PMINJ VP Welcome
Project Management Articles
New Certificate Holders
Article Submission & Publication
When I was recruited
to my position of Editor, Barbara Fuller, PMINJ VP of Marketing , mentioned
that a theme usually emerges depending on the articles and current activities
surrounding each newsletter. In preparing this newsletter I’ve witnessed
team collaboration and this theme certainly emerged as we gathered material
and deliberated the articles. Throughout the process, the energy generated
from our fellow PMINJ volunteers with their charitable activities, awards,
scholarships and article submissions was inspiring. I encourage you to
get involved in the superb PMINJ collaboration process. Become a volunteer
and submit an article on your favorite topic to editor(:@:)pminj.org. Collaboration
is well worth the effort.
by Christine Rotonda,
PMP, PMINJ Newsletter Editor
by Ava Heuer, VP Professional Development
and Training PMINJ
This is my last article as your VP of Professional Development
and Training, a position I’ve held for the last 14 years (beat that,
Mayor Bloomberg!) It’s a good time for reflection as I look back
over many accomplishments, and a good time to focus our sights on the
future. Coincidentally, the deadline for this article was nearly
the same date as my first PMINJ Executive Board Meeting, when my position
was formally announced. That evening is forever burned into my memory
– July 7, 1998.
The meeting took place at Snuffy’s in Scotch Plains. Getting to
know all the board members and learning about my many responsibilities
was all a bit overwhelming at that time. I did have a sense of “Uh oh,
what did I get into?” That feeling was reinforced after I departed
the meeting and found my car had been broken into and my cell phone stolen!
A flurry of police activity followed including dusting for fingerprints.
I do commend the Scotch Plains police force, as I was notified eight
months later that they caught the perpetrator.
Fortunately, the following board meetings were less stressful,
although many action items were handed to me. I’ve often said it
feels like I spend more time on this volunteer position than I do on my
salaried work. However, this PMINJ work has been, in many ways, more rewarding
than anything I’ve ever done. And most of those rewards come in
the form of the gratification I receive from guiding individuals in their
project management career paths, teaching them the Tao of PMBOK, and helping
them achieve professional certifications.
Our Saturday PMP/CAPM Exam Prep courses have been running 3 times
a year for the past 14 years. There may have been one or two along
the way that didn’t quite fill to capacity, but I honestly can’t recall
them. Almost all courses fill up rapidly and have a waiting list.
Over the years, venues and materials have changed. While our first
location was at the facility of a small defense contractor in Hanover,
an eerie environment on Saturdays, a variety of hotel, corporate and collegiate
locations followed. Today we utilize a formal training facility in Parsippany,
and have new venue possibilities in the mix for future classes.
We began by creating our own materials, generating handouts for the students,
hauling many boxes of copies, collating, binding, and making presentations
using overhead transparencies. Today we use PowerPoint presentations
and pre-packaged professional materials from a PMI Registered Education
Provider. Even the best materials are ineffective, as many students
will attest, without a competent instructor to provide insight and elaboration.
Although the logistics and tools may have changed over the years, the
one thing that remained constant is our team of tireless, dedicated, and
talented PMINJ volunteer instructors who give 100% of themselves to educate
and prepare students for their PMP Exams.
I want to take this opportunity to say thank you, to both current
and past instructors, and to all who have supported the members with
our successful PMINJ Training program these past 14 years.
Looking ahead to the future of Professional Development and Training,
there will be additional preparation courses for the new certifications
that PMI offers. First on the agenda is Agile Certification with
Risk, Scheduling, and Program Management certification prep classes to
follow. New methods of delivering content will undoubtedly be part
of the future to capture a wider audience and meet demands for asynchronous
training. As the paradigm for online training continues to evolve,
new models for providing information will be created. Although the
merits of face to face training cannot be argued, it is clear that the future
of teaching in our global-mobile world does not lie in that direction as
the prime vehicle for training. But who knows? Perhaps we will be
back in the classroom, only it won’t be our physical presences in the room,
but our holographic images. Interesting times are ahead, for sure!
