Happy 2012 to all!
The mission of the finance team is to oversee the management of funds for the purposes of the Chapter as authorized by the Board. The Finance team includes 2 directors - Joyce Nussbaum (Director of Accounts Receivable) and Kim Hinton (our newly appointed Director of Scholarships).
We are responsible for managing all the Chapter’s receipts, funds, and securities. An annual budget is prepared, working with the Board members. It is used to guide the expenditures for the Chapter. One of our primary drivers is to keep the cost of dues and programs as stable as possible for Chapter members. In fact the $20 chapter dues have been maintained since the chapter's inception. In other areas, we are focused on minimizing any increase of fees to our members while expanding services – for example remote sites for the monthly meetings.
While a lot of our work takes place behind the scenes – you are probably familiar with the Scholarship program that was initiated in 2007 as a way of giving back to our members. For the past 5 years we have awarded 10 undergraduate scholarships/year to the children of PMINJ members who have excelled in academically and also have a record of service and leadership. To date – we have awarded 50 scholarships, with our first class graduating in 2011. In 2011 we also introduced a Master’s scholarship. The scholarship program is only possible due to the efforts of volunteers who participate on the selection team. It takes dedication from the team members – and we are always happy to have new people join the team!
The finance team is looking forward to a productive 2012. If you have any questions – feel free to contact us using our email addresses that can be found on the Chapter web site – www.pminj.org.
We are excited to announce
that one of PMI’s founders, Jim Snyder, will be speaking
at our 20 Mar 2012 PMINJ Chapter Meeting. Please
pencil this on your calendars and look for upcoming
Mr. Snyder is a founder of the Project Management Institute, a Fellow of the Institute, and a past Volunteer Executive Director, President and Chairman of the Board. He is currently a member of the Board of Directors of the PMI Educational Foundation, Treasurer of the Delaware Valley Chapter, and a member of the Editorial Review Board of Project Management Journal®. Mr. Snyder, who is casually referred to as the "Father of PMI," has been awarded the PMI Man of the Year Award and is an Honorary Life Member of the Institute. He is also a founding member of the PMI Delaware Valley Chapter and the Pharmaceuticals Specific Interest Group (SIG). Mr. Snyder served as the project manager for the construction of PMI's World Headquarters in Newtown Square, Pennsylvania, USA. The PMI® James R. Snyder Center for Project Management Knowledge and Wisdom, located in the headquarters building, is named in his honor.
Nominations for the PMINJ Project of the Year (POY) are
now being accepted! We invite you to nominate a worthy
2011 project executed by your organization for this
prestigious award. Deadline for nominations is 31 Jan
For selection criteria and details
Any project is eligible for consideration provided:
The winner will be announced in February
2012. The award will be presented at the April, 2012
Chapter meeting. Further information on nomination rules and processes, and
the submission template.
Submissions should be emailed to by 31 Jan 2012.
Questions? Please email .
For the 7th consecutive year, PMINJ celebrated
International Project Management Day at the beautiful
Palace at Somerset Park, on 03 Nov 2011. It was a
wonderful and informative event attended by over 500
project management practitioners, several sponsors and PMI
Communities of Practice (CoP) representatives, and an
engaged speaker lineup.
The day started with an opening statement by Chapter President Judy Balaban, followed by a welcome address to all guests and speakers by the PMINJ VP of Symposium, Deven Trivedi. Deven explained the reasons for an IPM Day celebration: to increase awareness of Project Management as a profession, to promote Project Management in organizations, and to thank project managers around the world for their hard work and perseverance. The next four speakers lead interactive presentations focused on modern day leadership skills required to compete in a global economy.
Speaker Angel Carol Smith introduced the morning keynote speaker, Frank Saladis, PMP, PE, CCE, founder of IPM Day and tenured President of the NY City Chapter. Frank began his presentation on “Architecting the Future through Project Management” affirming the indispensability of Project Management and reminding the audience that nothing would get done without project management principles! The evolution of Project Management continues and the value of Project Management is becoming more apparent across all industries. Risk reduction was cited as one of several value benefits of Project Management and Sustainability as a Risk Management solution was discussed as one of the approaches that project managers can deploy. Frank provided the audience with a view of Project Management in a global economy. It is more than business process; it is “the way work gets done”. The Project Manager is a leader and a value driver. Project Integration Management, when performed with strong leadership, integrates project deliverables with organizational goals and assures a solution-based approach for the enterprise / client. Frank called project managers to action by presented a formula for the future of project management: Project Management + Strategy = Future. This inspirational presentation emphasized that business success and project management are inseparable.
