The PMINJ board wishes you a happy and enjoyable
holiday season and a prosperous New Year. The board has made a contribution
to three New Jersey charities on your behalf.
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2010 Marketing and More…a Year in Review
By Judy Balaban, PMP - Vice President Marketing
As the holiday season approaches, I
look back at what an inspiring year 2010 has been for PMINJ and the many
people we have to thank. What makes PMINJ unique is the giving nature
of our members, either in volunteerism or participation at events.
We would not be the organization we are without the many people who make
it all happen.
We have grown as a chapter within the
areas of focus we participate in and support. PMINJ has expanded monthly
meetings to cover 6-8 satellite sites around the state in addition to the
main rotating meeting location. The Career Networking Group expands with growth
of attendees and valuable speakers on career development. In 2010 we
awarded a Project of the Year, the first in several years, and added two
new Local Communities of Interest (LCIs) within the chapter (formerly known
as Local Interest Groups LIGs).
The chapter went totally Green in posting all meeting and symposium handouts
on the web site in advance, and the newsletter is electronic, produced bi-monthly.
Also on the web site we added a product review section to allow members to
post reviews of project management related books, products or services.
In PMINJ’s continuing effort to support education and continuous learning,
we granted 10 scholarships to chapter member's children in 2010 and continued
to support previous scholarship recipients from the last 3 years. We
post the webinars of our events for member to view. Our PMP prep class
continues to be sold out to those members looking to attain their PMP certification.
Confirming our commitment to education and giving back, PMINJ has added a
mentoring program for chapter members.
Specific to the Marketing Team, over
an 18 month time frame the Marketing Team has added three new Director positions
and increased substantially the existing Director’s role. Within the
Director of Community Outreach:
Areas of focus include establishing relationships with non-profit
organizations for chapter member participation. Paula
Reid currently holds this role for the chapter. She has been working
with various groups on local projects within the state. During the
summer, chapter volunteers participated in the development of an Oriental
Garden in Somerset, NJ. Team members have been working with scouting organizations
to recognize Boy Scouts and Girls Scouts on attainment of Eagle Scout and
Gold Star awards. The scope of work done with the scouting organizations
will increase as the new year begins. Paula is always looking for chapter
members to participate in community outreach events. To date, she has been
very successful at matching chapter members with rewarding non-profit events
or projects. Please contact volunteers(:@:)pminj.org if you are interested
in participating in an event. If you know of a non-profit organization
that could use PMINJ’s member's project management expertise contact Paula
Director of Corporate Outreach:
Responsibilities include establishing relationships with companies and for-profit
organizations within New Jersey, as well as supporting PMI HQ when
requests are received for chapter participation, chapter information, or
chapter representation to speak at a corporate event. Judy Miao
currently holds this role for the chapter. In October, the chapter participated
in the first ever Project Manager Day conference at Merck in Whitehouse,
NJ. At the Merck event, the PMINJ Marketing team representatives answered
participant’s questions about the chapter and I also had the opportunity
to present at one of the breakout sessions on the value of PMINJ, PMI and
PMP preparation. In addition to corporate events, corporate
outreach coordinates learning sessions for NJ corporations on the values
of Project Management and project managers. PMINJ also participates
in trade shows, job fairs, and corporate symposia. If you have interest
in participating in corporate outreach contact volunteers(:@:)pminj.org.
If there is a corporate event you wish the chapter to participate, please
contact CorpOutreach(:@:)pminj.org for more information.
Director of Sponsorship:
To better serve our chapter members, the chapter looks for sponsorship opportunities
with companies, vendors, Registered Education Providers (REP) and communities
of interest locally and globally to support chapter events and to offset fees
or costs for members at events. This role is currently held by Raji
Sivaraman. Raji has the responsibility of soliciting and establishing
relationships with interested parties for sponsorship or advertising and
then coordinates all the details and logistics. This year has been
very successful in sponsorship and advertising opportunities for both the
chapter and its supporters. PMINJ is appreciative and grateful
to all the sponsors and advertisers that support the chapter.
Director of PR: This position
has existed for some time within the chapter and is held by Maureen Sammis.
She has the responsibility to assess the publicity needs of the chapter and
to work with the chapter teams to publicize chapter events (monthly meetings,
seminars, PMP courses) in PMI HQ publications, local newspapers and websites,
organization newsletters/websites and other chapter's media. Many a press
release is distributed to highlight chapter events for media distribution.
