CHAPTER / AUTHORIZED

TRAINING PARTNER
(ATP) RELATIONSHIP
PILOT
Chapter/ ATP Pilot Project Report & Chapter
Guide

August 2020
Announced in February of 2020: PMI is evolving its R.E.P. Program for
the first time since its inception in 1999

We have an opportunity to better

serve our customers, providing
them with the exam preparation
they need, delivered in the
format they prefer, delivered by
instructor they can trust, to
help them be successful
in their careers.

Presentation Title 3 SEPTEMBER 2020 2

The Authorized Training Partner (ATP) Officially Replaces the current
R.E.P. in January of 2021 for Program Project Management Professional
(PMP)® exam prep & Disciplined Agile (DA) Training

3
Chapters and ATPs both strive to create strong
project management communities
Chapters and ATPs have divergent motivations, which in some cases has manifested in a variety of
conflicts between the two channels

Chapter ATP

Chapters are motivated by building a project management ATPs are largely motivated by delivering quality trainings and
community locally and helping practitioners throughout their remaining commercially viable through profitability and growth
career development

The launch of the ATP program provides a unique opportunity to

strengthen the relationship between Chapters and ATPs, which can reduce
channel conflict and ultimately benefit project management practitioners

4
 A pilot program was created to assist Chapters in evaluating strategies
that can be employed to mitigate some of the historical conflict with REPs
and potentially adverse effects of the ATP program
1 2 3
How does this pilot program
What is the purpose of the How were pilot Chapters
help my Chapter, and how do I
pilot program? selected?
use it?

Through extensive research with PMI, ATPs, and Rigorous quantitative selection criteria was employed Many Chapters are going through similar decision
Chapters, various historical conflicts were uncovered in selecting Chapters that represent a “critical mass” of points as it relates to their PMP exam prep and DA
between legacy REPs and Chapters. With the onset of the Chapter base. While no two Chapters are alike, training initiatives. The pilot report and guide is
the ATP program, there are additional complexities Chapter “profiles” were created in order to solve for designed to help you to be able to identify with a
that Chapters will face – all of these issues are referred common challenges in the pilot program specific to Chapter that was selected for pilot and help provide
to as “problem statements”. This pilot report and each profile guidance around what some potential solutions may
guide is designed to assist Chapters in evaluating look like.
different relationship opportunities that can help in
addressing their unique needs as they relate to PMP
prep training and their relationship with ATPs

5
Research has been distilled into problem statements that are solved for
through a number of solutions deployed across pilot models
Research Problem statements
▪ Chapter manager interviews Problem statement areas encompass historical issues and new challenges
▪ Chapter leader feedback tracker arising from the onset of the ATP program
▪ Review of meeting notes and transcripts from region meetings
and REP webinars ▪ Historical issues
‒ Conflict of interest
▪ Review of email threads from Chapter leaders
‒ Fair marketplace
▪ Survey (N=138, 45% of total Chapters)
‒ Revenue
▪ Geographic analysis
▪ Profitability analysis ▪ Challenges from new ATP program
▪ Breakeven pricing analysis ‒ REPs not opting into ATP Program
‒ Conflict of interest
‒ Chapter Value Proposition
‒ Pricing
‒ Timing
‒ Partnership opportunity
‒ Ancillary revenue

This playbook strives to address problem statements uncovered through extensive research

6
 Detailed research uncovered common themes across Chapters that are
represented in each pilot profile and solved for in each pilot
*Profile descriptions below may not exactly resemble your Chapter; however, they can still help your Chapter identify which pilot makes sense to explore in this playbook

Profile 1: Profile 2: Profile 3: Profile 4:

PMP training is important to our PMP training is important to our PMP training is important to our We do not currently provide PMP
members. We do not provide members, but we do not provide members, and we rely on providing training, although it is still
training but have formal PMP training. We have some training as a source of revenue. We important to our members. There
agreements with REPs who do. We interest in becoming an ATP, but have interest in becoming an ATP are no REPs near us, but there are
do not want to be an ATP and believe the cost of the program is but believe the cost of the program some small training providers.
believe the cost of the program is too high. Also, we have is too high. We would consider However, we don’t think these
too high anyway. We also don’t relationship(s) with nearby REP(s), partnering with ATPs, but we are small providers will opt into the ATP
want to compete with REPs. mostly in the form of sponsorships skeptical and don’t know what that program. We would consider
and advertisements, which provides would look like. Ideally the becoming an ATP, but we believe
us with a source of revenue. partnership would highlight the cost the of the program is too
alternative revenue streams. high.

1. PMP training provider: 1. Do not provide training 1. Do not provide training 1. Provide training (do not pay volunteers) 1. Do not provide training
2. Training model: 2. Revenue sharing model with REP(s) 2. Light partnership(s) with REP(s) 2. No relationship(s) with REP(s) 2. No relationship(s) with REP(s)
3. Proximity to REP: 3. REPs nearby 3. REPs nearby 3. REPs nearby 3. No REPs nearby
4. ATP program cost: 4. Considered high 4. Considered high 4. Considered high 4. Considered high
5. Estimated % of Chapters(1) 5. ~25% 5. ~15% 5. ~40% 5. ~20%

Chapters were not selected based on “exceptions.” Rather, Chapters were selected that resemble a critical portion of the total
Chapter base.

