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PMISV Chapter Board of Directors Election Nominations |
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Dear Members,
It is again time to conduct the elections for the Chapter’s Board of Directors. Based on our chapter’s current Chapter Bylaws, we need to nominate individuals who will serve in our Chapter's five member Board of Directors:
1) President: The role of the President is to be the chief officer of the Chapter. The President chairs Board meetings, is the principal point of contact to PMI.org, and is responsible for the overall health and direction of the Chapter. The President is responsible for educational and community outreach, Marketing and social media, and Member Services.
2) Vice President Administration: The VP Administration keeps the records of all Silicon Valley PMI Chapter business matters (except those relating to finance), interfaces with the PMI GOC, and manages the reporting of chapter business metrics. The VP Administration also manages core IT infrastructure and Volunteer Services.
3) Vice President Finance: The VP Finance oversees the management of funds and financial matters for the Chapter.
4) Vice President Operations: The VP Operations leads the operations of the Silicon Valley PMI Chapter. This position oversees Program and Workshop events, Event website Marketing, Operations Process Improvements, Speakers Bureau, and Event Facilities management.
5) Vice President Strategy: The VP Strategy ensures continuity and sustainability of operations and overall transition of activities across PMI-SV board members between two calendar years.
The above five officers will serve on next year’s PMI-SV chapter's Board. All the Elected officers will have a term that begins on January 1, 2025, and ends on December 31, 2025 except VP-Strategy, whose term will run from July 1, 2025 to June 30, 2026. All PMISV members in good standing are eligible for self-nomination. Members who are PMP certified and those having prior volunteer service within the chapter are preferred. Certain Board positions (such as President, Finance, Strategy) have specific requirements. Final slate of eligibility conditions regarding volunteering, etc. will be decided by the Nomination committee in accordance with the chapter by-laws. If you are interested in serving the chapter next year as a member of the board, please log into the membership area of the chapter website to review the 2025 Election Process description. The online nomination form, position descriptions and other useful information are located there. If you wish to be considered for more than one role, please fill out a form for each. Nominations are open now, and will remain open until Friday, NOVEMBER 01, 2024.
General qualifications: All nominees are required to have the following experience and education:
Specific officer qualification: Each position has its own specific requirements, which have not been included in the name of brevity. The Nominations Committee will provide them, if you express an interest.
Click here to access the online Nomination Form.
As with our elections for 2024 board members conducted in 2023, we will be conducting this year's elections also electronically. Watch for voting information in the next several weeks! Thanks,
Thiru Varadadesigan
VP-Strategy
2024-25 PMI-SV Board member
Last Date for submitting Nomination is: Friday, 11/01/2024 |
There was a day when you could write your own ticket if you were a project manager, had your PMP designation and if you knew something about technology or telecom. Ah, the good old days.
Today, the world of PMs, with their PMP and with technology experience is very crowded. Sorry folks… I know you are really good at what you do, and that you have incredible experience in your subject matter and that you have great references. But so do many, many others around you. The playing field is quite crowded.
So, what can you do about it? How can you get noticed – get your resume or profile close enough to the top of the pile to get an interview?
Remove those blinkers. The days of “Build it on time, on scope and on budget” are gone. These days, you have to do all of that PLUS more. You need to show value above and beyond the norm. You need to be much more than just being a good or great project manager.
Here are 3 ideas on how you can be more then just the ‘same old’ – how you can stand up and get noticed.
- Understand business value. Dan Watt of RBC Financial Group did a great presentation at ProjectTalks Toronto on the importance of project managers understanding business value. What is your project doing for your customer? What value is being provided. When we start to think about our projects in terms of business value, we start to make better decisions within the project process – ones that are tied to project value.
- Understand strategy – I have written on this topic many times in this area. Strategic plans feed our project work – or so they should. A smart project manager knows the plan and understands how the work he/she is doing is tied to that strategic plan. This connection feeds performance, feeds better decisions (as with #1 above) and feeds happier and more engaged team members.
- Understand the CxO language. Great project managers know how to relate to the senior management team in terms that they understand and live with everyday. This includes a thorough understanding of the financial reports, terms like ROI, asset management and shareholder returns. Our senior team is not interested in the minutia of our project plans but they are interested in how that plan will affect the bottom line. Learn to talk their talk.
These three things can start to set you apart from the crowd. These are things that employers and customers are looking for – along with someone who can deliver on time, on scope and on budget.
Image courtesy of www.freedigitalphotos.net
Have you ever worked on a project that was critical to you and your stakeholders – but it seemed that your team did not care? How hard was it to motivate people to get the work done on your project when it seemed they were more motivated to work on something else?
This is a scenario that seems to play out in our project management lives more often than we would like: varying levels of commitment across our projects. This is not unusual, as we are having to work with cross-functional teams throughout the organization with little, or no, authority and often a lack of familiarity with the players.
So, what can we do to motivate and inspire the people who work on our projects when we are faced with so many obstacles?
You need a plan. As is so often the case with leadership strategies, you just can’t wing it.
Here are suggestions for that plan.
- Assess your audience to understand, as best you can, what drives them, both positively and negatively. Our driving forces, or our motivational buttons, are so different from one individual to the next and one department to the next. Money, lifestyle, fun, challenges and growth opportunities are just some of the drivers that we will come across. You need to assess each unit that will require a unique motivational effort.
- Define your motivational strategies appropriate for each target. Without the previous step, this is just a shot in the dark. Hopefully, with a fairly good understanding of the audience, you can develop a strategy for the whole group, sub groups and individuals. Preparation is critical here.
- Don’t forget to communicate your expectations to the audience. We are motivating others to achieve some level of performance or desired outcome. These outcomes need to be clearly defined and communicated to our audience. With a very clear set of expectations, our motivational plans become easier to achieve.
- Establish a feedback loop. It is very difficult to stay motivated when the expectations were clearly set, but there was never any follow-up. We need to set up a system to provide feedback regarding progress, or lack thereof, towards the desired outcomes.
- Provide coaching, mentoring and training to avoid any obstacles that are limiting success. This will help to ensure motivated resources, regardless of the outcomes of past projects.
- Motivation requires some kind of recognition or reward afterwards. A simple “thank you that was an awesome job” can be motivation enough for some but not others. By circling back to your assessment of the audience at the beginning, you should be able to develop an environment of recognition that suits your audience from one side to the other.
- Motivating also requires a set of consequences for continued underperformance. People need to see that there is a cost to non-performance.
Many of us leave the motivation to others or believe that it’s just something that happens organically. This is not the case and not good leadership behaviour.
As we see, there is a process here with elements that we should consider at all times.
Motivation builds strong teams and strong project managers.