Newsletter: May Edition Print

Across the Board

The results from the recent Board of Directors member elections for three positions on the board including the role of: President, Treasurer, and Secretary concluded last month and I am very excited to announce the results for the new candidates that were selected to fill these critical roles. The elections were held from Feb 28 through March 14 and the candidates chosen bring with them years of professional experience and leadership acumen that will no doubt be an asset for our growing chapter for years to come. After two years on the board as the Chief Governing Officer (CGO), I am now assuming the challenging role of President. I currently work for the Port of San Francisco, Real Estate division. I also serve as President for another nonprofit community agency and have many years of experience in public service.  

I am honored to announce as your newly elected President of the Board of Directors for the Bay Area Chapter members, that the Board has assembled a new leadership team for the Chapter that will help bring us into a new era of growth and member focused services.

The PMI-SFBAC Board of Directors has been busy this past month preparing for the active onboarding of our three newly elected board members and officers.  

Don McClure was re-elected as Treasurer for another year and Dina Tasiou will remain as the Secretary for the Board through next year. The Board is also considering an additional seat to the Board of Directors to be filled by a student or recent graduate to serve a year on the board as a Next Generation Leader Board member.

We have an ambitious annual agenda for the next year. We have formed a strategy that is focused on our chapter events, programs and plan with our members as owners/shareholders in mind.  Also in April  three newly elected members joined the Board of Directors. I would like to welcome each experienced professional project manager to the Board.

  • Anup Deshpande: currently works for Visa as a Senior Director of Portfolio Management & Program Management. He is a solution-focused certified Program Manager and Scrum Master has been a frequent guest speaker for the Chapter

  • Frank Murphy:  is assuming the role of Director at Large with the Board. Frank Murphy is an innovative manager who offers over 20 years of experience in delivering creative solutions and creating teams. He likes to think outside the box and is he's a life-long learner who values the pursuit of academic success and enjoys sharing his wealth of knowledge and expertise through his teaching. 

  • Nathan Mellin: currently works for Wells Fargo as a PM & Vendor Manager of ATM Services in Community Banking and is the Chapter’s Fearless leader who has served as the CEO for the past 2 years with a great team that has transformed the work of operations to enable the volunteers to work better together, reduce costs, provide digital advances, now has taken the leap into the Board of Directors. Nathan is a highly-experienced professional, with an impressive track record of hands-on experience in managing implementation projects and client relations. Now that Nathan is on the Board he is responsible for mentoring the new Acting CEO during their transition.

In discussing the new roles and transition with the new leadership, noted below are comments and profiles of  additions to our Operations team from Nathan Mellin:

  • Phil Landry: is the newly elected chapter CEO taking the reigns from Nathan Mellin. Phil has been a terrific asset to the Chapter. Phil’s promotion from COO to CEO allows Chapter leadership to double down our efforts to improve and grow programs as well as expand to establish new Next Generation Leadership Mentorship and Military Outreach Programs.  

  • Shivani Dalal will take over the COO role and comes highly recommended with her years of experience as a volunteer in various positions including past COO.  Below we have a terrific Q&A with Shivani that demonstrates her qualifications as well as what a terrific volunteer she has been and will continue to be in serving the Chapter in Operations.

“These important leadership changes continue to align our management structure to our purpose and board strategy,” Phil Landry stated. “This new structure will facilitate efficiency and growth, as well as lay the foundation for strong leadership and management continuity. I’m deeply proud of what operations team accomplished under Nathan as CEO, I am confident of success in our transition from within, tapping the abundance of talent and dedication we have within PMI SFBAC.” This new team is committed to lead but not just from the top, but to lead with them to serve you, the chapter owners, and San Francisco Bay Area Project Management communities. I think our team are very active Chapter members to whom you could relate to and someone who welcomes new ideas from every level in our Chapter, and importantly, those who clearly understand the collective values of our large creative Chapter.

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Board Member & CEO Bio's

Phil Landry has been COO with the PMISFBAC chapter for just over a year and was recently promoted to the role of Chapter CEO--taking over from Nathan Mellin. He has been key in executing strategy and supporting our operational teams and programs.  He was featured in an article a few months back detailing his experience when he first joined the Bay area chapter; he is the type of success story that any chapter would be proud to tell.

He first attended a roundtable event asking about getting a project management certification. Not only did he get certified, he also managed to joined to chapter where has been serving since. Phil brings a sense of commitment that has not only led to success with the chapter but also in his career as well.    

