POLICY MANUALPMI Chapter Development Department

March 2014

P R O J E C T M A N A G E M E N T I N S T I T U T E

For PMI Chapters

Policy Manual for the maintenance of PMI Chapters. This manual does not address the maintenance of

PMI Communities of Practice. This manual is subject to update and annual revision. Any updates made

prior to annual revision shall be communicated and available as addenda to this manual.

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Table of Contents I. WELCOME .................................................................................................................................................... 3 II. UPDATES TO MANUAL ................................................................................................................................ 3 III. QUESTIONS ON PMI CHAPTER POLICIES .................................................................................................... 3 IV. FIDUCIARY DUTIES AND RESPONSIBILITIES OF NOT-FOR-PROFIT BOARDS ............................................... 3 V. MAINTAINING PMI CHAPTERS .................................................................................................................... 5

A. Minimum Performance Criteria ............................................................................................................. 6 B. Annual Tax Filing Requirements ............................................................................................................ 6

B1. PMI chapters formed outside of the United States ....................................................................... 7 B2. PMI chapters formed within the United States ............................................................................. 7

C. Charter Renewal Audit ........................................................................................................................... 9 VI. RECOGNITION OF PMI CHAPTER ACHIEVEMENTS ..................................................................................... 9

A. Chapter Excellence Awards Program ..................................................................................................... 9 B. Recognition in PMI Publications .......................................................................................................... 10

VII. PMI CHAPTER PROBATION OVERVIEW ................................................................................................... 10 A. Chapter Probation by PMI-Purpose ..................................................................................................... 10 B. Policy Statement for PMI Chapter on Probation ................................................................................. 10

C. Process for placing a PMI Chapter on Probation…………………………………………………………………………………11 D. Policy Distribution……………………………………………………………………………………………………………………………..12 VIII. POLICIES FOR MANAGING PMI CHAPTERS ............................................................................................ 13

A. Chapter Governance/Administration Policies ..................................................................................... 13 A1. Chapter Charter Agreement ......................................................................................................... 13 A2. Chapter Incorporation/Registration ............................................................................................. 13 A3. Revising and Approving Chapter Bylaws ....................................................................................... 14 A4. Insurance Coverage for PMI Chapters .......................................................................................... 19 A5. Creating/Revising a Logo for a PMI Chapter ................................................................................. 23 A6. Chapter Name Change Policy ........................................................................................................ 24 A7. Chapter Dissolution ...................................................................................................................... 26 A8. Strategic Alignment, Planning, and Reporting .............................................................................. 29 A9. Chapter Grievance and Dispute Resolution Policy ........................................................................ 31

B. Membership Policies for PMI Chapters ............................................................................................... 32 B1. Membership & Prospect Database Information Policy ................................................................. 32

C. Financial Policies for PMI Chapters ...................................................................................................... 37 C1. Chapter Dues ................................................................................................................................. 37

D. Program/Promotions Policies for PMI Chapters ................................................................................. 40 D1. PMI Chapters: 40% to 45% Discount on PMI Book Orders ........................................................... 40 D2. Use of PMI Logo ............................................................................................................................ 43 D3. Use of PMI Intellectual Property - Trademarks .......................................................................... 437 D4. Use of PMI Intellectual Property – Copyrighted Materials ........................................................... 43

E. Website Policies for PMI Chapters ..................................................................................................... 511 E1.PMI Chapter Web Services (CWS) Provider Program ..................................................................... 51 E2. PMI Chapter Websites: Hosting & Designing Guidelines .............................................................. 51 E3. PMI Chapter Websites: Linking to the PMI Home Page………………………………………………………………53

F. Social Media Guidelines…………………………………………………………………………………………………………………….55 G. Educational Activity Policies for PMI Chapters .................................................................................... 55

G1. Giving Category A Professional Development Units (PDUs) for PMI Chapter Events ................... 55 G2. Excerpt from PMI’s Advertising Policy: “Claims Regarding PMI’s Certification Program”............ 59 Appendix A - Social Media Guidelines for PMI Chapters…………………………………………………………………..61 Appendix B - Guidelines for the Code of Conduct for PMI Chapter Leaders & Volunteers……………….67 Appendix C - Chapter Training Quality Assurance Program Guide……………………………………………………72

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I. WELCOME This manual contains information on new, updated, and existing policies/resources applicable to PMI Chapters. These policies are applicable to chapters and chapters with branches. For policies, guidelines, and resources specific to PMI Communities of Practice, please contact your Virtual Community Administrator. Whether you are a newly elected/appointed officer or have been a long-time PMI Chapter volunteer, PMI Global Operations Center (PMI GOC) hopes that this manual will assist you in your role as a PMI Chapter Leader. Thank you for your valuable time and contributions in furthering PMI efforts to achieve our envisioned goal, “Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it." II. UPDATES TO MANUAL The chapter president/chair should make sure that they have on file the most current version of this manual. PMI will make available new policies or revisions to existing policies through the Community Leadership Online Community for downloading and/or reference. A copy of this manual is available on the Community Leadership Online Community for all PMI chapter leaders to reference or download. III. QUESTIONS ON PMI CHAPTER POLICIES Any questions on the policies contained in this manual may be directed to PMI Chapter Development Staff at chaptersupport@pmi.org.

IV. FIDUCIARY DUTIES AND RESPONSIBILITIES OF NOT-FOR-PROFIT BOARDS

PMI chapters are encouraged to include these standards in their own policies and procedures manual or in a board-training manual. PMI leaders have unique responsibilities, which foster effective governance, set expectations, assign accountability and reduce liability exposure. In recent years, not-for-profit organizations have undergone scrutiny by governmental organizations and the public at large. To maintain integrity and comply with legal standards, chapter leaders must adopt the following standards. 1) Chapter leaders have four key duties that they must uphold:

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Duty of care: exercise the same level of care over the organization’s business as any reasonable person would over his or her personal business;

Duty of loyalty: act in an independent manner and avoid conflicts of interest;

Duty of good faith: comply with and uphold any and all requirements, policies, procedures, rules, and orders approved by the organization’s governing body; and,

Duty of integrity: act in an ethical manner and conduct business in accordance with accepted business practices.

Leaders who fail to fulfill their duties or who act in ways that directly conflict with their duties may be held responsible for their actions through civil and/or criminal legal action. To protect themselves, leaders must fulfill their fiduciary responsibilities in an appropriate manner.

2) Chapter leaders must act in a legally and ethically responsible manner.

The Board must adhere to the following responsibilities to ensure the utmost integrity of the officers and the organization:

• Adhere to local, state/provincial, and federal laws surrounding not-for-profit organizations. An organization’s Articles of Incorporation and bylaws regulate how the organization conducts its business. Both documents have legal standing, which means that interested parties can challenge the organization and its leaders on their adherence to the organization’s governing documents. Also, whenever possible, the governing documents should be as flexible as possible to ensure that the organization is not bound by requirements it may be unable to meet.

• File and make available accurate and timely reports of tax filings. Independent audits of the organization’s financial records are also encouraged.

• Maintain records related to business affairs for individuals and organizations. If an organization is challenged about any of its practices—past or current— and cannot produce appropriate documentation to substantiate its defense, the organization and its leaders may be at risk.

• Publish an annual report with the organization’s mission, programs, officers, and financial status.

• Develop and maintain policies related to the organization’s operations, including elections, financial disbursements, conflicts of interest, personnel, etc.

3) Chapter leaders must familiarize themselves with the organization’s mission and purposes to ensure effective planning. The board determines the organization’s mission and objectives and commits to meeting those goals. The mission and purposes assist the board in strategic planning, decision-making, staffing and volunteer resources, and determining priorities.

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4) Chapter leaders must promote elections, develop new board members, and monitor their

performance. Elections are an integral part of the organization’s existence and required by law. The election process is another avenue to inform the membership of the organization’s mission, demographics, programs, services, and available opportunities to cultivate new volunteers. The board must implement a nominations committee, which would publicize board responsibilities, accept nominations, check nominees’ credentials and experience, and implement the timeline of the election process to maintain the highest integrity of the process. The board must also conduct assessments of their performance to review how well the board is meeting its obligations to the organization and the membership. PMI also offers chapters the option of using VoteNet, an electronic balloting tool, to hold all elections, free of cost. The chair of the chapter’s nominating committee will need to forward all applicable information to PMI GOC and the respective chapter administrator will set up the ballot, run the election and forward the results to the chair of the nominating committee once it has closed. * Guidelines for the Code of Conduct for PMI Chapter Leaders & Volunteers have been developed to provide guidance, define the expectations of chapter leaders and volunteers and articulate the ideals to which chapter leaders and volunteers should aspire to in their respective roles. For more detailed information please see Appendix B.

V. MAINTAINING PMI CHAPTERS In order for PMI chapters to maintain their charter with Project Management Institute, they are required to submit a complete charter renewal annually. This process is done online and is referred to as the Annual Charter Renewal process. The Annual Charter Renewal:

• Confirms that chapters have met PMI’s minimum performance requirements;

• Collects information on chapters’ prior-year activities;

• Ensures that chapters are in compliance with PMI policies;

• Requires that chapters verify to PMI annually that they have maintained their incorporated/registered status, and have complied with all relevant governmental, tax and filing requirements, including all national, federal, state/provincial, and similar requirements.

Deadline: The deadline to submit is 30 March of each year. The online Charter Renewal process is part of the Component System (CS).

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Chapters who fail to submit a renewal or submit an incomplete renewal by the annual deadline will be placed on probation. See “Overview of Chapter Probation” for more information. PMI may return a chapter’s Charter Renewal application if there are discrepancies in the data provided or if additional data are required. A. Minimum Performance Criteria

Within the Annual Charter Renewal, PMI chapters must verify that the following Minimum Performance Criteria have been met:

1. Minimum of 25 members (must be current members of PMI and applicable chapter).

2. Incorporation/registration of the chapter is completed and up to date (all applicable renewals have been filed).

3. Filed annual tax reports (if required) and submit an annual financial report with Annual Charter Renewal. All tax filings must be sent to PMI GOC for the chapter’s records and the Component System (CS).

4. Submitted amended governing documents (e.g., bylaws) to PMI GOC for review, approval (bylaws), and filing.

5. Submitted all officer names and contact information after elections have been completed.**

6. Provided verification that the chapter has met legal requirements in its applicable jurisdiction regarding:

• The required number of board of directors meetings;

• Communicating information to members;

• The required number of membership meetings

• Conducting operations in a manner consistent with its governing documents (hold yearly membership meetings and elections) and applicable laws.

Note: Failure to meet Minimum Performance Criteria may result in the chapter being placed on probation, face termination, or reassessment. **It is the responsibility of the chapter president or chair to update officer listings within the PMI Component System. This should be done following annual elections to ensure continuity of leadership access to records within the Component System.

B. Annual Tax Filing Requirements The PMI Board of Directors approves the following policies related to chapter annual tax filings: All PMI chapters must comply with tax filing laws at the federal, state/provincial, national

and/or other legally appropriate government level and must demonstrate compliance as part of the charter renewal process.

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PMI GOC implements this requirement in the following manner:

B1. PMI chapters formed outside of the United States Given the variety of requirements that governments outside of the United States may establish regarding tax reporting requirements that would affect PMI’s chapters, chapter leaders are responsible for investigating and complying with tax reporting requirements in the jurisdictions in which they are registered and/or incorporated. Copies of any tax filings submitted by PMI chapters to governmental authorities must be submitted to PMI GOC. The tax filings submitted to PMI GOC will be scanned and uploaded to the Component System (CS) as a permanent record of the chapter’s tax filing. PMI chapters outside of the United States that are not required to submit tax filings in the jurisdiction in which they are incorporated must complete the “Financial Report” included in the Annual Charter Renewal. The chapter leader completing the form must verify that the chapter has researched any relevant tax reporting requirements and has determined that the chapter is not required to file governmental tax reports. B2. PMI chapters formed within the United States PMI has a determination of tax exempt status from the United States Internal Revenue Service (IRS) under section 501(c) (6) Internal Revenue Service Code (professional societies/business leagues). All PMI chapters must seek tax exemption as 501 (c) (6) organizations. PMI chapters formed within the United States must obtain an appropriate exemption from federal income taxes by authorizing PMI GOC to include the chapter in the PMI Group Tax Exemption Program for PMI chapters.

PMI Group Tax Exemption To participate in the PMI Group Tax Exemption Program for PMI Chapters the chapter must:

• Submit a letter on chapter stationery to PMI GOC authorizing PMI to include the chapter in the group exemption program

• Complete and sign the Group Exemption Program Participation Disclosure Form. A sample authorization letter and the Disclosure Form are available on the Community Leadership Online Community, and may be submitted to PMI GOC.

Filing Federal Taxes Under the U.S. tax reporting laws and regulations for not-for-profit organizations, PMI chapters are required to file regular tax reports if any of the conditions below are met:

• They have $1,000(US) or more in gross income from unrelated business income, such as advertising revenue, t-shirt sales, etc.

• They employ staff for whom they must pay employment-related taxes.

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Tax Forms For U.S. federal tax reporting purposes, chapter leaders should obtain and complete the applicable forms. For tax-exempt organizations, this would include:

• Form 990, over $100,000 in income

• Form 990-EZ, Short Form, income under $100,000

• Form 990-N (e-Postcard), income $25,000 and under. Due to U.S. legislative changes, PMI chapters who meet the IRS definition of “Small tax-exempt organizations” whose gross receipts are normally $25,000 or less are required to electronically submit Form 990-N, also known as the e-Postcard. This electronic filing must be done even if you are not required to file tax form 990 or 990-EZ because your gross receipts are normally $25,000 or less.

• Form 990-T, Exempt Organization Business Tax Income Return, for chapters having more than $1,000(US) in unrelated business income from activities such as newsletter advertisements (annually).

• Form 941, Employer’s Quarterly Federal Tax Return, for chapters that employ their own staff (quarterly).

The deadline for filing annually with the IRS is 15 May. Obtain forms at the IRS website www.irs.gov. Chapters may request an extension from the IRS and should complete Form 8868 Application for Extension of Time to File an Exempt Organization Return A copy of the chapter’s request for an extension for federal tax filing, when completed and sent to the IRS must be sent to PMI GOC for the chapter’s file. A copy of the chapter’s final federal tax filing, when completed and sent to the IRS, must be sent to PMI GOC for the chapter’s file. This information is required for the chapter’s Annual Charter Renewal and is recorded in the chapter’s records on the Component System. Filing State Taxes Chapter leaders should contact their state taxing authority for specific information regarding state tax exemptions, filing requirements, and forms. States may, at their discretion, grant an exemption from state income tax obligations to organizations, or may recognize the federal exemption within the state. However, some states may not provide any exemptions. A copy of the chapter’s state tax filing should also be sent to PMI GOC for the chapter’s file.

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Chapter leaders should consult with a tax specialist for specific information about taxable and nontaxable activities.

C. Charter Renewal Audit PMI may select a chapter’s Charter Renewal for audit. Submission of the Charter Renewal indicates agreement to comply with audit terms. During an audit, the chapter will be asked to submit documentation such as copies of meeting minutes from the required annual meeting, copies of chapter Board meeting minutes, copies of communication to the membership, copies of election results, documented policies, or more detailed financial information.

These documents must also be made available to all chapter members upon request. Misrepresentations of information provided to PMI on the Charter Renewal will be considered a breach in the Charter Agreement.

In accordance with Article 22 of the Charter Agreement, “PMI shall have the authority to suspend or terminate the chapter’s Charter Agreement upon the determination that the chapter is no longer a viable entity; that the chapter is unable or unwilling to comply with the charter renewal process; or that such an action is in the best interests of PMI and in accordance with applicable policies.” VI. RECOGNITION OF PMI CHAPTER ACHIEVEMENTS A. Chapter Excellence Awards Program PMI values PMI communities and volunteers making contributions to the development and implementation of PMI’s envisioned goal in its strategic plan, “Worldwide, organizations will embrace, value and utilize project management and attribute their success to it." The PMI Chapter Excellence Awards Program recognizes and honors PMI chartered chapters that have made significant contributions to the project management profession and to Project Management Institute. Awards are determined and presented annually at an appropriate venue, usually the North American Leadership Institute Meeting. In order to be eligible for a PMI Chapter Excellence Award, the timely completion and submission of the annual Charter Renewal and Awards Application is required. Chapters must be chartered for a minimum of one calendar year and must meet all Minimum Chapter Performance Criteria. Both PMI chartered chapters and their volunteer leaders may be nominated for awards. A summary of each award, including its purpose, eligibility, criteria, and nominating procedure is available on the Community Leadership Online Community. The deadline and procedure for

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submitting a Chapter Excellence Awards Application will be communicated through Friday Facts, the Community Online Leadership Community, Region Online Communities, and the Virtual Leadership Online Community.

PMI Chapter Excellence Awards Categories:

• Award for Chapter of the Year

o Category I 25 – 300 members

o Category II 301 – 1000 members

o Category III 1001 – 2000 members

o Category IV 2001 or more members

• Award for Collaboration and Outreach

• Award for Member Services

• Award for Volunteer Program

• Award for Volunteer of the Year

B. Recognition in PMI Publications Chapters may seek informal recognition for their achievements outside of the PMI Chapter Excellence Awards Program through the publication of articles related to special events or newsworthy activities. PMI Today accepts article submissions from chapters and regional activities. VII. PMI CHAPTER PROBATION OVERVIEW A. Purpose The PMI Chapter Probation Policy outlines the standards and policy requirements as well as support strategies and services available to assist chapters before, during and after a probationary status for the chapter has been established. PMI will guide chapter volunteer leaders and provide a structure in which chapter governance can be reinforced and supported and insure the rights and benefits to the members are being met. B. Policy Statement PMI chapters that do not meet performance standards or policy requirements may be placed on probation. Causes for probation include:

• Failure to submit the Annual Charter Renewal by the designated due date following repeated attempts to support the chapter in meeting the annual filing requirement

• Failure to meet minimum performance requirements established by PMI within the Charter Agreement

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• Failure to uphold PMI policy as outlined in governing documents, the PMI Policy Manual for PMI Chapters and other applicable and published PMI policies

• Chapters that do not address noted concerns within provided timeframes or participate in PMI’s Conflict Resolution process will be placed on probation.

Probation means:

• PMI may suspend disbursement of dues collected by PMI on behalf of the chapter

• PMI may suspend promotion of the chapter through PMI publications and PMI Marketplace

• Chapter leaders will be ineligible for Leadership Institute Meeting attendance support including travel grants and complimentary registration

• Chapter training will not be promoted or outfaced via PMI’s CCRS Program

• Chapter will no longer receive special pricing, licensing terms, or other benefits offered to PMI Chapters.

