The mission of the Finance team is to oversee the
management of funds for the purposes of the Chapter as
authorized by the Board. The Finance team includes two
directors; Joyce Nussbaum and Kim Hinton.
We are responsible for managing the Chapter’s receipts, funds and securities. One of our primary goals is to keep the costs as stable as possible for Chapter members. We’ve managed to keep chapter dues at $20 since the chapter’s inception in 1982. Expenditures for events have also been maintained at an average of $25 per PDU. We are focused on minimizing any increases of fees to our members while expanding services. Another example of our success is our recently formed remote sites for monthly meetings where members can attend for free. We now support 22 satellite locations.
A Scholarship program initiated in 2007 as a way of giving back to our members is a helpful benefit of membership. For the past six years we have awarded 10 undergraduate scholarships annually to PMINJ member children. We focus on candidates who have excelled academically and also have a record of service and leadership. In 2011 we also introduced a Master’s scholarship. PMINJ has awarded $243,000 in total scholarships to date.
In 2012 we donated $5,000 to the American Red Cross to support the recovery efforts for Hurricane Sandy. We also support other charities including: the Trenton Area Soup Kitchen, Homefront, Elijah's Promise and Operation Shoebox.
The Finance team is looking forward to a productive 2013 continuing our mission to benefit our members in many ways.
Dan is one of the exceptional
PMINJ volunteers on the Programs Team, and currently the
Team Co-Leader for Venue Management. Dan, along with
his Co-Leader Marc Matrulli, is responsible for the great
facilities and excellent meals PMINJ members enjoy at the
Monthly Meetings. Dan started volunteering for
Programs with the On-Site Registration team in 2009, and
is still one of the many faces you may see behind the
registration desk at the Main Location.
As Venue Management Co-Lead, even before the Program year begins, Dan is hard at work evaluating facilities and negotiating the contracts with venues to host the Main Location monthly chapter meetings. Venues must be able to meet not only PMINJ’s requirements for space and technical specifications (presentation delivery and broadcast to satellite locations); they must also provide excellent dinners at competitive rates.
In the weeks before each Monthly Meeting, Dan starts coordinating with the other Programs Teams and with the Venue to make sure the facilities and accommodations are in order. He makes sure the Audio team has the connectivity in place and all is functioning or are getting the necessary support. He also makes sure that the PMO and Networking LCI teams have what they need to run their respective pre-meeting events.
On the day of the meeting, Dan works with the venue's event manager to make sure tables are set as expected, food is correct and plentiful, and everything operates according to plan. He is the gracious host throughout the evening, making sure that last-minute logistics are addressed, and all the guests are enjoying themselves. At the end of the meeting, he obtains the final count from the On-Site Registration team and works with the venue contact to review the invoice, making sure the Chapter is billed correctly and sometimes negotiating further discounts before providing approval for the Chapter to make payment.
The smooth execution each month is just another example of Dan’s skill as a PM. When not playing the role of Programs Meeting Venue-Meister, he works at Morgan Stanley supporting Morgan Stanley Wealth Management, where he recently completed work on a three year effort to integrate Smith Barney's suite of Corporate Equity business applications into the Morgan Stanley environment. As Program Manager, Dan managed the Program Office and his team's linkage with the rest of the firm's integration efforts.
A PMI, PMINJ member and PMP since 2005, Dan plays a critical role as a volunteer and Co-Team Leader for PMINJ’s Monthly Chapter Meetings. When asked what he liked about volunteering for PMINJ, Dan said, “I like all of it. It is great to be able to interact with so many people across PMINJ and be part of the success of our monthly chapter meetings.”
To run successfully and give the best service to its members, PMINJ relies on the help of dedicated, hard-working volunteers like Dan. We appreciate Dan’s commitment and energy, and extend sincere thanks to him for his valued contribution to the PM community.
Special Volunteer need - PMINJ Cares - Tour de Franklin
Volunteers are needed to help the Franklin Township Food Bank in Somerset County at the 2013 Tour de Franklin Bike Event. Last year we worked with the Franklin Township Food Bank on the day of the event but this year we have taken it to a new level and will also be assisting them with our PM skills in planning and organizing the event. We need volunteers for pre-event, day of the event and bike riders. The event date is Sunday, April 28, 2013 at the Municipal Complex, 475 DeMott Lane, Somerset, NJ 08873.
Other Volunteer opportunities:
Dennis McCarthy, PMINJ
Director of Corporate Outreach, visited the PMINJ
satellite site at SAIC in Fairfield for the February
monthly program. The visit was the first of many that the
Corporate Outreach Team plans to make this year to our
satellite partner companies.
The goal of these visits is to reach out to the satellite partner companies and volunteers to let them know about what the Corporate Outreach Team offers. We also gather Voice of the Customer (VOC) feedback in order to meet their needs.
