Let’s talk about an efficient use of time! Our
monthly chapter programs provide a great opportunity for
PMINJ members to network, enjoy a delicious meal (at the
main site), learn about the latest PM topics from
carefully chosen speakers, and earn 1.5
PDUs. You may not know, however, how many of
your fellow PMINJ members generously give their time
each month to put these programs together. The
success of each meeting is attributed to the efforts of
over 55 PMINJ volunteers!
The foundation of each Program meeting starts with the investigation and discovery of a valuable speaker. This task is led by Charles Rosen, Speaker Team Leader and his group. They are always on the lookout for topics and speakers who can deliver interesting presentations on relevant subjects. The team works to build a “funnel” of candidates who are carefully screened and chosen.
Meanwhile, the Satellite Team confirms the sites who will host smaller groups of PMINJ members for a webcast of the meeting. Team Leader, Morris Wrubel, and Logistics Lead, Prasanna Punnam, work to qualify and support a growing number of locations and Satellite Coordinators – 18 sites as of May 2012. Note that attendance at satellite locations is only for PMINJ members and is free!
Coordinating with Meeting Sponsors and handling a dozen logistical details is Director Sandy Sandlin’s specialty. His behind-the-scenes organizing helps keep the team running smoothly.
Next comes developing the Flyer to announce the next meeting. Ed Quinn, Flyer Team Leader, is responsible for repackaging various materials on the upcoming programs, announcements from Networking, PMO LCIs, and Sponsors into a condensed bulletin to announce each Chapter meeting program and agenda.
By the time Marketing sends the email announcement on the first of the month, and the webmaster posts the information, the Programs team is in full gear preparing for the meeting.
Catering Team Leaders, Dan Ackerman and Marc Matrulli, contact the facility catering the Main Event to confirm logistics. They share requirements from the Networking and PMO LCI teams, the Speaker and the A/V Teams prior to the meeting, and work closely with the main location’s facilities team throughout the event.
As members register for the event, Darlaine Scott-McCoy, Online Registration Team Leader, supports her team to process and track online registrations, respond to questions about the process and assists new members. The Online Registration Team also prepares the attendance sheets and name tabs for the Onsite Registration Team and Satellite Coordinators. Another key behind-the-scenes piece of the Programs puzzle is provided by Mary Haas, who creates the speaker’s plaque each month and makes sure it arrives at the Main Location safely and in time for the presentation.
Onsite Registration Team Leader, Dennis Komsa, and his Team create the Registration Table coverage schedule for the event, and ensure meeting receipts and handouts are copied and ready for distribution. His team also reviews and produces the registration sheets and name tags for the Main Location. When members arrive, the Onsite Registration Team greets participants and gets the evening off to a smooth start.
While the Onsite Registration Team is welcoming the members, and the Networking and PMO LCI groups conduct pre-dinner activities, the A/V Team is busy setting up and holding a pre-meeting test call with the satellites. Team Leader, Harry Chivarou, and his technical wizards do a sound check and test the equipment. They launch the conference bridge and webcast service that Rally Software sponsors, and monitor the broadcast. While the A/V Team records the proceedings, Ron Krukowski’s reporting and Dave Case’s photography capture the meeting highlights.
Chapter President, Judy Balaban, and I start each meeting promptly at 7PM with Chapter business, announcements and sponsor spots before turning the proceedings over to the Guest Speaker.
When the Monthly Programs meeting ends, our Evaluations Team takes over, and Team Leader, Michael Lange, sends a questionnaire to all meeting participants via Survey Monkey to get feedback on the evening. In the two weeks following the event, the team collects and analyzes the data to help Monthly Programs continually improve. While the Registration Team and Finance Teams confirm registration numbers and settle accounts, the cycle for the next month’s program is already in progress.
Monthly Programs are the product of multiple teams collaborating effectively to deliver a valuable service to Chapter members. Meetings are held on the third Tuesday of every month from January through June, and September through November. The Programs Team does a fantastic job organizing and hosting these events! Join us for a fun evening of networking and professional development and enjoy!
Tour De Franklin – Community Outreach performed by PMINJ
The Franklin Township Food Bank organizes the annual Tour De Franklin event on the last Sunday of April to raise funds for its operations to continue their mission of supporting neighbors in need . This year’s event was held on 29 April, which was a breezy, beautiful day for bike riding.
This 23rd Annual Tour de Franklin attracted 568 participants and raised over $44,000 which exceeded last year's record (403 participants and $41,000). Everyone had a terrific time with food, prizes and sunshine galore.
PMINJ Community Outreach team member, Sandra Seidorf, spearheaded the drive to recruit PMINJ chapter members. Her efforts resulted in 12 chapter members volunteering for this year’s event.
