Project Management Articles
New Certificate Holders
Article Submission & Publication
By Kim Hinton, VP Recognition
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On behalf of PMINJ, welcome to the 2016-2017 Program Year!
I can’t believe it’s been four years since I took on the role of
VP of Recognition. It has been a pleasure and an honor to have served
our chapter in this capacity.
The Recognition Team is responsible for annually providing
ten scholarships to assist the children of members of the PMINJ chapter
who have aspirations of attending and succeeding in college. I am
always so proud of all the achievements of our scholarship recipients.
They have such bright futures ahead of them and we are glad we can help facilitate
their path in this way. In addition to the new scholarships, we renew
all recipient’s scholarships for up to three additional years while they complete
their undergraduate education.
We also have a thriving volunteer program and recognize our volunteers
annually with a recognition dinner and quarterly with volunteer recognition
awards. And now for my public service message… there are many volunteer
opportunities available so I encourage all of you to visit the volunteer
management system, review the available opportunities and get involved with
your fellow project managers. At this time one of those open opportunities
is the Director of Scholarships on the Recognition Team. Volunteering
is fun, rewarding, and helps promote our profession. Keep reading for
more details about Volunteering from Mary Beth Kuderna.
Finally, this team recognizes project managers and projects that
help drive the profession forward. We evaluated several very worthy
project of the year nominations. The winner will be announced at the
I would like to extend a heartfelt thank you to my committee leaders.
Without them none of these activities would be possible. I can’t wait
to see what additional good things we can achieve by working together in
the coming months!
Volunteering for PMINJ
By Mary Beth Kuderna
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In February of this year, I submitted an article about our Chapter’s
yearly Recognition Dinner which serves to honor the many volunteers who work
so hard to make PMINJ a real success. After the article went to press,
I received a number of excited inquiries asking about the dinner’s purpose
and also how to get involved.
About 8% of the chapter’s 4,700 members actively volunteer and to successfully
manage every imaginable aspect of chapter business. With the depth
of opportunities available there is literally something right for everyone!
From mentoring to running the Chapter’s website to participating as an informed
member of the Board to public speaking, our volunteers make up the lifeblood
of the chapter. In fact, it only makes sense the annual Recognition Dinner
is pulled together by members of this large group of dedicated volunteers.
As you might have guessed, there is a team of volunteers dedicated to
managing our online opportunities and the volunteer application process
in VRMS (Volunteer Relational Management Database), the broader volunteer
system owned by PMI. Falling under the oversight of the larger Recognition
Program headed by Kim Hinton, VP – Recognition, the Volunteer Management
Team is capably led by Nita Parikh, PMP, Director – Volunteers, for the
last three years. The team works together to manage the end-to-end
volunteer application process in VRMS which includes vetting and posting
volunteer opportunities, assisting with the on-boarding of new volunteers,
as well as managing the transition of volunteers from completed assignments.
The diverse team that manages all of these tasks includes Adrienne Walcott
-VRMS Lead PM, Hetal Shah VRMS Admin, Mary Beth Kuderna – PmiT (Project
Managers in Transition) and VRMS Admin, Pamela Dulaff - VoQ (Volunteer of
the Quarter) PM, and the team’s newest member, Robin Weichman - Database
Nita has an incredible enthusiasm for her role as well as for the future
of Chapter volunteerism: “I hear many success stories from volunteers and
that their experience is remarkable and pleasant. The Chapter is focused
on recruiting millennials and student members - and I'm supporting this initiative
by recruiting new student members."
Volunteer opportunities are posted directly on the PMINJ website. Whether
a long or short term opportunity, each and every one provides you with the
opportunity to hone and broaden your skill set with hands-on experience,
meet new people, and network with other project management professionals.
While all of that makes a strong case for the personal development benefits
– there are other advantages, too. Besides receiving discounts to major PMINJ
events and making a positive contribution to the Chapter – you will also
earn Professional Development Units (PDUs) which are critical to furthering
your professional development.
Get out there - research the latest opportunities
- and make a difference!
PMINJ IPM Day Plans
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Celebrate the 11th Annual International Project Management (IPM)
Day and PMINJ’s 34th year of dedicated service to the PMI community in the
tristate area! IPM Day is a global celebration of Project Management
in recognition of Project Management Value.
Enhance your personal life and your professional career by meeting more
people, doing more business and enjoying a higher level of success!
It’s about finding more contacts for your network and having FUN!
Networking opportunities and PDUs are combined with project management
solutions to manage in the midst of an ever-changing global marketplace.