In his professional career Phil is an engaged, client and team focused leader experienced in project and portfolio management in the Information Technology, Finance, Legal, and Professional Service industries. He enjoys building relationships, mentoring and leading teams to innovate, implement and support solutions in line with business strategies. He is an entrepreneur at heart and loves the partnership of business and technology in real world applications.  When he is not sharing his passion for project management or volunteering for the chapter, Phil and his wife enjoy traveling the world.


Frank Murphy hails from Vacaville and is an innovative manager who offers over 20 years of experience in delivering creative solutions and creating teams. He has exceptional organizational and logistical skills developed over many years. Thinking outside the box is a cliché, but if you want results, you need to look at the entire arena, and reject silo approaches. Knows when to empower, coach, and mentor to enable the team to succeed! As one boss put it succinctly: give Frank a problem and consider it solved!

As a lifelong learner, he knows what education has done for his life. It has enriched and improved it in many ways. Each new degree has led him in a different direction and taught him to think differently than he anticipated. As a result of his personal success, his goal is to help others define new directions and grow in their careers. That new career may not be what they currently are pursuing, so it’s vital to showcase new concepts that can be applied in multiple manners in an engaging learning environment. He believes that an education is something that, once gained, is never lost. It is this philosophy that is transferred in his approach to teaching.

Teaching is not an endeavor where one approach works well for every student, and it is important to explore new methods of teaching to maximize learning for those who are interested. It is also his goal to interest those who may have just a passing interest in learning the material, and show them the value inherent in the subjects. Keeping students engaged is always a challenge, and one way is to relate what you are learning to practical applications. With his experience, he can share many stories of successful outcomes to problems, and also what was less successful for him. As Instructors, he sees the craft as being the guide to education, not the person on the stage lecturing. It is also his job to match his teaching to a student’s learning speed, and never slow them  


 Anup Deshpande comes from San Jose, California and currently works for Visa as a Senior Director of Portfolio Management & Program Management.

 He is a solution-focused Certified Program Manager and Scrum Master with BSEE adds and expands revenue streams for optimal outcomes in Fortune 500 companies. Controls long-term planning, alignment, and governance of programs, delivering competition-busting, cost-effective, reliable products through SAFe / Agile / Scrum / Kanban.

More than 22 years of engagement / relationship management in inception-to-completion software / product development life cycle and hands-on software development; 9 years in Lean/Agile development with Scrum/XP; and 15 years in Web development and object-oriented design patterns. 2017 Board Director at Large of PMI SFBAC chapter and PMI Silicon Valley Chapter 2012 President.


Nathan Mellin has been the CEO for the past 2 years at PMISFBAC and with the great team he has had the honor and pleasure to work with, he has transformed the work operations to enable the teams to work better together, by reducing vendor costs, providing digital & technical advances for both members and volunteers, and overall transparency & equality between board and operations.  We went from over 9 separate back office software vendors that didn't interface together to 2 that work seamlessly and are mobile friendly.

In doing this, cost was reduced and space was gained.  It also helped us appeal to our Next Generation Leaders both from a volunteer operation perspective as well as to our member base who now can access from any mobile device.  In addition to working with the PMISFBAC team, his professional career includes proving himself as a diligent, accomplished, and highly experienced professional, with an impressive track record of hands-on experience in managing implementation projects and client relations, most recently at Wells Fargo as a Vendor Manager & PM.

He has proven ability to communicate with both clients and engineers, ensuring that product solutions meet client requirements. He’s a self-starter who manages multiple projects well under pressure, able to work independently, while exhibiting broad range of soft skills in building team effectiveness & morale.  Most of all, he’s a family man who balances his time with his wife & 2 children, where they enjoy outdoor activities, skiing, cycling, and going on exciting adventures.


Shivani Dalal, a longtime volunteer is our new COO, here are a few highlights from “Q and A” with Phil to recap her outstanding work with the chapter and how she plans to bring value to the leadership team:

What roles have you held with the chapter: Mentor- Evening Programs – Jan 2017 to present
      • Helping out building up team, and getting the events pipeline on track.

    • Training and mentoring new team members for the roles supporting the program.

  • COO – July 2015 to March 2016

    • Lead the Events Team (Evening, Workshops, Webinars, etc.), EPM Team, and the Volunteer Management Teams

  • Director Evening Programs – March 2013 to August 2015

    • Lead a team of 3 to 4 people during my tenure as a Director, Evening Programs

    • Launched successful evening events every month

    • Built sponsor relationships, and handled Vendor Management for the Chapter

    • Built a strong structure, and Training Documentation of processes and built workflows.

