PMINJ July 2012 Newsletter 

July 2012

Editor's Note
Chapter Announcements Event Reports Project Management Articles New Certificate Holders

Article Submission & Publication Information


Editor's Note

by Christine Rotonda, PMP, PMINJ Newsletter Editor
EditorWhen 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 . Collaboration is well worth the effort.

 Happy Reading!



Ava Heuer, VP Professional Development and Training

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!

Chapter Announcements

Board Election Results:

The PMINJ election results are final. Congratulations to the following:
VP-Administration – Sandra Baptist
VP-Finance – Pat Bonanni
VP-Professional Development and Training – Frank Mead
VP-Symposium – Deven Trivedi

We appreciate the willingness of Bhaskar DasGupta, Fareed Hosain, and Vijay Arokia-Raj to serve and look forward to their continued support of the Chapter.

2012 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.

2012 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 Account Executive.

 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

PMINJ 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 County
  • 5 pounds collected at Whitehouse satellite and donated to the Food Bank of Somerset County in Bound Brook

PMINJ LinkedIn Milestone:

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.  LinkedIn


Event Reports

PMINJ June 2012 Chapter Meeting

By Ron Krukowski, PMP

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.  

Inov8Robert 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 conferences.

 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:

  • There are 1 million hip & knee replacements performed annually ($15 Billion Industry)
  • There is more demand on a better quality implant since older people remain very active
  • Hip & knee replacements are the best return on Medicare Investment

The objective of the Orthopedic Hip Implant Initiative undertaken by Pipeline Orthopedics:

  • Develop a unique bone fixation surface
  • Develop a “new” production process
  • Be ready for implantation within two years
  • Obtain FDA approval
  • Obtain surgeon feedback
  • Secure distribution means
  • …and build a Company in the process

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:

 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 safety.  

 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 built!

 Project Management Takeaways:

  • Software and spreadsheets don’t run projects; people do
  • Run a project in a way that complements the corporate environment
  • Aggressive 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

PMINJ March 2012 Chapter Meeting: PMI – The First 40 Years

PMI Today 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.

New 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.

PM Articles

Next 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
  , 201-323-3246

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:

  • Novelty – 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:
    • Derivative, Platform, New-to-the-Market, New-to-the-World
  • Technology – 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:
    • Low-tech, Medium-tech, High-tech, Super High-tech
  • Complexity – 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:
    • Material/Component, 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:
    • Regular, 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.


Exhibit 1: The Project Diamond

 To learn more go to:

 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.

How to Find the Correct Answer on PMP Exam Questions

By Cornelius Fichtner, PMP

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:

  1. 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.
  2. 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.
  3. 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.
  4. Eliminate 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.
  5. Answers 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.
  6. 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.
  7. 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.
  8. 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.
  9. 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.
  10. 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 answers.
  11. 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.
  12. 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.

Remember, PMP 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.

 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 certifications since the last newsletter (through 30 Jun 2012):
 Sascha Abramson
 Ginny Aiden
 Subramaniam Alathukombai
 Ajay Anand
 Peter Barbera
 John Batsch
 Sharmistha Bhattacharya
 Heather Bowen
 Joseph Caputo
 Teresa Carpenter Muler
 Francis Casey
 Zhixiang Chang
 Pasquale Cirullo
 Tracey Colonna
 Adam Duckworth
 Robert Esteves
 Joseph Farrugia
 Anthony Ficarra
 Michael Gall
 Juan Garay
 Ligy George
 Eric Gillman
 Harold Gleaton
 Dalia Hanna
 Thomas Hart
 Bob Hecht
 Rafael Hilerio
 Julianne Hunt
 Kunal Jaiswal
 Srinivas Khasnavees
 Chi-Kai King
 Ann Koermer
 Nitika Kohli
 Martin Layton
 Colin Lopez
 Massiel Marte
 Roshan Mushtaq
 Sreekumar Neelamana
 Robert Phillips
 Karl Pisarczyk
 Manohar Ravela
 Karima Ravenell
 Ali Rehman
 Joachim Roehr
 Jeanette Savinon
 Jay Shah
 Elias Shamiyeh
 Edward Sheridan
 Amy Sikanowicz
 Rick Smith
 Rohit Sobti
 Lauren Souther
 Michael Stamas
 Christine Stefanic
 Beth Stein
 Bruce Sullivan
 Ravi Tohan
 Felipe Velazquez
 Gil Velez
 Navendu Yajnik

Edward Siegel
Deborah Nelson
Lawren Greene


Article Submission & Publication Information

christineEditor Christine Rotonda, PMP 

    • Where to Send: Contact the newsletter editor, at for newsletter related items, to submit articles and to provide feedback. All members are invited to submit articles, meeting reviews, or other items of interest for publication.
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    • Newsletters are published every other month: Jan, Mar, May, Jul, Sep, Nov
    • Articles due to the Editor by the 1st of the month.
    • Newsletters will be published via email and on the PMINJ website by the 25th of the month.

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