This year we have expanded the area of responsibility to cover social media/networking.
There are teams of volunteers working on these activities. We monitor
our PMINJ LinkedIn group to make sure the postings and contributions are
of value to our membership.
Newsletter Editor: This position
too is a long standing position within the chapter. The editor of the
newsletter is Dave Case. At many events you will see Dave walking
around with a camera taking photos of participants, speakers, volunteers and
attendees. He includes those in the newsletter as well as posts them
on our web site. Dave solicits articles from various sources, within
the chapter and outside from those in the profession. He then assembles
the newsletter bi-monthly providing members with informative articles on
our profession, cutting edge methodologies and noteworthy events, and always
conforming to a timeline. If you have an interest in writing an article
for the newsletter or working on the newsletter, email volunteers(:@:)pminj.org..
All the hard work of our members, both
volunteers as well as participants made every event and activity part of this
year's success. If you have an interest in volunteering for the marketing
team, or any PMINJ team, contact Nikki John at volunteers(:@:)pminj.org or
via the PMINJ website.
As I review our efforts for 2010 and
look forward to 2011, I particularly note PMINJ’s history of outstanding
growth. We've consistently grown our membership offerings and our commitment
to public and private service. Many thanks to our supporters in the
non-profit sector, the corporate world, our sponsors/advertisers, and of course
the numerous volunteers and members who stand hand-in-hand to bring the PMINJ
chapter to its highest potential.
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By Sylvia Badenhausen
CoSponsors Agile Workshop with Rally Software – 8 PDUs
PMINJ and Rally Software will co-host
the Executive Agile Overview Workshop on 25 Jan 2011 in the Edison Raritan
Center. This workshop will lay the foundation to increase ROI,
surface problems faster and reduce risk with the added bonus of effective
Location: Hilton Garden Inn in Edison/Raritan
- Principles of Lean and Agile
- The case and industry benchmarking for
- Best practices and vocabulary of Agile
- Scrum defined
- Scrum framework
- Scrum roles
- Rules of Engagement
- Open Discussion and Customer-Specific
Fees: $250 until December 24 with code
Additional information at: www.pminj.org/11-rally/smp.mr
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Of Risk Management
TYPICAL RISK PROCESS PROBLEMS
© September 2010, Dr David Hillson
A recent Risk Doctor Briefing listed
eight steps as essential components of a basic risk process. These are: (1)
Getting started (risk process initiation), (2) Finding risks (risk identification),
(3) Setting priorities (risk assessment), (4) Deciding what to do (risk response
planning), (5) Taking action (risk response implementation), (6) Telling
others (risk reporting), (7) Keeping up to date (risk reviews), (8) Capturing
lessons (risk lessons learned).
Although logically this sequence of
steps makes good sense, many organizations often do not include all eight
steps in their risk process. There are three important ways in which the
typical risk process is flawed.
The most significant problem is a failure
to turn analysis into action. Despite agreeing risk responses and allocating
actions to Risk Owners, it is common for nothing to get done. One reason
for this lack of action is that most risk processes do not have any formal
“Risk Response Implementation” (step 5 in the list above). Instead we just
hope that Risk Owners will do what we ask and complete their agreed actions.
One way to encourage action is to make a clear link between the work plan
and risk responses. Risk actions need to be treated in the same way as all
other tasks, with an agreed owner, a budget and timeline. Then they should
be included in the plan, reported on and reviewed. If risk responses are
seen as “optional extras” they may not receive the degree of attention they
deserve. Without “Risk Response Implementation” it is likely that many risk
responses will not happen and risk exposure will be unchanged.
Secondly it is common not to have a
separate focus on “Risk Reporting” in the risk process (step 6); despite
everyone saying that communication is really important. Instead the risk
process produces its outputs; usually the Risk Register and one or more risk
reports, and we hope that anyone interested in risk will find what they need
in these documents. It would be much better to have a structured approach
to risk communication. This should produce tailored risk outputs that present
specific risk information to particular stakeholders, telling them what they
need to know. This will also encourage each stakeholder to use the results
of the risk process to help them do their job better, with risk-based decision-making
and action. A specific “Risk Reporting” step will make sure that this communication
A third equally vital flaw in most
risk processes is the lack of a “Risk Lessons Learned” review (step 8). This
is linked to the wider malaise of failure to identify lessons to be learned
at key points such as the end of a project or after a significant business
decision. Not capturing these lessons denies the organization the chance to
learn from its experience and improve performance in future. There are many
risk-related lessons to be learned in each uncertain situation, and the inclusion
of a formal “Risk Lessons Learned” review will help to capture these, either
as part of a more generic review meeting or as a separate event. Such lessons
include identifying which threats and opportunities arise frequently, finding
which risk responses work and which do not, and understanding the level of
effort typically required to manage risk effectively.