Note(s): (1) Percentages are estimated proportionally based on survey results and other data sources; Profile descriptions may not exactly resemble each Chapter but can be useful in identifying which pilot makes sense to explore in this playbook
Source(s): ATP Chapter survey; CTQA schedule; Chapter Manager interviews; Chapter feedback tracker
7
 Six Chapters and REPs have been selected for pilot across four profiles to
represent Chapter types across macro regions
Middle East
North America Europe Latin America Sub-Saharan Africa & North Africa
Chapter Central Indiana
1
Profile 1 Project Management
REP
Academy

Chapter Sweden(1) Lebanon

2 3
Profile 2 Korn Ferry (Formerly
REP TwentyEighty Strategy Formatech
Execution)
Chapter Toronto Bogota
4 5
Profile 3 Project Management
REP Sistemas Expertos, S.A.S.
Training Institute

Chapter Zimbabwe
6
Profile 4
REP Simplilearn

A unique combination of solutions, and components therein, has been agreed upon by both parties within each pilot;
these solutions, and some action items, are documented within each pilot section of this playbook

Note(s): (1) This pilot will document the existing partnership currently in place between the Sweden Chapter and Korn Ferry as well as an overview of other existing relationship models 8
 Selected Chapters vary in size based on membership to further cover a
diverse Chapter base
Proposed Chapters for ATP relationship pilot

Average Members by Macro Region,

Chapter Name Profile Macro Region 2019 Total Members
2019

Central Indiana 1 North America 1,620 1,300

Sweden 2 Europe 1,711 754

Lebanon 2 Middle East & Africa 316 495

Toronto 3 North America 5,797 1,300

Bogota 3 LATAM 921 398

Zimbabwe 4 Middle East & Africa 138 495

Chapter revenue was also considered to further diversify selected Chapters

Source(s): Comprehensive Chapter Performance Report; Chapter and REP location data; KPMG profitability analysis; Chapter leader ATP survey; Chapter Manager interviews; Chapter feedback tracker 9
HIGH LEVEL PILOT
REPORT
Central Indiana and Project Management Academy Pilot

Central Indiana – Pilot profile 1 Project Management Academy

Chapter background ▪ Project Management Academy (PMA) has a strong presence in North America and provides training in all
▪ Founded in 1988 (32 years ago) seven macro regions, delivering almost 1,000 PMP trainings per year
▪ 1,620 members (1,165 PMPs) in 2019 ▪ PMA has a strong relationship with PMI, having been a reputable REP for nine years with the largest part of
▪ Revenue: 90% membership, 9% events, 1% sponsorships / ads their business focused on project management training. PMA is also a proud sponsor throughout various
This is their story: We are a relatively mature with a strong volunteer base, and PMP training is important to PMI channels
our members. We do not currently provide training but have had past revenue share agreements with REPs ▪ PMA understands the importance of PMI Chapters, evidenced in that all of their instructors are Chapter
who do depend on revenue share and sponsorship as a source of revenue. We have an interest in becoming members as well as a handful of their full time resources
an ATP and could afford it, but we are not sure we want to due to a lack of clarity of the program. There are ▪ PMA has market leading virtual teaching capabilities
REPs near us, but we aren’t sure they will become ATPs. We would prefer not to compete with REPs, but ▪ PMA seeks to help workers get the skills and certifications they need to be successful
would consider it depending on financial analysis. We would consider partnering with ATPs, but don’t see a ▪ PMA has an interest in revenue sharing and sponsoring Chapters to grow the PMP community
difference between what we have seen or done historically. Ideally the ATP program would provide additional ▪ Historically, PMA has not found sponsorships to be fruitful so they have not pursued them more
revenue streams and increased membership. aggressively. PMA is looking for sponsorship opportunities where the value they offer can be
reciprocated
Central Indiana is looking to solve the following problems: ▪ PMA is open to forming a revenue share agreement or a per member referral fee
▪ There is a large market of prospective customers in their service area who are not involved or members of
the Chapter. Central Indiana desires to grow their membership base and their active volunteers’ capacity
▪ Central Indiana would like to find an effective and sustainable training event services model as a revenue
stream so they can provide members with training while maintaining positive net profit
▪ Central Indiana is interested in increasing sponsorship revenue but historically has had difficulty dedicating
the capacity, skills, and abilities necessary to be successful
“Individuals will reach out and ask when the next course is. We don’t know how to answer that all the time ““We haven’t been successful historically with Chapters, so I’m interested in the different ways this could work. I
because we don’t have a structured agreement with an ATP. We want the ability to reach out and leave training [want to] understand what other people are doing.” – Jason Cassidy, CEO Project Management Academy
to the professionals.” – Mike Fisher, President & CEO Central Indiana Chapter

