PMI Los Angeles Chapter

• Plan, schedule, and manage the bi-weekly Social Impact governance meeting, including calendar management, platform logistics, and participant coordination
• Develop the meeting agenda proactively based on portfolio status, time-sensitive commitments, and open decisions, rather than relying solely on submitted items
• Structure each agenda with a defined objective, prior action item review, prioritized discussion items, and time-boxed allocations aligned to the 30-minute standard duration
• Facilitate the session, manage time-boxing, and drive each item to a defined outcome: a decision, an assigned action with an owner and due date, or a documented deferral
• Escalate items requiring leadership direction, cross-departmental input, or board approval through the appropriate governance channel

• Own communications management for the Social Impact program: determine what information each stakeholder group requires, in what format, through which channel, and at what frequency
• Manage the Social Impact mailbox and correspondence flow as the program’s primary intake channel, triaging incoming items into decisions, actions, information, and escalations
• Distribute agendas in advance and issue a post-meeting status report within two business days, documenting decisions, action items, owners, and due dates
• Maintain a single, authoritative record of program communications so that information does not remain isolated in individual email threads
• Coordinate communications between initiative owners, volunteers, nonprofit partners, and chapter leadership to keep messaging consistent and timely

• Identify and maintain a working register of program stakeholders, including initiative owners, volunteers, nonprofit and PMWB partners, and chapter leadership
• Conduct follow-up with initiative owners between meetings to obtain and validate status before items reach the agenda
• Maintain a consolidated view of active initiatives, partner conversations, upcoming volunteer events, and open questions across the program
• Capture and track program performance data, including “Hours for Impact” contributions, event participation, and deliverable outcomes reported by members

• Maintain the program action item register in Trello, creating a card for each governance cycle listing every agenda item and converting meeting outcomes into trackable items
• Assign owners and due dates to all actions, monitor progress between cycles, and review open items at the start of each meeting until closure
• Track risks, issues, and dependencies raised during governance sessions and ensure they are visible to the appropriate owner
• Maintain a rolling backlog of deferred and future agenda topics to support forward planning of the governance cycle

• Participate in project management activities across Social Impact initiatives, supporting planning, coordination, scheduling, and status reporting as required by the program
• Serve as Project Manager on assigned Social Impact projects, taking responsibility for scope definition, planning, execution coordination, stakeholder communication, and closeout
• Support Project Managers Without Borders (PMWB) engagements, including partner onboarding coordination, project tracking, and collection of close-out reporting
• Apply the PMI-LA project lifecycle stages – Idea and Project Charter, Kickoff and Planning, Execution, Standup Meetings, Product Review, Retrospective, and Project Closeout – to work carried out within the program
• Contribute project data and status updates to PMO & Admin reporting and dashboard efforts

• Review program processes, procedures, and work instructions on a continuous basis and identify opportunities to simplify, clarify, or strengthen them
• Implement approved improvements to the governance cycle, intake process, reporting format, and tracking practices, and communicate changes to affected stakeholders
• Document and maintain the standard operating instructions for the meeting cycle, agenda preparation, and reporting so that the role is transferable to future volunteers
• Capture lessons learned from initiatives and governance cycles and apply them to subsequent planning
• Ensure program documentation is current, version-controlled, and stored in the designated SharePoint location

• Both positions hold the same role definition and operate as peers; neither reports to the other
• A lead is designated for each governance cycle and rotates every meeting; the designated lead prepares the agenda and facilitates the session
• The second position captures decisions and action items during that session, prepares the status report, and assumes the lead position in the following cycle
• Both maintain shared access to the mailbox, Trello boards, and documentation so either can cover a cycle on short notice
• Project assignments within the Social Impact portfolio are allocated between the two positions based on availability and interest

• Approximately 3 to 4 hours per bi-weekly governance cycle, concentrated around the meeting date
• Additional time as required for assigned project work within the Social Impact portfolio
• Attendance at the bi-weekly 30-minute Social Impact governance meeting, currently scheduled in the early evening
• Minimum commitment of one chapter year is preferred to preserve continuity of the governance cycle

• Ways of working: familiarity with project management practices including planning, action tracking, status reporting, and meeting governance
• Communication: ability to produce concise written status reports and to translate unstructured correspondence into a clear, prioritized structure
• Facilitation: confidence leading a group discussion, managing time-boxes, and redirecting conversation toward decisions
• Stakeholder management: ability to engage initiative owners, volunteers, and external partners professionally and follow through consistently
• Process orientation: interest in examining how work is done and improving it, rather than only executing it
• Reliability: consistent delivery of the cycle, since the value of the role depends on cadence being maintained
• Working knowledge of Trello, Microsoft Teams, and Outlook is helpful; PMI membership, PMP or CAPM certification, and prior project management experience are welcome but not required

• Trello – Social Impact boards, for agenda cards, action item registers, and project tracking
• Microsoft Teams – hosting and recording the bi-weekly governance meeting
• Outlook and the Social Impact mailbox – communications intake and distribution of agendas and status reports
• SharePoint – repository for agendas, reports, process documentation, and project artifacts
• Scheduling and availability tools such as When2meet – alignment of sessions outside the standard cadence

• The governance cycle runs on schedule, with a prepared agenda circulated in advance of every meeting
• Communications flow through a managed process, and information no longer remains isolated in individual email threads
• Every agenda item closes with a decision, an assigned action, or a documented deferral
• Action items are tracked to closure rather than lost between cycles, with owners and due dates visible to all stakeholders
• Stakeholders receive consistent, timely status reporting and understand what is expected of them before the next cycle
• Projects within the Social Impact portfolio are supported by structured project management practice and reported consistently
• Program processes and work instructions are documented, reviewed, and measurably improved over the course of the year
• Chapter leadership has a current and reliable view of Social Impact activity, partnerships, and volunteer engagement

Reports to:  Director of Strategic Initiatives and Partnerships 

For more information, contact strategypmo@pmi-la.org