MiniBio - VP of Membership

    Meet Our Leadership! 

    Esther Lu, PMP

    Vice President of Membership 

    How long have you been working in Project Management and what's your current professional position?

    Over the last ten years of my career, I have been in many lead technical role positions with facets of project management.  It's only within the last year that I have held the formal title as a project manager focused on software implementations.

    How long have you been involved with the Houston PMI Chapter and in what capacities?

    I started volunteering for the Chapter two years ago in the summer of 2015 by managing volunteer data records to ensure we could communicate and recognize our volunteers.  This was my stepping stone volunteer role that opened my eyes to the world of PMI and its practitioner network. 

    Describe the most interesting/challenging/exciting project you've ever been involved with.

    I struggle to name a single project from my experience as being the most interesting, challenging, or exciting.  For many PM practitioners, we can all attest each project has its own unique project DNA sequence. From that perspective it is hard for me to quantify which of my projects has been the most exciting, interesting, or challenging.  

    Which part(s) of the Chapters Strategic Plan really resonate with you and why?

    Stakeholder management resonates the most with me. PMI is a volunteer-driven organization, meaning we have limited resources and time to achieve our targeted services for our membership community.  Without proper understanding of our stakeholders (members and volunteers alike) how do we know where to focus our limited resources and time to maximize our service deliverables? 

    Truly understanding our stakeholders allows the Houston PMI Board of Directors to understand the services that are valued by our membership community.  The services we offer should be based on specific indicators and survey poll results to derive the value proposition within our membership community.  

    If you could change something about the Project Management field, what would it be and why?

    I recently had a very interesting conversation with other members from our PM community. They highlighted the perception that it is difficult for many project managers to cross over into other industries as a PM.  For example, it is difficult for an oil and gas PM to cross over to a healthcare setting as a PM.  Thus, the perception is that PMs are limited to their functional industry field. 

    They agreed that this is not an accurate perception. The core of what we do in project management is the same across all industries. Of course with enough training in a specific industry, plus our core PM skills, we should be able to adapt ourselves into other industries and apply our core PM skill sets there. The perception that PMs can only be applicable to their functional field is a perception that I want to tackle.  As PMs, we are adaptable and can learn a new functional industry and contribute in that arena as a practitioner. 

     

    MiniBio - VP Professional Development

    How long have you been working in Project Management and what's your current professional position? 

    I’m a Senior Project Management Consultant for Advanced Project Solution (APS) where I’m able to travel the world, working with several of the world’s largest major capital projects.  While I specialize in Risk Management in the Energy industry, I have worked with many different industries, including Information Technology, Government and Infrastructure, Logistics, and Commercial Construction.   

    Additionally, I served for 8 years as Director of Operations for a communication company and grew the company by >500% during my tenure.   For the 20 years prior to that, I worked as a Project Manager for several Fortune 500 companies including Dell Computer, Target Corporation, and Waste Management.

    How long have you been involved with the Houston PMI® Chapter and in what capacities?

    I have been involved with PMI® Houston for the last 6 years as a member and moved into the VP Professional Development Leadership role in January of 2017.

    Describe the most interesting/challenging/exciting project you've ever been involved with.

    I have been in some sort of PM role for the last 20 years.  I have had the fortunate opportunity to work with some of the largest projects in the world, and they are all exciting in some sort of way.  I continue to learn from everyone; however, my most exciting project work has been more specifically with people and people reorganization.  One of my favorites was when I did a large internal corporate re-org for Dell Computer.  I truly enjoy trying to determine and utilize people’s strengths and weakness.  There is nothing more rewarding than finding the right profession match for an individual, and then seeing that person grow and succeed.

    Which part(s) of the Chapter’s Strategic Plan really resonate with you and why?

    I am most drawn to the PMI® Houston Strategy of providing value to the stakeholders.  I think this is the backbone to the success of the Chapter as we move forward.  The members are our greatest asset.  If we continue to add value for our members, they will continue to grow both personally and professionally, and in the end PMI® Houston gains. 

    If you could change something about the Project Management field, what would it be and why?

    If I could change one thing about the Project Management field, it would be to change the way PMs communicate and share information with each other.  PMs are generally overwhelmed with work and simply unable to take the time to discuss and share experiences with other PMs on other projects/companies.   It would be my goal to see a forum for this type of communication to take place.  I think PMI® could be that, but it would take a challenge.  There is so much that we can learn from each other, but we are usually too busy to do it.