Pilot partnership model

A mutually beneficial relationship can exist where the Central Indiana Chapter and PMA work together to provide project management practitioners and Chapter members
better access to PMP exam prep training and project management resources. In working with PMA, Central Indiana has the opportunity to establish a more formal way to
Introduce Chapter members to PMP exam prep training options. Furthermore, PMA has the opportunity to benefit greatly from Central Indiana’s large PM network; together,
PMA and Central Indiana can continue expanding their footprint by growing their network of corporations and academic institutions. Sponsorship and event participation will
likely be key areas where both parties can optimize value for each other and in turn the PM practitioner. A defined partnership can lead to better access to quality training for
PMP practitioners and Chapter members, while strengthening the broader project management community in Central Indiana. 11
The Sweden Chapter has built a unique PM culture that is inclusive of
multiple providers and organizations

Sweden – Pilot profile 2 ATP partners

Chapter background Current state partnerships
▪ Founded 22 years ago ▪ Sweden Chapter has worked hard to create a close knit project management community by engaging
▪ 1,711 members and 1,241 PMP members in 2019 with various local REPs in two primary ways:
▪ Revenue: 16% membership, 50% events, 34% sponsorships / ads ▪ REPs sponsor Chapter events and the website through a tiered sponsorship package,
This is their story: We have considered becoming an ATP as we but would rather partner with ATPs as providing a reliable revenue stream for the Chapter
we have been doing for almost two decades. We have partnerships in place with nearby REPs and ▪ Sweden plays an active role in sending members to affiliated REPs who desire PMP exam
depend on REP sponsorships and advertisements as a source of revenue. We are relatively mature with prep training. The Chapter receives a 10% kickback per student and Chapter members
a strong base of 100 volunteers. This is a reflection of organic growth over two decades and a receive a 15% discount. Sweden lists provider on education sponsor/partner page with blurb
passionate, close-knit PM community. This is also evidenced by the relationships we have already built and link to website and markets training courses to members via email
with local providers who offer volunteers to our Chapter. ▪ Some REPs add value to the Chapter community by providing volunteers at Chapter events
▪ Sweden has a particularly valuable relationship with Korn Ferry (previously Strategy Execution),
Sweden is looking to solve the following problems: which is one of their three training partners and has been an REP for 21 years. Korn Ferry intends to
▪ Has monetary relationships with many REPs but is unsure how they will be impacted under the new join the ATP program and is interested in finding ways to enhance their longstanding relationship.
ATP structure, especially if REPs do not opt into the program
▪ Increase membership value and revenue without excluding parts of the PM community

“Our board decided we are strictly here to build a community. Some of the community is REPs and we would “We have benefited by partnering with the [Sweden] Chapter…We have been able to break into the IPMA
like to work with as many of them as possible and have them as sponsors for events and local congress” market share together.”
- Cecilia Svensson, Previous Sweden Chapter President - Joe Czarnecki, VP Product and Sales at Korn Ferry

Pilot partnership model

The Sweden Chapter has many mutually beneficial relationships in place that help provide project management practitioners and Chapter members better access to PMP
exam prep training and project management resources. In working with their education sponsors / partners, such as Korn Ferry, they have the ability to provide Chapter
members better access to PMP exam prep training options while positively impacting their revenue. Tiered website and event sponsorship, mutual marketing, per person
referral fees, and Chapter member discounts are critical components of their partnership agreements. The Sweden Chapter has been able to foster a strong PM community by
offering equal partnership opportunities to all REPs. Going forward, however, the Chapter will need to consider how their relationships will be impacted by the new ATP
program if some REPs do not opt in. That said, there is also opportunity to optimize existing partnership structures under the ATP program that can create even more valuei
think and in turn the PM practitioner and PM community. 12
Lebanon and Formatech Pilot

Lebanon – Pilot profile 2 Formatech

Chapter background ▪ Formatech is a well known training provider in Lebanon, having a strong presence in MENA as well
▪ Founded 14 years ago as four other regions
▪ 316 members and 224 PMP members in 2019 ▪ Has had a strong relationship with PMI, being a reputable REP for nine years
▪ Revenue: 40% membership, 25% events, 35% sponsorships / ads ▪ Offers training for IT and soft skills / business in addition to project management
This is their story: PMP training is important to our members, but we do not provide PMP training ▪ Has previously worked with Lebanon chapter by inviting Chapter leaders to promote the Chapter
ourselves. We have considered becoming an ATP, but are not sure we can afford it. Also, we have during in person trainings
fundamental relationships in place with nearby REPs that we actively send members to, and we depend ▪ Formatech is interested in planning events with Chapters, revenue sharing, sponsorships and
on REP sponsorships and advertisements as a source of revenue. We are relatively mature with a strong working together to promote each other among students and members
volunteer base. ▪ Promoting each other at trainings / Chapter meetings would be valuable and has already occurred
(in a limited capacity)
Lebanon is looking to solve the following problems: ▪ May need to split costs on a case by case basis under a revenue share agreement and would
▪ Provide members with ATP training options without creating conflict by singling out one ATP need to have a minimum class size to run
▪ Lebanon currently lists the following as REPs on their website: (1) Advisors - Lebanon, (2) ▪ Referral fee could be an option if Chapter can ensure that each student was not already a lead for
AMIDEAST, (3) Formatech, (4) Lebanese American University, (5) New Horizons – Lebanon, (6) Formatech
Notre Dame University – Lebanon, (7) PROJACS International, (8) Promastar & IPMS Group
▪ Generate revenue by maximizing relationships and receiving sponsorships
“Depending on the environmental model, in Lebanon the market does not support sharing market penetration with
REPs because the market is very limited and the competition is high. So, competing with REPs is not a good “Chapters providing training are competing with REPs, so they should consider partnering instead.”
strategy. We always seek a win-win situation with REPS, where REPs are our frequent sponsors.” – Ali Hasani, Learning Director Fomatech
– Khaled Karam, President Lebanon Chapter

