PMINJ VP Welcome
Project Management Articles
New Certificate Holders
& Publication Information
by Lisa Blake, PMP, VP Programs PMINJ
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
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
Cares – Volunteers Help Franklin Township Food Bank
By: Maureen Sammis and Velmani Natarajan
Tour De Franklin – Community Outreach performed by PMINJ Chapter Volunteers
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:
- Registration: Sunil
Lobo, Ajay Saini, and Velmani Natarajan
- Food Prep and Clean-up:
Sharon McDonnell, Chris Seymour, Tom Mager, Melinda Posipnako, Ayanna Posipnako,
Anjaneya Modugu, and Susan McElligott
- Parking: Dawn Barton
and Linden Cadagon
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
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PMINJ Cares – Summer Food Drive – 19 June 2012
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
One person in each location will gather the food and take it to a local
Volunteer as a point person and / or join the Community Outreach team, contact
Sandy Seidorf at spseidorf(:@:)aol.com.
May Symposium – A Rousing Success
By Kalpana Patel, PMINJ Symposium Team
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
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:
- Strategic Project
- Strategic Leadership
- Strategic Processes
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
Members can view Webinars for the symposium at our website (www.pminj.org).
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.
March 2012 Chapter Meeting: PMI – The First 40 Years
By: Ron Krukowski, PMP
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
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
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 &
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,
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
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
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
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
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
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!
Community of Interest – LCI – Career Networking
By: Graham Wisdom
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
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 success professionally.
- I am an expert at:
- The value I provide
to clients is:
- I am unique because:
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
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.
Return to top
Project Management Articles
Generation of Project Management – Part I
It’s Not Just the
Project; It’s the Business!
By Dr. Aaron Shenhar, PMP
Professor of Project and Technology Management
CEO The SPL Group
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.
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.
Figure 1: The New World of Project Management
The Strategic Project Leadership® (SPL) approach represents this new
world. It was built on the foundation of traditional project management during
twenty years of research and work with corporations. SPL helps organizations
deal with their projects in a flexible and adaptive way and focus their projects
on business results by creating value, competitive advantage, and winning
in the marketplace. This integrated, industry-proven, and PMI award-winning
approach combines the business-related needs of projects, the operational
aspects of getting the job done, and the leadership perspective of inspiring
and motivating the team. SPL enables project teams to integrate Strategic
Project Leadership into their current practices by building new skills on
top of the existing PMBOK knowledge areas.
To learn more go to: www.splwin.com
Dr. Shenhar, the developer of SPL and the CEO of The SPL Group, is regarded
as one of the world’s leading experts in project management, innovation,
and execution leadership. He was the first recipient of the PMI Research
Achievement Award, and is the holder of five academic degrees in engineering
After a first career as executive in the defense industry, Dr. Shenhar served
as tenured professor at several universities where he founded new academic
programs, including project management programs at Stevens Institute of Technology
and Rutgers University. He is one of the most published and cited authors
in project management, and his work has influenced project and technology
management research and education throughout the world. He served as consultant
to major corporations such as 3M, Honeywell, Intel, NASA, Dow Jones &
Co., U.S. Army, and Tata. He is co-author of the recent book, Reinventing
Project Management, published by Harvard Business School Press. The book
was selected among the top five best business books of the year.
New Certificate Holders
The following have received their certification
since the last newsletter (through 30 Apr 2012):
Gerard Edward McKenzie
Lotfy Sabry Mohamad
Harshawardhan Mestri Balasaheb
Lotfy Sabry Mohamad
Lotfy Sabry Mohamad
Lotfy Sabry Mohamad
& Publication Information
Thanks to this month's guest editor Barbara
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