Our volunteers worked in the following areas:
In addition, PMINJ was well represented by a team of three, who rode in the Bike a Thon led by Audelle Harvey.
This is an organized event to raise funds. Therefore, it was planned to start with the registration of the bike riders to enable them to pay donations along with nominal fees for the rides. Riders contributed generously for this precious cause and volunteers appreciated them for this gesture.
Enthusiastic bike riders of different ages turned up for the various tracks of 62 miles, 40 miles, 25 miles or 5/10 miles through the scenic back roads of Somerset, East Millstone, Franklin Park, Kingston and Griggstown.
Following the event, volunteers suggested improvements in the areas of Food Prep, Registration Desk, Route Map Services and Rider Care Service activities based on lessons learned throughout the day. Barbara A. Fuller, VP of Marketing, will contact the Food Bank to share those lessons learned.
Thanks to PMINJ volunteers for giving the precious gift of time and helping to make a positive difference in our local community!
New Jersey PMI is looking for mentors to help other project managers in our area to succeed and grow in the Project Management field. The requirements are few but the benefits are extraordinary.
Volunteers in pictures above:
First - Sue McElligott
Second - Melinda Posipnako and her daughter Ayanna
Third - Gyula Varga from Merck
Fourth - Ajay Saini
Most food drives occur during the holiday season. But
when you ask the head of a food bank they will tell you
that summer is a time of great need. Why? Because the
children of the families that depend on the food bank are
out of school and do not have access to free meals.
To satisfy some of that need the Community Outreach Committee is sponsoring a Summer Food Drive.
PMINJ Goal: In November, 2011, the main location and three satellites donated approximately 300 pounds of food. Now that we have 18 satellite locations, we expect to triple that amount.
What can you do?
Bring a non-perishable food item to the 19 June Chapter meeting - including satellite locations.
One person in each location will gather the food and take it to a local food bank.
Volunteer as a point person and / or join the Community Outreach team, contact Sandy Seidorf at .
PMINJ hosted their 26th Annual Symposium on 07 May 2012,
at the Pines Manor in Edison, New Jersey. Chapter
President, Judy Balaban, and VP of Symposium, Deven
Trivedi, welcomed over 620 project management
professionals. In a continuing effort to build the
strength of our PM community, the theme for this year,
“Strategic Project Management”, was chosen to foster
strategic PM excellence.
The first keynote speaker of the day, Eric Verzuh, PMP, energized the audience as he walked through the evolution of project management in the work place from being practiced, but not quite visible in the 1980s (PM 1.0) to the current version (PM 4.0). In alignment with our current innovative economic culture, the project manager needs to be a “power” innovator not just an innovator. Eric continued to ignite the audience with an in-depth analysis of the “Seven Strengths to Power Innovation” during his engaging and interactive discussion.
Participants had the option to continue this exploration via three strategically planned tracks throughout the day:
At lunchtime our keynote speaker, Terry Schmidt,
brought all the participants together for yet another
invigorating discussion about “Applying Strategic PM in
Work and Life”. Terry showed the audience how they could
use this vertical logic to assess project value, reminding
PMs that wrong assumptions are a major reason that
projects fail, thus affirming the need to define and
verify project objectives. Frank Ryle's closing keynote
address also challenged assumptions in a highly
interactive format taking the audience through exercises
that revealed the gap between language and interpretation.
Jerry Flach, Director of the PMINJ Symposium, described this event as “Innovative and Influential” Also The Symposium hosted approximately 24 booths including vendor exhibitors, Chapter Communities of Practice (CoP) and Local Communities of Interest (LCI) to provide participants with networking and information sharing opportunities.
Members can view Webinars for the symposium at our website . Members will need to log-in to view these Webinars. Take advantage of this free service available to PMINJ members only, to learn from great speakers and earn PDUs.
The 20 March 2012 PMINJ Chapter Meeting was held at the
Pines Manor in Edison, NJ and was a special event for all
who attended. This event featured one of PMI’s
founders, Jim Snyder!
Jim Snyder, a PMI Fellow and one of the original Founders, is one of a very few people who can provide the perspective of more than 40 years of PMI activity and experience. He is a past Volunteer Executive Director, President and Chairman of the PMI Board. He is a past 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 the 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 Pharmaceutical Specific Interest Group (SIG). Mr. Snyder served as a project manager for PMI’s World Headquarters in Newtown Square, Pennsylvania. The James R. Snyder Center for Project Management Knowledge and Wisdom, located in the headquarters building, is named in his honor, as is the James R. Snyder Student Paper Award.