C. Process for Placing a PMI Chapter on Probation PMI will prepare a chapter for probationary status by communicating the intent to initiate the probation period. A chapter receiving this notice will be provided a designated period of time to respond to the formal communication. If no response is offered, the chapter will automatically be placed on a pre-determined probationary period. The chapter will receive official notification of the probationary status from the PMI President and CEO. The notification letter will identify the reason the chapter has been placed on probation; official notice that revocation of the charter may ensue if performance does not improve; and the actions required to remove such probation are not taken. During this probationary period, PMI will monitor these chapters with telephone calls and written contact offering advice and assistance. PMI will attempt to contact the President monthly, and schedule teleconferences and face-to-face visits, if possible. Once the probationary period is completed, PMI will re-evaluate the chapter’s performance, and take one of the following actions:

1) Remove probationary status. The chapter may retain its charter and return to active chartered status.

2) Continue probationary status. This alternative would be chosen for chapters that have shown progress and who could reasonably be expected to meet minimum standards within another predetermined time frame.

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3) Revoke charter. The PMI chapter will lose its charter and will be required to dissolve as an organization affiliated with PMI. This final action will be taken when the inability to reorganize the chapter and improve its performance exist. A letter will be sent from PMI to the chapter board informing them of this status, followed by a letter to all members of the organization indicating why such an action has been taken.

The Chapter probation and termination is outlined in the Charter Agreement signed by each chapter in Section 22: 22. Termination PMI GOC shall have the authority to terminate this Charter Agreement upon the determination that the Chapter is no longer a viable entity; that the Chapter is unable or unwilling to comply with the charter renewal process; the Chapter is not delivering value to the membership; or that such an action is in the best interests of PMI and in accordance with applicable PMI policies. Similarly, the Chapter shall have the authority to terminate this Charter Agreement by communicating its decision to do so in writing to the PMI President & CEO. In PMI’s sole discretion, rather than immediately terminating the Charter Agreement, PMI may choose to place a Chapter on probationary status for a specified period; during such time the Chapter must take corrective action to remedy the violation or other reason for placing the Chapter on probation. PMI may suspend support services and benefits to a chapter during the probation period, which may include disbursement of dues collected by PMI on behalf of the chapter, eligibility for chapter leadership to attend PMI Leadership Institute events, promotion of the chapter through PMI publications and PMI Marketplace, and PDU eligibility for chapter events. If not remedied, PMI shall terminate the Charter at the conclusion of the probationary period. As noted in Section 18(d), upon the termination or expiration of this Charter Agreement, Chapter must cease use of all PMI intellectual property, including but not limited to PMI’s name, trademarks, publications and other copyrighted material, and PMI membership information and data, and shall return to PMI any proprietary information in its possession, or alternatively at PMI’s request, shall destroy such information. This prohibition of use after termination/expiration also includes any Chapter name or trademark previously approved by PMI which contains a PMI name, logo, or other trademark. D. Policy Distribution The PMI Chapter Probation Policy is distributed to Chapter Development Department and to all chapter leaders through direct communication. PMI also makes new policies or revisions to existing policies available through the Community Leadership Online Community for downloading and/or reference. Internal:

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VIII. POLICIES FOR MANAGING PMI CHAPTERS A. Chapter Governance/Administration Policies

A1. Chapter Charter Agreement By Definition: The Chapter Charter Agreement is a uniform agreement of affiliation between PMI and each of its chapters. It defines the affiliation between PMI and the chapter organization and the responsibilities and accountability that are expected of each party to the other. The Charter Agreement incorporates into one document those organizational policies with which PMI chapters are required to comply while providing flexibility and adaptability for legal requirements from country to country. This document explains that PMI chapters have the authority and responsibility to develop their own programs, services, and initiatives in support of the overall mission and objectives of PMI. Once a chapter has been incorporated, PMI will have an official Charter Agreement document processed, signed by the PMI President and Chief Executive Officer and mailed to the chapter for signature.

Chapters with Branches Chapters that are chartered as chapters with branches will be issued a Charter Agreement with specific language allowing for the creation of branches and outlining the authorities and limitations placed on branch operations and representation. Existing chartered chapters that undertake the process to become a chapter with branches will be issued an updated Charter Agreement to reflect this change in the chapter’s structure. A chapter must complete the Chapter Formation or Re-organization process as outlined by PMI in order to be chartered and recognized by PMI as a chapter with branches. Please refer to the following URL for information on the process to become a chapter with branches: http://www.pmi.org/en/Get-Involved/Communities-of-Practice/Community-Formation.aspx

A2. Chapter Incorporation/Registration All PMI chapters must become separately incorporated/registered within the jurisdiction in which they primarily conduct their business activities (state, province, region, or nation in which the chapter exists.)

When to Incorporate: All PMI chapters are required to submit their executed Articles of Incorporation or other

applicable document to PMI GOC as part of the chapter formation process, including it as one of the chartering requirements after approval of the chapter’s business plan.

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Potential chapters may not charter until their incorporation documents and other required materials have been filed with PMI GOC.

Considerations for Incorporation:

Some chapters will experience unique challenges in attempting to incorporate in some jurisdictions. These challenges may include: a lack of recognition of not-for-profit organizations; a complex variety of rules, regulations, and processes; or no apparent legal mechanisms for incorporating the organization as a legal entity. In these instances, chapter leaders may request that PMI GOC temporarily suspend the incorporation deadline while the chapter further explores its options. Such requests must be submitted in writing to PMI GOC. This temporary suspension of the deadline does not waive the requirement that the chapter must incorporate or register with an appropriate governmental body.

If a chapter encounters such challenges in the incorporation process, the leadership is

encouraged to contact the Chapter Development Department for assistance.

Submission of Proof/Renewal of Incorporation/Registration to PMI GOC: The executed Articles of Incorporation or other applicable documents must have the seal of the applicable government or must otherwise demonstrate that the applicable governmental body has formally accepted the chapter’s incorporation within the jurisdiction.

Once a chapter is incorporated, the leadership must submit proof of incorporation/registration renewal or proof that it’s incorporated or registered status is still valid with each annual charter renewal.

IRS Requirements of U.S. Incorporated Chapters: Once the chapter has incorporated, the U.S. Internal Revenue Service (IRS) requires the chapter to obtain a new Employer Identification Number (EIN). The IRS’s reasoning is that incorporation changed the type of organization, and thus the organization must obtain a new EIN. The IRS allows organizations to apply for an EIN via telephone and then fax/mail the completed application to the IRS. To obtain Form SS-4, Application for an Employer Identification Number, visit the IRS website at http://www.irs.gov/forms_pubs/forms.html. Be sure to send the chapter’s new EIN to PMI GOC for the records.

A3. Revising and Approving Chapter Bylaws

PMI strongly encourages chapters to review their existing bylaws every three years, or when the governance of the chapter changes. Please refer to the Charter Renewal Requirements. PMI GOC has developed a bylaws template, which is to be utilized as a

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critical resource for chapter leaders so they can revise their own bylaws to meet the requirements of PMI GOC. The bylaws template is posted on the Community Leadership Online Community.

All PMI chapters must have their revised bylaws reviewed and approved by PMI. All bylaws submittals should be sent via e-mail to PMI. The entire review time is approximately four to six weeks.

• It is required that PMI GOC reviews and approves the bylaws before the chapter’s membership votes to approve them.

• Bylaws must be submitted in English for review and approval by PMI GOC.

Process for Revision, Submission, Review, and Approval of Chapter Bylaws: Chapters must follow this process as outlined in order to comply with PMI policy and ensure efficient and timely approval of chapter bylaws:

1. Access an electronic copy of the Chapter Bylaws template (from PMI Community Leadership Online Community)

2. Chapter Board should review the bylaws template and revise existing bylaws accordingly.

3. Submit the chapter’s draft revision to PMI GOC for review.

4. A review process will be conducted by PMI GOC, resulting in possible recommendations and revisions to the proposed draft of the chapter bylaws.

5. Once approved by PMI GOC, present the updated bylaws to the chapter membership for a final vote.

PMI offers chapters the option of using VoteNet, an electronic balloting tool, to conduct vote. The chapter president, or their designee, will need to forward all applicable information to PMI GOC and the respective chapter administrator will set up the ballot, supervise the vote and forward the results to the applicable chapter leader once it has closed.

Chapter must designate that electronic vote can be conducted in by-laws.

6. Notify PMI GOC of membership approval, and staff will update GOC records and upload the member-approved bylaws into the Component System.

Structure of Chapter Bylaws This section outlines the bylaws template detailing the information that is required to meet PMI GOC standards and explain where leaders can exercise flexibility to fit the needs of the chapter organization. Italicized text (denoted with *) provides guidance about articles that must be included for approval and articles that may be modified or eliminated.

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*All sections of Articles I, II, III, and IV should be included and should conform to the language contained in the model bylaws template, unless different language is required by the incorporating jurisdiction. Article I: Name, Principal Office, and other offices. This Article defines the name of the chapter and signifies that it is a separately incorporated organization. The chapter must specify that it will adhere to all legal jurisdictional requirements in which it is included. The location of the chapter must be indicated. Article II: Relationship to PMI. This Article defines the accountability of the chapter to PMI, encompassing all policies and procedures set forth by PMI. The chapter bylaws may not conflict with those established by Project Management Institute. Additionally, the terms of the Charter Agreement established between the chapter and PMI take precedence over those established within the chapter bylaws and any authority granted therein. Article III: Purpose. This article defines the basis for the value of the chapter to its members and to PMI. The chapter’s purposes will be consistent with those of Project Management Institute. The bylaws of the chapter may identify the basis for tax exemptions from governmental tax requirements, which are determined by local jurisdictions. This section also identifies the limitations of the chapter that include, but are not limited to, the authority of the charter agreement and bylaws, the integrity of the PMI membership database, and the responsibility that must be upheld between the chapter and its members. Article IV: Membership. This article specifically defines the composition of the chapter’s membership, the rights and privileges guaranteed with membership, terms and conditions under which membership may be granted and/or terminated; the process for collection of membership dues; and the use of membership data granted to chapters by PMI GOC.

Article V: Board of Directors. *Each section of Article V must appear in the chapter’s bylaws. However, chapter leaders can exercise flexibility with regard to varying the size and structure of the Board of Directors, using different titles for positions and incorporating appointed positions for more flexibility. Appropriate procedures for the removal of directors and filling a vacant position on the Board must be included here at a high level, and further defined in the chapter’s policy manual. It is also highly recommended that chapters only list the positions of President, Secretary and Treasurer, or their equivalent, in the by-laws (as required by US law) and list other board positions in a Board or Chapter Policy Manual. This gives the board the flexibility to add and remove board positions with a vote of the board, instead of the arduous process of revising the chapter’s by-laws (see Section VIII, A3).

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• This article defines the accountability of the organization’s officers, the amount of consecutive terms an officer of the Board may serve, lengths of each term, and functions they are to carry out. Chapter leaders may define officer positions in any manner they wish but are required to identify the authority and accountability of each elected officer position and the bylaws must specify the officer responsible for each of the following functions:

o Chief Executive Officer: one officer must have overall responsibility for the management of the organization and the direction of the organization’s board of directors.

o Secretary: one officer must be the organization’s official record keeper who records and retains board meeting minutes, membership meeting minutes, evidence that the organization has conducted elections as required by the bylaws, etc.

o Treasurer: one officer must be the chief financial officer for the organization who is responsible for overseeing the management of funds.

Article VI: Nominations and Elections. *Each section of Article VI must appear in the chapter’s bylaws. However, chapter leaders may make adjustments to some of the requirements contained in the bylaws template. Chapter leaders should further define the nominations and elections process in a policy manual. This article defines the process through which individuals are nominated for chapter leadership positions and how organizational elections shall be conducted. Additionally, this article prohibits disbursement of PMI or chapter funds for campaign use, further prohibiting any type of organized campaign activities on behalf of any candidate. Article VII: Committees. *Article VII may be included or removed from chapter bylaws at the leaders’ discretion. This article grants authority to the organization’s board of directors to establish committees to assist the board with its work. Each Committee will have a charter and is accountable to the Board.

Article VIII: Finance. *Each section of Article VIII must be included in chapter bylaws. This article defines how the organization will manage its finances, and establish its dues and length of fiscal year. All dues billings, dues collections, and dues disbursements are performed by PMI. Article IX: Meetings of the Membership.

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*Article IX must be included in the chapter bylaws and must comply with the requirements of the incorporating jurisdiction. This article establishes the process for conducting annual and special meetings of the membership. The term “meetings” in this instance means official organizational meetings in which the organization’s members and board of directors discuss and/or act upon organizational business. Association law within the United States requires that boards of directors are to record and maintain official minutes of any meetings of the board at which organizational business is conducted. The official meeting minutes must be retained for the life of the organization and must summarize any key actions taken or issues raised by the board of directors during the meeting.

Article X: Branches of the Chapter (only for chartered Chapters with Branches) *PMI will not approve chapter bylaws, which include this section, unless the chapter has been approved by PMI to charter as a chapter with branches. This section explains how to form a branch, collection of dues, who oversees it, where it is located, and the permission needed to establish it. Article XI: Inurement and Conflict of Interest. *Sections 1, 2, 4 and 5 of Article XI must be included in chapter bylaws; Section 3 may be included at the discretion of a chapter’s leaders. This article is designed to ensure that chapter leaders abide by legal requirements related to the performance of their chapter leadership duties. It prohibits chapter leaders from receiving any personal pecuniary gain from their involvement with the organization. It clarifies that chapter leaders may be reimbursed for actual and reasonable expenses associated with their performance of their leadership duties. It also allows chapter leaders to be reimbursed for actual and reasonable expenses associated with their involvement in a particular chapter activity (e.g., granting an honorarium to a leader who speaks at a chapter meeting). Lastly, it requires that chapter leaders disclose any real or potential conflicts of interest they may have related to the organization and its business to the board of directors and that those leaders refrain from voting on or influencing votes on issues that relate to that conflict of interest.

Article XII: Indemnification. *Chapter bylaws must include each section of Article XII. This article establishes parameters within which the chapter may protect its leaders from any legal actions resulting from their service to the chapter. There are three important exceptions to this protection:

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1. The leader must have acted in good faith and in the best interest of the organization.

2. The leader’s actions must be consistent with legal requirements.

3. The leader may not be protected when legal action is initiated by the chapter.

This Article also states that the chapter may obtain insurance to protect against exposure to liability for the organization, its property, and its representatives. Article XIII: Amendments. *Each section of Article XIII must be included in the chapter’s bylaws. Chapter leaders may change some of the language to suit chapter needs or to ensure that the language is consistent with the legal requirements and options in the jurisdiction in which the chapter is incorporated. However, it is important to note that PMI and chapter members must approve any amendments to the chapter’s bylaws, in accordance with the process defined in the previous section of the Policy Manual. This Article details the process for amending the chapter’s bylaws. Article XIV: Dissolution. *Each section of Article XIV must appear in the chapter’s bylaws. This Article identifies the steps that the organization will take should it dissolve for any reason.

A4. Insurance Coverage for PMI Chapters Article 12 of the Charter Agreement states, “Each Chapter is required to have and maintain comprehensive, general liability insurance coverage. The Chapter is also encouraged, but not required, to seek other corporate protections, including, but not limited to, bonding for financial accounts and professional liability insurance for officers and directors. At its sole discretion, PMI reserves the right to obtain insurance coverage for Chapters and/or to subsidize the insurance of Chapters.” To ensure that chapters and their volunteer leaders have adequate protection against potential exposure to liability, PMI GOC makes available insurance coverage on behalf of all PMI chapters. PMI GOC subsidizes coverage for new chapters and those with limited financial resources. PMI secures and pays for the chapter insurance each year and then invoices chapters in July. PMI works diligently with PMI’s Insurance Broker to ensure that the policies, information, and coverage provided are sufficient and are continuous with a 13-month term from [1 January through 31 January]. Within the United States: All PMI chapters that are based within the United States, its territories and possessions are provided with two types of insurance coverage (see Overview of Insurance Coverage):

• Commercial General Liability

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• Professional Liability (Director’s & Officer’s Insurance) Outside of the United States: All PMI chapters that are based outside the United States, its territories and possessions have two policies (see Overview of Insurance Coverage):

• International (Foreign) Commercial General Liability • Professional Liability (Director’s & Officer’s Insurance)

Chapter Insurance information is posted to the Community Leadership Online Community site under "Chapter Insurance." You will also find the FAQ document for answers to commonly asked questions about coverage, invoicing, and claims.

Local Primary Compulsory Coverage The PMI insurance coverage for PMI chapters is in excess of local primary compulsory coverage. This is true for chapters based within or outside of the United States, its territories, and possessions. PMI works with PMI’s Insurance broker to ensure that the policies, information, and coverage provided are sufficient. However, certain types of coverage must be obtained locally either through a local insurance broker or directly from the insurer. Chapter leaders should investigate if there is a need for compulsory insurance in their area and obtain insurance coverage to meet this requirement. If a chapter obtains additional insurance policies, the policies must be sent to PMI for the chapter’s records.

Overview of Insurance Coverage for PMI Chapters: Professional Liability Coverage (“Directors and Officers Liability”)

• Provides insurance protection for the chapter board of directors and other volunteers either appointed or elected and chapter employees.

• This coverage protects the chapter’s representatives from liability for actions performed within the scope of their position as a chapter director, officer, or member. This coverage will not cover actions that are illegal and/or are outside the scope of their position as a chapter director, officer, or member.

• Refer to the “Limits of Liability” section within the actual insurance policies to determine exact insurance coverage amounts.

• All chapter leaders should read the policies in full in order to understand the terms and conditions of this insurance coverage.

• Chapters must pay $25,000 retention amount prior to claim being processed.

Commercial General Liability Coverage (US & Canada)

• Provides insurance protection to the chapter, its board members, and other volunteers of the chapter, in the event of accidents or other unfortunate mishaps during a scheduled chapter event.

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• For example, if a member falls and is injured, the chapter will be covered for such an accident, as long as the terms and conditions documented in the policy are met.

• Other areas covered under this policy include: bodily injury, property injury, personal injury and advertising injury, independent contractors, contractual liability, and host liquor liability.

• Refer to the “Limits of Liability” section within the actual insurance policies to determine exact insurance coverage amounts.