Joe Lukas, PMP, PE, CCE, the second speaker in the morning session, provided the audience with tips on “Project Negotiations: Dealing a Winning Hand on the International Stage”. Joe called attention to the fact that in reality not all negotiations are principled and as such a project manager needs to be aware of the motives around the table. Joe highlighted three parts of the negotiation process: the ever valuable pre-meeting in which planning for the strategic, administrative and tactical goal setting takes place; the meeting at which the bargaining toward closure takes place; and the post-meeting in which additional negotiations are possible. Joe highlighted 5 common mistakes in negotiations: low aspirations / weak negotiating skills, making low initial demands, neglecting to ask questions, providing too much information, and reaching a quick settlement. Audience inquiries in this interactive session lead to additional suggestions such as using Skype for phone negotiations.
The third speaker of the day, Sherry Blair, MSSW, MA, LCWS, BCPC in her presentation “The Positivity Pulse: Transforming Your Workplace” spoke about the value and need for project managers to attain Emotional Intelligence. Sherry cited positive psychology research that correlates with positive emotions, increased productivity through better health and increased motivation. Citing additional research from Ken Blanchard and Barbara Fredrickson, Sherry described Servant Leadership otherwise described as Leading from the Heart. A servant leader is able to put aside self-interests and encourages a culture of connectivity that results in reduction of unnecessary conflict among other benefits. A servant leader leverages communication skills to build positive relationships, recognizes and rewards positive behavior and avoids judgment.
John Boyens of the Boyens Group® conducted a dynamic afternoon workshop “Avoiding the 5 Fatal Flaws of Management”. John started by reminding the audience that 90% of management problems are “people problems” and of these people problems, 90% are communication problems. He proceeded with discussion of 5 fatal flaws of communicating and recommended preferred communication approaches. For example, unclear and inconsistent communications need to be addressed with active listening. Communications related to change management need to clearly state the change and its benefits as well as convey optimism for future outcomes. Properly assessing the readiness of team members for “mission critical” tasks, including ability and willingness to perform tasks assigned, was also identified as a key to project success. This robust workshop also included discussion of influencing styles with outcome-based thinking highlighted as one of the team engagement strategies. John concluded his workshop defining 15 steps to be an effective leader: communicating early and often, managing the team’s energy, visualizing success, holding team members accountable, hiring people based on their potential and leveraging teachable moments.
The speaker presentations can be accessed on the PMINJ web site.
Jerry Flach, Director of Symposium, concluded the event by thanking speakers, sponsors, project manager attendees and over 40 volunteers on 10 teams who helped make this IPM Day event a success. With final cheers to Project Management and its practitioners, Jerry reminded the audience that anyone interested in shaping future PMINJ events or advancing their team building and leadership skills should consider volunteering for the Symposium team and other volunteer opportunities via PMINJ web-site: Volunteer Opportunities
The 15 Nov 2011 PMINJ Chapter Meeting held at the
Bridgewater Marriott was the last Chapter Meeting of the
The Networking Program featured “Yes, You Are a Brand” presentation by Ginny Devine, President of Quantum Performance Systems, LLC. This Program was about knowing your Brand and how the value one brings to an organization is essential to maintaining career viability in today’s work world. Ginny’s presentation provided direction and support to inventory and identify one’s Brand.
PMINJ Chapter Business:
The main event began with Judy Balaban, PMP, Chapter President, discussing the following:
Lisa Blake, PMP, VP Programs,
then took the podium and added:
Featured Presentation: “Project, Program and Portfolio
Metrics” – Henry Will, PMP
Henry began his presentation with an overview of Project, Program and Portfolio Management. He conducted a quick review and pointed out the differences of each. He then proceeded to discuss the key element of the presentation – Metrics. How can you leverage metrics to clear road-blocks, back up your points, and promote progress in important areas of your projects, programs, and portfolios? In this presentation, we heard some stories about how common issues that project managers face can be solved using metrics. We also received some down-to-earth examples of how to measure elements of a project in spreadsheets. In this presentation Henry demonstrated the old saying “If you want to improve something - measure it!”
Henry interacted with the group in order to get a collaborative definition of Metric. It was agreed that a Metric is a Measurement. We also agreed that for us it is usually a measurement of something that needs improvement. Group discussion of the tools commonly used to report metrics identified Earned Value, Budgets, Dash Boards, Score Cards, Heat Maps and Charts/Graphs. Henry indicated that metrics are key to cause a needed change.
Following a discussion around metrics, the presentation then proceeded into some of the tools that are used to communicate metrics. Henry shared a quote from Albert Einstein: “If you can’t communicate something simple, then you don’t know enough about it.” Some of the metrics communication tools mentioned:
Some key questions to consider with regard to
Henry concluded by summarizing some of his key
This presentation provided a tool bag of techniques
to increase the value and effectiveness of project
The evening concluded with a special raffle of “Skullcap” Earphones presented by FYI Solutions. The winner of this raffle was Jerry Stone, PMP.
