Desired Direction
Letters to Santa Fulfilled
# of Employees who Serve on Boards
119
100 120
Year 2013 2014 2015 2016 2017 # 6 7 14 20 19
67
0 20 40 60 80
Figure 7.4-17 Societal Responsibility: Service on Boards As described in 1.2c(1) , IPM has collected results from the Societal Impact project launched in 2016. In order to obtain the 2015 results, 2015 projects were reviewed and scored (Figure 7.1-18) .
56
43
2014
2015
2016
2017
Average Societal Impact Index
Figure 7.4-20 Societal Impact: Letters to Santa 2015 2016
10.0 15.0 20.0 25.0 30.0
2017
25.4
22.3
# of interns # total hours worked Average hours per intern Total earnings paid
2
5
3
19.1
970.5
1837.5
1177
485.5
367.5
392.23
0.0 5.0
$16,225
$28,703
$14,228
2015
2016
2017
Figure 7.4-21 IPM Summer Interns Category Item
Figure 7.4-18 Societal Impact/Project Impact The bulk of our retired assets are given to a local high school with the remaining items being donated to local charities (Figure 7.4-19) . Donations decreased in 2017 as there was a major computer upgrade across the company in 2014–2016. Figure 7.4-20 shows IPM’s support to Direct Effect Charities in fulfilling local children’s letters to Santa. Another way IPM supports the local community is by developing future leaders by offering summer intern positions to college students. IPM had a record number of interns in 2016 (Figure 7.4-21) .
Approach/Actions 2015-2018
• D&D function/process to consider SRO, cPMO, aPMO, and new niche opportunities (e.g., KM service, Special Ops. Project model, culture evolution) • Develop PD CoE • Evolve M&A, BT, RQ COEs • PM Commoditization: Grow SOW/complex project work. • Procurement Departments: Pursue Consultative/complex work • MSP (Managed Service Providers): Target mid- to small sized firms • Process documented, risk assessed— developed while establishing the LA and Minneapolis offices and implemented while establishing the New Jersey office • Possibly adopt a more flexible candidate resource pool • Good retention • Tufts Project (Competitive Analysis Process and Competitor Analysis) implementation • Big consulting playing down: Improve PMC consulting capabilities • Partnering with other high-quality service providers (e.g., GenSight PPM product) • Evolve management development program. • Develop Life Sciences training • Evolve consulting skills training • Evolve Staff U to better share Best Practices and develop employees
Strategic Opportunity
New Service Offerings
Intelligent Risk/Threat
Marketplace
Retired Asset Donations (FY)
Strategic Opportunity
New Offices
0 20 40 60
47
45
41
32
Intelligent Risk/Threat
Hiring
13
Intelligent Risk/Threat
Competitive Intelligence
2013
2014
2015
2016
2017
Number of donated assets Linear (Number of donated assets)
Strategic Opportunity Strategic Opportunity
Partnership/ Alliance Employee Capability
Figure 7.4-19 Societal Impact: Laptop & Server Donations
Figure 7.4-22 Strategic Opportunities and Threat/Risk Management Through the Business Planning Process (BPP), IPM uses SWOT analysis and input from the Observations & Trends
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