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Yahoo Groups or other online polling tools are adequate so long as you promote and reinforce polls during your meetings. Bob : Consistency of timing and venue helps maximize the value of word of mouth and facilitates retention. The BPMA has established tradition of meetings being held on the third Thursday of each month except August and December when members are most inclined to take vacation. These meetings are most always hosted in the same location. Anthony : When our group first started, the location moved around a good bit—primarily because we have members spread over two states and the District of Columbia.
But we realized we needed to take down some of the potential barriers to people attending, where they might not remember when and where the next meeting was.
Now we meet the third Thursday of every month at the same location to keep the continuity going. We get a lot of the same people back, which is wonderful for richness. And we have been fortunate in having a lot of new members come. We are also in the process of trying to build more community activities, things like a twice a year barbeque or a social event.
Keith : I hold group meetings once a quarter: usually two networking meetings and two topics. Next time, I intend to have it about product automation tools. Just the past few years, people have started paying attention in software from a product standpoint to product lifecycle management. And tools are starting to appear in there. Bob : Word-of-mouth has proven the single most effective marketing vehicle to generate in-person attendance at BPMA monthly meetings. Runners-up include posting meeting detail in local trade publications.
Jasmine : It has really been organic, by word of mouth. Pragmatic Institute was also very helpful because they point people to the PMAs after they take the courses. Keith : I approve people to participate and keep tight controls over vendors and recruiters. I do not let them post directly to the list, and you will be automatically banned from my group if you do. I actually provide a very specific set of rules for all participants on the discussion list to prevent gross self-promotion. Alan : In Toronto, we made sure that the association was not a recruiting forum or a meet market.
We specifically discourage job postings to our lists; in fact, if somebody did that, we shut them down. The reason was two-fold: We wanted this to be focused on product management expertise and networking with peers.
And we wanted companies to feel comfortable about their employees attending. Jasmine : We set up a regular membership structure, which went a long way toward building member loyalty.
But there was no real commitment. So we get much more of a community of people. We also started holding the events at a hotel, which has become our regular location. The purpose there is two-fold: number one to generate revenue in order to make the association have some staying power; but, more importantly to get commitment from membership.
But on any given month, we have only 40 members show up for a meeting. We want to get additional buy-in from our members. But we needed funds to create a more professional structure and some resources. That boost did not hurt attendance in any way. Jasmine : We stayed at the grassroots level for a year and a half. We had considerable discussion over whether we wanted to continue at that level or grow to something bigger.
If we were going to grow, everybody needed to be on board. We also went through all of the normal group issues: your forming and your storming we spent a lot of time on storming. Then we reorganized the board, defined roles, and started to have structured meetings.
We have one in-person board meeting and one conference call every month. We also make sure everyone on board makes it a priority to attend the events as well.
The other piece is assigning responsibilities and action items and holding people accountable to them. All of those things started coming together.
We became more professional as an organization and started gaining momentum and growth. We had a bit of a debate over becoming a non-profit organization. There were some members who felt we should stay at the grassroots level and keep things simple and low key. Of course, the group was somewhat unstructured at that point. Once we got a lot more order to the organization, it instilled a level of confidence that we needed to grow up and become what we really could be.
I got a NOLO book and handled the process myself. Jasmine : I would say be patient. It takes some time. Surround yourself with a good team that has well-defined roles. I would also say just let it grow as it is. It will take shape by itself. Anthony : I recommend having regular, standalone board meetings where you can focus on setting strategy to make the association better.
The second thing is to try to engage sponsors right off the bat. The third thing is to make sure you have continuity—that your meeting is always in the same place at the same time. Another critical piece is to always focus on what your membership wants to get from the association. Finally, learn from and adopt best practices from other successful PMAs. Alan : I think I speak for the group in saying that anybody who has built a product management associations would be glad to help out others with ideas or to talk things over.
Touch base with someone who has already lived through it and learned the pitfalls. Founding a product management association Discover how you can make connections and share knowledge with your product management peers. Get involved in your local PMA. Come to an event; join an online discussion; volunteer. For inspiration and information about launching a new PMA, contact Pragmatic Institute or any of the board members of existing associations.
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View all posts. I am going to teach you our approach to creating meaningful buyer personas that I use in my business at Bestbuyerpersona. The information that is gathered during a customer visit helps identify new opportunities for driving revenue and delight.
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Jun 11 - ' How do you go about recruiting volunteers and leaders? What steps can you take to ensure that speakers and topics resonate with members?
How important is it to hold regular meetings? How do you go about getting new members or attendees at the events? How do you handle recruiters and vendors? Do you charge membership dues or fees to attend events? What about the decision to become a non-profit organization? Any lessons learned or advice to those starting a new association or growing one?
Finally, learn from and adopt best practices from other successful PMAs Alan : I think I speak for the group in saying that anybody who has built a product management associations would be glad to help out others with ideas or to talk things over.
See also Founding a product management association Discover how you can make connections and share knowledge with your product management peers. Board Roles and Responsibilities President. Ensures organization operates to meet goals and acts as spokesperson for organization.
Director of Communications. Responsible for newsletter, meeting minutes and event summaries. Director of Events. Selects meeting topics, coordinates and schedules speakers and sets logistics agenda. Director of Membership. Owns communications with members about events, as well as managing membership list. Director of Web. Updates website, maintains event and presentation archive, administers forum and makes technology recommendations to Board.
Director of Finance. Accountable for collecting event revenue and paying expenses and for ensuring that operates in a fiscally responsible manner. Director of Marketing.
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