Jim started his presentation “PMI – The First 40 Years” with a moment of silence in memory of his friend, PMI Co-Founder, Fellow and Project Manager, Eric Jenett. Later in his presentation, Jim stated, “There are only four of us original members / founders of PMI left and we are not getting any younger so you better book us fast!”
Jim’s presentation continued to take us on a very interesting journey through the history of PMI – where it came from, where it is today, and where it is heading. This presentation was a captivating blend of some nostalgia with the main focus on the incisive analysis of factors that motivated a small group of project managers that took their work seriously to start the association we now know as the Project Management Institute.
In-Depth with Jim Synder
Prior to the main PMINJ Chapter Meeting, there was a small round table discussion with Jim. Attending this session was Frank Walker, Charles Rosen, Lisa Blake, Maureen Sammis and Ron Krukowski. During this session, the group took turns asking Jim questions and he shared his most valuable insights with us.
Question: Who are the founders of PMI?
Jim: Well, there is Susan Gallagher, Eric Jenett (Brown & Root), E.A.”Ned” Engman (McDonnell Douglas Automation Co.), Dr. Gordon Davis (Georgia Institute of Technology) and myself, Jim Snyder (Smith Kline & French Labs)
Question: Where did the idea of creating the organization we now know as PMI originate?
Jim: It really evolved and came about out of frustration. Back then you could learn about PERT and CPM from Georgia Tech University. Also, once you read everything on the topic of project management (realizing both books were very interesting), there was nowhere to get additional information. The question was, “What’s next? How can we communicate with each other?” We thought about having a symposium and eventually we went from the “thinking” stage to one of “doing.” We needed a vehicle to exchange information, experiences, etc.
Question: Was Project Management Institute the original name or did the organization start out as something else?
Jim: We considered the name, “American Project Management Society.” We officially named it, “American Project Management Institute” but renamed it to “Project Management Institute” when we said that this organization would have global participation and membership.
Question: How long did it take for PMI to have its first formal meeting?
Jim: PMI took 2-3 years from inception to its first meeting. There were 70 people in attendance and 30 of these actually joined the organization at that event. We had been keeping track of our first 100 members; today, there are only 5 or these original members remaining.
Question: The term Project Manager is thrown around loosely. How do you feel about this?
Jim: This does drive me a bit crazy! Along the way, people have lost sight of two very important things. The first is, “What is a project?” And the second, “What are my responsibilities?”
Question: What strikes you different about project managers today compared to 40 years ago?
Jim: I think we are struggling with the same issues as 40 years ago. Regarding 40 years ago, I don’t think there was an official title called “Project Manager” as we know it before the Polaris Missile Project. However, people did manage projects, but there really was no formal title “Project Manager.” From my recollection, the term “Project Manager” came about close to when PMI was officially born. I will say that I think projects were run much better in the late 1970s and early 1980s.
Question: In your opinion, is a project manager born or grown?
Jim: I do believe that you can train someone to be a very good project manager. But then I would ask - are they a project manager or are they managing projects? You need to find one’s strengths, since in my view, a project manager manages people and needs a higher degree of focus on the “softer” skills. One managing projects is the one to establish and maintain the critical path while crunching the numbers to ensure the project stays on track (my preference was to manage projects). It is essential to run a Meyers Briggs assessment to establish a person’s strengths and engage them where they will be most effective.
Question: We are seeing an overall loss of precision as it pertains to managing projects in the industry. Many don’t feel the need to capture and manage to a critical path. What is your take on this lack of precision?
Jim: I think it is critical that people establish a true critical path and manage to it. Without defining the critical path activities and understanding the interrelationships between those activities, you really can’t manage a project successfully.
Question: How do you feel social media and technology have impacted PMI?
Jim: Based on the connectivity of society and the speed at which information flows, I don’t think we would have been able to start an organization like PMI in this environment. The key to our early success and growth was the fact that there was no other place to obtain project management “best practices” information or hear about what and how other professionals were handling common challenges. We became the entity that created the original community to bring professionals together to share valuable information and experience.
Question: What is the social responsibility of PMI?
Jim: We have a code of ethics that is the heart of the organization. I also think that members of PMI need to become more involved in their communities and abroad. It would be nice to see a PMI emergency response team for coordinating relief activities for local as well as regional disasters. Who better to coordinate these activities but the professionals within our organization?
Question: How do you feel overall about PMI and where it is today?
Jim: It still amazes me that this organization has grown to over 470,000 Certified Professionals (PMPs) from our humble beginning of just five of us in a room. Although I was against it, certifications are what really sparked the organization’s growth. This is a great organization where knowledge is shared, people come together to share experiences and form networking relationships. I do believe we must take a more pro-active approach to get the word out about the value of project management and its role in business and engage Senior Executives regarding PMI’s added value.
