President - PMINJ
As a country, as a state and as a chapter, we’ve come through a year that
was filled with both challenges and victories. How reassuring it’s been to
know that we can count on all of our members regardless of what faces us.
On behalf of the PMI New Jersey Chapter please allow me to extend my personal
and genuine appreciation to each and every one of you for your valuable contributions
to our project management organization.
PMINJ is proud to serve New Jersey’s project managers and project management
community. We represent one of the largest and strongest PMI chapters. We
are the second largest chapter in the world! Our community is made up of professionals
who are passionate about our profession, providing opportunities to network,
share ideas, and attain best practices. The membership comes together at
each meeting, workshop, course, and symposium to contribute and participate
in learning and networking.
In 2016, the membership set a new record for attendance to the monthly meeting
satellite locations, and we have surpassed the 5000-member mark! We served
more organizations and corporations than ever before, and interest in PMINJ
is heightened within our community. I thank the volunteers, teams, Vice Presidents
and Directors that serve the membership with programs, outreach opportunities,
mentoring, recognition, symposia, career fairs, networking, and communications.
I thank the membership for their participation in all these events and those
to come. Your participation has been key in elevating the Chapter to a higher
level of commitment and recognition.
2017 also celebrates a momentous occasion – the Chapter’s 35th anniversary!
We can look forward to events throughout the year commemorating this special
milestone. In whatever manner you participate in the coming year, know that
it is needed – know that it has impact. It is the minor things in life, that
when counted – often add up to something unexpected.
As you all look back on 2016, as any good project manager does, take with
you a few good lessons learned and begin 2017 knowing that you have learned
those lessons well. Our new year begins, and with it comes a renewed hope
of success. Decide what you make of it, and join me in making the most out
PMINJ Volunteer of the Quarter 4Q16 – Claudia Campbell-Matland
Claudia has forged new relationships between PMINJ and both the BioPharma
Research Council (BRC) and BioNJ. The BRC held an event in November
that was attended by several chapter members. Our Outreach Speaker
– Michael Sarachman was provided a platform to evangelize for the Chapter
in both a Training Session and as part of a Panel discussion that Claudia
moderated. The Chapter was also provided free table space at the
exhibitor's area where we were positioned right next to Mercer County Community
College which has indicated interest in an alliance with PMINJ. Claudia
spoke before employees of Musculoskeletal Transplant Foundation in Edison
on Dec 14th. She is a volunteer who’s active in the monthly calls
and can be relied upon to get things done for the Outreach team.
See past Volunteer Recognition.
PMP/CAPM Exam Prep Course
In March, PMINJ will offer a PMP – CAPM Exam Prep Course providing 36 hours
of training, which can be used toward PMI’s Project Management education
requirement, in your exam application. Get certified before the PMP and CAPM
exams are updated to PMBOK, Sixth Edition in 2018.
The course will be hosted at DeVry University’s North Brunswick Campus,
learn more about the course and
Click Michael's picture to see the interview.
|ACCESS GRANTED: Your PMINJ Membership Now
Comes with The Great IT Professional
We are pleased to announce an additional perk for PMINJ members: The Great
IT Professional. After the app’s early 2016 debut, ITMPI, one of the
Chapter’s longstanding sponsors, has just added more value to the PMINJ membership.
Upon renewing your Chapter membership (as well as anyone who joins the Chapter
going forward), you will receive a code to access over 1000 hours of PDUs
directly from your iOS device. Michael
Milutis, Executive Director of ITMPI, is the visionary behind the app,
which intends to help users bring more value to the workplace.
ITMPI, an “organization
dedicated to best practices in education in IT management, project management,
and software development,” has built an app to decrease the ever-growing
skills gap, especially for those involved in the constantly changing software
In exchange for providing over 1000 hours of complimentary access to The
IT Professional app, Michael Milutis and ITMPI want your feedback. While
you are using the app, pay attention to the content, usability experience,
app features, etc., then email
Michael directly and let him know what you think.
Watch the interview the Chapter's newsletter editor, Nievalyn Keel,
conducted with Michael at this month's PMINJ Chapter meeting to hear more
about The Great IT Professional app.
Making the most of your PMI NJ Membership
Hoyos and Lisa
Earning PDUs during Breakfast by Watching a Webcast, Networking,
Expanding one’s Knowledge Base
Resource Global Professionals (RGP), a PMINJ satellite host company
was the site of the first Special Programs Breakfast Meeting on Dec. 9,
2016. At the pilot event, a select group of PMINJ members enjoyed coffee
and bagels and viewed “Measure
Twice, Change Once: Practical Strategies for Change Management,” a webcast
Ferraro from PMI’s
ProjectManagement.com library. The program described change management
processes linking strategy and execution teams, an approach Project Managers
can use to help their organizations become more responsive to change with
effective structuring, planning, and measuring of change management across
portfolios, programs and projects. Following the webcast, attendees had a
lively discussion reviewing the material, sharing their own experiences,
knowledge and networking. Response to the first Special Program was positive
- sharpened their skill set, and the PMINJ Special Programs will be
planning events in 2017 based on attendees feedback and interest. If your
company is interested in hosting or presenting a particular topic in mind
or you have topics to suggest for future meetings or are interested in
hosting an event, please contact Johanna
Hoyos or Lisa
Blake. Stay tuned for more details!