The PMINJ election results are final. Congratulations to the following:
– Sandra Baptist
the willingness of Bhaskar DasGupta, Fareed Hosain, and Vijay Arokia-Raj
to serve and look forward to their continued support of the Chapter.
VP-Finance – Pat Bonanni
VP-Professional Development and Training – Frank Mead
VP-Symposium – Deven Trivedi
PMINJ Scholarship Winners:
PMINJ is proud
to announce the Scholarship winners for 2012. Nine of the 11 students
were presented with awards at the June meeting. By providing our
support of their academic careers, we hope to instill educational values
and celebrate achievements. We’re very proud of the winners and wish
them much success as they pursue their degrees in a variety of career paths.
Parents and children celebrated together at the Parsippany Hilton and
PMINJ is happy to provide this service.
See all the winners
on the website.
PMINJ Project of the Year Award - St. Peter’s University Hospital
by Louis A. Vazquez,
PMP Director, Project of the Year
Each year, the New Jersey Chapter of Project Management Institute,
(PMINJ) presents its’ prestigious Project of the Year award to a New
Jersey organization, which successfully demonstrates superior and exemplary
project management principles and techniques resulting in a successful
project. The Project Management Institute (PMI) has established the
Project Management Body of Knowledge (PMBOK) which defines the principles
and techniques used to evaluate submissions.
This year’s award winner was St. Peter’s University Hospital,
for their “Clinical System Implementation” project. St. Peter’s
is a technologically advanced, 478-bed teaching hospital serving the
healthcare needs of central New Jersey.
The project involved building and implementing an acute care clinical
computer system installed across all service lines to deliver an entirely
paperless Electronic Health Record System. The scope included building
20 applications, configuring 75 interfaces and the deployment of 750
devices. In total, 3,500 end users were trained including nurses, physicians
and ancillary department users.
The St. Peter’s
University Hospital leadership team consisted of Cindy Kottler, PMP,
the Clinical & Business System Director; Frank DiSanzo, VP/CIO &
Chief of Strategy; Patricia Carroll, Senior VP & Chief Operation Officer;
Elizabeth Wykpisz, VP/Patient Care Services, CNO and Donna LeSieur, McKesson
Visit the PMINJ website
for the Project of the Year criteria or send an email to Louis A. Vazquez,
PMP (Director, Project of the Year) at poy(:@:)pminj.org
Cares: Food Drive Results
By Sandy Seidorf,
PMP, PMINJ Community Outreach Team
Thanks to everyone that donated food for the June 19, Food Drive.
We collected 237 pounds of food for local food banks in our communities.
Food Banks experience more need over the summer months since local schools,
scout troops and many service organizations are on summer break. Thanks
to our PMINJ community for making a difference!
Special thanks for the following food donations:
- 140 pounds
collected at Parsippany Hilton and donated to the Food Bank Network of
Somerset County in Bridgewater
- 20 pounds
collected at Basking Ridge satellite and donated to the Harrington Park
Food Pantry in Harrington Park
- 27 pounds
collected at Lincroft/Brookdale satellite and donated to Helping Hands
Ministry in Brick
- 25 pounds
collected at Holmdel satellite and donated to the Food Bank of Monmouth
and Ocean Counties in Neptune
- 20 pounds
collected at Iselin satellite and donated to M.C.F.O.O.D.S. in Middlesex
- 5 pounds
collected at Whitehouse satellite and donated to the Food Bank of Somerset
County in Bound Brook
The PMINJ LinkedIn
Group has reached the 3,000 member milestone! If you want to participate
in current events, latest news and conversation on this terrific networking
tool, we encourage you to join! Just click the LinkedIn icon.
June 2012 Chapter Meeting
The June 19th, 2012, PMINJ Chapter Meeting was held at the Parsippany
Hilton and was the final chapter meeting before summer break.
This evening included two LCI pre-meeting events. The PMINJ Career
Networking LCI conducted its monthly networking session and the NJ PMO
LCI featured its second audience interaction panel discussion.
The PMINJ featured events for the month included the Project Manager
of the Year Award, Scholarship Awards and the main event presentation
“Leadership and Innovation: A Medical Device Project from Concept to
Implantation”, by the esteemed Robert C. Cohen.
