabilities, and resources—while reducing improve their skills and capabilities and distinguish
risk. PMI will look to partner with a select group of themselves as they reach their career objectives.
leading organizations to address the changing world of
work and how it impacts projects and initiatives. The Investing in our customers’ careers creates a shift away
incentive for companies to partner with PMI is that we from our current transactional focus, and moves toward
can work together to develop tailored offerings and building meaningful, long-term relationships with our
insights that will prepare the future workforce for these customers to deliver value at key inflection points during
changes. their careers.

The success of our partnerships will be predicated on

our ability to deploy highly capable human resources to
continue building deep relationships with the leadership
at select partner organizations and collaborate on
developing insights or product offerings for a wider
audience of professional project managers.

22 PMI STRATEGIC PLAN  |  2017

 5 Customer Experience 8 Advocating
Our relevance is a function of the value we deliver and We believe mature project management practices
the experience our customers receive from our offerings increase the efficiency of projects and benefits
and their engagements with PMI. We must deliver on realization. PMI is committed to continuing to support
what our customers need and desire. Those are not project management application within governments
limited to the products and programs they consume, or worldwide and has achieved significant progress in
the events they attend, but include how they interact disseminating knowledge around project management.
with PMI both online and offline, as well as their use of We will continue our efforts globally to advance
our channel partners. In today’s environment, we must the application of project management knowledge,
deliver integrated experiences of the highest quality. concepts, and theory with governments, non-profits,
and educational organizations.
Understanding the end-to-end journey for each segment
will help PMI stay focused on our strategy, positively
impact customer loyalty, and inform our decisions for 9 Credentialing
building additional capabilities around the needs of our As the world has become increasingly projectized,
customers. organizations are continuing to rely on the peace of
mind they get from hiring professionals who hold
In addition to focusing on the high-priority capabilities
a widely recognized certification. PMI has been
above, PMI will continue delivering value through the
tremendously successful in developing certifications
four capabilities listed below that the organization has
that meet the needs of various organizations. We will
mastered in the past.
continue to ensure that our credentials reflect the best
thinking as it relates to project management knowledge,
6 Brand Building trends, and practices. 
PMI has been extremely successful in building its own
brand as well as product brands. Our new strategy to
focus on individuals necessitates cementing customer
voices, value delivered, and loyalty into our brand. We
need to highlight the great experiences professionals
have with our offerings, the knowledge they obtain, and
how the communities that our committed volunteers
build are integral to delivering value at local and national
levels.

7 Community Building
PMI is a global community of members, volunteers,
customers, and other stakeholders. Our most active
customers engage with PMI through their chapters
as well as through online channels. To ensure that all
customers receive the support they need we must
ensure that we deliver high-quality experiences
throughout our communities. To do so we must actively
improve the community-building capabilities of our staff
and stakeholders, build integrated digital experiences,
and leverage shared assets to encourage more
collaboration and communication.

PMI STRATEGIC PLAN  |  2017  23

24 PMI STRATEGIC PLAN  |  2017
MANAGEMENT
SYSTEMS
PMI has adopted the Balanced Scorecard to help
better communicate strategy to its staff and to
guide and monitor the execution of its strategy.
The Institute will continue using the Balanced
Scorecard as the method for measuring progress
against strategic objectives.

PMI STRATEGIC PLAN  |  2017  25

26 PMI STRATEGIC PLAN  |  2017
THE FUTURE OF PMI IS BRIGHT
Significant changes are happening in the workplace that directly impact the
members, certification holders, volunteers, and interested practitioners of PMI.

PMI’s new strategic direction is about defining Not everyone who comes to PMI considers project
our core customer, the individual, and shifting to management their profession. There is a growing
a one-market strategy, where we maintain focus, population of professionals who place high value in
discipline, and alignment to inform product and go- project management skills and PMI needs to be a leader
to-market strategies. We will continue to engage with in connecting those individuals to the programs and
organizations, but as partners instead of buyers. resources that will enable them to develop those skills.

The one-market strategy is about serving our core PMI’s future is bright. If we can make it easier for
customers in a more substantive and integrated manner. our core customers to do business with us, we can
We need to take a proactive approach in guiding more effectively help them distinguish themselves
stakeholders through the PMI experience. This means in a meaningful way for their employers. By bringing
creating multiple touchpoints with stakeholders to stay value to our core customers’ careers, they will become
connected to their ongoing professional development. champions for our organization, thereby allowing us to
impact more individuals in the project management
The one-market strategy is also about recognizing that field, as well as individuals using project management
within our core customer group, there are different skills in other industries.
segments that have different wants and needs.

PMI STRATEGIC PLAN  |  2017  27

 Beijing | Bengaluru | Brussels | Buenos Aires | Dubai | Dundalk | London | Mumbai | New Delhi

Philadelphia | Rio de Janeiro | São Paulo | Shanghai | Shenzhen | Singapore | Sydney | Washington, D.C.

PMI.org

Project Management Institute

Global Operations Center
14 Campus Blvd
Newtown Square, PA 19073-3299 USA
Tel: +1 610 356 4600

©2017 Project Management Institute. All rights reserved. PMI, the PMI logo
and “Making project management indispensable for business results.”
are marks of Project Management Institute, Inc. BRA-028-2017 (09/17)

Making project management

indispensable for business results.®