Pilot partnership model

A mutually beneficial relationship can exist where the Lebanon Chapter and Formatech work together to provide project management practitioners and Chapter members
better access to PMP exam prep training and project management resources. More specifically, there is an opportunity for the Lebanon Chapter to supplement their existing
relationship with more robust and formal guidelines. Revenue sharing, marketing, sponsorship, and event participation are just a few levers that both parties can pull to
optimize value for each organization and the PM practitioner. Additional considerations will exist given the economic crisis in Lebanon and the impact on prices and budgets
for partnership. As a result, an emphasis will be placed on exchanging value. Furthermore, Lebanon will consider partnerships with other providers so as not to be exclusive;
Formatech can still benefit by having first mover advantage as an ATP in Lebanon. A defined partnership can lead to better access to quality training for PMP practitioners and
Chapter members, while strengthening the broader project management community in Lebanon.

13
Toronto and Project Management Training Institute Pilot

Toronto – Pilot profile 3 Project Management Training Institute

Chapter background ▪ PMTI has a global presence, providing the majority of their training in North America (five locations in
▪ Founded 45 years ago Canada)
▪ 5,797 members and 3,707 PMP members in 2019 ▪ PMTI has an exceptionally strong relationship with PMI, being a reputable REP for 17 years and
▪ Revenue: 50% membership, 25% PMP Prep, 5% sponsorships, 5% mentorship programs, 15% exclusively offering training for PMI products
events / workshops/ webinars/ conferences ▪ Interested in engaging with Chapters in ways they have not tried in the past
This is their story: PMP training is important to our members, and we rely on training as a significant ▪ PMTI is interested forming a relationship with terms that are favorable for both parties. Specifically,
source of revenue for our Chapter. We might have an interest in potentially becoming an ATP as we they are looking for:
have a large number of people who are currently trained by our Chapter, yet we are open to exploring ▪ Advertising that is able to separate them from competition
partnership opportunities with ATPs because it could allow our members to have more training options. ▪ Sharing certain cost elements in addition to revenue
That said, we are concerned about lost PMP exam prep revenue and don’t know what partnering would
look like. Ideally the partnership would highlight alternative revenue streams such as sponsorship.
Toronto is looking to solve the following problems:
▪ Provide quality training to members and maintain revenue stream from training
▪ Ensure volunteers are not lost since 35 volunteers currently contribute to training
▪ Provide sufficient virtual training options in the near term

“By leveraging this relationship, we can potentially expand training beyond the current capacity of the Chapter.” “We have tried to work with more Chapters but it doesn’t always work because every Chapter is unique and
– Mitchell Fong, President Toronto Chapter have their own challenges. We have often done advertising and sponsoring….If the chapter is able to work with
us on our offerings there is no question we are happy to do so.” – Yad Senapathy, CEO PMTI

Pilot partnership model

A mutually beneficial relationship can exist where the Toronto Chapter and PMTI work together to provide project management practitioners and Chapter members better
access to PMP exam prep training and project management resources. In working with PMTI, Toronto has the opportunity to offer its Chapter members more training options
to meet the high level of demand in the area that they can not entirely service alone. The Toronto Chapter can leverage PMTI to deliver recurring PMP exam prep information
sessions to educate the PM community. Furthermore, PMTI has the opportunity to benefit greatly from Toronto’s large PM network; Toronto can broker corporate trainings for
PMTI and promote PMTI among its large Chapter base. Revenue sharing, marketing, sponsorship, and event participation are just a few more levers that both parties can pull
to optimize value for each organization and the PM practitioner. A defined partnership can lead to better access to quality training for PMP practitioners and Chapter members,
while strengthening the broader project management community in Toronto.

14
Bogota and Sistemas Expertos, S.A.S. Pilot

Bogota – Pilot profile 3 Sistemas Expertos, S.A.S.