Robert began his presentation by sharing
his personal background. He is a mechanical engineer specializing
in orthopedic implant design. He is the Chief Technology Officer
for Pipeline Biomedical Holdings and also served as Vice President of Research
and Development for Pipeline Orthopedics. Robert, who is no stranger
to start-ups, has extensive experience in the strategic positioning of
medical products and technologies for investment return. He has an
in-depth knowledge of all phases of the product development cycle including
research, design, intellectual property, manufacturing, physician evaluations,
clinical studies and global regulatory. He has twenty patents, numerous
peer-review publications, and is an active presenter at global medical
The presentation continued with Robert explaining that in the
medical device industry, innovation is rapid and the product offering
competition is intense. The time to market from concept to market release
must take into account many factors. These factors include the complexity
of design, testing standards, production process determination, sterile
packaging validation and the FDA acceptance cycle. Robert then walked
the group through this intense process using the Orthopedic Hip Implant
Initiative they have been working on for the past two years.
Some interesting statistics were shared regarding the Hip &
Knee Implant Industry:
of the Orthopedic Hip Implant Initiative undertaken by Pipeline Orthopedics:
- There are
1 million hip & knee replacements performed annually ($15 Billion
- There is
more demand on a better quality implant since older people remain very
- Hip &
knee replacements are the best return on Medicare Investment
Robert then took
the group on the journey that he and Pipeline Orthopedics took in an
attempt to achieve these critical objectives. This journey began
with the fact that the decision was made to follow a project management
“best practices” roadmap to ensure that the initiative would start on
the road to success. The following SDLC was followed:
a unique bone fixation surface
a “new” production process
- Be ready
for implantation within two years
- Obtain FDA
- Obtain surgeon
- Secure distribution
- …and build
a Company in the process
Project Planning Design Phase: Within this phase, the implant
design was conducted which included the hip stem, taking into account
various bone sizes and stability requirements. Also included was
the design of the instruments which needed to precisely complement the
hip system for the implantation preparation. Final consideration for design
was the pelvis cup that needed to achieve bone fixation long-term and be
the product differentiator for Pipeline Orthopedics.
Process Development Phase: This phase integrated all of
the Design, Marketing, Fabrication, System, and the new Metal Laser
Sintering process that would need to come together to successfully create
the hip stem and pelvis cup implantation components.
Product Testing Phase: The testing phase was required to
incorporate mechanical, chemical and biological testing acceptance and
quality assurance. This was challenging since there are very tight
tolerances, complex shapes, interacting parts and new materials being
introduced to the process which require additional proof of facility
Verification and Validation Phase: This phase focused on
meeting all the rules and requirements per Medicare, Insurance Laws and
final FDA approvals. This is usually a very challenging phase but
this time there were additional challenges since Pipeline Orthopedics was
adding a new Metal Laser Sintering process and materials for making hip
replacement components which needed to be quality audited and approved.
Robert stressed the fact that we must create beneficial Academic
Relationships to utilize universities effectively. This is an untapped
opportunity since Academia is looking for Industry Relationships as
well. Utilizing universities for various parts of initiatives brings
a high value per dollar, access to high-tech test equipment and access
to expert professors.
Robert spoke a bit about some of the challenges along the way
including the project management software solution that was utilized
for this initiative. The goal was for the tool to be easy to use,
encourage collaboration, stay on task/accountability and be a comprehensive
system to track all projects online. After extended research they
chose Clarizen as a Saas Model that would accomplish all of these.
Unfortunately, this tool did not fit into the existing corporate culture
and eventually they went back to using Microsoft Project 2010. As
Robert stated, “Good project management tools still only work with a strong
project leader and a motivated project team…people make it work!”