Jim: I think it is important for us to get back to the basics and the foundations of this organization. We need to be thinking “critical path”, identifying and managing those key interdependent activities. Keep in mind that if you can successfully manage 20% of the activities, you can meet a target date. You need to be flexible because this 20% will be different from the 20% you were managing yesterday.
I believe PMI has a great future! We need to grow the corporate understanding of project management and its positive impact over the next 5-10 years. We are looking for ways to make professional development even faster and more effective and grow stronger support for our chapters.
I have worked to establish the PMI Educational Foundation to manage scholarships. Last year we contributed $400k in scholarships and next year we are targeting $1 million in scholarships. Teaching project management to children is a long-term goal and would be great if we could get it into high school curriculums.
I am currently working on starting a reciprocity program where members who have transferred would have their bio sent to their new chapter president and they would be invited to the next event and formally welcomed.
With that, this roundtable interview concluded and we thanked Jim for spending this time with us and making this an extraordinary event!
Personal Branding – Presented by Dale Carnegie Training
Don Warkentin, Director of Training at Dale Carnegie Training in Bordentown, NJ, presented a talk on Personal Branding to the Career Networking LCI. His talk focused on networking for project managers and began with a simple yet powerful exercise. He had the group focus on finding some good news to engage in conversation with a partner. Participants found that focusing on positive experiences is a great way to begin a conversation and connect with others. His exercise emphasized the way good news adds energy and can even make people smile.
Other speakers have consistently reminded the Networking LCI audience that “You are the CEO of your personal brand!” It is clear, therefore, that identifying your brand is important. Don suggested that project managers begin to design a personal branding statement by completing 3 simple sentences:
The goal of completing these 3 sentences is to help you
to clearly define your skill sets and the value you can
add to clients. In a networking situation it is
important to be able to clearly distinguish yourself from
others. Dale Carnegie believes that being pro-active
about your networking relationships and working hard to
add value to others will help you have even greater
Don then explored several of Dale Carnegie's key human relations principles that are essential to networking. He discussed the value of speaking in terms of others’ interests and how critical it is for us to add value to others in order to build a strong network. The group was encouraged to complete a relationship map and explored Dale Carnegie's first 9 human relations principles, followed by identifying 3 key relationships in their network.
Finally, the session ended with a technique to help engage others in conversation. The Conversation Stack is a powerful tool that can allow you to begin to easily explore common interests. Some suggested questions to utilize are: Do you have children? Pets? Where do you work? Do you travel? Finding something in common helps the conversation since you’ll then have a basic understanding of each other’s mutual interests.
Don was assisted, during this lecture, by Radia Carr, a Corporate Training Consultant, also with Dale Carnegie Training.
The meeting was sponsored by Nicole Hodapp of Walden University, which offers a Project Management course of study.
In spite of rapid changes in science and technology, the
project management (PM) discipline is following concepts
that were established in the mid 60’s. While the PMBOK
Guide and PMI’s PMP certification are important and
necessary building blocks for the profession, it seems
they are no longer enough for the needs of today’s
dynamic, uncertain, and competitive projects.
Projects today are more complex, changing, and uncertain than ever. They are highly impacted by the dynamics in the business environment and dealing with increased urgency and pace. Furthermore, no project today is completed exactly as planned, and “one size does not fit all.” Few of these realities are being addressed by the traditional project management approach. The question to answer now is: What’s next in project management?
First, meeting the project’s time, budget and scope goals does not guarantee a successful project. Unless the project has met its business objectives, we cannot assume “mission accomplished.” Thus, projects today must be seen as business-related activities, and they should be managed with a strategic business-focused mindset to achieve the business results.
A second evolution is in starting to see the role of a project manager as a leader that needs to deal with creating the vision for the motivation and inspiration of the team. And finally, project managers must learn to adapt their project to its context and environment. Agility is just one step in this direction. We need to identify upfront the project’s unique context and select the right approach for each project.
The next generation of PM will transform project managers into leaders who must deal with the strategic and business aspects of their projects, build a vision to inspire and motivate their project team, and know how to adapt their style to the project’s context and environment. The new world of project management is illustrated in the next figure. On top of traditional PM we must build three new layers: The adaptive approach, collectively called Dynamic Project Management, the Inspired Leadership approach, dealing with vision and inspiration, and finally, on top, the Business Focused Strategic approach.
| Anthony Acs
| Arun Kolal
Gerard Edward McKenzie
| Joseph Retuerto
Lotfy Sabry Mohamad
Harshawardhan Mestri Balasaheb
Lotfy Sabry Mohamad
Lotfy Sabry Mohamad
Lotfy Sabry Mohamad