Chapter background ▪ Sistemas has been a REP for ten years and offers PMI along with other agile and Microsoft trainings
▪ Founded 22 years ago ▪ Sistemas primarily offers trainings in Latin America and Europe
▪ 921 members and 642 PMP members in 2019 ▪ While the primary office is in Medellin they also have an office in Bogota
▪ Revenue: 17% membership, 25% PMP training revenue, 5% Non-PMP training revenue, 40% ▪ Sistemas currently sponsors the Medellin Chapter and collaborates with them to meaningfully
advertisements, 13% Non-certification education and training sessions participate in and market Chapter meetings and events
This is their story: PMP training is important to our members. We rely on training as a source of ▪ Sistemas is interested in partnering with the Bogota Chapter in revenue sharing and sponsorships
revenue, and our volunteers provide PMP prep training. We have interest in becoming an ATP but don’t ▪ Sistemas wants to contribute to the market in Bogota and strengthen their brand in the city
think we can afford it, especially with prices in the market driving down and the additional costs of the
ATP program. There are REPs near us, but we aren’t sure they will become ATPs. We would consider
partnering with ATPs for training, but we don’t know what that would look like. Currently, we do have
some relationships with providers for sponsorship. Ideally the partnership would highlight alternative
revenue streams.
Bogota is looking to solve the following problems:
▪ Provide members with access to quality training while making up for lost revenue and relieve
volunteers from the time commitment in preparing for and delivering training
▪ Form successful sponsorship relationships to generate additional revenue
▪ Seek to provide additional membership value since membership and retention is now at risk by the
economic crisis (in addition to no longer offering PMP exam prep)

“[Providing training] is a big lift for volunteers – if there is a more efficient way for other [ATP] trainers to train we “We Sponsor the Medellin chapter – we do some meetings and collaborations together. We help chapters send
would want that .” communications and advertise and plan events. We send the chapter events to our database of individuals. We
– John Cabrera, President Bogota Chapter would be interested in a similar relationship with Bogota.” – Diego Velez, Operations Director

Pilot partnership model

A mutually beneficial relationship can exist where the Bogota Chapter and Sistemas work together to provide project management practitioners and Chapter members better
access to PMP exam prep training and project management resources. More specifically, there is an opportunity for the Bogota Chapter to still play a critical role in facilitating
PMP exam prep training through marketing and coordinating event space, while letting Sistemas focus on delivering the actual training. Revenue sharing, marketing,
sponsorship, and event participation are just a few levers that both parties can pull to grow value for each organization and the PM practitioner. Further, there is an opportunity
for Sistemas to contract reputable volunteer trainers from the Bogota Chapter who want to continue training Chapter members. By delivering training as an ATP and
potentially leveraging past Bogota Chapter volunteer trainers, Sistemas can help the Bogota Chapter continue to play an active role in providing training to their members. 15
Zimbabwe and Simplilearn partner Pilot

Zimbabwe – Pilot profile 4 Simplilearn Solutions Pvt. Ltd.

Chapter background ▪ Simplilearn has been an REP for three years, offering a host of trainings in addition to PMP exam
▪ Founded 3 years ago prep
▪ 138 members and 78 PMP members in 2019 (doubled last year, above average retention) ▪ Simplilearn has a global presence, delivering PMP exam prep in all macro regions around the world
▪ Revenue: 75% membership, 2% sponsorships, 23% events / conferences (above average retention) ▪ Simplilearn has strong virtual teaching capabilities, offering six virtual classes per moth with up to 110
This is their story: We are a young Chapter and do not currently provide PMP training. No REPs exist students in each class
near us, but there are a few small training providers. In the future, we don’t think these small providers ▪ If in person training is highly desired, Simplilearn should consider contracting current small providers
will opt into the ATP program, so we will not be able to send our members there under the new ATP in Zimbabwe to offer PMP prep training to Chapter members
program guidelines. We would consider becoming an ATP, but we don’t think we can afford it. We want ▪ ATP should be willing to work with Chapter to help grow the PM community in Zimbabwe and help
to grow our Chapter but need additional revenue to do it. We are interested in leveraging ATP the Chapter increase revenue through revenue sharing and sponsorship opportunities
partnerships to help increase revenue that we can use to enhance the value we provide to our members
and grow our local PM community.
Zimbabwe is looking to solve the following problems:
▪ Identify ATPs that can provide members access to quality PMP exam prep training
▪ Zimbabwe wants to grow its Chapter base but needs revenue to scale
▪ Find additional sources of revenue to fund additional Chapter value offerings for membership
▪ Grow membership by enhancing Chapter benefits and offerings

“We don’t want to compete with the ATPs, [but] we want to stay relevant in the training program.” “This will help us take our business to the next level. We are very excited.”
– Flavious Coffee, President Zimbabwe Chapter – Pankaj Kumar Pathak, Product Manager (Product Innovation team at Simplilearn)

Pilot partnership model

A mutually beneficial relationship can exist where the Zimbabwe Chapter and Simplilearn work together to provide project management practitioners and Chapter members
better access to PMP exam prep training and project management resources. More specifically, there is an opportunity for the Zimbabwe Chapter to leverage Simplilearn’s
global reach and scale as a primary training provider. Revenue sharing, marketing, sponsorship, and event participation are just a few levers that both parties can pull to grow
value for each organization and the PM practitioner. Further, there is an opportunity for Simplilearn to contract reputable local providers in Zimbabwe who don’t have the scale
to join the ATP program individually. This model allows for more local “ownership” of the training process and cultural considerations. As a young Chapter, the Zimbabwe
Chapter board is confident that Simpliearn can be a key contributor to their ambitious plans for growth.