Although there were many challenges along the way, the Hip System
Implantation Two-Year Project was a Success! The implant sizing
and initial fixation were excellent; instruments performed to specification,
surgeons were satisfied, FDA approval was received, production was validated
and the distribution partner is very happy. It is anticipated that
within the month, this system will be implanted in the first live patients
undergoing hip replacement surgery. And yes, a company was
Project Management Takeaways:
and spreadsheets don’t run projects; people do
- Run a project
in a way that complements the corporate environment
timelines require educated decisions; use all resources available
- Allow cross-functionality
to bridge project milestones and anticipate later task needs
- Make sure
you have support by Senior Management
March 2012 Chapter Meeting: PMI – The First 40 Years
showcased the PMINJ interview with Jim Snyder in their July, 2012, Chapter
Links: “A PMI Founder Shares the History of the Institute”
Click to read the article.
Jersey and New York Chapters Collaborate with CITI Group
By Maureen Sammis
Citi Group, PMINYC and the New Jersey Chapter have had a great
corporate relationship for several years. Recently Citi Group hosted
a conference titled “Bridging the Gap between Technology & Business
Project Management”. Citi Group is particularly interested in bridging
the knowledge gap and leveraging best practices for addressing business
problems in an integrated manner within cross functional project teams.
Judy Balaban, President of the New Jersey Chapter and Josh Lerner, President
of the New York City Chapter, participated in a joint presentation where
they spoke about the benefits of PMI Membership and what the New York
and New Jersey PMI Chapters can offer to members. Citi Group expressed
their interest in several New Jersey Chapter initiatives including mentoring
/ mentee programs, volunteering for the non-profit community outreach programs
and the Agile and PMP prep courses offered.
As a result of this Citi Group event and other recent activities,
a partnership has been formed between the New Jersey and New York City
Chapters. Discussions are underway to consider some reciprocal arrangements
and combined activities such as discounts for events and courses, conducting
fund raising events together and more “birds of a feather” meetings along
various organizational lines among both chapters.
Left to Right:
Wanda Osterman, Project Manager for Project of the Year for the NYC
chapter, Judy Balaban. President of the NJ Chapter, Joshua Lerner, President
of the NYC Chapter, William S Ruggles, VP of Admin, NYC Chapter and Raji
Sivaraman, Director of Marketing NJ Chapter attending the Citi Group
Project Management Awareness Conference.
Return to top
Project Management Articles
Generation of Project Management – Part II
Why One Size Does
Not Fit All Projects,
And What Can You Do About It?
By Dr. Aaron Shenhar, PMP
Professor of Project and Technology Management
CEO The SPL Group
In my previous article I predicted that the next generation of
project management 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. I described the
Strategic Project Leadership® (SPL) approach for planning and running
business-focused projects and for adapting projects to their specific context
and environment. In this piece I outline how project teams identify the
specific characteristics of their project and adapt the right style for
the right project.
There are fundamental differences among projects, and a successful style
on one project may lead to failure on another. For example, you cannot
compare a construction project to building a space vehicle, or developing
a new presentation projector to building an Olympic village. So what can
you do about it? Traditional project management and even recent agile
techniques do not provide answers.
One of the components of SPL is the Diamond Model. It offers a
framework for analyzing a project’s specific context and selecting the
right style. The model includes four dimensions that characterize projects,
where each dimension is classified into four project types, each requiring
a different management style:
– Market Uncertainty - How new is the product to your market and users.
It impacts the effort and time it takes to clearly define the product’s
requirements. Novelty is divided into the following types:
Platform, New-to-the-Market, New-to-the-World
– Technological Uncertainty - How much new technology is used. It impacts
the number of design cycles needed and the time it takes before design
freeze. Technology has the following levels:
Medium-tech, High-tech, Super High-tech
– Complexity of the product or the organization. Complexity impacts the
degree of formality and coordination needed to effectively manage the
project. It has the following levels:
Assembly/Subsystem, System, Array
- Pace – Urgency
- How critical is your time frame. It impacts the time management and
autonomy of the project management team. It has the following levels:
Fast/Competitive, Time-Critical, Blitz
A unique Project Diamond describes each project context, and the
specific levels determine the appropriate style for this project. The
Project Diamond also helps analyze project difficulties and get a troubled
project back on track.
1: The Project Diamond
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 and management.
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 year.
to Find the Correct Answer on PMP Exam Questions
By Cornelius Fichtner,
Beyond studying the PMBOK® Guide, how can you make sure you
are able to identify the best answer while taking the PMP® Exam?
