Corporate Advisory Board (CAB)

2025 Corporate Advisory Board Meeting Topics: A Year of Strategic Growth

We are pleased to announce the exciting topics for our 2025 Corporate Advisory Board (CAB) quarterly meetings, designed to foster in-depth discussions and strategic insights.

Q1: Project Management Roles & Responsibilities
Q2: Project Management Skills & Leadership Development
Q3: Organizational Culture & Change Management
Q4: Internal Initiatives & Proposal Management

Each of these topics was selected with a clear intent: to foster productive conversations that drive both individual and organizational growth.

We believe this sequence of topics will not only build on the momentum from 2024 but also provide a clear and logical progression for 2025’s discussions.

Reflecting on 2024: A Year of Productive Discussions
Looking back at 2024, our CAB was incredibly productive in providing valuable insights and fostering dynamic conversations around selected discussion topics. Each quarter, we came together to explore and dissect key themes, ensuring that our discussions were both relevant and impactful.

Q1’s focus on AI helped us understand the transformative potential of artificial intelligence in project management.
Q2's exploration of Digital Transformation highlighted the critical strategies organizations need to implement as they evolve in the digital age.
Q3’s conversation on PM Career Development provided actionable advice for advancing careers in project management.
Q4’s deep dive into PM Roles and Responsibilities allowed us to further clarify the expectations and opportunities within this pivotal function.
The insights from these discussions have been invaluable.

We are excited to embark on this journey in 2025, and we look forward to the deep dives and valuable exchanges that will take place during these meetings.

April '25

During the Q2 CAB meeting, we focused on one of the most critical, yet often misunderstood, roles in project management: the Project Sponsor. The discussion explored the varying degrees of involvement Sponsors have across organizations, highlighting gaps, best practices, and opportunities for stronger alignment with project teams.

Key Takeaways:

• Wellness & Culture Start at the Top: A standout idea was that Sponsors should take an active role in supporting team morale. Planning team "de-stressing" activities isn’t just a nice-to-have—it signals leadership commitment to people, not just process.
• Sponsorship in Regulated Environments: In capital-intensive, regulated industries, Sponsors are typically assigned based on project category and budget thresholds. Their involvement is often front-loaded during initiation, with limited touchpoints unless there's a scope or cost change. This model, while compliant, risks disconnecting leadership from project realities.
• The Project Charter as a Strategic Tool: The Project Charter should be owned by the Sponsor, serving as a foundational document not just for project setup but also for aligning communications, marketing strategies, and legal groundwork.
• One Size Does Not Fit All: Sponsorship roles vary significantly by organization and individual. Style, organizational culture, and legacy norms all influence how Sponsors show up. This inconsistency reinforces the need for clarity.
• Mentorship Over Management: Many Sponsors operate as strategic advisors and mentors to Project Managers—stepping in for risk mitigation, conflict resolution, and executive alignment—rather than managing day-to-day execution.
• Sponsors Need a Playbook Too: A recurring issue is that Sponsors often aren’t fully briefed on what their role entails. Without formal onboarding or training, expectations go unspoken, and opportunities to add value are missed.
• A Blurred Line for Some: In certain organizations, Sponsors are seen as de facto backups for Project Managers. While this can be helpful in crisis moments, it also risks muddying decision-making responsibilities and creating confusion over ownership.
• Manage the Relationship, Not Just the Project: Perhaps the most actionable insight was the call to actively manage the relationship between the Sponsor and the Project Manager. Clear delineation of roles, responsibilities, and communication protocols must be built into the governance structure.

This session reinforced that project success doesn’t just hinge on execution—it hinges on leadership alignment, clarity, and culture. As CAB members, our challenge going forward is to champion the education and development of effective Sponsors in our respective organizations.