• All chapter leaders should read the policies in full in order to understand the terms and conditions of this insurance coverage.

International Coverage (Commercial General Liability – Outside US & Canada)

• Provides insurance protection to the chapter, its board members, and other volunteers of the chapter if there are accidents or other unfortunate mishaps during a scheduled chapter event.

• For example, if a member falls and is injured, the chapter will be covered for such an accident, as long as the terms and conditions documented in the policy are met.

• Some other areas of coverage included are premises operations, vendor liability, host liquor liability, broad named insured and unintentional errors in disclosure. For the complete summary of coverage, chapter leaders should read their policies in full in order to understand the terms and conditions of the coverage.

• Refer to the “limits of liability” section within the actual insurance policy to determine exact insurance coverage amounts.

• All chapter leaders should read the policies in full in order to understand the terms and conditions of this insurance coverage.

Coverage Applicable to All Policies

• Coverage applies to PMI chapter events held at non-PMI locations (e.g., anything outside of PMI’s Global Congresses).

• Coverage does not include any physical locations owned or leased by any chapter of PMI (unless the lease is for a physical location for less than seven [7] days), nor does it cover any property of the chapter or individual members. The person or entity holding an interest in the property must obtain insurance coverage.

• Coverage does not include employee liability benefits or workers compensation insurance for employment. This coverage should be obtained within a chapter’s local jurisdiction. Laws surrounding employee benefits and workers’ compensation vary from each location; thus, it is best to obtain them within a chapter’s local jurisdiction.

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• For the complete summary of coverage exclusions, chapter leaders should read their policies and summaries in full in order to understand the terms and conditions of the exclusions.

Certificate of Insurance When sponsoring any gathering of chapter members or other chapter-sponsored event, all PMI chapters should apply for a Certificate of Insurance. A copy of the certification of insurance application form (Event Checklist Form) is included with the insurance package when the policies are distributed. This application form can also be downloaded from the Community Leadership Online Community. A Certificate of Insurance is usually required by hotels, restaurants, and other meeting facilities to document that your chapter does have adequate insurance coverage. PMI has a well-established process in place with the insurance broker and it is easy to get the requested Certificate of Insurance. A copy of this application will be kept on file at PMI GOC. Invoicing and Payment Insurance invoicing and distribution are the same for all PMI chapters, as described below. Chapters that have been chartered for one calendar year or longer, and have a minimum cash balance of $2,500(US) reported in the Financials section of the Charter Renewal, are invoiced for a portion of this insurance cost. The account balance for each chapter is determined from the amount reported on the chapter’s annual Charter Renewal financial report or annual tax filing.

Payment for Chapter Insurance is due to PMI by 1 November of each year. As a convenience to chapter officers, PMI can deduct the $200.00(US) insurance payment from a chapter’s monthly dues transaction. The chapter must make this request in writing. A receipt is provided for each chapter that uses this easy payment option. All chapter insurance payment information is uploaded to the Component System for the chapter’s permanent files. You will find the information under "Business Records-Insurance Records."

A sample invoice and copies of the insurance policies are posted during the second quarter of each year to the Community Leadership Online Community site at http://leadership.community.pmi.org/Pages/Default.aspx.

Leaders are encouraged to review these policies for coverage information and limits. After reviewing these policies, chapter Board members will need to determine if additional coverage is needed to ensure coverage from potential liability exposure. Any additional coverage obtained is a direct expense of the chapters.

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A5. Creating/Revising a Logo for a PMI Chapter The chapter’s logo establishes brand identity and visibly identifies the chapter as an organization affiliated with PMI. PMI GOC has created a Standards Guide for PMI Chapter Logos, which chapters may utilize to design a chapter logo that not only uniquely identifies the organization but also aligns it with PMI.

Process for Design, Submission, Review, and Approval of a PMI Chapter Logo All PMI chapters revising or creating new PMI Chapter Logos must follow this process to receive PMI approval. Use of unapproved logos by a PMI chapter is not permitted.

1. The Standards Guide for PMI Chapter Logos is available through the PMI Marketing Portal under “Customize PMI Letterhead and Business Cards”. Chapter leaders should carefully review the guide prior to submitting a logo for approval.

2. When you are ready to submit your proposed chapter logo or have a question, Chapters should email an EPS (Encapsulated Postscript) file of the logo to ChapterSupport@pmi.org.

Logo submissions should not include any accompanying text or be contained within letterhead or other marketing material; a color or black and white (B&W), and/or both styles of logos may be submitted for approval. Only the style of the logo that is submitted will be approved.

3. The logo will be reviewed, and PMI GOC will provide comments, suggestions, and/or approval to the chapter in a timely manner.

4. PMI GOC will provide an approval letter containing the approved logo to the chapter.

5. Once PMI GOC has approved the chapter’s logo, then the logo may be used on websites, chapter brochures, and correspondence.

Considerations for Chapter Logos

• It is strongly suggested that the chapter consider contracting a professional graphic design agency when creating a chapter logo. The designer can be provided with the Standards Guide for PMI Chapter Logos and templates to design a logo, which meets the specified graphic requirements. The designer can also insert the logo into other materials, such as letterhead, newsletters, mastheads, business cards, mailing materials, etc. which can also be found in the Marketing Portal.

• Logos are best designed in a graphic design software program.

• Chapters have some flexibility in the creation of a chapter logo within the constraints of the PMI Brand Identity Guidelines and the industry standards of commercial printers. These standards and criteria must be taken into consideration in your design. The terms and concepts described in the Standards Guide for PMI Chapter Logos are those commonly used in professional graphic design. A design agency or offset printer will be familiar with this terminology.

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• PMI GOC cannot provide direct assistance with creating chapter logos, although they can refer chapter leaders to vendors that are familiar with the Standards Guide for PMI Chapter Logos.

* PMI Brand Identity Guidelines can be found under the “Brand Resources” section of the Marketplace.

Trademarks/Copyrighted Material Trademark Registration of Chapter Logo Prohibited PMI is the sole and exclusive owner of the trademarks “PMI” and the PMI logo. Under the Charter Agreement with PMI, PMI Chapters are permitted to include the stylized “PMI” trademark contained within the PMI logo in the design of their Chapter logos for the purpose of identifying and acknowledging their affiliation with PMI. However, no PMI Chapter is permitted to apply for trademark registration for its Chapter logo or any other trademark containing PMI registered trademarks. Registration of a Chapter logo as a trademark could create confusion with PMI’s global identify and could interfere with the registration of PMI’s own trademarks. The graphic that the chapter uses as an icon cannot be a trademarked or copyright image unless it is an original work created by the Chapter or for non-original works the chapter has obtained written permission from the owner of such trademark or copyrighted material to use it as part of the chapter logo. Chapters must research and confirm that the image selected is not trademarked or copyrighted before the logo is submitted for review. For example, the Sydney Opera House in Sydney, Australia is both a trademarked and copyrighted image, and any representation of it requires permission of the owner. Other landmarks, famous artists’ works, and icons used as part of a sport team’s logo are additional examples of images that would be subject to trademark and/or copyright laws and licensing. When using stock art or clip art images, the chapter must be sure to confirm that the images are “royalty free” and are not subject to usage restrictions.

A6. Chapter Name Change Policy If an existing PMI chapter is considering a name change, the chapter leadership must contact PMI staff to express its intent to change its name before initiating any process for changing its name.

Considerations for Chapter Names PMI staff will ask the leadership to consider the following:

1. Has a new name been determined yet? If not, the chapter may wish to survey the membership to determine if a name change would be supported and collect possible names at the same time.

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2. If a new name has been determined, inform PMI staff to ensure the proposed name will not cause confusion with an existing PMI chapter and is consistent with applicable PMI guidelines, etc. PMI staff will communicate whether there are any concerns that may prevent the chapter from changing its name. The chapter may then continue with the process outlined below.

3. If confusion with another chapter exists, then the leadership will be directed to consult with the chapter whose name creates a conflict. The dialog should address whether any confusion is prevalent and, if so, provide solutions for resolving the confusion.

• The name of a PMI chapter should accurately reflect the area designation of the chapter. Changes to chapter names should be made to provide greater clarity to these area designations or reflect changes to the area designation of the chapter.

• PMI chapter names must include “PMI” or “Project Management Institute,” as well as the type of chapter in order to clearly establish the affiliation with PMI and to define the relationship between the chapter and the Institute.

• Examples

o PMI Washington, DC Chapter

o PMI California Central Valley Chapter

Clearly defined geographic area, affiliation and chapter type.

o PMI Bayside Chapter

Unclear geographic area (there are many “Bayside” locations globally)

o PMI Antarctica

Unclear affiliation or entity (this could be a PMI office or chapter)

Resolving Potential Chapter Name Conflicts If PMI staff sees a conflict with an existing chapter, PMI staff will contact the chief executive officer of the chapter with the established name to request a written statement explaining why the chapter does not support the name change of the requesting chapter. The requesting chapter will be permitted to respond to that statement. Based on a review of both written statements, PMI management will make a determination regarding the organizational name change and will communicate its decision to both the existing and requesting chapter leaders.

Key factors in making this decision will include:

• Are there other options beside the potentially confusing name that may be considered?

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• Has there been a change to the area designation of the chapter and does the proposed new name better reflect this new area?

• Will the name change affect the existing chapter’s ability to sustain a viable organization?

* PMI’s preference is that the leaders involved in the discussions will resolve any disputes or concerns among themselves.

Name Change Process In order to officially change the chapter’s name, the following steps must be taken:

1. Submit a Chapter Name Change Form (Chapter Development Form A3) to PMI staff for approval. Expanded or changing geographic territories for Chapters with Branches will require the submission of a Chapter Area Designation Form (Chapter Development Form A2), and may require the approval of a business case demonstrating how the chapter will support the new area.

2. Submit revised bylaws with the new name to PMI staff for approval.

3. Once the bylaws have been approved by PMI, the chapter membership must approve the bylaws via a vote.

4. Once the membership has ratified the bylaws, the chapter must update documentation with the new organizational name. Documents that require updating include:

• Articles of Incorporation/registration within local jurisdiction

• Bank account with financial institution

• Tax documentation with tax authorities (national and local, if applicable)

• Marketing materials, including website.

5. The chapter must forward to PMI staff the updated incorporation/registration documentation (containing the new name) for PMI’s official chapter records.

A7. Chapter Dissolution Possible Causes for Dissolution

Dissolving a PMI chapter is often a difficult decision, but in some cases it may be the only viable path for a chapter to pursue. The decision to dissolve a chapter may result from one of the following circumstances:

• The current slate of officers is no longer interested or able to serve in their positions, and there is no interest from the chapter membership to take on the leadership of the chapter.

• Leadership is in place and willing to continue in their roles, but the membership has decreased and continues to decrease despite multiple attempts to revitalize the chapter. (This could be due to lack of membership interest, a highly

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transient membership population, or change in the industry/employment environment, including lack of employer support for member dues or participation or the relocation of a company/operations center.)

• The chapter leaders and members have decided that it would be more beneficial to combine resources and merge with another PMI chapter rather than continue to function independently. (This can include chapters becoming branches of another existing chapter, which still necessitates the dissolution of the branch chapter.)

• The chapter has consistently demonstrated the inability to meet the minimum performance criteria as outlined in the charter agreement, despite multiple attempts to meet these requirements

Processes for Chapter Dissolution No Active Board in Place

1. PMI staff will attempt to contact the last set of officers on file to confirm the status of the organization.

2. If PMI staff is successful with contacting the last recorded chapter board members, PMI will work with these individuals to first try to determine if enough interest exists to revitalize the chapter. If it is determined that no interest exists among the current board of directors and the chapter membership, PMI will then work with this group to dissolve the chapter (see Dissolution Step-by-Step).

3. If PMI staff is not successful with contacting the last recorded chapter board members, PMI staff will communicate with the current chapter membership informing them of the current status of the chapter and soliciting volunteers to step forward and reestablish the chapter. If no volunteers come forward, PMI staff will work with the last recorded officers to have the chapter dissolved (see Dissolution Step-by-Step).

For Chapters Merging If the chapter is merging (may include becoming a branch) with another PMI chapter, the following steps will need to be taken. Please note that chapters must follow procedures for merging in the jurisdiction in which they are incorporated/registered. In certain situations, where the merging of the chapters impacts a large geographic territory or a large number of members/potential members, or there is a decision to establish branches of the merged chapter, PMI will require the submission and approval of a Multi-Year Business Plan. This will be determined on an individual basis. 1. If the merger creates a new entity, both of the existing organizations generally must

legally dissolve, and the new entity established would need to follow the appropriate registration/incorporation procedures or make the necessary revisions to their current registration/incorporation documents. It is suggested that both

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chapters consult with the appropriate officials regarding their incorporation/registration.

2. Members of both chapters must vote to approve this merger, either at a called meeting, by mail ballot or by electronic ballot.

• The process must be consistent with balloting procedure requirements of the jurisdiction in which the chapters are registered/incorporated. Both chapters should refer to the approved bylaws for established balloting requirements.

3. A letter from both chapters will need to be sent to Chapter Development outlining the steps that were taken by these chapters to come to this agreement, as well as the actual results agreed upon. Both presidents/chairs of the chapter involved should sign this letter.

4. A letter will need to be sent to Chapter Development documenting the following information:

• Acknowledging that the transfer of accounts has occurred and the amount that was transferred.

• The second chapter will accept the members of the dissolving chapter into the continuing entity in exchange for this transfer of assets. It is important to note that there will not be any extension of membership expiration dates. The same member expiration dates will be used when they are transferred to the new chapter.

5. The merging of both chapters is complete after PMI staff receives the revised bylaws of the newly structured chapter highlighting the necessary changes in its geographic coverage. A new area designation form (Chapter Development Form A2) will need to be attached to the chapter’s charter as an addendum. If the merger has resulted in a new chapter, or a chapter with branches, a new charter agreement with PMI would also need to be executed.

Dissolution Step-By-Step The following steps outline the dissolution process, which must be executed in either of the two scenarios described above, as well as in all other circumstances requiring chapter dissolution: 1. The chapter members need to approve the motion to dissolve the chapter, in

accordance with the governing documents of the chapter. This may require a special meeting of chapter members to address and vote on this issue. This announcement and vote may also be handled by mail or electronic ballot, per the chapter bylaws. PMI will need a formal letter from the chapter regarding the issues at hand and the result(s) of the member vote. *PMI may be able to support electronic balloting through shared services. Chapter leadership may contact PMI staff for assistance with these services.

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2. If the chapter was assigned a government identification number or filed any other type of tax related applications (i.e., tax exemption), the chapter needs to inform the appropriate governmental authorities regarding the chapter’s dissolution.

3. The chapter will need to file appropriate notices of dissolution with the applicable governmental bodies in the jurisdiction in which the chapter is incorporated. This may also entail filing notices in newspapers, legal publications, etc.

4. Once all bills and other financial obligations have been met, the remaining assets will need to be forwarded to the designated entity highlighted in the chapter’s bylaws, (this could be a charitable organization, another professional association, another PMI chapter or to PMI GOC). This group must be a not-for-profit entity.

• If no specific entity is identified, then the members or the board (in accordance with the bylaws) need to designate a not-for-profit entity.

• All checking and savings accounts should be closed at this time. Please note that chapters should not close accounts until all outstanding checks have cleared the bank.

• All other assets (i.e., certificates of deposit, money market accounts) will need to be transferred over to the designated not-for-profit organization by either transferring the investment or cashing in the investment and then transferring the funds to the designated entity.

5. PMI staff should be copied on the correspondence accompanying this transfer of funds.

6. If the chapter is required to file tax reports with applicable governmental bodies, this requirement may apply during the fiscal year in which the chapter dissolved. For example, if the chapter dissolved in September, it may be required to file a tax report for its activities between January and September.

The leaders need to make a provision for maintaining the chapter’s files for a minimum of three years in case any questions arise or any governmental authorities decide to conduct an audit. The responsibility of maintaining these records falls with the volunteer leaders, not with PMI GOC.

A8. Strategic Alignment, Planning, and Reporting As affiliates of PMI, Chapters are required to demonstrate alignment to the PMI Strategic Plan. This is done through the Strategic Alignment, Planning, and Reporting process, including the annual submission of a Strategic Alignment Scorecard.

Definitions/Acronyms SAPR Strategic Alignment, Planning, and Reporting (SAPR) Process ensure all PMI chapters align to PMI’s Strategic Plan/ Balanced Scorecard objectives. Chapters are aligned when each of the services received by its members is associated with a PMI Strategic Plan Objective.

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Core Services Core Services are defined within the Catalog of Core and Extended Services as activities/benefits that have been identified by members as the minimum expectations to be met by PMI chapters. Target metrics are pre-defined, although chapters may set targets exceeding these thresholds. These services may be delivered in a variety of ways. Extended Services Extended Services are defined within the Catalog of Core and Extended Services as activities/benefits that may be delivered by the chapter above and beyond the minimum expectations to be met by PMI chapters. The Catalog does not include an exhaustive list of such services. Once a chapter has consistently demonstrated high performance in delivering Core Services, the chapter should begin to plan for the delivery of Extended Services.

PMI Chapter Business Plans Newly forming, transitioning, or re-organizing PMI chapters must complete and obtain approval on a multi-year business plan. This activity is intended to help the chapter by documenting a plan for sustainable success in the virtual or geographic environment in which the chapter delivers value. Within chapter formation, this business plan must be submitted using PMI’s template for ease of review and approval. The template may also be used by existing chapters that wish to complete this activity in support of operational alignment.

Existing chapters that are not re-organizing to become a chapter with branches are not required to submit a multi-year business plan to PMI Global Operations Center for approval. It is strongly recommended, however, that all chapters create and maintain this plan as a part of the Strategic Alignment, Planning, and Reporting (SAPR) process. This is, in fact, the “P” in “SAPR.”

The value of business planning is in execution and update of the plan to reflect changes and progress. A solid business plan can be used to:

• focus the resources of the chapter to achieve prioritized objectives

• support successful volunteer transition/succession planning

• present supporting data to obtain key resources

• communicate the vision to key stakeholders.

Once completed, the business plan should be reviewed and updated at least annually to ensure that the chapter is positioned for continuous improvement and success.

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* The Chapter Development Department can supply chapters with the MYBP template, which is a business planning template with suggested sections that should be identified.