  • Project Manager – March 2012 to March 2013

    • Built the processes- Speaker Selection; Vendor Management, etc.

    • Lead the evening events, and helped wherever required

Highlight of key successes with the chapter/your volunteer work:

  • Strong Team building and people retention

  • Under my tenure as a Director Evening Programs, I have successfully managed a team of 2 to 4 for more than 2 yrs.

  • The people on my team were highly motivated, and felt appreciated for the value they brought to the Chapter.

The reason(s) you would like to be the next chapter COO:

  • I have enjoyed my involvement with the Chapter at various levels, and feel that I could bring more value as a COO.

  • My people skills will be an add-on, and should help bring back the momentum in volunteer involvement at various levels.

  • I have some great ideas for the Chapter, and will be happy to bring them to practice with the help of others on the Leadership Team.

What would be your strategy as the new COO to support Operations as well as the chapter?

  • I would like to focus on more Volunteer Engagement at various levels, and help in getting more people to join us.

  • Focus on a stronger Marketing Team, and keep people informed about what is coming up.

  • Have the teams built process flows, and documentation for all the key roles, so that transitions are easier. Most of the times, knowledge retention can be a challenge within a Volunteer run organization.

  • Build stronger events pipeline, and have people cross-trained into different domains.

  • More engagement with existing volunteers through the Volunteer Management group; regular surveys to gather feedback, and implement the change where required.

  • Tracking financials accurately for every event (evening, workshops etc.) is a need of the hour. We need to revisit our processes, and close any open ends.

What is your leadership style?

  • I have a very transparent approach, when it comes to Leading People. I believe in Leading by example.

  • Appreciate people when a job is done well. Engage with the team, and appreciate the value they bring or could bring.

  • I am open to feedback, and ready to embrace change.

What role do you see technology play in our organization?

  • The current website and improvements is a great start to a better future for the Chapter member and volunteers alike.

  • It is a lot easier to track an event, post it, and do pretty much everything from one portal.

  • I would like to focus on getting better tools, and making the best of resources available to our volunteer folks.

Any other comments that you think would be helpful to share with the chapter?

  • I am very happy with the current shape of the Chapter (in terms of members, volunteers), and the future holds great things for us.

  • Nathan and Phil have really done a great job in their respective roles and I hope to fulfil the member expectations with a similar rigor.

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Region 7- Conference Report

As outgoing Chapter CEO and recently elected Director at Large with the Board of Directors for PMISFBAC, it has been a pleasure to serve along side our chapter volunteers during my tenure. The committment and energy that our volunteers bring to our chapter has been nothing short of excellent and I have been proud to work alongside these men and women most of whom have full time careers in various industries, but also find the time to bring their skills and talent to our growing organization. 

A group of our volunteers attended the 2017 PMI Leadership Institute Region 7 Meeting held from March 16-19 in Yosemite and the team was motivated and inspired from the various workshops presented at the conference. It wasn't all business at the Conference--the team also had a little fun and soaked up the beautiful Yosemite scenery.

The team attended various classes and workshops during their week long conference and brought a few lesson's back that we will be implementing in the chapter that will hopefully benefit new members and our ongoing community outreach programs for our military and veteran population. 

As outgoing CEO I’m proud to see the progress we made in 2016 and the goals we set for 2017, I’d like to welcome our team and wish another successful year to PMISFBAC and region 7, from all your hard working volunteers:

From Left Front Row: Laura Narat, Malika Malika, Zenaida Alejandrino, Ramya Krishanmoorthy, Sandy Mitchell, Shivani Dalal, Jennifer Evans, Tyrone Navarro, Vijay Ratthinam
From Left Back Row: Saira Hassan, Lola Akanmu, Nathan Mellin, Raymond Chang, Dina Tasiou,Seifeddine Mejri, Jeff Foley, Batchimeg Shagdarguntev, Micheal Sumiquial, Jennifer Plummer,Kadri Rexha 

Here are some lessons learned from our Volunteers: 

"My Favorite topics were governing policy and the marketing workshops. I learned about a writing a good marketing plan for chapter, using google analytics to monitor our engagement and I've reached out to our marketing team to start using some of these lesson's to create a better marketing plan of our own."--Batchimeg Shagdarguntev