January '25

In our first-quarter Corporate Advisory Board (CAB) meeting, we explored key strategies shaping the future of project management. From leadership development and cross-training initiatives to the impact of industry-specific challenges, our discussion highlighted the evolving landscape that PMs must navigate. As organizations increasingly adopt Agile frameworks, alternative governance models, and cutting-edge technologies like Generative AI, project managers must continuously refine their skills to stay ahead. This recap captures the essential insights from our discussion, providing a roadmap for professional growth and organizational success.

Project Management Strategies and Development

Effective project management requires a combination of strategic planning, leadership development, and professional growth. Key areas for PMs to focus on include coaching and mentoring, adapting to change, navigating office politics, and implementing professional development programs.

Cross-Training (CT) and Role Reversal

Cross-training between teams is a critical element of project management development. It should include:

• Project objectives comparison
• Cost analysis and comparison
• Relationship development between teams
• Soft skills requirements
• Understanding the sales cycle

Role reversal and shadowing are effective methods for PM development, allowing team members to learn different roles and responsibilities firsthand.

Industry-Specific PM Considerations

Non-profit project management differs significantly due to the reliance on partnerships for grant funding. The required documentation for grant management is rigid and comprehensive.

In the Life Sciences industry, long project life cycles—from R&D through manufacturing—necessitate a diverse skill set and innovation due to fixed timelines and milestones.

Project Governance and Methodologies

PMs should be familiar with governance models such as MOCHA (Manager, Owner, Consulted, Helper, Approver) and DACI (Driver, Approver, Contributor, Informed) as alternatives to the traditional RACI model (Responsible, Accountable, Consulted, Informed).

The shift towards Agile and Scrum methodologies, including Hybrid Waterfall Life Cycles, has led to traditional PM roles evolving into positions like Product Owner.

Evolving Trends in Project Management

Organizations increasingly prefer to 'buy' a missing skill rather than train internally. Additionally, modern PMs must navigate intangible but essential skills, including:

• Business process management
• Cloud infrastructure knowledge
• Operations analysis
• Data analytics

The Role of GenAI in Project Management

Generative AI is transforming project management by automating administrative tasks, enhancing decision-making through predictive analytics, and streamlining resource allocation.

Project management continues to evolve, requiring PMs to be adaptive, well-versed in emerging methodologies, and skilled in both technical and leadership areas.

As we step into the new year, we are thrilled to announce the revitalization of our CAB. The year 2024 marks a pivotal moment for us as we welcome a team of phenomenal leaders who are poised to help shape the future of our chapter and bring a wealth of expertise to the forefront .

Our newly revitalized CAB comprises industry leaders who are eager to share their insights on pertinent topics and address challenges prevalent in our ever-evolving landscape . These leaders bring a wealth of experience, diverse perspectives, and a shared commitment to advancing project management excellence.

Our CAB members are not just leaders; they are catalysts for positive change within our community. By leveraging their collective knowledge and experience, they will play an important role in our Chapter's understanding of key industry topics in 2024.

We believe in the power of collaboration and are confident that the diverse backgrounds and skills of our CAB members will enhance our ability to meet the evolving needs of our chapter.

October '24

As we conclude 2024, our final Chapter Advisory Board (CAB) meeting focused on the vital role of Project Managers, drawing a great turnout and sparking valuable discussions. This meeting was a perfect way to cap off a productive year, where we covered significant topics including AI in Q1, Digital Transformation in Q2, and Project Manager Career Development in Q3.

The session featured an exchange of insights from CAB members, centering on key themes that are essential for the evolving landscape of project management. Here are some of the intriguing questions that arose during our discussions:

1. How do we teach emotional intelligence as a necessary PM skill?
2. What distinguishes Project Management from Program Management and Product Management?
3. Is PM ethics a learned skill or more of an art?
4. While Jira is a great task management tool, what other tools are needed for the various phases of a project?
5. What are effective ways to lead by example and celebrate wins to create a positive environment?
6. How does customer satisfaction feedback play a role in the project management process?
7. Is there a "Tool Map" for project management tools available?
8. What is the best methodology for managing Black Swan events?
9. Can competition between project teams foster a positive work environment?
10. How do PMs navigate cultural differences when working with international clients or organizations?