A9. PMI’s Conflict Resolution Program Complaints and disputes can be time consuming and if not addressed, can create distrust in the organization and its leadership. Unresolved complaints and disputes may also lead to reduced membership and to financial loss if they lead to litigation or the need to retain legal counsel. It is critical for chapters to have a thoughtful process in place to address issues before they escalate into something more serious. In order for the resolution of grievances and disputes to be effective, the members must have trust in an unbiased process and the good faith of the Board of Directors. The Board of Directors, as a member-elected body, is the most appropriate body to achieve this goal, and oversee the process. PMI requires that each chapter adheres to the Conflict Resolution Program when the dispute cannot be resolved by and/or within the chapter board of directors. General Guidelines The Program consists of multiple steps: 1. The first step entails the parties’ attempt to resolve their Dispute informally between or amongst themselves.

2. If the first step is unsuccessful, the second step entails at least one party notifying the

CDD, who will then help the parties try to resolve the Dispute.

3. If these efforts are also unsuccessful, the next step is to have the parties go through a formal mediation process. The CDD will select a mediator from among the PMI Volunteers trained in mediation and schedule the mediation. If the Dispute is resolved, a written agreement memorializing the resolution will be prepared and signed by the disputants. If the Dispute is not resolved through mediation, and the mediator after consulting with the parties or either party believes (after speaking with the mediator and the CDD) that additional sessions would not be worthwhile, then that party may notify the CDD that the mediation has been unsuccessful.

4. If mediation does not resolve the Dispute, then the final step in the process, if any party desires to pursue further dispute resolution, is binding arbitration. An arbitrator chosen by the parties will render a final, binding decision regarding the dispute.

*Please see the complete PMI Conflict Resolution Program document on the Community Leadership OLC for detailed information.

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B. Membership Policies for PMI Chapters

B1. Membership and Prospect Database Information Policy PMI chapter leaders receive daily membership and prospect information from the Institute’s database via the Chapter Reporting System (CRS).

For chapter membership management purposes this information includes:

• Member List Report - A listing of all current members by:

o Chapter

o Company

o CoP Area of Interest

o Postal Code

o Industry

o Membership Class (Individual or Student)

o Volunteer Area of Interest

• Member Detail Report – A listing of members with full demographic information by:

o All Chapter Members

o New Members in the Last 60 days

o Upcoming Renewals in the next 60 days

• Member Credential Report* – A listing of members which can be sorted by:

1. Credential Type - PMP, CAPM, PgMP, PMI-ACP, PMI-RMP, PMI-SP or No Credential

2. Credential Time – All Chapter Members with Credentials, New Credentials Granted (Last 60 Days), Credentials About to Expire (Next 60 Days) and Credentials which have Expired.

Contained with the report includes the following details about each member:

o PDUs Approved

o PDUs Needed

o Earned Date

o Expiration Date

o Status

• Membership Transactions – Individual and Student Members Transactions (New, Renew)

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• Chapter Transactions – Chapter specific transactions (Dues Payments, Travel Grants, Insurance Deductions)

*PMI sends regular communications to all PMI credential holders prior to their expiration in 30, 60, 90 day increments; PMI suggests sending chapter communications for the same purposes on different intervals, perhaps, 75, 45, 25 day increments. For chapter recruitment and promotional purposes, this information includes:

• Prospective Member Detail Report – Provides the ability to sort by:

o Membership Recently Expired - Chapter members who have not renewed their PMI and/or chapter memberships within the 60 days

o Non Chapter Members - PMI members who are eligible to belong to the chapter (e.g., in the Chapter’s geographic area) but have not yet joined the chapter;

o Non PMI Members - Individuals who are non-PMI member, non-chapter members who are eligible for PMI membership and chapter membership residing in the Chapter’s geographic area.

This information is vital for chapter leaders to communicate with and track existing members while also reaching out to potential members. Using this information also has important implications for members and prospective members who may want to know about chapter activities but who do not want their contact information widely distributed. These policies have been established to clarify questions regarding the use of the Membership and Prospect Database information by chapters. The Membership and Prospect Database includes information provided through the CRS, as well as through other means (e.g., electronic communications or hard copy).

1. Member Notice and Consent Regarding Use of Application Information

Every member who joins PMI is required to submit a completed application form with payment of all applicable dues and fees. The information collected on that form is designed to assist PMI and the chapter leaders in serving our members (members are notified of this on the application form). Members also may specifically communicate to PMI on the application form whether they wish to be excluded from mailing list rentals and PMI directories. Information about members’ exclusion decisions is also provided to chapter leaders so that they also honor members’ requests to be excluded from designated items.

2. Monthly Membership and Prospect Database Listings for PMI Chapters

PMI charters chapters to further the purposes of the Institute. Chapter membership is open to, and limited to, any eligible PMI member who meets the qualifications for such chapter membership and who pays applicable chapter dues. Membership in

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any chapter is voluntary, and members may join as many chapters as they wish. In order to join a chapter, an individual must be a member of PMI. Chapters may establish membership dues at their discretion and under policies and procedures established by PMI. All chapter membership dues are billed and collected by PMI GOC and then distributed to the appropriate chapter in a timely manner. PMI provides monthly Membership and Prospect Database listings to help chapters:

• Track and communicate with their members;

• Account for membership dues disbursed from PMI to the chapters;

• Recruit and retain members for the chapter.

Permitted Use of Membership Data Examples of appropriate uses of the Membership and Prospect Database include, but are not limited to:

• Chapter meeting announcements;

• New member welcome letters;

• Membership renewal “thank you” letters;

• Newsletters and other membership communications;

• Chapter election ballots.

Chapters should take into consideration that members may not want the contact information they provide to be listed or posted in electronic format without the members’ prior consent. Examples of uses, which may be appropriate after members have received reasonable notice of the planned activity and have had the opportunity to have their contact information excluded include, but are not limited to:

• Chapter membership directories in hardcopy format • Member contact information on chapter websites.

**NOTE: Whenever chapters publish membership directories—whether in hardcopy format or online a disclaimer similar to the following should be incorporated: Warning! This list is for official PMI [Chapter name] use, as well as individual communication of a networking nature by PMI members and potential members. Use of this information for any other purpose, including but not limited to reproducing and storing in a retrieval system by any means, electronic or

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mechanical, photocopying or using the names, addresses, e-mail addresses and phone numbers for any private, commercial or political mailing is strictly prohibited.

Chapters should also make sure that their publications are copyright protected, consistent with the laws of the country in which the chapter is incorporated/registered. Non-permitted Use of Membership Data Examples of uses, which are not appropriate, include, but are not limited to:

• The sale or release of Membership and Prospect Database listings and/or information to any third party (except in accordance with Sections 4 and 5 of this policy)

• The use of mailing lists by chapter officers, board members, appointed committee members, or other authorized representatives to promote services, products or other offerings in which those individuals have a personal, financial, or other interest

Chapter leaders are expected to take appropriate measures to ensure that members who requested to be excluded from mailings, directories, and other communications are not included in those activities and that all future requests to opt-out of receiving such communications will be honored. Chapter leaders will keep accurate records of member preferences to ensure the proper administration of all opt-out requests. Leaders with questions regarding the appropriate use of Membership and Prospect Database listings and information should contact the PMI Chapter Development Department for technical assistance in advance of the proposed activity.

3. Privacy Issues

PMI chapters should investigate whether the jurisdiction in which they are incorporated/registered has other specific privacy protections that may relate to the use and publication of membership and prospect information. Since there is the potential for significant variations in such requirements, chapter leaders should investigate the regulations within their specific jurisdictions.

4. List Exchanges among PMI Chapters

PMI chapters may exchange Membership and Prospect Database listings with other PMI chapters to promote chapter-sponsored activities consistent with Section 2 of this policy. Any lists exchanged among chapters should exclude those members who have asked that their contact information not be shared.

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5. List Exchanges with Other Organizations PMI chapters may exchange membership listings only with other organizations with which the chapters have established collaborative relationships, provided the following conditions are met:

• Prior to acceptance and execution of a cooperative agreement or other

formal relationship with a non-PMI entity, the chapter leaders shall employ a fair process for full and open exchange and communication with PMI GOC. Minimally, chapter leaders should address the following issues:

o The agreement between the chapter and the non-PMI entity clearly states the terms and conditions related to the use of PMI-related membership listings.

o Chapter leaders should receive communications or other materials that are to be sent by their collaborative partners to PMI members and prospective members prior to the dissemination of such communications or materials.

o Any information provided must exclude those PMI members who have asked that their contact information not be shared.

o Information regarding prospects who are not members of the chapter or of PMI must be excluded from such exchanges. Prospect information is provided solely for chapter recruitment efforts.

• As part of their efforts to encourage employers to support their employees’ involvement in PMI and its chapters, chapters may share appropriate membership information with those employers.

o Such information is limited to the total number of employers’ participating employees who are members but must also respect the confidential nature of the members’ information. Thus, chapters should provide only a total count of employees who are PMI or Chapter members.

o Under no circumstances may individual PMI customer information be shared with an employer without an individual’s permission.

6. Sale of Lists to Third Parties (PROHIBITED)

Chapters are strictly prohibited from selling PMI-related Membership and Prospect Database listings, as well as any information, products or services derived from the Membership and Prospect Database listings, to any third party.

7. Mailing List Rentals for Members Outside of the Chapter’s Designated Area

Chapters may rent from PMI the mailing list for PMI members who are outside of the chapter’s designated geographic area and whose names are not included in the

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Membership and Prospect Database listing provided to the chapter by PMI. Such mailing list rentals may only be used for specific purposes, such as promoting chapter educational events. Information on how to request for mailing list rentals can be found on the PMI website (http://www.pmi.org/About-Us/Sponsorships-Advertising-Direct-Mail-Lists.aspx).

8. Ownership of Information

Any information pertaining to PMI membership, including but not limited to: databases, lists, mailing labels and reports, which is provided by PMI to the chapter, may be used only in connection with the authorized, lawful business of the chapter, consistent with the terms of the chapter’s charter with PMI. Such information is considered confidential and shall not be shared with or distributed to individuals or business entities outside of PMI, except with the prior, written permission of the PMI President and Chief Executive Officer.

9. Confidential Information

Chapters shall maintain the confidentiality of any and all of PMI’s confidential, sensitive or proprietary information or data (collectively, “confidential information”). Such confidential information remains the property of PMI and is furnished to the chapter in confidence and solely in connection with the chapter’s affiliated relationship with PMI. Upon termination of its affiliation with PMI for any reason, the chapter leaders will immediately deliver to PMI all written or electronically stored documentation, including copies of, or concerning, confidential information, and shall make no further use of such confidential information and shall make reasonable efforts to ensure that no further use is made by the chapter or its representatives of such confidential information. The chapter’s confidentiality obligations shall survive the expiration or termination of its affiliation with PMI.

C. Financial Policies for PMI Chapters

C1. Chapter Dues Setting Dues for PMI Chapters Upon being granted “Potential Status,” new PMI chapters are encouraged to set a membership dues amount to offset the costs of operations, services, and activities offered by the chapter. In accordance with the terms of the Charter Agreement with PMI, chapters may not establish membership categories which do not align with the active membership categories described in PMI’s bylaws.

Factors to consider in setting a chapter’s dues amount:

• PMI accepts payments for chapter dues in whole U.S. dollars and in Euros.

• Chapters may set two different dues amounts for regular and student members (at a reduced rate). Please note that only the regular chapter dues amount will appear on the PMI application (hard copy and online).

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• Types, mode, and quantity of services offered

• Costs associated with conducting business and holding events in the chapter’s location

• Newly established chapters will not have operational reserves to draw upon and may want to set higher dues within the first couple of years to build out reserves for unforeseen financial downturns and to offset the costs associated with starting a chapter (website development, library purchases, graphic design, etc.)

Changing PMI Chapter Dues Amounts PMI chapters can change their dues amounts once per year. All changes must be communicated to PMI according to the schedule outlined below in order to take effect on 1 January of the next calendar year.

• PMI sends out a communication to all chapter leaders in the third quarter of each calendar year soliciting any dues changes for the following calendar year, to be effective 1 January. Notification shall be sent via Friday Facts and announcements posted to the Community Online Leadership Community.

• Chapters must submit dues changes for the following year by 1 September.

This early notification enables PMI membership invoices to reflect revised chapter dues. Since the first invoice is sent two months prior to the expiration date, the new dues amount is reflected on invoices produced at the end of October and November. These dues changes are also reflected on the PMI membership application, which is reprinted on a quarterly basis (January, April, July, and October).

Collection of Dues for PMI Chapters PMI collects all dues on behalf of chapters. This is done to ensure that chapter members are members of PMI in good standing, as per PMI membership policy and in accordance with the terms of the chapter’s Charter Agreement with PMI.

• Invoicing and payment processing: PMI invoices and collects all PMI membership

dues, including chapter membership dues. All payments are required to be paid directly to PMI. Note: PMI prohibits chapters from collecting dues directly from members.

• Chapter membership requirements: To join a PMI chapter, one must be a current member of PMI. No dues will be collected or processed for PMI chapter membership if the individual is not a current PMI member in good standing.

• Membership expiration: The expiration dates of PMI chapter memberships are always aligned with the individual’s PMI membership expiration date. PMI members may not join a PMI chapter in the last three months (90 days) of their current membership period unless the member renews at that time.

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• Insufficient payment of membership dues: In the case that an individual submits an incorrect dues amount with either his or her membership application or renewal, PMI will follow one of the following actions:

o If the shortage amount is under $15(US), the individual will be processed for the chapter and PMI memberships. Membership dues for the chapter shall be processed in full. PMI staff will contact the individual in order to receive the remainder of the balance, which will then be applied toward the payment of his or her PMI membership.

o If the shortage amount is over $15 (US), PMI will not process membership for either PMI or the chapter. PMI staff will contact the individual alerting him or her to the insufficient payment.

Chapter leaders can assist PMI with collecting the correct dues amount by distributing current PMI membership applications at chapter functions, or by directing individuals to apply for membership online.

• Incorrect processing of chapter membership: If PMI incorrectly processes an individual into a chapter, the individual’s membership and the respective dues amount will be transferred to the correct chapter.

• Membership transfer: If an individual incorrectly joined a chapter or wishes to transfer is or her membership to another chapter at a later date, no dues will be transferred.

• Membership refunds in case of resignation: In the event that a member resigns, PMI and the chapter shall not refund membership dues.

PMI Chapter Membership Dues Disbursal Chapter membership dues are disbursed in one of three ways: • Automated Clearing House (ACH) – United States Based Chapters Only • Wire Transfer – Chapters Based Outside of the United States • Check (monthly, quarterly, bi-annual) – this method is available to all chapters,

although is not preferred due to the potential for mail loss

Note: Payment shall be made in the name of the PMI chapter, and may not be made to an individual officer or other person(s). All chapters should consult with their banks to identify any service fees associated with receiving electronic transfers or checks.

Automated Clearing House (ACH) Chapter dues are electronically transferred from PMI to the bank account of the chapter.

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To sign up for an ACH, the chapter leadership should submit to PMI an application form and a copy of a cancelled check or savings deposit slip. It is critical to ensure that the information provided for this service is correct. If information is provided incorrectly by the chapter, the funds will not be transferred electronically and the applicable fee(s) charged by PMI’s bank to PMI will be automatically deducted from the chapter’s next dues disbursal payment. If PMI submits the incorrect information, the chapter is not responsible for paying the fee. Further information can be downloaded from the Community Leadership Online Community.

Wire Transfers The months when these wires are sent are established by PMI GOC and are subject to change. If the months of distribution are to change, PMI GOC will communicate with the respective chapters at least 30 days prior to the effective change date. To sign up for a wire transfer, chapter leadership must submit a wire transfer application to PMI. It is critical to ensure that the information provided for this service is correct. If information is provided incorrectly by the chapter, the funds will not be transferred electronically and the applicable fee(s) charged by PMI’s bank to PMI will be automatically deducted from the chapter’s next dues disbursal payment. If PMI submits the incorrect information, the chapter is not responsible for paying the fee. Wire transfers are available in limited currencies. Consult the wire transfer information on the Community Leadership Online Community for a complete list of currencies and further information.

Reconciling Dues Received PMI chapters can reconcile dues payments by viewing a copy of the “Transaction Report” in the monthly Data Exchange Program (DEP). This report lists all the dues transactions (in U.S. dollars) that occurred within a one-month period for the PMI chapter.

D. Program/Promotions Policies for PMI Chapters

D1. PMI Chapter Book Ordering Information PMI Chapters are eligible for a 50% reseller discount off the list price of most books published by PMI. Many PMI chapters utilize this discount to supply materials for their professional development and training events, conferences or tradeshows, or to maintain their Chapter libraries. Chapters may pass this discount on to their customers, or sell the products at full price as a way to raise funds for their organization.

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Commercial titles that PMI resells from other publishers are not eligible for this discount. Orders must be coordinated at the organizational level and placed by a designated officer from the chapter. This is an organizational discount for the chapter and not an individual discount for the chapter leaders. Therefore, chapter leaders purchasing books for their individual will qualify for the PMI member price only. PMI logo item PMI/Wiley Co-Published titles and OPM3® Online (single-user or multi-user versions) are not eligible for this discount. Other items may be excluded from this discount at PMI’s discretion.

• Single titles or mixed titles published by Project Management Institute. • Standard payment terms are net 30 days for credit customers. Prepayment via

credit card, check or wire transfer is required for all other customers.

• Books in print are returnable for credit up to one year from invoice date (no refunds unless damaged or defective). A restocking fee of 10% of the retail price of the returned books will be deducted from the credit memo when 50% or more of the original quantity ordered is returned. Out-of-print titles are returnable for credit at the item’s original purchase price for a period of six months after item has gone out of print. All return shipments must be pre-paid by the customer.

• List prices are subject to change without notice. Discounts are subject to revision or cancellation without notice. All discounts are off list prices of books as they exist at the time orders are placed.