So perhaps there is still something
new to be said about the risk management process. Despite our long history
in attempting to foresee the future and address risk proactively, we would
do better if we addressed these weak spots in the risk process. If your risk
process is missing steps 5, 6 and 8, then you might like to consider including
them. This will make sure that agreed risk responses are actually implemented,
that each stakeholder receives useful information from the risk process,
and that the organization learns risk-related lessons to improve future performance.
These simple and practical additions will enhance the effectiveness of your
risk process, and help you succeed more often.
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Are You a Superhero?
By Margaret Meloni, MBA, PMP
Are you a take charge, save the day,
in control kind of person? Are you reliable, focused and straightforward?
Are you determined to get the job done no matter what it takes?
“Alright” you say; “If that makes me
a superhero then sign me up.”
Do you always absolutely need to be
in control? Are you so focused that all you can see is just getting it done?
Are you very blunt and direct when you communicate? Are you absolutely certain
that there is one right way to complete a task and that way is your way?
It may be that you suffer from superhero
syndrome. Sorry, that is right, syndrome. This means that you are smart, reliable,
focused and incredibly good at seeing goals through to completion. But you
are not, I repeat, you are not a superhero. You are a highly valued part
of the team. You may be the leader, but you are still part of a team.
A good leader is not a superhero.
Superheroes rarely cooperate with anyone because they’re…well, super!
They don't need anyone but themselves to get the job done, but you do.
Your team is there for you and by working together you successfully complete
a project. Without your team there would be no success. Your job
would also be much harder and more stressful. Why make it any more
difficult by not using your team's full capabilities?
If you communicate very directly with
no regard for the feelings of others, you are not going to have an ideal
team. You'll have a collection of people working for you but not with
you. For instance, if a team member shows up late one morning and you
admonish him for it, you might think you've prevented future tardiness.
But by not taking the time to listen to why he was late, you've fostered
resentment in that person and damaged your business relationship. Taking
the time to be diplomatic and really listen to your employees always pays
off in loyalty and respect.
Try not to act like a tank and roll
right over your team members. Because you are so focused, you may appear
overly aggressive. Some may find you to be arrogant or even a bully. Is this
what you want? If the answer is yes, well congratulations you have met your
goal. No one respects or admires arrogance; such a trait inspires fear
and disloyalty, the opposite of what a good team leader needs to be successful.
If the answer is no, slow down a bit
and think before you act. When you come on strong, others around you may
shut down. You may think that is just their problem. But the problem is you
are missing out on other valuable input. Remember that if someone suggests
an alternative approach to completing a task, it is not a direct attack on
you. The reason you work with a team is to get different views and
suggestions, and to take advantage of the creativity of others. If
your ideas are the only ones ever implemented you have probably missed out
on many good solutions that would make your own job easier and your projects
more successful. You can achieve your goal and build relationships along
If you see yourself in this description
of a superhero, don't despair. Set about repairing your business relationships
and be honest with your team about your shortcomings. They'll respect
you for it and work all the harder for you.
If you work with a superhero, here
are some pointers to help you harness their superpowers:
- Be prepared when you approach them with
questions, communications or other information. Anticipate their reactions
and have your own ready.
- Be specific and stick to the facts.
- Be concise, get to the point quickly.
- Be professional and keep your emotions
in check. Remember that when a superhero type of person offends, it's
- Remember to support their need to accomplish
a task or goal.
- If necessary, allow them to have the
Remember, it takes all different types
of people to form an effective team.
About the Author: Margaret Meloni,
MBA, PMP, is an executive coaching consultant for IT professionals. She helps
project managers and teams work together better by improving their soft skills.
Learn how to successfully combine your technical and soft skills in her webinars
from The PDU Podcast (www.pducast.com) and from her website at www.margaretmeloni.com.
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Calling You? Five Reasons Why—And How To Fix It
By Deborah Walker, Certified Career Management
You've been hoping for a new job, but
your phone is silent. No recruiters calling, no job offers; it's so quiet
you can almost hear the crickets outside. Maybe it's time to reassess.