16
ADDITIONAL
COLLABORATION
MODELS
Chapters and ATPs can leverage a number solutions to help build a strong
partnership model (1 of 4)
Solutions for ATP collaboration 1.1 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
Channel Geo- Chapter Drives High cost Partner-
compe- REPs not graphic lost membersh to High cost ship Study
Solution Benefits Risks Considerations Timing tition opting in gaps revenue ip Chapters to ATPs structure groups
Financial
1 Chapter funnels members to ATP - Members receive access - Revenue and - Chapters don’t want to 1-2 months
for in person or virtual PMP prep to quality PMP prep membership could create unfair advantage by
training. Non-monetary value can training decrease for Chapters working with exclusive
be exchanged in return, or revenue - ATPs increase customers that no longer provide ATPs
share, profit share, per person - Reduction of channel their own PMP prep - Chapters want to continue ✓ ✓ ✓ ✓
referral fee, or Chapter member conflict training providing training in 2020
discounts - Increased Chapter since budgets are set
revenue
2 Chapter funnels members to ATP - Reduced cost for ATP - Allowing this to occur 1-2 months
and subsidizes some ATP costs (i.e. (especially beneficial for for commercial ATPs
annual, TTT, per-person) in small providers) and not Chapter ATPs
exchange for revenue, profit share, - Chapter engages in could cause channel ✓ ✓ ✓ ✓ ✓ ✓ ✓
or per person referral fee providing training conflict
- Increased Chapter
revenue
3 ATP pays Chapter to coordinate - Potentially more - ATP may prefer their - Many Chapters rent space 2-6 months
and provide training space convenient location for own classrooms for events and training in
members current state
- This model allows Chapters ✓ ✓ ✓ ✓ ✓ ✓ ✓
to have more “ownership”
of the training process

18
Chapters and ATPs can leverage a number solutions to help build a strong
partnership model (2 of 4)

Solutions for ATP collaboration 1.1 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
Channel Geo- Chapter Drives High cost Partner-
compe- REPs not graphic lost membersh to High cost ship Study
Solution Benefits Risks Considerations Timing tition opting in gaps revenue ip Chapters to ATPs structure groups
Operational
4 Chapter brokers training for ATP - Growing PM community - Difficult to track and - Could be included in per 1-2 months
and corporations - ATP market penetration compensate once person referral fee ✓ ✓ ✓ ✓ ✓ ✓
- Increase Chapter rev. Chapter connects
5 ATP offers open seats at closed - Allows ATP to meet - Corporation may be - Could provide discount to 2-6 months
corporate trainings to be filled by minimum participant hesitant Chapter members
Chapter members threshold - May not end up being - Could provide referral fee
- Provides members with substantial number of to Chapter
greater access to training Chapter members to ✓ ✓ ✓ ✓ ✓ ✓
- Could become additional make worthwhile
source of revenue for
Chapter
6 ATP can leverage Chapter or local - Chapter plays role in - If volunteers get paid - Former Chapter trainers 6-12
trainers: ATPs reach new markets providing training by ATP, can no longer could lead study groups or months
and Chapters get to "deliver" - Expanded reach and be volunteer teach refresher courses
training to their members (ATP or access to trainers for - Less oversight from
Chapter can pay TTT fee) ATPs ATP to ensure quality ✓ ✓ ✓ ✓ ✓ ✓ ✓
- Allows for small
providers or individual
trainers to operate in the
market
7 ATP actively refers students to - Increased membership - Difficult for Chapter to - can be via survey or 1-2 months
local Chapter and revenue for Chapter verify announcement at course ✓ ✓ ✓
8 Chapter attends provider trainings - Marketing for Chapter to - ATPs may not want to - Does not have to be limited 1-2 months
to inform students on Chapter boost membership and take up more students to PMP exam prep
benefits revenue time and sell their - Can focus on PDUs ✓ ✓ ✓ ✓19
customers on more
PM options
Chapters and ATPs can leverage a number solutions to help build a strong
partnership model (3 of 4)
Solutions for ATP collaboration 1.1 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
Channel Geo- Chapter Drives High cost Partner-
compe- REPs not graphic lost membersh to High cost ship Study
Solution Benefits Risks Considerations Timing tition opting in gaps revenue ip Chapters to ATPs structure groups
Sponsorship and events
9 ATP pays Chapter to be website - Increased revenue for - Could generate conflict - Some Chapters currently 1-2 months
sponsor Chapter with existing REP have employed this model
- Increased exposure for relationships if with platinum, gold and
ATP currently not charging bronze sponsors and/or ✓ ✓ ✓ ✓ ✓
include sponsor logos on
homepage
10 Chapter lists ATP as "preferred - Additional source of - Large number of - This will be in addition to 2-6 months
partner" on Chapter revenue for Chapter if “Preferred” providers ATP badge
website/marketing materials for monetized could dilute value - ATP logo on homepage
fee (ATP can also list themselves as - Increased value for ATP would be separate ✓ ✓ ✓ ✓ ✓
"preferred PMI partner" on their - Need to make this uniform
own website) across Chapters and ATPs
11 ATP sponsors or markets Chapter - Increased revenue for - Sponsors should look - Sponsorship will be more 2-6 months
events Chapter to provide “real” value valuable for both parties if
- Exposure for ATP so participants don’t ATPs present or help plan
- Exposure for Chapter feel they are being events. Some ATPs feel
sold to they are not provided a
- ATP students may feel platform at Chapter events
oversold and likely that warrant the cost of ✓ ✓ ✓ ✓
already receive a lot of sponsorship
informational - New opportunities exist for
messaging virtual sponsorship(1)
- ATP can email database of
students on behalf of
Chapter