Ordering Instructions To receive the PMI Chapter discount, books must be ordered by a current board member/officer on behalf of the PMI Chapter. Web orders must be paid using a credit card. During the checkout process, there will be a checkbox to indicate that you are a chapter leader purchasing on behalf of your chapter. By checking this box, the appropriate discount will automatically come off the eligible items in your shopping cart. Orders that are paid via check, wire transfer or purchase order must also be submitted directly to the PMI Book Service Center. The current board member/officer on behalf of the PMI Chapter must place the order to qualify for the discount. PMI BOOK SERVICE CENTER P.O. Box 932683 Atlanta, GA 31193 USA Tel: +1 866 276 4764 (U.S.) / +1 770 280 4129 (Global) Fax: +1 770 280 4113 E-mail: info@bookorders.pmi.org When placing an order be sure to include the following details: • PMI Community number • Book title • ISBN number of book • Quantity

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• “Ship to” name, address and phone number • Billing and payment information Special shipping instructions (Include any information that is required by Customs in your country for books coming from the U.S. If any special forms or documentation are required, be sure to include those as well. If you are using a third-party broker, please include that information as well.)For convenience, a special Chapter Book Order Form is available for download (Adobe® PDF) from the Community Leadership Online Community under Shared Documents. To place an order via e-mail or fax, send all order details (listed above), or the completed order form, to info@bookorders.pmi.org or fax to +1 770 280-4113, Attn: PMI Community Orders. Telephone orders will be taken during normal business hours, Monday–Friday, 9:00 a.m.–5:00 p.m. Eastern Time (GMT -4 Daylight / GMT -5 Standard). Call +1 866 276 4764 if calling from the United States, or +1 770- 280 4129 from anywhere in the world. To submit an order via postal mail, please send all order details (listed above), or the completed order form to the PMI Book Service Center at the address below:

PMI Book Service Center Attn: PMI Chapter Orders P.O. Box 932683 Atlanta, GA 31193 USA

Payment Instructions 1. Checks must be payable to PMI and must in U.S. dollars and drawn on a U.S. bank.

Please reference sales quote or invoice number on check. 2. Credit card • American Express • Diner's Club • Discover • MasterCard • Visa

3. Net 30 Billing: After establishing a prepaid sales history with PMI (at least three orders prepaid), PMI Chapters may ask PMI to establish a credit limit so that they can place orders and be invoiced for payment later. A completed credit application must be submitted to PMI and must include at least three credit references. If the application is approved, payment terms are net 30 days. Chapter’s will revert back to prepay status if the account exceeds 30 days past due. If an account is inactive for more than 12 months, the Chapter’s will be considered a new customer and will have to reapply for credit. Purchase orders for invoiced customers are accepted via fax or mail after a customer has established a credit relationship in conformity with PMI's credit policy.

4. Wire transfers payable to PMI. Please reference sales quote or invoice number. Wells Fargo

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217 W. Baltimore Pike 2nd Floor Media, Pennsylvania 19063 USA Phone: +1-610-891-1088 Fax: +1-610-891-1065 Account Number: 2014183097209 Routing Transit Number: 121000248 Swift Code: WFBIUS6S

5. Chapter Dues Transfer: Chapter’s may elect to use dues funds to pay for books. A. Chapters must have adequate funds in their PMI dues account to cover the cost

of the book order.

B. Chapter officer must approve the request.

C. Chapters must be in good standing with PMI.

If you would like to discuss this option further, contact the PMI Bookstore Administrator at dotti.bobst@pmi.org.

D2. Use of PMI Logo Only PMI GOC may approve or allow the use of the PMI logo. Please note that the PMI logo indicates communications and programs sponsored by PMI. Except as permitted under Section VIII.A.5 of this Policy Manual to create/revise a Chapter logo which may incorporate portions of the PMI logo, the PMI logo may not be used on chapter websites, newsletters, directories, banners, letters, etc. For such communications the Chapter logo must be used to avoid any confusion regarding the origin of such communications.

All requests to use the PMI logo must be forwarded to PMI’s Legal Department.

Please see “Use of PMI Intellectual Property” policy for further usage guidelines. D3. Use of PMI Intellectual Property - Trademarks As PMI grows and becomes more widely recognized and respected as the world’s leading professional association in the area of project management, its intellectual property (its trademarks and copyrighted written materials and products) increases in value, and PMI must use its best efforts to protect these assets. PMI chapters can help us in these efforts by properly using and attributing PMI trademarks and copyrighted material in accordance with the guidelines provided below. These guidelines are designed to provide chapters with general information on the proper and permitted use of PMI’s intellectual property. Specific questions not addressed herein regarding proper use of PMI marks or its copyrighted materials should be directed to PMI’s Chapter Development Department and PMI’s Legal Department.

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PMI Trademark Usage The purpose of a trademark is to allow its owner to differentiate its products, goods, or services from those of others; trademarks also serve to help consumers in identify the source of a product, good, or service. A valid mark may be registered for an owner to use exclusively in conjunction with the owner’s product, good, service. The unauthorized use of a mark in a confusingly similar manner constitutes trademark infringement. However, third parties can use a trademark without specific authorization from the owner to refer to the trademark owner’s products or services, as long as proper attribution to the mark and owner are given and there is no confusion as to the source of the good, product, or service associated with the mark.

For more information, please review the Trademark Usage Guidelines on the PMI website.

Definitions:

Mark: The term “mark” includes any trademark, service mark, collective mark, or certification mark.

Trademark: A trademark is a word, phrase, logo, other designation, or a combination thereof used by an organization to identify or distinguish its products from those of another. The term “trademark” is also used generically to refer to any type of mark. An owner of a trademark may prevent others from using the trademark without the owner’s consent.

Service Mark: A service mark is a word, phrase, logo, other designation, or a combination thereof used by an organization to identify or distinguish its services from those of another.

Collective Mark: A collective mark is a word, phrase, logo, other designation, or a combination thereof used by members of a particular association or group to indicate membership.

Certification Mark: A certification mark is a word, phrase, logo, other designation, or a combination thereof used to indicate that the user has met specific qualifications established by the certifier.

A. List of PMI Marks For a list of PMI Marks with the appropriate usage guidelines and restrictions, please refer to PMI.org. This list is subject to revision and shall be refreshed as needed. B. Guidelines for Use of PMI Marks by PMI Chapters

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(i) Proper Use of PMI Trade or Service Marks. Under the terms of their Charters, all PMI Chapters have been granted permission to use PMI trade or service marks for legitimate, non-profit Chapter purposes, except as otherwise stated elsewhere in this Manual(especially Section A5)the Chapter Charter Agreement, the PMI Standards Guide for PMI Chapter Logos, or other Chapter Documents. All such uses of PMI trade or service marks by PMI Chapters will be in a fair and appropriate manner, consistent with the terms and requirements of this policy and all applicable laws and regulations. In addition, all such uses will conform to the guidelines for use of PMI marks by PMI, as set forth above. Chapters may not use PMI trade or service marks in conjunction with any third parties, or to sponsor or endorse any non-PMI products or services without the express written permission of the PMI CEO. (ii) Alterations of PMI Trade or Service Marks Only upon the prior, express, written authorization of the PMI CEO may PMI Chapters be permitted to alter a PMI trade or service mark in a specific, designated way (e.g., including the Chapter name in the PMI logo). For specific guidelines on creating/revising a logo for a PMI Chapter, refer to the PMI Standards Guide for PMI Chapter Logos, and Section A5 of this Chapter Manual. (iii) Proper Use of PMI Certification Marks PMI will permit PMI Chapters to use PMI certification marks only to describe, or refer to, the Institute’s Certification Programs. No other use of PMI certification marks is permitted. Any permitted uses of PMI certification marks by PMI Chapters will be in a fair and appropriate manner, consistent with all applicable laws and regulations, including the terms and requirements of this Policy. (iv) Use In Conjunction with Third Parties. PMI Chapters may not use the institute’s trade, service or certification marks, or modified versions thereof, in any manner whatsoever with any third party, including businesses and vendors, without obtaining prior, express, written permission from the PMI. However, third parties are free to use PMI text marks (i.e., not logos) to refer to PMI products and services, as long as such references are truthful, fair, not misleading, and comply with these guidelines. (v) Trademark Registration of Chapter Logo Prohibited PMI is the sole and exclusive owner of the trademarks "PMI" and the PMI logo. Under the Charter Agreement with PMI, PMI Chapters are permitted to include the stylized "PMI" trademark contained within the PMI logo in the design of their Chapter logos for the purpose of identifying and acknowledging their affiliation with PMI. However, no PMI Chapter is permitted to apply for trademark registration for its Chapter logo or any other trademark containing PMI registered trademarks. Registration of a Chapter logo as a trademark could create confusion with PMI's global identity and could interfere with the registration of PMI's own trademarks.

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C. Examples of Correct and Incorrect Usage of PMI Marks

(i) PMI certification marks are intended to be used by authorized individuals to show that they have achieved the respective certification. When a certification mark is used immediately following a certificant's name, for example on business cards, the registration symbol and attribution statement need not appear. (ii) PMI and third parties may use PMI’s certification marks when referring to the respective examination or certification. In such case, the first appearance of the mark should include the words spelled out, followed by the mark in parentheses with the appropriate trademark symbol.

Examples: Project Management Professional (PMP®) certification. Certified Associate in Project Management (CAPM®) exam.

(iii)To be properly protected, a mark should not be used as a noun – it should be used as an adjective with a generic term following it, e.g., PMBOK® Guide, PMP® certification, PMI® Seminars, etc. Therefore, use of PMP and PMPs is discouraged in favor of “PMP® certificant” and “PMP® certificants. (This rule does not apply to slogans or logos, however, as they generally stand alone.)

CORRECT INCORRECT Refer to the PMBOK® Guide. Refer to the PMBOK® PMI® Certification Program PMI® [with no generic term] PMI’s certification program PMI®’s certification program PMP® certificants PMPs; PMPs®

(iv) When a registered mark is properly used in connection with goods or services for which it is registered, the registration symbol ® should be used. If a registered mark is being used in connection with new products or services for which it is not yet registered, use TM or SM instead of the ®.

(v) Trade names are the business names of companies and are often used as trademarks as well. If “PMI” is being used to refer only to the Project Management Institute, Inc., it is being used as a trade name rather than as a trade or service mark. A trade name is a noun; therefore, the trade name “PMI” may be used in the possessive case, while the trademark may not.

CORRECT INCORRECT PMI’s by-laws The PMI® by-laws PMI is the world’s leading… PMI® is the world’s leading…

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(vi) Third parties may not incorporate any PMI mark or logo into their own product names, services, trademarks, logos, company names or domain names, and may not adopt marks or logos that are similar to PMI’s marks and logos.

CORRECT INCORRECT pmcertificate.com pmpcertificate.com

Only third parties expressly authorized by PMI to use a PMI logo (e.g. by executed agreement) may use such logo. In such cases, only the PMI approved artwork for the specific logo may be used.

D. Attribution Statement. Each document or product (whether in print or electronic form) in which any PMI mark appears (e.g., in marketing materials, white papers, advertisements, press releases, brochures, Web site pages, etc.) should contain an attribution statement at or near the first appearance of the mark, or if multiple marks appear, in a logical and prominent place within the document.

(i) If the registration status and type of mark are known, the attribution statement

should appear in the following form: ______________ is a [registered] mark of Project Management Institute, Inc.

(ii) If the registration status and type of mark are not known, or if multiple types of marks must be listed, the attribution statement may simply take the following form, provided, however, that the registration symbol appears with each registered mark in the document:

_______, _________, __________, and _________, are marks of Project Management Institute, Inc.

D4. Use of PMI Intellectual Property – Copyrighted Materials

Copyright laws give an author or owner of an original work the exclusive right to reproduce, distribute, or otherwise license the right for others to use the original work for non-personal purposes. All Standards, Periodicals, and Books produced or published by PMI are PMI copyrighted materials and are protected under copyright law. If a third party wants to copy, reference, or reproduce any PMI materials in another work, they must first ensure they have permission from PMI in the form of an agreement. Requests to obtain copies of, or to use, PMI copyrighted materials should be directed to the appropriate department at PMI as directed below. For research and symposia papers

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presented at PMI events, authors retain the copyright in such works and grant PMI a license to publish.

A. Guidelines for Use of PMI Copyrighted Material by PMI Chapters

(i) Reproduction and Distribution of PMI Copyrighted Material. (a) Photocopies. Under the terms of their Charters, all PMI Chapters have

been granted permission to photocopy and distribute certain PMI copyrighted materials, or portions thereof, for legitimate, non-profit, internal Chapter related use (excludes training to non-members and any external or commercial activities). • These materials are limited to individual chapters of the PMBOK®

Guide and articles from PM Network, PMI Today, and Friday FACTS.

• Chapters may distribute such materials only to Chapter members and may not charge any fee for such reproductions other than a reasonable charge designed to cover duplication and distribution costs.

• Chapters may reproduce these materials in print or electronic formats; however, if such materials are to be placed on the Internet, they must be placed on a secure, password protected section of the Chapters Web site and may not be made available to the general public over the Internet or through any other electronic means. Chapters must provide full notification of PMI’s copyright in the reproduced material.

(b) Reproduction of Periodicals in Chapter Publications.

• Chapters are permitted to reproduce the text content from all PMI Today and Friday FACTS in original publications or products created by Chapters.

• Chapters may reproduce, as part of an original Chapter publication, an unlimited number of articles per year from the PMI publications PM Network, and Project Management Journal at no charge and no specific permission request to PMI is needed.

• Chapters may reproduce text only for above items and are not permitted to reproduce photos, artwork, charts or graphs. Chapters may reproduce these materials in print or electronic formats; however, if such materials are to be placed on the Internet, they must be placed on a secure, password protected section of the Chapters Web site and may not be made available to the general public over the Internet or through any other electronic means. Chapters must provide full notification of PMI’s copyright in the reproduced material.

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(c) Reproduction of Materials from PMI’s Standards.

• Chapters may reproduce a permanent selection of 15 figures and 5 excerpts (up to 650 words of text from one sub-section of a work) from PMI Standards, excluding Section and Chapter headings.

• As an added benefit, Chapters are permitted to reproduce definitions from the PMBOK Guide Glossary. Chapters are not required to request permission from PMI and are not charged for these limited uses.

For more extensive use material from PMI’s Standards (including reproduction of section and chapter headings, use of graphics, and translations), Chapters must request permission from PMI using the Permissions Form at the following link:http://www.pmi.org/Home/Forms-Permissions.aspx Upon request from a Chapter, PMI will permit such Chapter to reproduce graphics and additional material from PMI’s Standards free of charge, so long as the publication or product is distributed to Chapter members only. Any products, training, or other services offered to non-members will be licensed under the regular permissions pricing.

(d) Third Party Use Prohibited. Chapters may not use, license, assign,

convey any PMI copyrighted materials in any manner whatsoever with any third party, including businesses and vendors, without obtaining prior, express, written permission from PMI and the payment of such fees as PMI may determine.

(ii) Derivative Works

(a) Definition. For the purposes of this policy, a “derivative work” is a product or publication (a) that contains 35% or more of the material from a PMI publication, or (b) that follows the structure and arrangement of material as the PMI publication, or (c) in which PMI material comprises 50% or more of the total content of the Chapter’s product or publication (regardless of whether it contains less than 35% of the total content of the PMI publication from which it is derived), or (d) a translation of a PMI product or publication from one language to another language. For purposes of this definition “PMI material” means the actual text of the PMI publication and does not refer to underlying concepts or ideas being expressed.

(b) Internal Chapter Use. Upon request by the Chapter, PMI will grant the

Chapter permission to create derivative works at no fee or royalty on condition that the derivative work will be distributed to Chapter members

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only for legitimate, non-profit, Chapter-related purposes and provided that (a) the Chapter has obtained a written contract from PMI expressly authorizing the derivative work on such terms and conditions as PMI in its sole determination may require and (b) the Chapter charges no fee for its product, except for reasonable costs for reproduction. Such requests must be submitted through PMI’s online permissions form: http://www.pmi.org/Home/Forms-Permissions.aspx .

(c) Use with General Public or Third Parties. Upon request by Chapter, PMI will

grant Chapter permission to create derivative works for a fee and/or contingent upon the payment of a royalty where the derivative work will be distributed to persons other than Chapter members provided that the Chapter has obtained a written contract from PMI expressly authorizing the derivative work on such terms and conditions as PMI in its sole determination may require.

(d) Copyright Notice. All derivative works must contain a notice stating that the

work is a derivative of the applicable PMI material(s) and that it has been produced with the permission of PMI.

Except for translations of PMI publications (in which PMI owns the copyright), the PMI Chapter(s) creating the derivative work will actively obtain and own the copyright in that work, and will be responsible for registration of that copyright with the United States Copyright Office, or appropriate foreign government office.

PMI Chapters holding a copyright in a derivative work will be required to immediately notify PMI in the event of any infringement of either the PMI copyright, or the derivative work copyright, by a third party; and cooperate with PMI with respect to any action taken by PMI concerning such infringement.

Two (2) copies of the derivative work must be forwarded to PMI upon publication of the derivative work. Chapters may not use, license, assign, or convey any derivative works based on PMI copyrighted materials in any manner whatsoever with and/or to any third party, including businesses and vendors, without obtaining prior, express, written permission from PMI.

Any uses of derivative works based on PMI copyrighted materials not permitted under the terms of the Chapter Charter require the prior, express, written permission of PMI.

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(e) Licensed Translations. PMI will not grant any Chapter or other entity the right to translate the PMBOK Guide into languages in which PMI publishes an official translation. However, for other languages or publications, PMI will entertain requests to translate the materials on an unofficial and nonexclusive basis. All requests for the right to translate PMI materials must be made in writing to PMI. Copyright and all other rights in the licensed translation will belong to PMI. The Chapters and any individuals or entities assisting the Chapter in the translation process of any PMI publication and must complete a Copyright Assignment assigning copyright in the translation to PMI, which is signed by the individuals who have authored, or are authoring, the derivative work in favor of the Chapter.

Once a request for a translated work has been approved by PMI, PMI and the Chapter will enter into a written agreement, consistent with the terms of this Policy, which will permit the translated work. No oral permissions may be granted.

D5. Leadership Institute Meeting – Complementary Registration Policy PMI provides a single complementary registration to PMI chapters for each Leadership Institute Meeting (LIM). The complementary registration is provided through the use of a special registration code, which is sent to the president or chair of the chapter. Use of the single complementary registration may be designated by the chapter president or chair for any chapter officer, and may not be used more than once. It is the responsibility of the president or chair to provide the code to the designated officer for use.

Chapters with Branches Chapters that are chartered as Chapters with Branches are eligible to receive an additional complementary registration for each branch to attend the LIM in the chapter’s region. Chapters must have achieved “Potential” status (received PMI approval of a Multi-Year Business Plan for a chapter with branches) in order to be eligible for this benefit.

E. Website Policies for PMI Chapters

E1. PMI Chapter Web Services (CWS) Provider Program The Chapter Web Services (CWS) Provider Program is a website hosting and support option available to all PMI chapters.

