I am so excited to add a new accessory to my wardrobe:
the VP Business Relationships hat! I’m proud to
wear this, and while it may need some adjustments as I
get used to its fit, I do have some specific tasks that
I will be executing immediately. I plan to focus
on soliciting vendors for sponsorship of our chapter as
well as maintain our existing successful working
relationships. I hope to leverage both existing and new
in a strategic manner across our chapter to maximize our
As part of continuous process improvement, I will remain an active member of the ‘Birds of a Feather’ group. This multi-chapter group engages and benchmarks with other chapters with statistics ranging from pricing, and best practices, to lessons learned.
For my first endeavor, I will setup and maintain a centralized database of speakers, venues, vendors, educational entities, and corporations to streamline the efforts within our chapter. Making this type of information easily accessible to our chapter leaders and members should help reduce duplication of effort, and enable PMINJ to run more efficiently. If you have information to include in the registry, or to become part of my team, please contact me at .
PMINJ is already an outstanding chapter. My commitment to the membership is that I will do what it takes to continue to build relationships and together we might raise PMINJ to the next level. Thank you, and together, let’s build more relationships!
I am honored to have been elected to the position of Vice
President of Recognition. This is an important role
in PMINJ as it is designed to thank our membership for
their dedication as well as promote PMINJ as the premier
project management organization we know we are.
As the newly elected Vice President of Recognition, I will be responsible for recognizing our members and volunteers who are doing a great job elevating PMINJ as a flagship chapter. In addition to internal recognition, my team will help PMINJ become a recognized force in the global PM community by promoting our chapter activities and participating in recognition programs sponsored by various project management related organizations. Our goal for this activity is to strengthen the PMINJ brand outside of our chapter.
This position will oversee such programs as PMINJ’s Project Manager of the Year Award, numerous scholarship awards (both scholastic and professional), recognition of recent member certifications, promoting volunteer opportunities, recognizing current volunteers, external awards, and corporate/student paper of the year. I am in the process of developing a strong team to support these initiatives.
I thank the membership for their confidence in me and can’t wait to see what wonderful and innovative programs my team has in store for this chapter.
This year’s Project Manager of the Year Award was
presented to Cindy Kottler at our June 2013 Chapter
Meeting. Cindy was recognized for her role in implementing
a computerized physician order entry system (CPOE) for
Saint Peter’s University Hospital in 2012. The utilization
of the CPOE system by the physician is required for
compliance with the Federal Meaningful Use guideline. The
project scope included building 20 applications,
configuring 75 interfaces and the deployment of 750
devices. One of the biggest challenges Cindy faced
included training and deployment of the CPOE to over 1,000
physicians, residents and their assistants. Cindy’s
clearly defined plans utilized with her excellent
recognition of stakeholder communication needs provided
the tools needed to drive home the success of this
Cindy is the Director of Information Technology at Saint Peter’s Hospital, where she has worked for over 10 years. She has current certifications noted as PMP. She is a graduate of the University of Pennsylvania and was also honored by CIO Magazine in 2013 as "One to Watch.” Cindy’s project for the CPOE was named Project of the Year by PMINJ in 2012.
Do you want to nominate someone for the Project Manager of the Year, or for For more information on compliance requirements visit:the website.
Click to see previous PMOY winners.
Gary Barrett is one of two
people that distribute all email blast communications to
the chapter. The email blasts are required to go out in a
timely fashion. One added duty that the two volunteers
have is to respond to all emails from anyone that receives
these email blasts. The questions they receive are quite
Gary earned his PMP in November 2006. He joined PMINJ in May of 2011 and became a volunteer for the Marketing team in February of 2012. Before taking this role any questions from our members responding to the email blasts were not answered which would lead to member dissatisfaction. Gary has answered questions from our membership on a variety of subjects. To answer the questions many times he would have to find the correct person within the chapter to answer the question or figure out on his own how a process worked and give the member an answer. He responds to questions in a timely manner because many are time sensitive when they relate to registration. His role has provided a great insight into the obstacles our members encounter. Another important part of this role is to get the feedback to specific VP areas so that they can respond to the issue at hand. Basically this role has provided an effective feedback loop from our members to the chapter.
Congratulations to the organizers, volunteers, and
presenters who made May’s Regional Symposium possible. PMI
Today spotlighted the event in the September issue,
highlighting the strengths of the speakers and their
presentations in bringing home the theme of the event
“Selling Your Skills: Advance Your Career.”
Whether you are a certified practitioner or just
beginning to learn about Agile, PMINJ is actively
supporting you through a variety of options.