Note(s): (1) Examples include hosting virtual breakout rooms, webinar and video series thought leadership, pre-event virtual coffee breaks, play video ads or infomercials before sessions, include sponsor logos on slides, etc.
Source(s): Billhighway – consultancy focused on member-based organization
20
Chapters and ATPs can leverage a number solutions to help build a strong
partnership model (4 of 4)

Solutions for ATP collaboration 1.1 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
Channel Geo- Chapter Drives High cost Partner-
compe- REPs not graphic lost membersh to High cost ship Study
Solution Benefits Risks Considerations Timing tition opting in gaps revenue ip Chapters to ATPs structure groups
12 ATP plans or participates in - Increased revenue for - With sponsorship - New opportunities exist for 2-6 months
Chapter events: including Chapter included, members virtual participation(1)
informational sessions - Exposure for ATP may feel oversold - ATP expertise in training &
- Less burden on development can provide ✓ ✓ ✓ ✓ ✓
volunteers value in PDD days for
- Increased member value Chapters
13 Chapter markets (e.g., promotes - Additional value for ATP - Guidelines need to be - Contract may need to be 2-6 months
events, advertises trainings, - Focus on exchanging established so put in place
communicates messages) on value Chapters are not taken - ATPs will not be given
behalf of ATP for a fee or exchange - Chapter can monetize advantage of and can access to Chapter member
of value this offering by charging be held accountable emails or PII
ATP - Members taxed with - Guidelines around ✓ ✓ ✓ ✓
too many emails and frequency of
feel oversold communication must be
established
- PMI can provide marketing
assets
14 ATP provides Chapter members - Increased member value - Decreased revenue for - ATPs may be hesitant to 1-2 months
discounts for their events (or free ATP provide free attendance as
attendance), resources, or - Could lead to members charging for events is a ✓ ✓ ✓ ✓
trainings feeling oversold on revenue stream
events

Note(s): (1) Examples include hosting virtual breakout rooms, webinar and video series thought leadership, pre-event virtual coffee breaks, play video ads or infomercials before sessions, include sponsor logos on slides, etc.
Source(s): Billhighway – consultancy focused on member-based organization
21
Chapters can choose to deploy a few other solutions to address ATP program
challenges (1 of 2)
Solutions for ATP collaboration 1.1 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
Channel Geo- Chapter Drives High cost Partner-
compe- REPs not graphic lost membersh to High cost ship Study
Solution Benefits Risks Considerations Timing tition opting in gaps revenue ip Chapters to ATPs structure groups
Additional Chapter Options
15 Chapter offers and monetizes - Increased revenue for - Cost to Chapter - Enables additional 6-12
additional offerings(1) Chapter - Difficult to secure opportunities for months
- Increased value for volunteer time sponsorship revenue &
members member engagement,
specifically if Chapter is no
longer able to provide PMP
prep training
- 8% of Chapters surveyed ✓ ✓ ✓
monetize resume postings /
employment opportunities,
6% of Chapters surveyed
monetize study groups, and
5% monetize mentorship
programs(2)
16 Chapter engages with local - Increased community - Time consuming - Can provide group 1-2 months
organizations (e.g., site visits to engagement discounts for Chapter
encourage membership, marketing - Increased membership membership ✓ ✓
events, discuss sponsorship - Increased revenue
opportunities)
17 Chapter reorganizes with - Cost and volunteer - Difficult to sustain - Chapters do not have to be 12+
surrounding Chapters to band efficiencies - May require additional established to take part. months
together under one Chapter - Revenue scaling through volunteer time for Perhaps hubs already exist
network increased events and head Chapter leaders in local areas that could roll
membership up under the existing ✓ ✓ ✓ ✓
- Increased size can be Chapter (as was the case
leveraged in ATP with Sweden)
partnership