The CWS Provider Program enables chapters to contract with providers of web services that have been qualified, tested, audited and approved by PMI. PMI does not set price, nor pay for/offset cost for the CWS Provider Program. CWS providers will provide standardized web services that are integrated with PMI’s secure central IT systems including:

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• Single-sign-on (SSO)

• myPMI member profile

• Universal search function linked to pmi.org

• Syndicated pmi.org content

• Direct links to PMI applications (VRMS, CCRS, event calendars)

Program materials are available in the Chapter Web Service Provider Program folder on the Community Leadership Online Community. Please direct questions or requests for further information to chaptersupport@pmi.org.

E2. PMI Chapter Websites: Hosting and Designing Guidelines PMI chapters are required to establish and maintain a website for marketing, communication, and membership purposes. PMI provides various services and considerations for PMI chapters embarking upon website development. Chapters that wish to make use of PMI’s brand guidelines for website development can access HTML code recommendations and general design guidance by visiting PMI.org/MarketingPortal. Click in the “Resources” section to find these tools. General questions about types of website design software or any other questions regarding design of chapter websites may be e-mailed to web_usability@pmi.org. Restrictions to PMI’s Service: All HTML pages for a chapter website are to be developed by the chapter. PMI does not offer file transfer protocol (FTP) access to upload website files.

Hosting with an Internet Service Provider (ISP) When hosting with an ISP, more advanced capabilities may be available for the chapter’s website such as online forms, database-driven pages for member areas, and surveying and discussion groups. When researching ISP providers, verify costs; monthly hosting fees will vary greatly depending upon the chapter’s individual support needs. Domain Names Domain names must clearly identify the chapter as the sponsor of the website and not PMI. PMI recommends using “PMI” and the chapter’s name or acronym in the domain name, as shown in the following examples:

• www.pmibuffalochapter.org • www.pmiswoc.org

The “.ORG” extension is also recommended in the domain to identify the chapter as a not-for-profit organization. It is not acceptable to use domain names that may misrepresent the chapter.

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For example, consider a chapter based in Latvia:

Appropriate domain names: • www.pmilatviachapter.org • www.pmilvc.org • www.pmi-lvc.lv

Inappropriate domain names: • www.pmilatvia.org. • www.pmi.lv

These are not appropriate, as they appear to represent a PMI office or service center in Latvia, rather than the chapter.

The chapter’s domain name requires a fee. There are services available for domain hosting, which charge nominal fees and are used by many PMI chapters, including VeriSign and GoDaddy. PMI does not host registered domain names. Designing the Website For the PMI Style Guide and information on designing a PMI chapter website, please reference the PMI Marketing Portal: http://www.pmi.org/About-Us/PMI-Marketing-Portal.aspx The chapter must use the logo that has been approved by PMI GOC on the chapter website. For further information on PMI chapter logos, please reference section VIII.A5 of this manual or visit the “Resources” section of the PMI Marketing Portal. PMI’s logo may be used on the chapter’s website, but only as a link back to PMI’s Home Page. Links to the PMI Home Page must open to a new/separate browser window. All web content published by PMI chapters must adhere to PMI’s electronic use and intellectual property policies (see section D3 “Use of PMI Intellectual Property” above). Failure to abide by these requirements is grounds for PMI to take further action, such as refusing to upload the page or removing the page from PMI’s server. Any use of PMI’s intellectual property must be properly marked. PMI will review chapter websites on an ongoing basis to ensure compliance with PMI’s intellectual property policies.

E3. PMI Chapter Websites: Linking to the PMI Home Page Chapters are permitted, and indeed encouraged, to link to PMI.org on agreement to the terms and conditions listed below.

Terms and Conditions Affecting Web Links from Chapters to PMI.

1. Proper Form of Link: PMI chapters are permitted to link to PMI’s Home page using

one of the following forms: the name “Project Management Institute,” the initials “PMI,” or the PMI Logo.

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2. No Misrepresentations: A PMI chapter may not misrepresent its relationship with

PMI or present false or misleading impressions about PMI. 3. No Framing: PMI chapters will not place PMI web pages in a “frame” within their

own websites without specific written permission from PMI. 4. No Negative References: PMI chapters may not make negative or disparaging

references to PMI, its services or its members or otherwise compare PMI, its services or its members unfavorably to others.

5. No Objectionable Content: PMI chapters’ websites must not contain, or link to,

content that may be interpreted as libelous, obscene, or criminal, or which may infringe or violate any third party rights.

6. Protection of Marks: PMI chapters may not use PMI names, marks or other

materials in a manner that is likely to cause confusion with another source or to dilute or damage the reputation or image of PMI.

7. Proper Use of PMI Logo: PMI chapters’ use of the PMI logo for linking purposes will

conform in all respects to the logo usage guidelines. The PMI Logo may only be used as a link to the PMI Home Page and not to link to any other portion of the PMI Website. Contact PMI Community Development staff to obtain a copy of the guidelines before establishing the link. If linking to an overview page on the PMI Website, please use appropriate text to name the overview section.

8. Indemnification: PMI shall have no responsibility or liability for any content

appearing on the chapter’s website. PMI chapters agree to indemnify and defend PMI against all claims arising out of or based upon its web-site.

9. Right to Revoke: PMI reserves the right at any time and in its sole discretion to revoke this right and request that the chapter remove from its website any link(s) to the PMI Website.

Amendment to Terms and Conditions: PMI reserves the right to amend these linking terms and conditions at any time. By continuing to link to the PMI Website, the chapter agrees to abide by the linking terms and conditions then current, as well as other legal terms of use and conditions on the PMI Website, as amended from time to time. F. Social Media Guidelines PMI supports more than 270 chapters and more than half a million project managers around the world. Chapters support and encourage all project management professionals to pursue a new balance of global and local best practices, relationship building and sharing resources. For many members, chapters are the true “face” of PMI. Social media can be an exciting and

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powerful way for chapters to connect to members and potential members. This guide is designed to provide PMI chapters with best practices as they implement and manage their social media properties. As a companion document to these guidelines, PMI recommends reading the PMI Social Media Guidelines for Volunteers acting in an individual capacity, which contains links to many additional social media resources. Brand standards, applied consistently, help PMI project a strong identity and differentiate PMI from its competitors. Proper use of the PMI logo on the web, including social media spaces, is critical to maintenance of brand standards. Chapters can benefit from PMI’s efforts around branding by visually identifying themselves with the PMI brand. Most social networks identify posts by using a square graphic image known as a ‘profile picture’ or ‘avatar.’ The chapter logo icon may be used alone as an avatar on social media websites; however, the PMI identity must be included in any social media pages or group names; for example, “PMI Delaware Valley Chapter,” not “Delaware Valley Chapter.” The Standards Guide for PMI Chapter Logos, as well as many other helpful resources for chapter leaders, can be accessed at PMI.org/MarketingPortal . *See complete Social Media Guidelines document in Appendix A. G. Educational Activity Policies for PMI Chapters Chapters may provide PDU eligible educational activities under the policies listed below. PMI chapters choosing to compete in the commercial training space with for-profit educational providers may formally register as R.E.P.s. PMI chapters that enroll as R.E.P.s will be subject to specific guidelines, additional fees, and audit controls. For more information regarding the R.E.P. Program, please visit the R.E.P. section of the PMI Website at http://www.pmi.org/Professional-Development/REP-Become-a-Registered-Education-Provider.aspx Chapters that have not registered as an R.E.P. may not claim to be an R.E.P., use the R.E.P. logo, or provide commercial scale training.

G1. Giving Category A Professional Development Units (PDUs) for PMI Chapter Events A Professional Development Unit (PDU) is the measuring unit used to quantify approved learning and professional service activities related to project management. One (1) PDU is earned for every one hour spent in a planned, structured learning experience or activity. Fractions of PDUs may be reported as .25 increments following one full hour.

All PMI chapters can issue PDUs for their programs and events. There are two types of PMI Chapter Events:

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• Events qualifying for 1 to 2 PDUs (i.e., Chapter Monthly Meetings, Webinars, etc.)

o No event registration by the chapter is necessary. Chapter does not enter event into the R.E.P. Database.

o Option: At their discretion, PMI chapters may report the 1to 2 PDUs for those PMPs who attended their 1 to 2 PDUs events by using the “PMI Chapter: 1to 2 PDU Event Group Reporting Form”

• Events qualifying for 2 or more PDUs (i.e., Workshops, Seminars, Professional Development Days, Conferences)

o All PMI chapters must register events qualifying for 2 or more PDUs in the R.E.P. database and issue Category 3 PDUs to their attendees.

* A PMI chapter should display the approved chapter logo to promote their respective events qualifying for PDUs. The R.E.P. logo is restricted for use by registered R.E.P. organizations only.

Procedures for PMI Chapters to Give PDUs Please see document entitled “Procedures for PMI Chapter Events: Giving Professional Development Units (PDUs)”

Services/Resources Although chartered PMI chapters do not have to enroll as an R.E.P., they will have access to the following services/resources:

1. PMI chapters have access to the online Continuing Certification Requirements System

(https://ccrs.pmi.org) to register and maintain their chapter’s events of 2 PDUs or more. To access the site, insert Chapter ID Number (4 digits) and Password. If you do not know these numbers, please contact the Chapter Development Department.

2. Leaders of PMI chapters can access the Continuing Certification Requirements System through the PMI website (https://ccrs.pmi.org).

Chapter Training Quality Assurance Program The PMI Chapter Training Quality Assurance Program (CTQAP) is designed to promote brand and quality consistency in training across all PMI chapters, to instill a level of confidence across our global chapter community and to ensure that our members receive exceptional value when they choose a PMI chapter for their training needs. The CTQAP will require an independent review once every three years and include only a review of certification exam preparation courses, to include PMP, ACP, PGMP, PFMP, RMP, SP and OPM3. The program will ensure that every chapter that provides certification exam preparation training meets specific quality standards in the content development and designing of course material; development of learning objectives, instructor selection, course evaluation, marketing and awarding of PDU’s.

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Quality assurance is defined as the following three items: 1) the measure of performance, 2) value and consistency and 3) PMI intellectual property compliance.

The program will consist of a review of classroom, distance learning and/or conferences where certification exam preparation is delivered by chapter volunteers. There will be a separate review for each method of delivery, as the quality criteria would differ depending on the respective delivery method. Questions: For PMI chapter training questions (registering PDU events, issuing and claiming PDUs) and for general questions concerning the PMI Continuing Certification Requirement (CCR) Program, contact:

Project Management Institute 14 Campus Boulevard Newtown Square, PA 19073-3299 USA Telephone: +1-610-356-4600 E-mail: customercare@pmi.org Fax: +1-610-356-4647

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Summary of Criteria & Requirements

Criteria Requirements

1.0 Organizational Responsibilities

Chapters that provide certification exam preparation courses should have the requisite resources, facilities, and administrative support to effectively provide training.

2.0 Course or Educational Product Development and Content

To ensure that high quality project management courses are being offered for certification exam preparation training. Knowledge Experts shall develop and/or review all course content prior to delivery to the general public.

3.0 Course or Educational Product Delivery and Instructor Evaluation

To ensure that identified learning objectives will be met and appropriate instructional delivery methods are chosen for the course. In addition, course instructors should be chosen based on proven expertise in the field and their ability to facilitate learning.

4.0 Awarding of Professional Development Units (PDUs)

To ensure that participants are awarded the appropriate number of Professional Development Units (PDUs) upon completion of a course. Confirm that the assignment of PDUs is uniformed and that PDU values for courses are assigned based on industry-accepted methods of contact hour equivalencies.

5.0 Course Evaluation and Improvement

To ensure that courses being offered by chapters meet participant expectations and achieve their stated Learning Objectives. Chapters should have a process in place for continuously improving their courses based on student evaluations, external audits, or other monitoring methods.

6.0 Marketing Representations

To ensure that chapters act in an honest, ethical and professional manner in their dealings with PMI and the public, and that the relationship between PMI and the chapter is accurately and clearly represented to the public. Chapters should strictly adhere to the PMI intellectual property guidelines, per the chapter policy manual and the chapter charter agreement.

* For more detailed information please see complete Chapter Training Quality Assurance Program Guide in Appendix C

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G2. Excerpt from PMI’s Advertising Policy: “Claims Regarding PMI’s Certification Program”

The following is an excerpt from PMI’s Advertising Policy. PMI chapters conducting PMP®

preparation courses/classes should review this policy and align activities accordingly. To reference the PMI Advertising Policy in its entirety, please visit the PMI Website at: http://www.pmi.org/~/media/PDF/Media/ADVERTISING_POLICY.ashx

PMI especially values the integrity and reputation of PMI’s Certifications Program, including the Project Management Professional (PMP®), Certified Associate in Project Management (CAPM®), Program Management Professional (PgMP®), PMI Scheduling Professional (PMI-SP®), and PMI Risk Management Professional (PMI-RMP®) credentials. In order to ensure that PMI’s credentials continue to be of great value to individuals engaged in project management, PMI requires that advertisements may not contain false or misleading statements regarding PMI’s credentials and/or their requirements (consisting of academic education, work experience, formal project management education, willingness to sign and abide by a professional code of ethics, satisfaction of continuing education/professional development requirements, and passing a multiple-choice examination concerning project management). Advertisements may not state or imply that an Advertiser’s product or service is the sole prerequisite to the attainment of a PMI credential; they must reflect that attainment of a PMI credential requires an individual to meet all of the specific requirements noted above. PMI prohibits Advertisers from making statements claiming or implying that a PMI credential may be achieved over a short time frame or with little effort as these types of statements denigrate the reputation of PMI’s credentials; the inclusion of such statements will result in PMI’s rejection of the proposed advertisement. Furthermore, an Advertiser shall correctly represent its programs and products as certificates or credentials. The American National Standards Institute (ANSI) defines a certificate program as a non-degree granting education or training program consisting of (1) specified learning outcomes within a defined scope and (2) a system designed to ensure individuals receive a certificate only after verification of successful completion of all program requisites including but not limited to an evaluation of learner attainment of intended learning outcomes. According to National Organization for Competency Assurance (NOCA), a professional credential, such as those offered by PMI, is a voluntary process by which a non-governmental agency grants a time limited recognition and use of a credential to an individual after verifying that he or she has met predetermined and standardized criteria. It is the vehicle that a profession or occupation uses to differentiate among its members, using standards based on existing legal and psychometric requirements. Additionally, any “guarantees” or “warranties” made by the advertiser regarding its products or services, or any other promotional offers, must be sufficiently detailed to permit the public to evaluate the accuracy and truthfulness of such claims and terms and conditions

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of any offers. For example, if an advertisement states that a person is “guaranteed to pass a PMI certification examination” the terms of that guarantee must be fully stated such as “a student’s course fees will be fully refunded if student does not pass the exam and makes a request for a refund within 30 days of taking the exam” or “guarantee includes permission to take Company’s course again at no charge.” Statements including success rates or other survey results must be accompanied by a description of the survey group and the method of calculation, such as “Based on the results reported to the Company by 100% its customers who used a product or service in 2003…” Moreover, all PMI Registered Education Providers (R.E.P.s) are required to comply with the terms of this policy not only with regard to advertisements in PMI publications or on the PMI website, but also with regard to other R.E.P. advertising and marketing materials, as agreed to in Section III.6.2 of the R.E.P. Application and Agreement.

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Appendix A PMI supports more than 270 chapters and more than half a million project managers around the world. Chapters support and encourage all project management professionals to pursue a new balance of global and local best practices, relationship building and sharing resources. For many members, chapters are the true “face” of PMI. Social media can be an exciting and powerful way for chapters to connect to members and potential members. This guide is designed to provide PMI chapters with best practices as they implement and manage their social media properties. As a companion document to these guidelines, PMI recommends reading the PMI Social Media Guidelines for Volunteers acting in an individual capacity, which contains links to many additional social media resources. Questions to Ask There are thousands of different social media platforms on which your chapter can have a presence. While it may seem that having a strong social media presence means staking out your space on as many networks as possible, it is actually better to have a well-curated presence on just a few networks rather than a weak presence on many. While it’s a great idea for your chapter to thoughtfully experiment with new types of social media, you should also not be afraid to close social networks that are not successful or whose natural life cycles have ended. Be careful not to end up with a trail of “zombie” social media properties that are not quite dead, yet not fully alive! Before creating a profile on a social media platform, ask yourself these questions to determine if a presence for your chapter is warranted: • What are your goals? Will a social media presence help you to accomplish your goals?

• What social media platforms does your intended audience prefer? You could find out by asking at a well-attended chapter meeting or creating a very brief survey of your members.

• Do you have enough socially engaged users in your chapter to sustain a social media community? Remember that typically only a small fraction of your social media community will be active users (contributors of content). The rest will be passive users.

• Do you have the resources to keep your content fresh and provide the necessary amount of moderation and interaction?

• Do you have enough unique and locally relevant content to share?

• How will your social media community be different from competing communities?

Social Media Guidelines For PMI Chapters

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Branding your Social Media Space Brand standards, applied consistently, help PMI project a strong identity and differentiate PMI from its competitors. Proper use of the PMI logo on the web, including social media spaces, is critical to maintenance of brand standards. Chapters can benefit from PMI’s efforts around branding by visually identifying themselves with the PMI brand. Most social networks identify posts by using a square graphic image known as a ‘profile picture’ or ‘avatar.’ The chapter logo icon may be used alone as an avatar on social media websites; however, the PMI identity must be included in any social media pages or group names; for example, “PMI Delaware Valley Chapter,” not “Delaware Valley Chapter.” The Standards Guide for PMI Chapter Logos, as well as many other helpful resources for chapter leaders, can be accessed at PMI.org/MarketingPortal.

Setting the Stage Set up social media environments thoughtfully. This includes your (1) profile, (2) moderation policies and (3) administration settings. 1. Profiles Here is an example of the Twitter profile for the PMI Netherlands Chapter. Although the example below is from Twitter, these rules can be generalized and applied to any social media property. You will notice:

• Graphic branding that ties the chapter to the PMI global brand • Thoughtful choice of a social media handle and clear identification of the full chapter

name • A well-written chapter description • A link to the official chapter website • Recent use of the social media property (current content)

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1. Moderation Policies • Create moderation policies for your social media spaces so that social media

community members know what is and is not acceptable in each space. Abide by the policies you create. PMI’s Facebook Comment Moderation Policy can be found here.

• Regularly monitor your own chapter-branded social media properties. These properties are your “home turf” and you should have a good idea about what’s going on; however, close monitoring does not have to equate to tight moderation. Choose a moderation approach that is best suited for your chapter, your audience and the objective of the social media community.

o For example, your moderation approach for your chapter Twitter feed could be having the moderator check @mentions and direct messages once per day, answer each question or complaint, congratulate chapter members who share good news and report spammers through Twitter’s official channels.

