An insight into the APM Board
As of January I have been elected APM Board member to become what was previously known as the board intern role.
What does that mean?
The board of directors is a committee of 12 full members or fellows who have been elected by the wider APM membership. Their role is to support and advise the CEO as trustees of the APM. Two years ago, the board of directors decided that a project manager at the start of their career should be given the opportunity to join this circle with the same responsibilities. Fernande Van Schelle, member of the Thames Valley Branch, was then elected by the board. After a year, the board decided to prolong her tenure by a second year to the success of her involvement.
For the last few years, we have used the APM blog as a way of communicating some of the work of the board to the members and wider stakeholders. Fernande took on that responsibility last year; a role I am taking on after being elected myself as her successor in January 2014. This blog will be aimed at give you an insight of duties of board directors and trustees after my participation in the January board and some training on corporate governance and the role of trustees.
As trustees, we set strategies for the charity, review the policies it abides by and support the chief executive officer in his role and decisions. The execution of the strategies set out is then executed by the executive board in charge of the management. Once every two months, the board meets to discuss a wide range of topics, from health and safety to Chartered status, budget and potential growth of APM.
The board is composed of highly experienced project managers who have a wide range of roles within the APM, bringing all the expertise needed for reasoned debates, where every one is being given the chance to express opinions and ask questions.
All new board members also receive external training to understand the rights and responsibilities which come with this role. This includes the potential, in extreme circumstances, of being personally liable for financial losses of the APM above its assets and being responsible for our decisions as a group.
If you find this interesting and want to find out more about what happens in the board, look up the next blog update of my board experience.
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Agile refuses to analyse requirements beforehand – and thus declines to provide an initial certainty. This will probably always scare any stakeholder trying to understand whether or not they can show results to the board with the budget that they are granted.
You have a choice. You can either muddle on, stand firm and fix it – or look elsewhere.