Note: (1) Can include number of annual events (Professional Development Day or Congress), study groups or refresher courses, mentor programs, virtual events, and networking events; (2) Information about the mentorship program details for the Toronto
Chapter can be found here: https://www.pmitoronto.ca/mentoring 22
Source(s): Chapter Survey
Chapters can choose to deploy a few other solutions to address ATP program
challenges (2 of 2)
Solutions for ATP collaboration 1.1 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
Channel Geo- Chapter Drives High cost Partner-
compe- REPs not graphic lost membersh to High cost ship Study
Solution Benefits Risks Considerations Timing tition opting in gaps revenue ip Chapters to ATPs structure groups
18 Chapter offers tiered pricing for - Increased Chapter - Could deter - Must have enough value at 2-6 months
member vs public event attendees revenue participation if it’s not event to be able to charge
- Increased value for normal practice ✓ ✓
members
19 Chapter encourages self-paced - Provides access for - Creates competition in NA
course or hosts collaborative self- members that have market between ATPs
paced course viewing/working geographic hurdles and and PMI
sessions Chapters that are slow to - Does not foster ✓ ✓ ✓ ✓
adopt relationships channel collaboration
to increase value
20 Chapter passes on all or part of the - Helps small providers and - Trainers may be - Only applies to Chapter 1-2 months
TTT fee to the trainers themselves ATPs afford the program reluctant to pay ATPs that pay trainers
if they choose to become an ATP - Does not address - Trainers that are getting ✓
Chapter volunteer paid may not be Chapter
trainers volunteers

Source(s): Chapter Survey 23

Chapters can choose to deploy a few other solutions to address ATP program
challenges (1 of 2)
Solutions for ATP collaboration 1.1 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
Channel Geo- Chapter Drives High cost Partner-
compe- REPs not graphic lost membersh to High cost ship Study
Solution Benefits Risks Considerations Timing tition opting in gaps revenue ip Chapters to ATPs structure groups
Additional Chapter Options
15 Chapter offers and monetizes - Increased revenue for - Cost to Chapter - Enables additional 6-12
additional offerings(1) Chapter - Difficult to secure opportunities for months
- Increased value for volunteer time sponsorship revenue &
members member engagement,
specifically if Chapter is no
longer able to provide PMP
prep training
- 8% of Chapters surveyed ✓ ✓ ✓
monetize resume postings /
employment opportunities,
6% of Chapters surveyed
monetize study groups, and
5% monetize mentorship
programs(2)
16 Chapter engages with local - Increased community - Time consuming - Can provide group 1-2 months
organizations (e.g., site visits to engagement discounts for Chapter
encourage membership, marketing - Increased membership membership ✓ ✓
events, discuss sponsorship - Increased revenue
opportunities)
17 Chapter reorganizes with - Cost and volunteer - Difficult to sustain - Chapters do not have to be 12+
surrounding Chapters to band efficiencies - May require additional established to take part. months
together under one Chapter - Revenue scaling through volunteer time for Perhaps hubs already exist
network increased events and head Chapter leaders in local areas that could roll
membership up under the existing ✓ ✓ ✓ ✓
- Increased size can be Chapter (as was the case
leveraged in ATP with Sweden)
partnership

Note: (1) Can include number of annual events (Professional Development Day or Congress), study groups or refresher courses, mentor programs, virtual events, and networking events; (2) Information about the mentorship program details for the Toronto
Chapter can be found here: https://www.pmitoronto.ca/mentoring 24
Source(s): Chapter Survey
Chapters can choose to deploy a few other solutions to address ATP program
challenges (2 of 2)
Solutions for ATP collaboration 1.1 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
Channel Geo- Chapter Drives High cost Partner-
compe- REPs not graphic lost membersh to High cost ship Study
Solution Benefits Risks Considerations Timing tition opting in gaps revenue ip Chapters to ATPs structure groups
18 Chapter offers tiered pricing for - Increased Chapter - Could deter - Must have enough value at 2-6 months
member vs public event attendees revenue participation if it’s not event to be able to charge
- Increased value for normal practice ✓ ✓
members
19 Chapter encourages self-paced - Provides access for - Creates competition in NA
course or hosts collaborative self- members that have market between ATPs
paced course viewing/working geographic hurdles and and PMI
sessions Chapters that are slow to - Does not foster ✓ ✓ ✓ ✓
adopt relationships channel collaboration
to increase value
20 Chapter passes on all or part of the - Helps small providers and - Trainers may be - Only applies to Chapter 1-2 months
TTT fee to the trainers themselves ATPs afford the program reluctant to pay ATPs that pay trainers
if they choose to become an ATP - Does not address - Trainers that are getting ✓
Chapter volunteer paid may not be Chapter
trainers volunteers

Source(s): Chapter Survey 25

 Contact points and important information
Contact your Chapter partner: https://www.pmi.org/leadership-central/contact-chapter-leaders

Access information on the new ATP Program: Program and Pricing details FAQs
Directions for accessing:
▪ Visit pmi.org/rep-program-resources
▪ Click “New Program”
▪ Scroll for “Quick Links” on the right side of the screen
▪ Access “Program and Pricing Details” as well as
“FAQs”
▪ Additional links:
▪ Update Center: https://www.pmi.org/update-
center/rep-program-update
▪ Volunteer Resource Center: 10 page document outlining the 10 page document answering 41
https://www.pmi.org/leadership-central/chapter- benefits, pricing, and requirements of different questions related to the new
the new ATP program ATP program
leader-resources

The program and pricing details and FAQs should be referenced to support informed decision making around PMP training and the ATP program

26