"I learned that our marketing process need improvement by advertising in all different channels for our campaign and we also need to target our marketing to different audience to reach  different people on different days. I also learned about effective management for earning and entering PDUs for new members and people who attend our events."--Raymond Chang

"I learned about utilizing better tools like google to help to better integrate with our members."--Vijay Ratthinam

"I learned about organizing our networking events better by bringing engaging speakers and keeping the event time to an hour. Also learned about providing half-day workshops or bringing multiple speakers on a single day and finally offering a lower rate to members to help increase engagement. I think we are doing a pretty good job with our team building, and volunteer engagement. --Shivani Dalal 

"I learned about understanding our target audience/members and using survey to capture their preference and interest in different programs such as using on going, fast and frequent pulse survey to get regular input from members. I also learned about virtual roundtables to reach larger audiences to drive interactive conversations with members and recruiters and finally offering PMI and PMBOK webinar sessions for on going refreshing Project management concepts."--Saira Hassan

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Next Generation Leaders: GGU Graduates

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Call of Duty: Serving the Military

Sean Williams- Military Outreach Director

Sean Williams is our Military outreach program Director and kicked off the virtual Military roundtable last month. He has been instrumental in helping us put together the Military roundtable effort.  From working with PMI-SFBAC volunteers from OPS and the Board, to hosting a table at Travis Air force Base last year, we are finally starting to get traction. Sean is also working to get his PMP certification and has just completed his PMP preparation class that PMISFBAC provides to its members.  To find out more, we recommend that you join our next Military Outreach Virtual Roundtable by connecting online, just go to our web page here


Vision Statement:
Take Your Military Experience and Transition To A Career In Project Management


PMI SFBAC Military Outreach Program promotes the growth and competitive advantage of its Military members through education, mentorship, and networking opportunities with peers and professionals in a multitude of industries.

Who We Are and What We Do:

  • Mentee Outreach: Provide coaching and support to help veterans:
    Help transitioning military project managers communicate relevant military experience on resume and PMP application.  Mentors will work with you to translate your military skills into project management jargon used in the industry

    Provide informal forum for you to ask questions and understand your specific skill sets as a specialist in your former military role and to help bridge your experience in a well-honed and unique culture and unique challenges that mold a person professionally to guide you as you seek project management opportunities in the San Francisco Bay Area.  Support your research based on the culture of the branch services that you came from to understand cultural fit taking the time to consider the best fit for you.

  • Mentor Outreach: Recruit members with prior military experience, knowledge and insight to flow into our support system

  • Academic OutreachRecruit veterans from college campus

    Support your effort to explore project management sectors and which project management credential is right for you.

  • Corporate Outreach: Work with local companies and veteran hiring groups to assist with presenting corporate organization’s culture first. Offer the veteran job seeker a chance to rub shoulders in authentic situations and environments.  Establish and promote internal word of mouth network

For more information visit us at

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My Project is Killing Me

Philip Henslowe: The natural condition is one of the insurmountable obstacles on the road to imminent disaster.

Hugh Fennyman: So, what do we do? 
Philip Henslowe: Nothing.

I suspect that project management is considered by many a respected and cozy profession backed by formal training and which sells executives the idea of projects as a predictable, controllable, manageable aspect of company life. However, this sounds to me like a gray and boring view of a profession which is instead exciting, engaging and risk-prone but is rewarding for those that can sort out challenges with great achievements. Project managers are not clerks wearing a tie while using Excel and giggling for their certification plaque on the wall. They are rather pirates trying to board the ship of opportunities by doing something that nobody in the company had dared to do beforehand.

I started some time ago writing few rules of thumbs for my sake; then I realized that I am too modest and too science minded to claim them as rules. Let’s call them conjectures or lesson learned. During my career, I have been appointed as an engineer, scientist, task leader, work package leader, project leader, program head. Since the beginning, I was more interested in building new stuff rather than keeping well-lubricated wheels running. This brought me into the exciting and sometimes disadvantaged business of projects.

1. A Project Must Deal With No More Than One Serious Challenge

Only dealing with one serious challenge to the project at a time comes from common sense, but it also has a mathematical foundation. A project must focus on a tangible, measurable, and potentially achievable objective. Not two, no more than one. Let’s see why. If we have a plan with many unrelated challenges which don’t depend on one another, then our project is not a project, but rather it is a set of independent projects. Those simply executed projects are in parallel by separate workforces, or maybe with some workforce overlapping, and run merely as siblings inside a program. On the other extreme, if a risky work package is gated by another running in parallel we should ask why we want to run such a huge risk: one failure kills all. A project cannot afford more than one category of risk. If you think you can invent something, then implement it and finally sell it in the same project, you are running too many risks. Stop, restart from the foundations, secure one outcome and propose a follow up if the business justification is strong.