Henry Will, PMP, is currently responsible for a PMO at IBM, working to achieve audit readiness for the Lender Services organization.
Ginny Devine, Career Development Specialist at Fairleigh
Dickinson University, Madison, NJ, gave a great
presentation to a full meeting room at the November PMINJ
Career Networking session on the topic of Personal
Branding. The concept of a Personal Brand was first
introduced by Tom Peters in a famous August ‘97 paper ,
and Ginny explained that understanding and being able to
express what it is that you do well, the value that you
bring to an employer, is a critical part of being able to
market yourself and make you stand out from the crowded
job market that job seekers face these days.
Employers have problems to be solved – and hiring managers are looking for people who can deliver results, solve those problems. There are plenty of candidates – a hiring manager needs to be able to quickly distinguish what value a candidate will bring and, once interested, be able to evaluate the evidence to back up the candidates’ claims.
Car brands clearly convey a message – Hummer, Prius, Mini – we all know what these represent. We should seek to make our own Brand as clear as these. A Personal Brand is made up of Attributes, Skills, and Environment.
Skills are, perhaps, the easiest to understand: skills can be acquired. We learn skills on the job, through training, volunteering, and from our life’s experiences. Skills are critical, and everyone lists them in resumes, but it is the combination of skills with the other branding aspects that represents our personal value proposition.
Environment is the context in which you have worked – a particular industry or organizational culture (e.g., corporate vs. non-profit, startup vs. mid size vs. large company, or consulting). Your value may be long experience in a particular industry, or it may lie in having demonstrated that you can be effective in a wide variety of different contexts.
Attributes are harder to define and articulate. These are your intrinsic qualities that might feel automatic, natural and easy for you. This is your unique way of doing things without thinking too much about it. So you may not value these Attributes as much as you should. But to complete your Brand, you need to identify these Attributes of how you operate and achieve success in what you do. Think about the roles you play on a team: do you organize, inspire, support? What do your managers say about you? Go back and read several past appraisals and look for common threads to help identify these traits. Write down the 3-5 accomplishments about which you are most proud, and think about these. Another guide is your Myers Briggs personality preference – Introvert vs. Extrovert, Sensing vs. Intuitive, Thinking vs. Feeling, Judging vs. Perceiving . Some examples of Attributes are strategic thinking, attention to detail, leadership, and comfort with ambiguity.
So, to better define your Personal Brand, write down all your skills, achievements, strengths, characteristics, feedback from others, and then separate these into Skills, Environment and Attributes. Remember that Skills can be learned, while Attributes are things that you just do regardless of the situation. Then set about looking for evidence for each of these Brand components in your work history, evidence that you can describe in an interview by giving examples about where and how you have used this aspect to achieve results. Use items in your resume as jumping off points to these stories to differentiate yourself from other candidates.
Ginny provided several web links during her talk so attendees could research further, including:
process produces large amounts of data that are needed
to support analysis, reporting, decision-making and
action. Tools can help us to manage these data
efficiently. But there are many alternative risk tools,
so how can you choose the right one for your needs? The
following factors should be considered:
These factors can be compiled into a “functional
requirement specification” defining what you need from
your risk tool. This categorizes requirements into those
which are essential, the ones that are preferred, and
optional extras. You might even develop a weighted
scoring system based on the various requirements.
You can then use this specification to screen available risk tools and produce a short-list of possible candidates that meet all or most of the criteria. Invite the vendors of these tools to present their tool in more detail. Try testing each tool using actual risk data to ensure that the reality lives up to the vendor’s sales pitch. Invite real users to take part in trials to give you their feedback on whether it meets their needs. See if vendors are able to tailor their tool to meet your specific requirements. Be ready to ask difficult questions!
A risk tool cannot guarantee effective risk management, however good that tool may be. Having a copy of Microsoft Word will not make you a good writer, and owning a power-drill does not mean you can build a wardrobe. In the same way, use of a risk tool does not ensure the ability to manage risk. But tools can certainly play a part in supporting the risk process – if we choose the right one.
| Aaron Attwood
Karen A Briggs
Craig E. Carey
Tammy L Demm
Frederick L Ferry
Patricia Ellen Gant
| Perri Husted
Edward S. Klusman
Rajya Lakshmi Koppula
| Michael J. Pisani
Christopher J Seymour
Claire Leslie Shields
Joseph A Sinopoli
David E. Spence
Richard C Valanzola
Greg D. Geib
Daniel E. Drain
Pradip M. Mehta