PMINJ January 2012 Newsletter 

January 2012

Welcome Chapter Announcements Event Reports Project Management Articles New Certificate Holders

Article Submission & Publication Information




Pat Bonanni, PMP, PMINJ VP Finance

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).

CEG 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 –

Chapter Announcements

Jim Snyder, PMI Founder, Speaker at 20 Mar 2012 PMINJ Meeting

JimWe 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 announcements!  
 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.

A video about the PMI Founders is available on YouTube


PMINJ 07 May 2012 Symposium Registration Open

 Registration for the PMINJ  07 May 2012 Symposium opened 15 Jan 2012.  Please join us again for what promises to be another exciting day.  Watch for registration info on the PMINJ website.

Nominations for the 2011 PMINJ Project of the Year (POY)

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 2012.
 For selection criteria and details

 Any project is eligible for consideration provided:

  • It has been accepted as essentially completed by 31 Dec 2011.
  • Some or all team members were located in the State of New Jersey, or it was coordinated by a NJ based company, or completed within NJ.
  • It has an approved scope, schedule and budget.
  • There are no restrictions on the use of the submitted information.
  • It has been completed in accordance with generally accepted project management principles and practices.

 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 .

Event Reports

International Project Management Day Seminar - 03 Nov 2011

By Name

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.

judgeThe 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.
Frank 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 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.

Sherry 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 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

PMINJ Chapter Meeting – 15 Nov 2011

The 15 Nov 2011 PMINJ Chapter Meeting held at the Bridgewater Marriott was the last Chapter Meeting of the year.
 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.  

  inov8PMINJ Chapter Business:
 The main event began with Judy Balaban, PMP, Chapter President, discussing the following:

  1. Thanking the evening’s sponsor FYI Solutions for their support of this event.
  2. Mentioning that the October PMINJ Chapter Meeting hit a milestone of having as many people at the satellite locations as at the main site.
  3. PMINJ is looking to add additional satellites in Princeton and Marlton areas.
  4. Thanked the participants involved in the PMINJ Holiday Food Drive.
  5. Acknowledged the new PMPs and first time Chapter Meeting attendees.

LisaLisa Blake, PMP, VP Programs, then took the podium and added:

  1. Additional satellites are being indentified in the Paramus area to replace the DeVry Satellite and in the Ramapo College area.
  2. “Call for Speaker Angels” – with the Symposium in May, speaker angels are needed to work with the speakers that will be presenting at the 07 May 2012 Symposium. Anyone interested should contact .
  3. Introduced Ralph Cetrulo (Sr. Account Executive) and Janine Crowley (Recruitment Team Lead) of FYI Solutions who were the sponsors of the evening’s event. FYI Solutions specializes in IT Solutions & Staffing as well as Project Management Solutions for the past 27 years.
  4. Reminded us that this was the last Chapter Meeting for this year 2011. The next meeting is scheduled for 17 Jan at the Pines Manor in Edison, NJ. The topic is: The Art of Cultural Change: Making Change Stick, featuring speaker John Palinkas.
  5. Introduced the featured Speaker: Henry Will, PMP.

Featured Presentation: “Project, Program and Portfolio Metrics” – Henry Will, PMP

Henry 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:

  1. Milestone Chart - Dates and Scope Changes
  2. Schedules
  3. Graphs/Charts
  4. Standardization of Reporting Models
  5. Scorecard (Portfolio Level)
  6. Scorecard Trending

 Some key questions to consider with regard to metrics:      

  • What is the goal? Know what you want to convey and what metrics to capture
  • Who is the audience? Executives, CXO, PMO/Business Organization, Sponsors/Client, Management, Project Team, Client/Customer, Consumers/Users
  • Who are the stakeholders? Executives, CXO, PMO/Business Organization, Sponsors/Client, Management, Project Team, Client/Customer, Consumers/Users
  • What needs to be communicated? Financials, Profit Percentage, Expenses, Pretax Income (PTI), Return on Investment (ROI), Resources, Project Health (EV, SPI, CPI), Quality (Defects, Service Level Agreements (SLAs)), RISKS, ISSUES, etc.
  • What is the best way to communicate it at the level of the Audience? Frequency, Amount of detail, Communication Level

 Henry concluded by summarizing some of his key “Metric Tips”:

  1. Keep the goal in mind and know your audience. Report what is important to them, use metrics to increase success
  2. Report appropriately: detail according to level, frequency according to level
  3. Communicate concisely and effectively: charts and graphs,  agree on terminology, use a legend, use colors to enhance communications

 This presentation provided a tool bag of techniques to increase the value and effectiveness of project management communications


 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.

Career Networking Meeting – “Yes, You Are a Brand” - 15 Nov 2011

By Graham Wisdom

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 [1], 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 [2].  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:

  1. Tom Peters’ original article
  2. Myers Briggs style personality type questionnaire
  3. Articles on Personal Brand

PM Articles

The Risk Doctor – Choosing The Right Risk Tool

By Dr David Hillson, PMI Fellow, HonFAPM, FIRM,

Risk DocThe risk 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:

  • User base. Ask potential users of the risk tool what they need. Consider each user group as their needs will be different.
  • Functionality. Define and prioritize the required technical risk functions for the tool.
  • Process support. Be sure that your risk process is mature and stable, and then be sure that the chosen tool can support your process.
  • Integration. Consider how the risk tool should integrate with other tools and processes in projects and the wider business.
  • Reporting. Define what standard risk reports you need, as well as the ability to produce bespoke outputs.
  • Training. Consider what training your staff might need to be able to use the risk tool properly.
  • Scalability. Decide on scalability and whether you are managing risk for different sizes of project and at various levels across the organization.
  • Support. Think about what ongoing support you might need after you have bought the tool.
  • Growth potential. Assess how the chosen tool might need to grow with your business.
  • Affordability. Determine your budget, including purchase of the tool, possible customization, piloting, data cleansing and entry, training, communication and roll-out. But cost should not be the driving consideration – you will get what you pay for and you should buy what you need.

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.

New Certificate Holders

The following have received their certifications since the last newsletter (through 31 Dec 2011):
 Aaron Attwood
 Aaron Bennett
 Carrie Braverman
 Karen A Briggs
 Craig E. Carey
 Jessica Chamberlin
 Ramakrishna Chekuri
 Steven Craig
 Hope DeCohen
 Tammy L Demm
 David Docherty
 Frederick L Ferry
 Karen Fischbach
 Patricia Ellen Gant
 Perri Husted
 Manoj Jain
 Edward S. Klusman
 Rajya Lakshmi Koppula
 Rebecca Lam
 Tom Loscalzo
 Narasimman Madhavarao
 Leeza Mathews
 Wangyang Ni
 Paul Odell
 Nita Parikh
 Sandeep Pathak
 Delphine Patterson
 Michael J. Pisani
 Hagay Pollak
 Priscilla Quattrocchi
 Houda Rabah
 Sreeprakash Rangarajan
 Karen Reif
 Leslie Romanowski
 Christopher J Seymour
 Jacqueline Sheehan
 Claire Leslie Shields
 Joseph A Sinopoli
 David E. Spence
 Richard C Valanzola
 Stacy Winters

 Greg D. Geib
 Martin McEnroe
 Aita Salasoo

 Clair Stelus
 Daniel E. Drain
 Alan Markey
 Pradip M. Mehta

 Pradip M.Mehta


Article Submission & Publication Information

SimonEditor Simon Tsang, PhD, PMP

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