During the past year, PMINJ has significantly stepped-up its offerings on Agile practices. In addition to already offering our members training, discussions, support, certification preps, and the newly forming Local Community of Interest (LCI) for Agile, the third Agile Workshop took place last month with a day of Agile Scrum presented by Nitin Khanna. Nitin is a Scrum Coach and Agile practitioner holding multiple certifications. In September, the Keynote, “What’s All the Fuss about Agile,” from Kevin Aguanno, a noted SME, was well received and was followed by the fourth offering, his one day Agile boot camp. Both workshops received excellent feedback, including requests to keep this line of training coming.
Nitin, was asked to lead the new Agile LCI after his initial work with PMINJ on this subject. In an interview in September, Nitin was quick to name the Agile LCI Core Committee members: John Hudson, Gerald Peyton, Bob Phillips, and Mital Vora, and encourages all members to reach out as the LCI is in its formative stage. They held the first official LCI meeting during a breakout session at the September monthly meeting. Look for more information in the future from the Agile LCI.
If you have missed all we’ve done so far, and you are hearing terms like Agile and Scrum but they are still foreign to you, Nitin recommends this online primer on Scrum for a simple overview: http://scrumtrainingseries.com/
Ready for the next level? Check out our intensive three day Agile PMI-ACP & Certified ScrumMaster course to be held in October at DeVry .
Making the PMBOK® Guide fun.
If you studied to take your Project Management Professional (PMP)® exam using A Guide to the Project Management Body of Knowledge (PMBOK® Guide) fourth edition and had to reschedule your exam date to on/after July 31, 2013, then you now have to take the PMP Exam based on the new PMBOK® Guide fifth edition. The Project Management Institute (PMI)® will not make any exceptions to this rule.
There are notable changes between version four and version five of the PMBOK® Guide. For instance, the number of Knowledge Areas has been increased from 9 to 10 and the number of processes has been increased from 42 to 47. But this change is only simple if you look at it numerically. It is much more complex under the hood. Here’s an example:
The new Knowledge Area is called Project Stakeholder Management and was added to emphasize the importance of good stakeholder management on all projects. It contains four processes. Two of these processes were renamed and moved here from Project Communications Management. Two are new processes. This leaves three new processes that were added in other Knowledge Areas throughout the guide. In addition, many more processes were renamed.
Appendix X1 in the PMBOK® Guide fifth edition describes the bulk of the changes. A number of authors have also described these changes and made their analysis available on the web. A quick search for “PMBOK 5 changes” will find them. It is, however, important to note that these articles don't list all the detailed changes. For instance, the inputs, tools & techniques and outputs of almost every single process have changed. Some ITTOs have been removed and new ones have been added. You will therefore not find a complete description of all the changes.
Because of this large amount of changes throughout the PMBOK® Guide it is impossible to simply "study the difference.” The changes are sometimes conceptual, sometimes dramatic and sometimes minor. But they are here and your PMP Exam may require you to know them. "Upgrading" your knowledge from the fourth to the fifth edition can therefore not be done "change-by-change.” You have to apply a holistic approach.
However, it must also be said that just because the PMBOK® Guide has changed, project management itself hasn't changed. The fundamental way in which projects are managed is still the same. The PMBOK® Guide is simply our general framework describing the activities & techniques that are commonly accepted to be good practices on most projects most of the time. And just because the PMBOK® Guide has changed its Project Cost Management Knowledge Area from three to four processes doesn't mean that Earned Value systems need to be changed as well.
But in order to pass your PMP exam you will need to be aware of the new definitions in the PMBOK® Guide. Studying them takes effort, dedication and time. Here is a possible study approach to "upgrade" yourself to the PMBOK® Guide fifth edition:
When studying the new PMBOK® Guide familiarize
yourself with the new inputs, tools & techniques and
outputs of all the processes. A good approach is to study
the Data Flow Diagram for each of the 47 processes. These
diagrams illustrate the flow of the inputs and outputs and
will strengthen your understanding of how they move
between the many processes. It will also help you
understand the integrated nature of all the processes in
the PMBOK® Guide.
You should also get to know the new processes that have been added and make special note of the new Earned Value Calculations Summary Table 7-1 on page 224, which looks suspiciously close to a table that I developed and have published since 2009 for our PMP Exam Formula Guide…
As you might have guessed by now, "upgrading" your knowledge to this new version of the PMBOK® Guide is not something that you can do in just a day. While your PM experience is the main focus of the PMP Exam, it will also be necessary for you to have an in-depth understanding of the PMBOK® Guide fifth Edition to be able to correctly answer many of the questions on the test.
I therefore recommend that you plan a minimum of two weeks of intense study.
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Chandra Sekhar Lolla Venkata Satya
Mary Margaret Miehe
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Rose Mary Roser