2. Administrative Settings While administration settings are easily ignored, they are crucial to how your social space functions. Be conscientious about reviewing all the administrative options for

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your social media space. Use Help resources and documentation to understand the options if necessary. Some examples of how administrative settings can affect how your social media space functions include: • In LinkedIn discussion groups, you can enable a setting that automatically requires

moderation for group members who have few or no connections. This means you are far less likely to have spam postings in your group…a very useful setting.

• On Facebook, you can enable or disable the ability to receive direct messages from your fans. The choice of whether or not to receive messages directly from your social media community should be based on whether you have customer care personnel or community managers who are able to fill this role.

Engaging your Social Media Community Engagement with your social media community can take many forms. The two basic forms are proactive and reactive. Proactive posts are created and shared content from your chapter. It is highly recommended that you create an editorial calendar that will add structure to your proactive posts. Reactive engagement is all about responding to posts and questions submitted by your social media community members and often centers on customer service.

• Setting a posting cadence and specific time of day to “check in” can help ensure a structured approach to posting

• Familiarize yourself with PMI’s social media spaces, which produce regular content of interest to the global PMI membership. Curate the content by picking items that you think your audience members will find interesting and use it to fill in the gaps in your content calendar by sharing it on Facebook, re-tweeting it on Twitter and so on.

• Localization is to your advantage. While PMI is a global brand, your chapter members will join your chapter network to hear about local PMI events, learn the latest chapter news, see photos of people they know and to network with local chapter members. Showcase your local content and content produced by your chapter members to create a unique social media space. Mix in other project management material that you feel would be of interest to your chapter members. Always be sure to obtain permission and attribute work properly by linking back to the original source and to respect copyright, fair use and intellectual property laws. Share only reputable content.

• Stimulate visually. Multiple studies have proven photos and videos to be the social objects that elicit the most engagement.

• Mix “heavy” posts (e.g., blogs and videos) with “light” posts (e.g., polls, trivia, and open-ended questions) and your communication strategy will be optimized to drive engagement.

Sample posting cadence • Twitter: 3-5 posts per day at 9, 12 and 3 • LinkedIn: 1 discussion thread per week with at

least 1-2 additional comments to stoke the conversation

• Facebook: 1 post per day at 9 or 12 *Note: posting cadence can/should change as you learn which channel drives the most engagement/value for your fans/followers

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A Word on Governance Good governance practices for running a social media space are easy to overlook, but a few simple steps can make your space safer for everyone and save your chapter trouble in the long term. • Have a back-up. Name multiple administrators to each social media account. If only one

administrator can be assigned to the account (such as with Twitter), make sure more than one person holds the username and password.

• Keep your accounts secure by using strong passwords. Do not reply if you receive a suspicious email, instant message or webpage asking you for personal information, such as a username or password. You can find more tips for keeping your information secure here.

• Your chapter website should contain links to the social media spaces managed by your chapter. In turn, the social media spaces managed by your chapter should contain links back to your website. This is a way of verifying that your social media spaces are legitimate.

Measuring Success Social media measurement dashboards look different for every organization, depending on business objectives and capabilities. When creating your dashboard, it is helpful to know about the three levels of social media measurements: • Level 1: Awareness: Awareness is measured through passive metrics, such as blog traffic,

inlinks, page likes, impressions and followers, which tells you the likely pool that your social engagement reaches. Using these numbers will provide you with a baseline understanding of your social media community size. Most awareness metrics are available to you through the administrative settings of your social media accounts.

• Level 2: Engagement: Engagement denotes a more active audience, who signals that they are seeing and consuming your content by taking measurable action, such as commenting, reposting, sharing, mentioning, re-tweeting or liking a post. This audience is the one that is most likely to activate around a campaign or initiative, and is the one from which you can measure the success of campaigns or messages. Engagement metrics are available through low-cost tools, such as Hootsuite or Tweetreach and through free reporting, such as Facebook Insights.

• Level 3: Impact: By looking at correlations between your audiences’ activities and key indicators, such as the size of priority topics, sentiment around your brand, or total volume changes of a conversation, or even effects on revenues, you can begin to draw a correlation about the real impact of your social communities. Measuring impact can be quite challenging and often requires advanced analytics tools.

The Key to Social Media Success The key to social media success is taking a strategic and thoughtful approach to the type of social presence you want to build for your chapter, the types of conversations people in your

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community want to have with PMI, and how you will measure the success of your social efforts. Follow the guidelines outlined above and you’ll be on your way to building a thriving and engaged social media community in your area. Additional Links: For an excellent overview of strategy, lessons learned and evaluation of efforts, PMI recommends reading the Centers for Disease Control and Prevention’s Social Media Toolkit. For an advanced resource on tying social media objectives to business objectives, organizational considerations, the meaning of social media analytics and selection of advanced social media monitoring tools, see “A Framework for Social Analytics” by the Altimeter® Group. Questions If you have questions about these guidelines or suggestions for updating this document, contact chaptersupport@pmi.org

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Appendix B

Guidelines for the Conduct of PMI Chapter Leaders and Volunteers

The PMI Code of Ethics and Professional Conduct (the “Ethics Code”) states: “As practitioners of project management, we are committed to doing what is right and honorable. We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives—at work, at home, and in service to our profession.” (Ethics Code, Sec. 1.1) These Guidelines describe the expectations that we have of ourselves in our roles as Chapter Leaders and Volunteers. “Chapter Leader” means a person who has been appointed or elected to lead or supervise an activity on behalf of the chapter, including, for example, directors, officers and committee leaders. “Volunteer” means a person who participates in a chapter-sponsored activity. These Guidelines are meant to enhance Chapter Leaders’ and Volunteers’ understanding of their obligations under the Ethics Code. These Guidelines are intended to give Chapter Leaders and Volunteers direction for complying with the Ethics Code. Chapter Leaders and Volunteers should also consult the Ethical Decision-Making Framework and other resources available through PMI. It is the purpose of these Guidelines to ensure that the best interests of the public, the project management community, PMI’s members, and each PMI chapter are served by all that we do. We believe that the credibility and reputation of PMI, and its communities, are shaped by the collective conduct of our Chapter Leaders and Volunteers. We also believe that these Guidelines will assist us in making wise decisions, particularly when faced with difficult situations where we may be asked to compromise our integrity or our values.

I. General Chapter Leaders and Volunteers must: A. Conduct themselves professionally and be loyal to the interests of PMI, the Chapter

and all relevant stakeholders.

B. Remain objective and consider the interests of PMI, the Chapter, their stakeholders and the profession.

C. Be respectful, cordial and mindful of other cultures, ethnicities and social norms.

D. Conduct all official meetings in a manner consistent with applicable law, Bylaws, and rules of parliamentary procedure (Robert’s Rules of Order).

E. Conduct the affairs of the Chapter in good faith, responsibly, respectfully, fairly, and

honestly.

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F. Report unethical or illegal conduct to appropriate management and, if necessary, to those affected by the conduct and bring violations of the Ethics Code to the attention of the appropriate body for resolution.

G. Conduct themselves in a professional manner, even when it is not reciprocated. H. Be truthful in their communications and in their conduct. I. Make commitments and promises, implied or explicit, in good faith. J. Adhere to PMI’s policies and procedures, the Ethics Code and any Chapter policies

and procedures. K. Be respectful of others’ views and opinions and express any disagreement with

others’ views and opinions in a professional manner. Chapter Leaders and Volunteers must not: A. Discriminate against others based on, but not limited to, gender, race, age, religion,

disability, nationality, or sexual orientation.

B. Act in an abusive or unprofessional manner toward others.

II. Conflicts of Interest Chapter Leaders and Volunteers should fulfill their responsibilities to PMI and should avoid conflicts of interest and the appearance of any conflicts of interest. Chapter Leaders and Volunteers must: A. Proactively and fully disclose any real or potential conflicts of interest to the

appropriate stakeholders.

B. Demonstrate transparency in the decision-making process.

Chapter Leaders and Volunteers must not:

A. Be involved in any discussion or selection of any prospective vendor or service provider, if the Chapter Leader or Volunteer owns or is affiliated with that respective entity.

* From a governance perspective, the leader/volunteer should inform the President, Board Chair or their equivalent as soon as the leader/volunteer is aware of the conflict. The leader/volunteer should request to be removed from the applicable discussion and vote. A written record of details should be included in the meeting

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minutes in a transparent and comprehensive manner, taking into account considerations regarding confidentiality.

B. Commit themselves to multiple elected and/or appointed volunteer positions in PMI or any PMI community except in the event that applicable rules permit such service.

* If a leader/volunteer wishes to commit to any additional volunteer role within PMI or a PMI chapter, it is recommended that they inform the Chapter Development Department to ensure that there is no conflict or perception of conflict.

C. Use their positions to obtain employment for themselves, family member(s), friend(s) or associate(s). This would include not using one’s chapter position on personal business cards or otherwise using one’s chapter position to promote one’s individual business.

* Should an individual desire such an employment offer, he or she should resign from the position of Chapter Leader or Volunteer.

* While it is acceptable to list one’s role as a Chapter Leader or Volunteer on

curriculum vitae, resumes, and as part of one’s work history, such listing must be accurate and should in no way suggest endorsement by PMI or one of its chapters or affiliates.

D. Engage in any business or other activities that would directly or indirectly adversely

affect PMI or its affiliated communities in a material way. E. Hire, fire, reward, punish, award or deny contracts based on personal

considerations, including but not limited to, favoritism, nepotism, or bribery.

III. Proper Exercise of Authority and Communication Chapter Leaders and Volunteers must:

A. Exercise proper authority and good judgment in their dealings with Chapter staff and

the general public and will respond to the needs of the Chapter’s members in a timely, responsible, respectful and professional manner.

B. Use proper procedures for vetting applicable decisions and actions by the board, an applicable committee, and/or the membership.

Chapter Leaders and Volunteers must not: A. Attempt to exceed the authority of their elected or appointed position within the

Chapter including, for example, making unilateral decisions or taking unilateral

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actions that should have first been approved by a board, committee, membership, or other body.

B. Attempt to substitute one’s own decision for that of the Chapter Board as a whole.

C. Exercise the power of their expertise or position to influence the decisions or actions of others in order to benefit personally.

D. Withhold communications received from the Global Operations Center or any other entity that are intended for the Chapter officers or Chapter members.

IV. Privacy and Confidentiality

Chapter Leaders and Volunteers must: A. Keep confidential all applicable confidential information concerning PMI and its

chapters. Chapter Leaders and Volunteers should become familiar with Chapter Leaders and Volunteers may solicit input from Chapter members on matters being considered and may informally share the actions taken and the issues considered in reaching its decisions.

* For purposes of this section, “Confidential Information” means all information, in

oral, print or electronic form, and regardless of language, that relates to the work of PMI and/or its communities. Confidential Information, may include, but is not limited to, organizational processes; membership; finances; personnel matters; communications with a chapter’s legal counsel or professional consultants; pending litigation; matters involving enforcement of the governing documents or policies of PMI or the chapter; and pending negotiations for all transactions. In any instance when a Chapter Leader and Volunteer might be uncertain about the confidentiality requirements, and in order to minimize the possibility of inadvertent disclosure, they should consult with the Chapter President or his/her equivalent before making any disclosure to any third party that might arguably release Confidential Information.

Chapter Leaders and Volunteers must not:

A. Disclose any matters addressed in executive session to any person not entitled to

participate.

B. Disclose to anyone outside of PMI any confidential or proprietary information obtained as a result of Board service.

C. In disclosing anything about a Board’s deliberations, discuss or disclose the votes of

the Board or of individual Board members (including his/her own) unless the Board has made these votes public.

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D. Disclose Board actions or deliberations if the Board has determined to defer announcement of that action or to control the dissemination of that information.

E. Disclose any written communications from legal counsel that have been denoted as

a confidential document.

V. Financial Management Chapter Leaders and Volunteers should administer and adhere to appropriate checks and balances as may be required by law, by PMI, or by generally accepted accounting and other standards, to include multiple levels of approval for all transactions, when handling chapter funds.

Chapter Leaders and Volunteers must:

A. Demonstrate transparency in their decision-making process and in the handling of all chapter funds and property.

B. Provide equal access to information to those who are authorized to have that information.

Chapter Leaders and Volunteers must not: A. Engage in or condone behavior that is designed to deceive others, including but not

limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render such statements as misleading or incomplete.

B. Engage in dishonest behavior with the intention of personal gain or at the expense of another.

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Appendix C

Chapter Training Quality Assurance Program Guide

PMI Chapter Training Quality Assurance Program Introduction In 2012, PMI conducted a Chapter Training survey with chapter leaders and found that of the respondents, chapters perform some type of training or educational activities, of which 69% of the chapters provide certification exam preparation training. However, the survey also showed that quality control is typically done by evaluation forms versus a formal evaluation process or generally-accepted quality practices for learning and training programs (e.g., ensuring that course content delivers the defined learning objectives). The latter is a standard practice of training quality assurance preferred by PMI. As a result, PMI has identified an opportunity to increase member value by ensuring that chapter training meets PMI-established quality standards. The PMI Chapter Training Quality Assurance Program (CTQAP) is designed to promote brand and quality consistency in training across all PMI chapters, to instill a level of confidence across our global chapter community and to ensure that our members receive exceptional value when they choose a PMI chapter for their training needs. The CTQAP will require an independent review once every three years and include only a review of certification exam preparation courses, to include PMP, ACP, PGMP, PFMP, RMP, SP and OPM3. The program will ensure that every chapter that provides certification exam preparation training meets specific quality standards in the content development and designing of course material; development of learning objectives, instructor selection, course evaluation, marketing and awarding of PDU’s/Contact Hours. Quality assurance is defined as the following three items: 1) the measure of performance, 2) value and consistency and 3) PMI intellectual property compliance. The program will consist of a review of classroom, distance learning and/or conferences where certification exam preparation is delivered by chapter volunteers. There will be a separate review for each method of delivery, as the quality criteria would differ depending on the respective delivery method. Program Description Step 1: Chapter Development, PMI GOC identifies chapters that are providing certification exam preparation training and notifies the chapter president and vice president of professional development that they have been selected to participate in the CTQAP.

• Chapters will receive information regarding the scheduling process, what’s expected during the review and how to successfully complete the process.

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Step 2: Chapter Development, PMI GOC will match chapters with a reviewer based on language and certification expertise (i.e. if a chapter provides training for the Agile certification and the materials and delivery is in Spanish, a reviewer with the ACP certification that is fluent in Spanish will be assigned to that chapter review). Step 3: Chapter Development, PMI GOC receives the packages from the chapters, ensures that it is complete and forwards to assigned reviewer. Step 4: The assigned reviewer will review the materials and score the course using the provided scoring document which lists applicable criteria (see PMI Chapter Training Quality Assurance Review Criteria).

• The reviewer will notify the chapter if additional documentation is required and will document the date the communication is sent to the chapter and the date the information is received back from the chapter.

• The reviewer will have 60 days to complete the course review and submit to Chapter Development, PMI GOC.

Step 5: Reviewer will forward scoring document and recommendations to Chapter Development, PMI GOC for review. Step 6: Chapter Development, PMI GOC will notify chapters of results with appropriate next steps. Selection of Reviewers Recruitment of CTQAP reviewers will occur during Q4 2013 and will be listed in PMI Today and on the PMI website, targeting PMI members that are not affiliated with a chapter or an R.E.P. The following is the complete list of requirements for the position: • Credential holder in good standing • Not currently performing chapter training as an R.E.P or any other educational provider • Familiar with PMI standards • Experience in the development of course materials and/or the delivery of training • Language skills appropriate with respective course materials (specifically English, Spanish

and Portuguese) • Not currently serving on Chapter Board • Adequate knowledge of respective credential/standard • Full compliance of PMI’s Code of Ethics and Professional Conduct • Possess required equipment and software necessary to review materials • Effectively and completely review one course, upon receipt, in a two-week time frame

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Summary of Criteria & Requirements

Criteria Requirements 1.0 Organizational

Responsibilities

Chapters that provide certification exam preparation courses should have the requisite resources, facilities, and administrative support to effectively provide training.

2.0 Course or Educational Product Development and Content

To ensure that high quality project management courses are being offered for certification exam preparation training. Knowledge Experts shall develop and/or review all course content prior to delivery to the general public.

3.0 Course or Educational Product Delivery and Instructor Evaluation

To ensure that identified learning objectives will be met and appropriate instructional delivery methods are chosen for the course. In addition, course instructors should be chosen based on proven expertise in the field and their ability to facilitate learning.

4.0 Awarding of Professional Development Units (PDUs)/Contact Hours

To ensure that participants are awarded the appropriate number of Professional Development Units (PDUs)/Contact Hours upon completion of a course. Confirm that the assignment of PDUs/Contact Hours is uniformed and that the values for courses are assigned based on industry-accepted methods of contact hour equivalencies.

5.0 Course Evaluation and Improvement

To ensure that courses being offered by chapters meet participant expectations and achieve their stated Learning Objectives. Chapters should have a process in place for continuously improving their courses based on student evaluations, external audits, or other monitoring methods.

6.0 Marketing Representations

To ensure that chapters act in an honest, ethical and professional manner in their dealings with PMI and the public, and that the relationship between PMI and the chapter is accurately and clearly represented to the public. Chapters should strictly adhere to the PMI intellectual property guidelines, per the chapter policy manual and the chapter charter agreement.