Reviewing and learning strategies to help you identify the best answer
along with the utilization of a PMP® Exam Simulator to practice those
strategies will increase you odds of identifying the correct answers to
the PMP® Exam Questions.
You have studied the PMBOK® Guide and numerous additional materials,
you believe you have a solid understanding of project management theories
and the application of those theories, and you have taken the steps to
schedule your PMP Exam. There is just one lingering question… how can
you make sure you are able to identify the best answers when it comes time
to take the PMP Exam?
The PMP Exam consists of 200 multiple choice questions that need
to be answered in four hours. For each question you are provided a scenario
along with four answers to choose. Your job is to choose the correct
answer, which can be difficult when more than one answer may look correct.
One thing to remember, no matter your personal experiences or even other
project management training, the PMBOK® Guide is the basis for answering
PMP Exam Questions.
There are several strategies you can use to help determine the
best answer when taking the PMP® Exam:
Questions are based on the PMBOK® Guide and it is your job to find
the “best” answer to the scenario provided while taking the PMP®
Exam. It is entirely possible that the correct answer may not seem to
be evident even using the strategies listed above. Even if there are a
couple of questions that seem unanswerable, make sure you guess…you have
a 25% chance with a guess, a 0% chance if left unanswered.
- After you
read the scenario, identify the answer in your head before taking a
look at the answers supplied by the exam. You may already know the answer
without taking a look at the four answers provided. There is no need
to allow the answers provided to confuse you if you know the answer.
- Read all
of the answers provided before choosing one. There is no way of knowing
if you have made the best choice if you do not read all of the answers.
- Answer questions
that you know and return to those you have not answered later. Return
to the more difficult or complex questions after taking care of the questions
you know. This allows you to obtain the easy points and spend the remaining
time on the questions you skipped.
any answers you know are not correct. There are going to be times when
you are going to be able to completely eliminate an answer or two which
will make answering the question a lot easier.
that contain absolutes such as always, all, every, never, none, and
only. These answers may look good, but remember absolutes are a dangerous
area since there can be exceptions to them. Make sure you consider the
restrictive nature of an answer that contains an absolute.
- Doubt answers
that are not familiar to you. If any of the answers provided do not
seem familiar to you or don’t seem to fit with the PMBOK® Guide
language or terminology, there is a good chance this is not the answer
to the question.
- When two
answers seem correct, compare their differences. In the case of two answers
that seem to both be correct, compare the differences to determine which
one is the best answer. There will be differences even if they are slight.
- Select the
answer most logical to you, based on the PMBOK® Guide. Based on your
knowledge of the PMBOK® Guide select the option that seems to be most
logical to you.
- Answer each
question even if you just guess. There is no penalty for guessing on
the PMP Test. Make sure you select an answer for all 200 questions on
the exam even if you guess…you have a 25% chance of getting it correct.
- For computational
questions you are familiar with, do the work and then refer to the answers
provided. If you are familiar with the required calculation to find
the correct answer, work the problem before looking at the available
- For computational
questions you are not familiar with, work the problem backwards. Four
possible answers are provided that you can use to work the problem backwards
to determine the correct answer.
- Check your
answers; only change an answer for a really good reason. Your first answer
is generally your best so only make changes if you are sure clues within
the text cue you to another answer.
The best method for learning how to put the strategies above to
use is practice, practice, practice. Use a PMP Exam Simulator to provide
you with that kind of experience.
About the author: Cornelius Fichtner, PMP is a noted PMP expert.
He has helped over 18,000 students prepare for the PMP Exam and he guides
PMI credential holders on earning PDUs
New Certificate Holders
The following have received their certification
since the last newsletter (through 30 Jun 2012):
Teresa Carpenter Muler
& Publication Information
Editor Christine Rotonda, PMP
Contact the newsletter editor, at editor(:@:)pminj.org
for newsletter related items, to submit articles and to provide
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- Newsletters are published
every other month: Jan, Mar, May, Jul, Sep, Nov
- Articles due to the Editor by
the 5th of the month:
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via e-mail and on the PMINJ website by the 25th of the month:
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- Laurie Policastro – PMINJ Marketing
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