Does this sound like your job search
- You've sent out hundreds of resumes to
countless job postings but received little or no response.
- You've left dozens of voicemails to recruiters
explaining why you are a perfect fit—and they never return your call.
- You've tweaked your resume so many times
you no longer recognize it.
If this describes your situation, you are
not alone. Many talented, qualified job seekers get ignored by recruiters
and hiring managers simply because their resume has one or more of the following
1. Your resume highlights your lack
of industry experience
Most recruiters are looking for a point-by-point
candidate match when screening resumes. Industry background usually ranks
high on the list of qualifying issues. If you don't have experience in that
industry, your resume is going straight to the circular file—unless you can
give them a compelling reason to keep your resume in the stack.
If you lack specific industry experience,
but you know you have the basic skills for the job, try highlighting your
transferable skills instead. Job seekers who lack industry experience can
make it past the resume screener by proving their ability with skills they
have that transfer from industry to industry. Examples of transferable skills
include expertise gained in sales, customer service, finance, accounting,
negotiation, cross-functional communications, and/or team building. Look at
the skills they need, and then figure out how your background is a match.
2. Your resume shouts “Overqualified!”
Nothing scares off a recruiter faster
than a candidate who is obviously overqualified for the job. The two main
concerns are (1) that the candidate would soon get bored and leave at his
earliest convenience, and (2) that the candidate would be too expensive to
hire. Even worse is the assumption that the over qualified candidate is on
a downward career slope—a has-been with all his best years behind him.
There are, however, many valid reasons
job seekers wish to downsize to jobs with fewer responsibilities. Whatever
your reasons, tailor your resume to fit your current career objective. This
means you'll want to play down your prior responsibilities, list only relevant
education (don't list a Ph.D. if you are applying for a mid-level management
position.), and emphasize tactical experience over strategic planning when
3. Your resume is crammed with information,
but not the right kind
Pity the poor recruiter who must get
through 200 applicant resumes before lunchtime. If your resume is in the
pile, it will get a quick scan and pass over if they can't find what they
are looking for in less than 30 seconds. If you have a resume that is disorganized
or full of dense blocks of text, how will the recruiter learn anything about
You'll catch the recruiter's attention
if you have a clear, easy-to-read resume that highlights your skills and accomplishments,
even at a glance. The first rule of resume effectiveness is relevancy, so
edit out the past data and redundant facts that aren't relevant to your current
career path. Fill your resume only with the skills needed for that particular
job and you'll go a long way toward getting a recruiter's attention.
4. Your resume has too little information
While the “strong, silent type” may
be attractive in men, it just plain flops in a resume. A resume that looks
more like an outline just doesn't give the reader enough to work with. Recruiters
don't want to guess what you did at your last job. You need to include enough
information to give prospective employers a vision of the possibilities if
they choose to hire you.
If you struggle with what to include
in your resume, use job descriptions to help you understand what recruiters
will want to find in your resume. Then review your previous jobs to determine
what skills you have that will be a good match.
5. Your resume doesn't include accomplishments
If you haven't thought lately about
how your employer has benefited from having you as an employee, it's a sure
bet that your resume is lacking in accomplishments. Remember, as a job seeker
you are selling your talents, and you are competing with many others who
have the same qualifications as you do. Accomplishments give recruiters a
reason to choose you over others for the interview short list.
Give screeners ample reason to select
you for an interview. Highlight how you have saved time, increased efficiency,
cut cost and increased client satisfaction. After all, if you don't tell them,
nobody else will.
If you use this five-point checklist
to restructure your resume, you'll soon hear back from recruiters who appreciate
qualified, articulate and confident candidates. The time you spend enhancing
your resume could shave off months of fruitless labor and frustrating effort
in your job search.
Read more career tips and see sample
resumes at: www.AlphaAdvantage.com
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The following have received their certification
since the last newsletter:
PgMP - Te Wu
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Contact the news editor, Dave Case, at editor(:@:)pminj.org
for newsletter related items.
Submit articles in MS Word, plain ASCII
text, or as part of an email. Graphic files should be high resolution
(1MB+) JPG or GIF.
All members are invited to submit articles,
meeting review, or other items of interest for publication.
PMINJ is not responsible for the content
or quality of any advertisement included in this newsletter.
Articles Due By 15th of
Emailed by 1st weekend after
1st of the month
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