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Project Management Articles
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Bonanni, PMP, PMINJ VP Finance
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
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.
Click to see previous VOQs.
– Volunteers are needed
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:
Visit the Volunteer page for more
- PM - Agile LCI
- Speaker Angels
- Monthly Program
On Site Registration Team Member
- Chapter Reporter
- Community Outreach
- Event Reporter
- Program Speaker
- Member Retention
Team Event Reporter
PMINJ Corporate Outreach Visit SAIC
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
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.
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.
Arsenal begins a Monthly Boost of Project Management
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.
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February 2013 Chapter Meeting: Agile in the Financial Services – A Framework
By: Kristine Clark
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
Project Management Articles
Communications on Global Projects
By Gareth Byatt,
Gary Hamilton, and Jeff Hodgkinson
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. For
- Is the objective
of the communication regular/general or important / critical?
- What impact does
your personality have both in terms of your own perception of its impact,
and the actual impact on the other person or people?
- What impact do you
think your mood or physical condition at that specific time has on how you
deliver your message?
- Does your own culture
have a significant impact on communication?
A few thoughts on the
impact of different cultures in project teams
- Your culture has
a large impact on the way that you project your message, whatever the chosen
- Culture and norms
of the people with whom you are communicating, whether they are in a group
or on their own, in addition to factors such as their personality and mood,
can have a significant effect on how they interpret your message.
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.
Check your general understanding of their interpretation.
We hope this short article
has spurred you to reflect on your communications when you work in an international
project team. There are many different aspects to consider.
If you are currently working on a project with team members from several
different nations, or when you are next working in such a team, take a moment
to consider the effect of culture on the perceptions of those with whom
you communicate. Would discussing this issue be of value?
2. Review your style of face to face communication with
people from different cultures
When we are communicating with an individual or a group, studies have indicated
that less than a tenth of a message is conveyed verbally. Most of the message
is being perceived by the recipient(s) through the tone and pitch of your
voice and – in particular – your body language.
If you are presenting to a group of people from a different culture, take
the time beforehand to learn how people from that culture typically like
to receive a message or presentation, e.g., do they like structure or do
they prefer a random story? Do they like imagery or detail? One of us recently
experienced a good example of this when making a presentation to an audience
of a different culture; he discussed the preferences with the Host to gain
knowledge of what typically works well, and adapted his style to suit.
3. Consider cultural norms of those with whom you communicate.
Learn about the cultural norms of those with whom you will be working.
For example, is direct confrontation in a meeting expected / welcome?
Perhaps you should take the time to understand any of their national “hot
New Certificate Holders
The following have
received their certification since the last newsletter
(through 28 February 2013):
& Publication Information
Editor Christine Rotonda, PMP
Contact the newsletter editor, at
editor(:@:)pminj.org for newsletter related items,
to submit articles and to provide feedback!
Submit articles in MS Word, plain ASCII text, or as part
of an email. Graphic files should be high resolution (1MB+) JPEG
or GIF. All members are invited to submit articles, meeting
review, or other items of interest for publication.
Contact Raji Sivaraman (sponsor(:@:)pminj.org) for advertising/sponsorship
inquiries. For more details.
- Newsletters are published
every other month: Jan, Mar, May, Jul, Sep, Nov
- Articles due to the Editor by
the 5th of the month:
- Newsletters will be published
via e-mail and on the PMINJ website by the 25th of the
- Elena Kostenko – PMINJ Quality
- Laurie Policastro – PMINJ Marketing
- Mike Grant – PMINJ Marketing
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content or quality of any advertisement included
in this newsletter.