Join us to connect with other Project Managers and service providers.
PMINJ’s IPM Day is consistently a sold-out event so register today!
Learn more on the PMINJ website.
Project Management Article
What Does It Take to Succeed?
By Igor Zdorovyak PMP, CLSBB, ITIL, CSM, BSCS, MSM
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I recently had the pleasure of interviewing great PMO leaders
who were willing to share what it took for them to succeed. These PMO Heads
have varied backgrounds and hail from different industries. One is from a
small company of 15 people while another leads Operations in over 200 countries
with a billion-dollar new project / program budget. These next two
articles are a continuation of the “What Does It Take to Succeed?” series
that started earlier this year. I will share how each leader progressed
from their beginnings to lead a PMO. You will learn their tips on how
to deal with others and whether they consider themselves to be a politician,
psychiatrist, philosopher, lawyer, friend, babysitter, or a combination of
all of those roles. They will share how to communicate the value of
a PMO and how to ensure that your team is using tools that really matter
and they’ll also share their thoughts on whether Agile / Scrum or Kanban
can coexist with PMI's PMBOK standards.
Part 1 – Resources or People?
The term “human resource” is attributed as first used by economist
John R. Commons in his 1893 book The Distribution of Wealth. In his
classic, How to Win Friends and Influence People, Dale Carnegie laid out
timeless leadership principles based on the Golden Rule to treat others as
you’d like to be treated. So which is it: are people or are they
creative and social beings in a productive enterprise? I polled the
PMO heads to find out:
- I believe that workers should be treated as people.
Kristopher Sprague, MBA, PgMP, PMP, PMI-RMP, CSSBB, DTM,
Site Director – Strategy, PMO and Operational Excellence, Bristol-Myers
- Always as People. To build truly successful companies
and teams you need to stay connected to those that are on the front lines
of execution. You can’t treat them as “resources” that can just be arbitrarily
moved from one place to another. You really want to achieve a high degree
of alignment with a high degree of autonomy, and that can be done only through
collaboration and transparency in everything you do. Ewa Erickson,
ACP, CSM, Director – Portfolio Management Office, StubHub
- People, people and always people. Only motivated, recognized,
and happy people can work productively, making a team stronger and more efficient.
Olga Milne, Senior Vice President – Head of PMO, AxiomSL
- It is important to see people and treat people appropriately.
I try to make a real connection and stress communication and feedback. I
provide feedback to them and encourage them to provide feedback to me – including
how I can communicate more effectively with them. I look to learn on how
to connect with them, try to assess where their strengths and weakness are
and what their needs are. I’ve found that to get the most out of people it’s
important to understand their needs. And it’s certainly different from person
to person and from the person in a leadership role. In order to be really
productive and have an effective working relationship you need to understand
that and you need to focus on establishing a relationship that is mutually
beneficial. Kevin Ruthen, Head of Software, Applications,
and PMO, American Institute of Physics Publishing
- There should be no differences between your family and your
coworker. You should treat them the same way as you would your family.
Kiran Adibhatla, Director – Business Technology PMO, SunPower
- In this world we are dealing with humans. Humans are not
machines. Every human may have many other things that are probably driving
their lives. Who knows how was their day before they came to work – and nobody
knows how your day was. I would like to get that opportunity be treated as
a human being. That is number one. Krishna Mullangi, Sr. Director
– Head of PMO, Technology Governance, Western Union
- Maybe when I was younger and I was more focused on the process
and making the goal happen, exceeding the goals, etc. I probably looked at
people more as resources. And then over time just learning to really see,
start with people first. Seek first to understand especially if something
is not moving into the direction of not delivering. On the flip side if they
are over delivering. Are they taking red bull? What are they doing actually
to outpace others? So, that’s to me the whole people side. At some point
you’ll run into projects where a person is derailing a success of a project.
And then you almost have to say I have to treat you as a resource. This is
a business proposition, business situation where now I have to look at you
more as a resource. And on the people side you’ll probably have to change
them out. And then you go back to that person and being treated as people
first and resource as second. Edward J. McCloskey, VP – Project
Management, TAI (Tindall Associates)
- My philosophy, as a leader, that people should always be
treated as people. I understand that sometimes we say resources. But resources
vary in such a big spectrum of things. Resources can be material. Drywall
is a resource to a contractor. Putting actual physical people in the same
bucket even though they are all resources is probably somewhat unethical
as a project manager. One of the things that happens when you are a project
manager is that you have a manager word in your title. Inherent by having
that title it implies that you are going to be a leader of this effort. If
you are going to be the leader of this effort you are also going to be the
leader of the people who are doing the work on this effort. And sometimes
in tough situations where people are not performing, we have HR issues that
we have to address as leaders. That’s why we are put into these positions.