2. A Project Is Behind The Schedule The Very Moment It Starts

Time zero and we are already late? Yes, it seems an exaggeration, but it is not. Every project must entail a quirk of uncertainty that makes every single second left behind potentially a source of devastating nonlinear impact on the schedule. We have a plan, but it sounds meaningless, it is good just for the proposal time not for the staff that must do things. There are so many missing parts. Do our partners share the same vision? If you feel this pressure, in the beginning, it is because you are a good project manager. A good 90% of the work done on a project is in the first 50% of the project time. It is quite likely that the remaining 10% of the work that takes infinite time. However, remember, good is better than perfect. Sell your results when they are decent.

3. A Project Manager Is Not A Manager.

He is not the guy sitting in the leather chair acquainted with the C-level executives. He is not the one who envisions the strategy, hires the staff, sends the commands and collects the results. A project manager is a person that feels the pressure on his shoulders because must get the things done. Don’t be surprised if the star engineer in the team earns much more than you and does not seem to be to too concerned a lot of the time. Higher pay does not equate to more worried.

4. The Value Of A Project Is Inversely Proportional To The Length Of Reporting

This is a bit biased from my previous experiences. I have seen great stuff produced with very low paperwork around. On the other end of the spectrum, the very little value buried in thousands of Microsoft Word pages. When a project team has little or no value in their hands, it tends to put a rigorous and heavyweight process in place. Nobody cares if you used the wrong template if the impact of your work is great.

5. A Project With No Major Deviations Is Lying Somewhere

A project is a venture towards objectives never achieved before in a company. It is just unrealistic that a project can go as planned from start to end. This means that nobody is checking the value produced, or the project is not a project, but it is rather business as usual. Our plans are based on assumptions. Our assumptions are based on models, but although models are useful, they are not always accurate.

6. Complex ≠ Complicated.

Despite what the dictionary says, you can make predictions on the complicated part but not on the complex one. Often, I hear about “complexity” management or about engineering as the art of manage complexity. However, I think we should rewrite the concept of complexity borrowing from complex system theory and separate what is complex from what is complicated.

Complications are always there even in no challenging tasks. Complicated project deliverables divided into less complicated project deliverables results in easily managing the complication. The time associated with any small part is known, the risk predictable and the contingency plan effective. Complex things are different. They impact each other in a chain reaction, and no part can be managed separated from the whole. They are complex because they are interrelated, and often, but not always, they come from the human factors in a project. One failure causes nonlinear effects, and the risk cannot be calculated beforehand, and contingency plans are meaningless. So, the only thing to do is being prepared to manage complexity with a human touch and prompt reaction. Negotiation, psychology, business acumen and ability to read the reality are the skills needed to cope with that. Here is where the project manager will shine (or sink).

7. Project Lead ≠ Project Proponent Leads To Uhm - Disaster

Some readers will question this point. I know there are many companies who work this way. Specialized staff interprets the company strategy and generates project proposals, and another team is charged with the work of getting things done. Unfortunately, there is a dispersion of vision and motivation in this separation that makes things going horribly wrong. In my experience, the best projects are proposed and run by the same team with the full endorsement of C-level executives from the beginning.



Davide Carboni is a machine learning practitioner, crypto technologist and writer. He has worked and collaborated with amazing organizations like Intel, Imperial College of London, CRS4, Tiscali and others. During his career he has been appointed as engineer, scientist, project manager, program manager and CTO.

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Calendar of Events

The PMI- SFBAC chapter looks for opportunities for our members to get involved and meet other project managers in the field. Whether you're new in the area or looking to grow your professional network we have something for you. 

See our calendar of events or contact us for additional details on upcoming events.  

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Volunteer Opportunities

The PMI SF Bay Area Chapter is looking for volunteers to help meet the needs of its members. If you are interested or know someone who might be interested in these opportunities then please contact for more information. Currently we are seeking volunteers for a variety of positions including: 

  • Business Development Manager
  • Social Media Manager
  • Events Manager
  • Evening Programs Manager
  • Newsletter Editor
  • Sponsorship Support
  • Professional Development Support


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Did you know?

  • For every $1 billion invested in the United States, $122 million was wasted due to lacking project performance. (Source:

  •  Fewer than a third of all projects were successfully completed on time and on budget over the past year. 

