The chapter has a solid portfolio of information on the  elements of the project management body of knowledge as well  as the portfolio of members’ employers.   However, in order to “market” PMI and the chapter to individuals, employers and universities, officers need to  have a portfolio of typical projects that members of PMI work on.  This information can only come from individual members.  We need your help!

Please take a few minutes to provide the title of one or more projects that you have either completed or are now focused on.  They can be large or small (even puny), done by an individual or by a large team, internal to the organization or for a client.  The titles can be brief, do not need to disclose proprietary or competition sensitive information and do not need to identify the organization.  They can be anonymous if desired.  Examples might be:

• Deliver TechFest 2010
• Conduct Outstanding Engineers and Scientists Awards Program Celebration
• Prepare for a Security Inspection

Results will be compiled and posed on the website for use by members, chapter officers and prospective members to gain a better understanding of the uses of modern project management. 

Certainly, this begins to beg questions about dollar value, project length, number of people involved, success factors, lessons learned, etc.  But, at this point, an inventory would be interesting and somewhat exciting information. 

Please take 2 minutes of your day to fill out this survey.

Thank You.

Build A Network The Easy Way - Come join your local PMI Chapter's Leadership Team.

It is an easy way to meet new people and great way to meet people with similar interests.  Demonstrate your skills!  As a bonus earn those all important PDU's for FREE!

We are currently looking for volunteers in the following areas:

• Membership Committee is looking for volunteers to greet members and guests at our chapter meetings - this is a great way to meet a lot of new people. It is an easy introduction.
• Program Committee is looking for volunteers to prepare PDU letters, work with speakers, and check guests in at meetings.
• Marketing Committee is looking for volunteers who would like to build relationships within the business community. Additionally, the Marketing Committee would like to acknowledge the efforts and benefits that projects and project management bring to our companies and our communities through the recognition of Distinguished Projects delivered in the Dayton Miami Valley.

If you are interested in helping the chapter with the above needs, please contact Krish Divekar at This e-mail address is being protected from spambots. You need JavaScript enabled to view it or Pat Gilkeson at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

At the height of winter a groundhog crawls out of his burrow and predicts the duration of the remainder of winter.  If only winter came with a set of Earned Value Metrics to help us better predict the trends of the weather.  Fortunately, we have better tools for predicting the trends on our projects than the eyesight of a rodent. The question is why more than a decade after the introduction of Earned Value Management, are we still wrestling with the adoption of such valuable tools.

Perhaps the best answer I've heard on this subject is that business managers will manage what they are measured against.  This means as long as people are measured on metrics such as burn rates, status estimates, and delivery dates then perhaps earned value will remain in the closet.  The key to success in six sigma is choosing metrics that have a direct relationship to the result you are trying to accomplish.  Earned Value Management is about focusing on metrics that matter.  Cost and Schedule performance indexes are predictors of future behavior that can alert you to potential problems before they are a crisis.  With traditional metrics the problem occurs before you have the visibility. 

CPI and SPI are but one example of Earned Value Metrics that can help you predict where your project is headed.  It's up to each of us to educate our customers and sponsors as to the value of Earned Value Management to achieving their goals.  While it takes marginally more effort in estimating and establishing a baseline, the potential for risk mitigation is significant.  The important thing is to communicate what the metric means, and then use them as predictors that can help drive the right decisions over the course of the project.

The Dayton / Miami Valley PMI chapter would like to draw your attention to the upcoming special events listed below:

• Great Project Managers - September Chapter Meeting
• PMP/CAPM Certification Exam Review Course - Starts in September
• Project Leadership and Emotional Intelligence - October Chapter Meeting

Also, please notice that there are new job postings in the Job Bank for our members.

• Project Manager - Food and Beverage Experience

See the Events Calendar and Job Bank for more information.