The diverse insights shared during this meeting will be invaluable as we compile recommendations for future projects within our chapter. We are already laying the groundwork for our 2025 Discussion Topics, eager to embark on another incredible year of insight sharing and professional development.

Thank you to all CAB members for your active participation and contributions throughout the year. Your insights have been instrumental in shaping our discussions, and we look forward to continuing this journey together in the coming year!

July '24

The July Corporate Advisory Board call brought together nine members for an engaging and productive discussion on Project Manager Career Development. Key topics explored included:

• Using surveys to create employee PM profiles
• The role of company portals in job movement
• Tracking performance with KPIs
• Leveraging LMS applications to build technical PM skills.

The group also debated:

• Whether PM roles should be defined by a centralized corporate function or customized based on service lines
• How organizations can best utilize the knowledge of senior project managers
• The importance of obtaining client feedback on project manager performance.

Additionally, members examined how global organizations train project managers to handle cultural differences, which is a topic of increasing importance in today's 'work from wherever' project environment.

April '24

In March, we proudly welcomed five new members to our Corporate Advisory Board (CAB). Their addition strengthens our already outstanding team, and we look forward to their contributions in shaping future discussions and initiatives.

In April, our second quarterly CAB meeting focused on the topic of Digital Transformation. This insightful session centered on the successes, challenges, and strategies for navigating digital transformation projects. A key takeaway was the importance of having a clear vision, purpose, and scope to ensure project success. CAB members emphasized that projects driven by organizations, rather than vendors, and with well-defined success criteria, were more likely to succeed.

The discussion also touched on regulatory challenges faced during digital transformations. CAB members exchanged strategies for navigating these complexities, particularly in industries with strict compliance requirements. Effective project management, including planning, risk management, and leadership, was highlighted as essential for successful transformations, especially within public agencies.

A structured process and framework for digital transformation was deemed critical, starting with answering foundational questions and engaging the right people. Stakeholder engagement was also seen as vital, with members advocating for the creation of a stakeholder matrix to involve all relevant parties from the outset, driven by strong leadership support.

The meeting concluded with a deep dive into post-Covid digital tool challenges and solutions. CAB members shared strategies for overcoming these obstacles, including change management, leveraging transformation champions, and integrating digital solutions. Overall, the session provided valuable insights into the evolving landscape of digital and business transformation.

We look forward to the continued collaboration and success of our Corporate Advisory Board as we embrace the challenges and opportunities ahead.

January '24

On January 23, the CAB met to kick off our 2024 Discussion Topic meetings. During planning meetings in 2023, Artificial intelligence (AI) was voted the most crucial discussion topic in terms of importance. We dedicated our first session this year to understanding how AI is reshaping our respective industries with a special focus on its implications for Project Managers.

The discussion spanned various sectors, highlighting both challenges and opportunities presented by the integration of AI technologies.

In the end we all agree — AI is not a threat to Project Managers. However, we know we must do the work to prepare ourselves with the necessary knowledge and skills to leverage AI to our advantage. Embracing AI was viewed as an opportunity for growth and efficiency rather than a potential threat.

We discussed PMI’s commitment to support our community and two specific resources that they have recently provided:

• Generative AI Overview Course for Project Managers
• PMI Infinity AI-powered tool

Notably, CAB member Desiree Underwood-Williams played a key role as a co-builder for the PMI Infinity tool, while Marlon E Bradshaw Jr, our Corporate Outreach Team Speaker, contributed as a beta tester. Their valuable contributions exemplify our commitment to technological advancement and the continuous improvement of resources for our community.

We recognize the importance of continuous learning and the need for training programs. As a chapter we are excited to work with our CAB to implement programs to support our community.