But, ultimately, if you want to be successful as a project manager and as
a leader in any organization then you have to take care of the people. And,
so treating people as just resources I don’t think is an effective way to
manage a PMO. Jenny Burg, PMP, MCP, MCTS, Director – Program Management,
Government Business Division, Anthem
Part 2 – Lessons Learned from PMO Leaders
Every leader’s journey is different as you’ll see from the following
stories about how each manager got their start in Project Management.
Let their lessons learned help you to navigate your own career path – and
maybe you’ll end up leading your own PMO and be the next leader profiled!
If you have a suggestion for a future topic or want to share your own
success story, then contact Igor at SuccessIZHere(:@:)outlook.com
- After graduating from college, I worked as a software engineer
for a consulting firm on a number of projects. My client was IBM. It was
during this period of time that I worked with a few different project managers
and recognized the importance and value of project management.
I felt I could do as good a job or better than the project managers I
had worked with so I made my resource manager aware of my interest in managing
projects. When the appropriate time came along a few months later, I was
given a small project to manage. I delivered this project on time, within
budget, and had a very high customer satisfaction rating. That sparked my
interest in getting into the project management field on a full-time basis.
I was subsequently given projects of increasing complexity, budgets, and
resources to manage. I completed my MBA, became a Project Management Professional
(PMP), and moved into managing global projects and programs. The largest
program I managed had a budget of $37 million.
I became a Program Management Professional (PgMP), a Lean Six Sigma Black
Belt, and a PMI-Risk Management Professional (PMI-RMP). During my career,
I’ve built and led PMOs in the insurance, health care, government, semiconductor,
and bio-pharma industries. Kristopher Sprague
- Communication, coordination, facilitation, resourcing, risk
mitigation were things I had been doing for a long time – before I even heard
about professional Project Management. It was something that came to me
My professional path to Portfolio Management started with non-technical
project management and continued through progressively more technical project
management to Agile program management and ultimately portfolio management.
- The first time I joined PMO was in 2000. Alfa-bank just
launched an ambitious multi-year and multi-million-dollar project to implement
a new banking system. The CIO who was specifically hired for this project
had a vision and a part of this vision was a PMO. It was a very new concept
for Russia at that time and we, who became a part of this new establishment,
embraced the idea.
That was my first PMO experience. Then I had four more PMOs to establish
and lead. Olga Milne
- Started in a financial industry as a programmer and got
into application architecture and went into project management and leadership
role. Kevin Ruthen
- Started as a Project Manager in a consulting role even though
I have Business and Computer Science degrees. I’ve never enjoyed coding or
testing for that matter but I still wanted to be connected to technology.
So I’ve started as a Project Manager for my first job. And since then I’ve
loved it enough to still stay with it. Kiran Adibhatla
- It’s a natural progression of my career. I started as an
engineer about 19 – 20 years back. I’ve developed a passion for project management
and that what brought me into the PMO phase. Krishna Mullangi
- My journey first started with hiring freeze in IT at global
consumer manufacturing company when I was asked to move into IT from a business
area. I was working on my MBA and our company adopted CMM (Capability Maturity
Model) and I ultimately moved into project management in a different line
of business at a different company. There was an acquisition and I have been
in various roles ever since. Ed McCloskey
- I got started in project management by accident. I sort
of fell into it. About 16 – 17 years ago I worked for Blue Cross Blue Shield
of Florida. The company was restructuring and as a result my job was eliminated.
I had about 30-days notice to figure out my next career move. One of the
leaders in the organization called me and said they have a position open in
this department called Corporate Data Quality and would I like to join? Naturally
I said yes because I needed a job. In this job I did a lot of work around
developing overall enterprise practices to manage data quality in the wake
of the Y2K, that all the companies went at that time. I started to evolve
my career in that organization which was then part of IT division. I originally
came in as a business analyst and sort of got into developing requirements,
putting together process flows and ultimately working for a project manager
who was the overall leader on the project. He was my mentor and introduced
me to project management. Working in that field launched my career. I had
also dabbled in operational management as well as project management. Through
that discovery I've understood that project management was my first love.
And, so eventually I got into a point where I got my PMP certification and
went from there. Jenny Burg
New Certificate Holders
The following have received their certifications since the last newsletter
(through 30 August 2015):
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Editor Deb Foote
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