Our satellite volunteers and partner companies provide a valuable service to the members of PMINJ by offering their time and facilities so that we can bring our monthly programs to a wider audience. Most of these sites reach 25+ attendees. The convenience of this program is a huge benefit to our members. Many of these members would be unable to attend our programs without these satellite sites.
John Verlangieri, PMP, and Tom Betts, PMP, both longtime members of PMINJ, voluntarily run the Fairfield satellite site and are a tremendous asset to PMINJ. As the hosts at SAIC they work hard to ensure everyone is properly registered and informed of the location logistics.
Many of the participants at SAIC are PMINJ members with PMPs. Renee McFadden, PMP, and David Vincenti, PMP, from the PMINJ Community Outreach Team also attended the satellite meeting. Renee described her work of providing PMINJ certificates of achievement to Girl Scouts and Boy Scouts who earned Gold and Eagle awards and David talked about how he is working to bring Project Management education to the K-12 schools in NJ.
On January 30, 2013, the PMINJ Director of Programs ,
Sandy Sandlin, gave a presentation to the assembled
Project Managers at Picatinny Arsenal’s Kickoff Meeting
for their new Project Management Forum. Sandy
provided comprehensive information on PMI, the PMINJ
Chapter, and the variety of related certifications
available from PMI. He also focused on the mechanics
and benefits of obtaining PMP certification for the
Project Managers and Engineers at Picatinny.
The Picatinny EMPO will continue to host monthly Project Management Forum events on a variety of topics including the PM Knowledge Areas described in the PMBOK. Sandy is a member of the PMINJ Board and has been working with the PMINJ Marketing and Corporate Outreach teams to partner with Picatinny Arsenal to assist upcoming engineers with their careers in project management.
John Hudson, B.Sc., PMP, CSMA was the featured speaker at
our February chapter meeting. Mr. Hudson presented a brief
breakdown of various types of Agile. Discussing the most
prevalent, Scrum, along with lesser known, eXtreme
Programming (XP). He gave details on the foundational
tenets of Agile methodology and how it differs from
traditional waterfall methodology. Mr. Hudson also
provided factors that need to be present in an
organization for Agile to be successful.
The advantages of the Agile Scrum method lie in the gradual building of requirements and work effort coupled with regular check-ins with stakeholders to ensure the product being delivered meets the needs and directed through the User Stories which shape the software development and direction of the project. Sprint Planning enables the team to prioritize the User Stories into a Sprint Backlog. This gives them the freedom to organize themselves and their tasks within the Sprint to design, implement and test the changes. After the time allotted for the Sprint, the team reconvenes with stakeholders to present the new developments for review. Once reviewed, the team begins the next Sprint cycle.
The Agile method is collaborative, above all, which depends on and is guided by the consistent communication between the project team and the stakeholders. The iterative approach enables the team to have more independence on the direction the work takes, and also affords the practitioners of this method to deliver a final product more quickly than they might have been able to do using the traditional waterfall method.
Mr. Hudson goes on to outline the growing popularity of the Agile method, and to discuss the fundamental foundations which must be present within a company in order for Agile to be successful; one principle is the IT organization’s strategy must align with the business strategy, and their objectives cannot be at odds, but one must support the other’s growth to achieve success.
PMI now offers a PMI Agile Certified Practitioner (PMI‐ACP) certification.
John Hudson is a practicing Scrum Master and PMP certified and currently works for Prudential Financial Services. He has over 35 years of experience and is currently engaged on a multi-year, multi-million dollar software development project.
In this communications piece, we talk about some of the
nuances of working in an international project team, and
in particular, things to bear in mind when you communicate
with, and present to people from cultures different
Examples of communication factors
Our efforts to communicate, either one-on-one or in a group, are influenced by many factors, well documented in various studies, research papers and the general media.
To give just a few examples of how we communicate with others, consider the following factors that can impact your communication when you send and receive a message:
Of the factors mentioned above, studies have shown that
culture plays a big part. Culture can be generational,
geographical, organizational, or a combination of these.
A few thoughts on the impact of different cultures in
Project communications take place through many different mediums, and the old maxim of “communication being 90% of a Project Manager’s job” is probably true. Many projects are international in their team composition (whether many nationalities co-located or far-flung across the world working remotely with each other); indeed, this was true in the past and is equally true today.
Our brains typically filter and distort communications into “our perceptions.” What you “think” you have communicated might not be what the recipients received as the message. This is true regardless of culture, but it is certainly pertinent when you are communicating with someone from a different culture. So be certain that what you believe you communicated is what the recipient(s) of that message understood. A way to achieve this is to ask people to rephrase what you have just described to them, or ask for questions and feedback.
1. Check your general understanding of their interpretation.
| Francis Adjodha
| Michael Giudice
| Tracy Oxner