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PMI Chapter Training Quality Assurance Review Criteria Quality Assurance Review Scoring There are 18 items that will be reviewed with each item being rated as “Satisfactory”, “Mostly Met” or “Needs Improvement”. The following scoring system is used for each rating, with each item being weighted as one through six:

• Satisfactory – 2 • Mostly Met – 1 • Needs Improvement - 0

Comprehensive scores of 80 and above will be considered “Satisfactory”, scores of 70-79 “Mostly Met” and scores 69 and below will be considered “Needs Improvement”. Chapters that score below 80 will receive support from Chapter Development, PMI GOC and their regional chapter staff representative to make the necessary improvements to their training and content development. *Note: If a chapter receives a rating of “Mostly Met” or “Needs Improvement”, the reviewer must provide an explanation and recommendations on how improvements can be made. Breakout of Criteria and Requirements 1.0 Organizational Responsibilities (Criteria for all methods of delivery)

Requirement: Chapters that provide certification exam preparation course should have the requisite resources, facilities, and administrative support to effectively provide training. Item 1: Name the person within your chapter who will be the primary administrative contact. This primary administrative contact will have the authority and responsibility to administer reports, documentation and communication with PMI and the students. Submit an organizational chart or other supportive material that shows division/ department / unit/role within your chapter. (Weight: 2) Item 2: Name the person within your chapter who is responsible for ensuring that all CTQAP criteria are met at all times. This person will be the compliance person and have the authority and responsibility for the process in item 3. To identify this person, submit a position description, organizational chart, or other documentation Note: The compliance person may be the same person as the primary administrative contact. (Weight: 2) Item 3: Submit evidence that your chapter has and follows a clear and measurable process to ensure that all quality criteria are met. Submit a document (such as a policy manual), checklist, or other tool to show that a process exists. (Weight: 3)

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Item 4: A) Submit either a sample Letter of Attendance or a sample Certificate of Completion. At a minimum, the submitted document should include the following fields: a) name of chapter; b) name of attendee; c) name of course; d) date completed; e) course number registered or to be registered with PMI; and f) number of PDUs/contact hours offered. (Weight: 2)

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Classroom Course - CC 2.0 Course or Educational Product Development and Content

Requirement: To ensure that high quality project management courses are being offered for certification exam preparation training. Knowledge Experts shall develop and/or review all course content prior to delivery to the general public. Item 5CC: Provide a resume, curriculum vitae, or extended biography for the primary individual(s) involved in the design of the course submitted for review. Expertise may be demonstrated by such qualifications as formal education, experience, or other recognized credentials appropriate to course design. (Weight: 3) Item 6CC: Provide a resume, curriculum vitae, or extended biography for the subject matter expert(s) involved in the content development of the submitted course. Expertise may be demonstrated by such qualifications as formal education, experience, PMP® credential, other PMI® credentials, or other recognized credentials appropriate to the subject matter. (Weight: 3) Item 7CC: Submit clear, specific, concise, and measurable outcomes for the course being reviewed. Remember the learning outcome is an explicit statement that clearly expresses what the student will be able to do after completing the learning activity (event/courses). Instructional delivery should include presentation of the learning outcomes at the beginning of the learning activity (event/courses). (Weight: 3) Item 8CC: An appropriate explanation of the assessment method used to measure the student achievement of the learning objectives or learning outcomes is provided. (Weight: 3) Item 9aCC: Submit a complete set of course materials including the course outline/syllabus for the course being reviewed. All course materials should follow the outline/syllabus in a clear and logical manner. Instructional delivery should include presentation of learning outcomes at the beginning of the learning activity (event/course). Include all related materials such as student manuals, instructor manuals, study guides, lesson plans, course syllabus, and PowerPoint slides. Also provide any handouts, class exercises, group activities, learning projects, or other learning aids, and their answers or expected learning outcomes. (Weight: 4) Item 9bCC: All course presentation and handout materials have been produced in a professional manner that represents the applicant as a quality organization. This is meant to be the Quality Reviewers' subjective impression of the supplied materials as well as the overall 'gut feel' of this application. (Weight: 4)

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Item 10CC: A PMI credential holder should review the course content. The chapter should locate a PMI credential holder within the respective chapter and they should submit the course to PMI for PDU/contact hour assignment and listing in the Continuing Certification Requirements System (CCRS). The PMI credential holder cannot be the same person as the individual who designed/developed the activity (course/event) identified in Items 5CC and 6CC. IMPORTANT: FORMS WITHOUT THIS BOX CHECKED ARE INVALID. (Must be rated Satisfactory)

3.0 Course or Educational Product Delivery and Instructor Evaluation Requirement: To ensure that identified learning objectives will be met and appropriate instructional delivery methods are chosen for the course. In addition, course instructors should be chosen based on proven expertise in the field and their ability to facilitate learning. Item 11aCC: Describe the process for identifying, selecting, and evaluating qualified instructors. (Weight: 3) Item 11bCC: Explain how you ensure that your instructors remain competent in subject matter material and teaching methods. (Weight: 2) Item 12CC: Explain how the instructional methods for the course are used to achieve the learning objectives. Instructional method examples might include: lecture, discussion, guest speakers, brainstorming, video, group discussion, case studies, role playing, etc. (Weight: 3) Item 13 CC: Provide resume(s), curriculum vitae, or extended biography, for each of the instructor(s) of the course submitted for review. Expertise may be demonstrated by such qualifications as formal education, experience, or other recognized credentials appropriate to the subject matter. (Weight: 4) Item 14 CC: Provide the name(s) and the certification number (i.e. PMP® number, ACP® number, etc.) of the instructor(s) responsible for delivering the course. (Must be rated Satisfactory)

4.0 Awarding of Professional Development Units (PDUs) Requirement: To ensure that participants are awarded the appropriate number of Professional Development Units (PDUs)/Contact Hours upon completion of a course. Confirm that the assignment of PDUs/Contact Hours is uniformed and that the values for courses are assigned based on industry-accepted methods of contact hour equivalencies.

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Item 15 CC: Review the description of the methodology that should be used to assign PDU/contact hour values to the submitted course. Explain how the course submitted for review complies with this methodology. Include the number of days, the start and end times, the length of breaks, etc. In your discussion, include the number of PDUs/contact hours you are assigning to the course. (Must be rated Satisfactory)

5.0 Course Evaluation and Improvement Requirement: To ensure that courses being offered by chapters meet participant expectations and achieve their stated Learning Objectives. Chapters should have a process in place for continuously improving their courses based on student evaluations, external audits, or other monitoring methods. Item 16CC: Provide a sample course evaluation form for the course. A course evaluation form should contain, at a minimum, an assessment of a) whether the intended learning outcomes were met, b) the instructional methodologies facilitated achievement of course goal, c) the instructor was effective and d) the instructor gave timely and specific feedback to students on their mastery of the learning objectives/outcomes. (Weight: 2) Item 17CC: Provide a description of the process used to continuously improve the quality of your courses. Describe how evaluations are used to improve offerings. Provide specific examples if possible. (Weight: 3)

6.0 Marketing Representations Requirement: To ensure that chapters act in an honest, ethical and professional manner in their dealings with PMI and the public, and that the relationship between PMI and the chapter is accurately and unambiguously represented to the public. Chapters should strictly adhere to the PMI intellectual property guidelines, per the chapter policy manual and the chapter charter agreement. Item 18CC: Chapters should submit sample marketing materials with their application demonstrating compliance with PMI's guidelines for the use of PMI marks. Marketing materials include websites, advertising, brochures, flyers, etc. Marketing materials need to be clear, accurate, timely and made available to learners before the activity (course/event). (Weight: 2)

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Distance Learning - DL 2.0 Course or Educational Product Development and Content

Requirement: To ensure that high quality project management courses are being offered for certification exam preparation training. Knowledge Experts shall develop and/or review all course content prior to delivery to the general public. Item 5DL: Provide a resume, curriculum vitae, or extended biography for the primary individual(s) involved in the design of the course submitted for review. Expertise may be demonstrated by such qualifications as formal education, experience, or other recognized credentials appropriate to course design. (Weight: 3) Item 6DL: Provide a resume, curriculum vitae or extended biography for the subject matter expert(s) involved in the content development of the submitted course. Expertise may be demonstrated by such qualifications as formal education, experience, PMP® credential, or other recognized credentials appropriate to the subject matter. (Weight: 3) Item 7DL: Submit clear, specific, concise and measurable outcomes for the course being reviewed. Remember the learning outcome is an explicit statement that clearly expresses what the student will be able to do after completing the learning activity (event/course). Instructional delivery should include presentation of the learning outcomes at the beginning of the learning activity (event/course). (Weight: 3) Item 8DL: An appropriate explanation of the assessment method used to measure the achievement of the learning objectives or learning outcomes is provided. (Weight: 3) Item 9aDL: Submit the physical media (CD, DVD) or access information for the course being reviewed. Instructional delivery should include presentation of learning outcomes at the beginning of the activity. A. Include all related materials such as student manuals, instructor manuals, study guides, lesson plans, course syllabus, handouts, class exercises, group activities, learning projects, and other learning aids that are not available online. (In an effort to save paper, please do not submit a paper copy of what is on the CD/DVD) B. For courses offered via a distance education format, include the process for the Chapter Training Quality Reviewer to acquire virtual access to the course materials. (Weight: 4) Item 9bDL: All course presentation and handout materials have been produced in a professional manner that represents the applicant as a quality organization. This is meant to be the Quality Reviewers' subjective impression of the supplied materials as well as the overall 'gut feel' of this application.

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(Weight: 4) Item 10DL: A PMI credential holder should review the course content. The chapter should locate a PMI credential holder within the respective chapter and they should submit the course to PMI for PDU/contact hour assignment and listing in the Continuing Certification Requirements System (CCRS). The PMI credential holder cannot be the same person as the individual who designed/developed the activity (course/event) identified in Items 5CC and 6CC. IMPORTANT: FORMS WITHOUT THIS BOX CHECKED ARE INVALID. (Must be rated Satisfactory)

3.0 Course or Educational Product Delivery and Instructor Evaluation Requirement: To ensure that identified learning objectives will be met, appropriate instructional delivery methods shall be chosen for the course. In addition, course instructors shall be chosen based on proven expertise in the field, and their ability to facilitate learning. Item 11aDL: For instructor-led distance education, describe the process for identifying, selecting, and evaluating qualified instructors. (Weight: 3) Item 11bDL: For instructor-led distance education, explain how you ensure that your instructors remain competent in subject matter material and teaching methods. (Weight: 2) Item 12DL: Explain how the instructional methods for the course are used to achieve the learning outcomes. Instructional method examples might include: lecture, guest speakers, brainstorming, video, group discussion, case studies, role playing, etc. (Weight: 3) Item 13DL: For instructor-led distance education, provide a resume(s), curriculum vitae, or extended biography for each of the instructor(s) of the course submitted for review. Expertise may be demonstrated by such qualifications as formal education, experience, or other recognized credentials appropriate to the subject matter. (Weight: 4) Item 14DL: If applicable, provide the name(s) and the PMP® number(s) of the instructor(s) responsible for delivering the course. (Must be rated Satisfactory)

4.0 Awarding of Professional Development Units (PDUs)/Contact Hours Requirement: To ensure that participants are awarded the appropriate number of Professional Development Units (PDUs)/Contact Hours upon completion of a course. Confirm that the assignment of PDUs/contact hours is uniformed and that the values for courses are assigned based on industry-accepted methods of contact hour equivalencies. Item 15DL: Review the description of the methodology that was used to assign PDU/contact hour values to the submitted course. Explain how the course submitted for review complies

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with this methodology. Include the number of days, the start and end times, the length of breaks, etc. In your discussion, include the number of PDUs/contact hours you are assigning to the course. (Must be rated Satisfactory)

5.0 Course Evaluation and Improvement Requirement: To ensure that courses being offered by chapters meet participant expectations and achieve their stated Learning Objectives. Chapters should have a process in place for continuously improving their courses based on student evaluations, external audits, or other monitoring methods. Item 16DL: Provide a sample course evaluation form for the course. A course evaluation form should contain, at a minimum, an assessment of a) whether the intended learning outcomes were met, b) the instructional methodologies facilitated achievement of course goals, c) the instruction was effective and d) the student received timely and specific feedback on their mastery of learning outcomes. (Weight: 2) Item 17DL: Provide a description of the process used to continuously improve the quality of your courses. Describe how evaluations are used to improve offerings. Provide specific examples, if possible. (Weight: 3)

6.0 Marketing Representations Requirement: To ensure that chapters act in an honest, ethical and professional manner in their dealings with PMI and the public, and that the relationship between PMI and the chapter is accurately and unambiguously represented to the public. Chapters should strictly adhere to the PMI intellectual property guidelines, per the chapter policy manual and the chapter charter agreement. Item 18DL: Providers should submit sample marketing materials with their application demonstrating compliance with PMI's guidelines for the use of PMI marks. Marketing materials include websites, advertising, brochures, flyers, etc. Marketing materials need to be clear, accurate, timely and made available to learners before the activity (course/event). (Weight: 2)

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Conference - CF 2.0 Course or Educational Product Development and Content

Requirement: To ensure that high quality project management courses are being offered for certification exam preparation training. Knowledge Experts shall develop and/or review all course content prior to delivery to the general public. Item 5CF: Explain how sessions were determined, the composition of the selection committee, and if PMP® credential holders were involved in selecting topics. (Weight: 3) Item 6CF: Submit five speakers' biographies or curriculum vitae and presentation abstracts for presentations for which PDUs will be awarded. Expertise may be demonstrated by such qualifications as formal education, experience, PMP® credential, other PMI® credentials, or other recognized credentials appropriate to the subject matter. (Weight: 3) Item 7CF: Submit the learning outcomes for the conference being reviewed and the process for determining those outcomes. Explain the assessment methods used to measure the achievement of learning outcomes. Remember, a learning outcome is an explicit statement that clearly expresses what the student will be able to do after the learning activity (course/event). Instructional delivery should include presentation of learning outcomes at the beginning of the activity. Learning outcomes should be established for each session within a large event, conference or convention. (Weight: 3) Item 8CF: An appropriate explanation of the assessment method used to measure the achievement of the learning objectives or learning outcomes is provided. (Weight: 3) Item 9aCF: Submit one complete presentation, with learning outcomes, and five abstracts from a current or past project management conference, along with the conference brochure. (Weight: 4) Item 9bCF: All conference presentation and handout materials have been produced in a professional manner that represents the applicant as a quality organization. This is meant to be the Quality Reviewers' subjective impression of the supplied materials as well as the overall 'gut feel' of this application. (Weight: 4) Item 10CF: A PMI credential holder should review the course content. The chapter should locate a PMI credential holder within the respective chapter and they should submit the course to PMI for PDU assignment, which can be done via the Continuing Certification Requirements System (CCRS).

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The PMI credential holder cannot be the same person as the individual who designed/developed the activity (course/event) identified in Items 6CC and 7CC. IMPORTANT: FORMS WITHOUT THIS BOX CHECKED ARE INVALID. (Must be rated Satisfactory)

3.0 Course or Educational Product Delivery and Instructor Evaluation Requirement: To ensure that identified learning objectives will be met, appropriate instructional delivery methods shall be chosen for the course. In addition, course instructors shall be chosen based on proven expertise in the field, and their ability to facilitate learning. Item 11CF: Describe the process for identifying, selecting, and evaluating qualified speakers/presenters. (Weight: 3) Item 12CF: Not Applicable Item 13CF: Not Applicable Item 14CF: Not Applicable

4.0 Awarding of Professional Development Units (PDUs) Requirement: To ensure that participants are awarded the appropriate number of Professional Development Units (PDUs) upon completion of a course. Confirm that the assignment of PDUs is uniformed and that PDU values for courses are assigned based on industry-accepted methods of contact hour equivalencies. Item 15CF: Review the description of the methodology that was used to assign PDU values to the submitted conference. This can be found in Section 1, Criterion 4: Awarding of Professional Development Units. Explain how the conference submitted for review complies with this methodology. In your discussion, include the number of PDUs you are assigning to the conference and the five abstracts presented. (Must be rated Satisfactory) Item 16CF: Provide sample conference evaluation forms for the conference and for an individual session. An evaluation form should contain, at a minimum, an assessment of a) whether the intended learning outcomes were met, b) the instructional methodologies facilitated meet conference goals, and c) was the presenter effective. (Weight: 2) Item 17CF: Provide a description of the process used to continuously improve the quality of your conferences. Describe how evaluations are used to improve offerings. (Weight: 3)

5.0 Marketing Representations

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Requirement: To ensure that chapters act in an honest, ethical and professional manner in their dealings with PMI and the public, and that the relationship between PMI and the chapter is accurately and unambiguously represented to the public. Chapters should strictly adhere to the PMI intellectual property guidelines, per the chapter policy manual and the chapter charter agreement. Item 18CF: Providers should submit sample marketing materials with their application demonstrating compliance with PMI's guidelines for the use of PMI marks. Marketing materials include websites, advertising, brochures, flyers, etc. Marketing materials need to be clear, accurate, timely and made available to learners before the activity (course/event).Please send the conference brochure and any marketing materials promoting the conference. (Weight: 2)

PMI Chapter Training Quality Assurance Program FAQ’s 1. What is the Chapter Training Quality Assurance Program?

A. The PMI Chapter Training Quality Assurance Program (CTQAP) is designed to promote brand and quality consistency in training across all PMI chapters, to instill a level of confidence across our global chapter community and to ensure that our members receive exceptional value when they choose a PMI chapter for their training needs. The CTQAP will require an independent review once every three years and include a review of certification exam preparation course reviews to include PMP, ACP, PGMP, RMP, SP and OPM3).

2. Who does the Chapter Training Quality Assurance Program apply to? A. The Chapter Training Quality Assurance Program (CTQAP) only applies to chapters that

offer certification exam preparation training for a fee, regardless of how the training is delivered (classroom/face-to-face, distance learning/webinar, conference/PDD). Certification Preparation study groups and free “boot-camps” are not included in this review.

3. Who will perform the quality review?

A. The quality review will be performed by an independent reviewer, who will be hired and trained by Chapter Development, PMI GOC.

4. Who will pay for the review? A. Chapter Development, PMI GOC will pay for the independent review. However, PMI will

not be responsible for the cost of any changes required to be made as a result of the review.

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5. How often will the chapter’s course(s) be reviewed? A. A chapter’s certification exam preparation course will be reviewed once every three

years per method of delivery. For instance, if a chapter offers certification exam preparation courses face-to-face, via webinar and via online learning, they will have three separate reviews for those courses, once every three years.

6. How will the results be used? A. The results of the review will be used to ensure that there is consistency in the quality of

training across all chapters. Chapters will be provided guidance and improvement strategies so that they are able to meet the quality standards, if they do not grade satisfactorily.

7. Will this quality review affect my ability to provide training as a chapter?

A. No. PMI will not inhibit training, nor will PMI promote R.E.P.s. However, if chapters continue to develop course material and provide training, there will be suggested minimum standard levels that they should meet.

8. How will the program be monitored by PMI? A. Chapter Development, PMI GOC will incorporate the CTQAP into the charter renewal

process to monitor progress and to determine which chapters are compliant with the program and independent reviews.

9. How will PMI determine the review schedule?

A. A chapter’s certification exam preparation courses will be reviewed every three years. PMI will review one-third of the chapters in a respective region, annually. The chapter’s “C” number will determine the order in which they are reviewed.