  • 44% of project managers use no software, even though PWC found that the use of commercially available PM software increases performance and satisfaction. (Source: Pricewaterhouse Coopers)

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Membership Certification

5 Ways to Boost Your Project Management Career

Professional development is all about the long game. But you can get noticed in the short­term with these simple career hacks. Building the skills and experience organizations look for in a project leader takes years of focused effort. But there are also small steps you can take in the short term to position yourself for success. Here are five project management career hacks that can help you showcase your skills — and stand out from the pack come promotion time.

1. Map Out Your Future

Create a personal development plan that lists your career goals and outlines how to achieve them, says Ali Kaabi, PMP, general manager of global practice at MSC Mobility Solutions, a mobile technology company in Sydney, Australia. “Start with your three­ to five­year plan, either creating a list of organizations you’d like to work for or a list of positions you’d like,” Mr. Kaabi says. “Then conduct the necessary research to draw a career map to the top. Recently, I created a similar plan for my team members. I drew up an eight­level plan that started at project coordinator and tracked them all the way up to project management office (PMO) director.” At each level, identify the skills, certifications and individual competencies associated with the position. This will help you pursue the right development opportunities and make strategic career choices along the way.

2. Strategize and Specialize

Having an area of expertise is a great way to stand out from the crowd. And if you can develop a specialty that will stay in demand, that’s even better. For instance, in the United States, the need for project managers in business services and healthcare is expected to increase in the near future, according to PMI’s Project Management Talent Gap Report. “Leveraging the experiences that are gained from taking on a specialty can prove really beneficial,” says Angel Cutruzzula, PMP, manager of implementation operations at HR software company Zenefits in Phoenix, Arizona, USA. “Not only does it allow the project manager to bring unique value to the team, it offers them an area where they can educate others.”

3.) Team Up with a Mentor

If your organization doesn’t have a formal mentoring program, ask someone who has a job on your career map if they’d be willing to take you under their wing. This way, you can better 10/29/2015 MAY 2015 Archive http://www.pmi­­us/newsletter/archives/may­2015­archive/ 3/4 understand what it takes to succeed in a position you’d like to have one day. “I received excellent advice from a vice president who was willing to mentor me, and she really helped me think outside of my particular role to have a bigger vision within the organization,” Ms. Cutruzzula says.

4. Network, Network, Network

Surrounding yourself with passionate project managers is a great way to pick up skills that can help you jump to the next level in your career. “Participate in like­minded groups, such as your local PMI chapter or another specialty interest group,” Mr. Kaabi says. He also recommends setting a networking goal. Whether you aim to reach out to one connection each month or attend two networking events per quarter, this helps make sure you’re constantly expanding your professional reach.

5. Walk Away from Work

Spending all your time in the office can sap your inspiration and lead to stale project plans. Recreational distractions that take your mind off of your project can provide some muchneeded perspective, Mr. Kaabi says. “It’s important to have a release to take your mind off the problem of the day,” Mr. Kaabi says. “I do that by participating in a team sport or listening to my favorite music while I take a walk. It’s necessary to refresh your mind and start the next day on a productive note.” While nothing can take the place of long­term planning and preparation, these simple steps can show your supervisors you have the potential to make a great project leader.

Acknowledging Chapter Members’ Achievement of PMI Certification

by Mark Franks, PMP

As PMI members almost all of us are familiar with the PMP certification — in fact, we try to publish monthly the list of members who have recently achieved their PMP certification.  What has gone under appreciated until very recently is that many of our members are attaining the other PMI certifications.  Due to the membership database structure we cannot easily distill monthly data for these achievements; however, acknowledging the effort and accomplishment of these successes is important. We will strive to recognize our fellow Chapter members’ achievements semiannually by listing all those that attain certification at the newsletter link

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Toastmasters is not just a forum for better speaking skills, it's where we build tomorrow's leaders.  This is also a great venue for discussing, practicing, and perfecting communication techniques for all types of situations, from meeting facilitation to professional networking.

The Scopemasters chapter adds a project management focus to the mix, and the result is avaluable, PDU earning, meeting that can pay big dividends for the time invested. If you are interested in finding out more about Scopemasters please send an email to our VP of PR, Gretchen Peters and include your contact information.We’ll get back to you with more details about how to be a part of this exciting organization.

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Newsletter Team


Editor-in-Chief: Vacant

Editor: Vacant

Web Layout Editor: Lola Akanmu

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