for the election of the 2020 board,and it was also a success then.
It was a great surprise for us toreceive proposals from members tobe part of the next NomCom team!
Nowadays, the nominating andelection process of the PMI BuenosAires, Argentina is a referenceguide for the region. It has a solidfoundation (the PMIBA NomComCharter and the PMIBA Guide forChapter Elections), which enablesfuture NomCom teams to take theprocess to the next level.
In the end . . .
If you identified with the first linesof this article, you should know thatyou are not alone. All PMI chaptershave members that have beenpart of the NomCom. You havethe support of the PMI chapteradministrator, chapter partner andchapter mentor. If you don’t knowwho they are and how they canhelp you, then your first task shouldbe to contact them.
The nominating committee has oneof the highest responsibilities in thelife of the chapter—to define andexecute the process by which themembers are going to elect thenew board that will manage thechapter in the next period. I’m verygrateful to all those who helped andsupported me. It was an honor tohave had this opportunity to servethe PMI community.
Edgardo S. Safranchik, PMP
2018 and 2019 PMIBA Nominating
PMI Buenos Aires, Argentina Chapter pmi.org.ar
Your Mission, Should You Choose to Accept It,Is to Lead the Nominating Committee
(My experience as a nominating committee chair)
In June 2018, the board of the PMIBuenos Aires, Argentina (PMIBA)
Chapter made me a proposition thatsurprised me: to lead the chapternominating committee in order todevelop the process of electingthe new board. I’m enthusiastic inparticipating as a volunteer, newchallenges motivate me and I feltproud to be approached by theboard with this proposition. I didn’thesitate; I said yes! I was the new“NomCom” chair.
So far, so good. Now what?
The first thing to do was tounderstand what a nominatingcommittee is, what it should doand what my role would be in theprocess. After all, as a PMI member,all my knowledge about electionprocesses revolved around a nicescreen in a web browser in orderto define the candidates for eachposition.
It couldn’t be very difficult. Could it?
I started looking for informationby reading about the currentprocess, understanding the lessonslearned from previous years,reading the full chapter bylawsand having a conversation with apast NomCom chair. But I didn’tfind useful information about whatI was supposed to do. Apart fromthe board and the PMI support, thiswasn’t a good starting point.
I began to think it wasn’t a good ideato accept the proposal . . .
But I had a strong team consisting of
three senior project managers with
a lot of experience volunteering in
the chapter. I thought the proposed
challenge couldn’t defeat us. The key
question to answer was: What is
our main strength? To deliver value
by managing projects. Oops! This
was a project!
We began to imagine the electionprocess as a project.
This was a very importantmilestone because the complexitysimply disappeared. We all knewwhat we had to do:
◆ Define a scope (what positionswe were required to fill, and whatrequirements the candidatesshould have);
◆ Set a calendar (milestones,activities, deadlines);
◆ Develop a good communicationplan (with the support of thechapter’s communication team);
◆ Manage stakeholders (the board,voting members, candidates,PMI); and
◆ Plan and execute the nominationand election process.
And finally, we had to devise aprocess for how to close theproject (we wanted a good processas our “legacy” for the nextnominating committee).
The nominating and electionprocess was developed during2018, and to deliver it to the2019 board was considereda great success. We receivedcongratulations from manymembers of the chapter, the boardand the chapter’s administrator,partner and mentor. Their supportwas very important in developingthe project. The same teamexecuted the process during 2019
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