"Glad to see a breakfast meeting from PMINJ! Sometimes a morning
meeting is just easier to schedule into one’s day. The round-table format
worked well to foster sharing of insights, experience, and new ideas on
the topic of Change Management. Thanks for hosting and I look forward
to future meetings in this time slot!"
Exploring the Key Role of Project Management at the Regional Pharma
PMINJ Corporate Outreach group volunteers collaborated with the BioPharma
Research Council (BRC) to bring a project management focus to the BRC's
Regional Pharma Manufacturing Expo (RPM), held on Nov. 17 in Somerset.
The RPM brought together experts from industry, academia and nonprofits
to focus on education and innovations in drug manufacturing. PMINJ outreach
speaker Mike Sarachman provided a comprehensive and well-received two-hour
training session on the key role that project management (PM) can play
in the drug development process. Mike began by asking the audience about
their project “pain points,” and throughout his presentation offered practical
PM approaches and tools to address these issues. The session was
moderated by Dalfoni Banerjee, CEO & Founder of 3SixtyPharma LLC and
member of PMI's Delaware Valley chapter.
Sponsors, including PMINJ, exhibited throughout the afternoon and
early evening - Tod Burrus and I manned the PMINJ table to provide outreach
to the event's industry attendees, with several people signing up for more
information on our chapter's offerings. Attendees of Mike's training came
by the table to express how much they enjoyed his presentation. Later in
the afternoon, Mike participated in a panel discussion on sustainability
that I moderated. We had an interesting conversation with our audience on
how the PM process can incorporate sustainability principals early in the
According to Joanne Gere, BRC's Executive Director, “By integrating
the project management approach into both our content and our structural
decision-making going forward, we are confident that our partnership with
PMINJ will mature in a way that is pleasurable and intriguing to our large
community. We are happy to advocate for the involvement of project management
professionals at all levels of biomedical progress.”
As a volunteer with both PMINJ and the BRC, I was pleased to bridge
the collaboration between our two organizations for the RPM. We look
forward to continued collaborations with the BRC in 2017 to bring increased
focus and content for our life science project managers.
Reprinted with Permission of José
Roberto Cavalcante Alves, MBA,PMP
The Program Management Improvement and Accountability Act Becomes
C. Keel, M.A., PMP
Signed into law Wednesday, Dec. 14, the Program Management Improvement
and Accountability Act (PMIAA) serves to reform federal program management
practices and strengthen workforce development. The reforms bolster the
profession for federal government employees in four key areas, by:
A result of PMI research, member input, and bi-partisan support to
move the law through both chambers of Congress, “PMIAA will help maximize
efficiency within the U.S. federal government, thereby generating more
successful program outcomes and increasing the value that Americans receive
for their tax dollars,” said PMI President and Chief Executive Office
Mark A. Langley. Learn
more about PMIAA and what PMI has to say about it.
- Creating a formal job series and career path
for program managers in the federal government.
- Developing a standards-based program management
policy across the federal government.
- Recognizing the essential role of executive
sponsorship and engagement by designating a senior executive in federal
agencies to be responsible for program management policy and strategy.
- Sharing knowledge of successful approaches to
program management through an interagency council.
| What It Takes to Succeed as Head of
PMO – Creating a PMO Part 4
Zdorovyak PMP, CLSBB, ITIL, CSM, BSCS, MSM
PMINJ Marketing/PR PM
This article is the fourth part in a series focused on What It Takes to Succeed
as Head of a Project Management Office (PMO) based on the feedback of PMO
Leaders and my own experience. (See the November
issue issue for the last article about how others in their company view
I am happy that my article coincides with our president signing the PMIAA,
described above, into law last month. PMIAA will enhance accountability and
best practices in project and program management throughout the federal government.
The reforms outlined in the PMIAA are consistent with the research that shows
that organizations that invest in program management talent and standards
improve outcomes, accountability and efficiency. The research also shows
that these best practices result in improved efficiency and less money being
wasted, government entities waste a whopping $101 million for every $1 billion
spent on projects or programs. Most importantly, organizations will see more
projects delivering expected value to stakeholders on time and within budget.
In order to have an effective PMO, it has to provide strategic, tactical
and operational value to the organization. I have been overseeing PMOs for
large conglomerates: making sure $1.4 billion spent in infrastructure and
operation and corporate resources were running smoothly to implementing $100
million in Business Process Reengineering; to having 34 Business Divisions
reporting into the PMO; to creating a PMO from scratch. In this article,
you will learn what other PMO leaders and I have to say about creating a
Before there was a PMO
Definition of PMO
- Project successes were thought to be miracles and failures
were opportunities to finger point and blame.
- Priorities were set based on the clout that a particular
executive had, based on politics, and not necessarily on the best value for
an organization. Projects were chosen based on the executive that screamed
- An SME was given the added responsibility of getting the
project done without any guidance.
- There was no coordination of projects across the organization.
- Processes, procedures and documents were created on the
fly, if at all.
- Problems encountered in the past were repeated because
they weren’t documented as learned lessons.
The PMO is defined by PMI’s Project Management Body of Knowledge (PMBOK)
as: "An organization structure that standardizes the project-related governance
processes and facilitates the sharing of resources, methodologies, tools
In the next part of this series, we will receive advice from seasoned PMO
leaders. Stay tuned!
If you have a suggestion for a future topic or want to share your own success
story, then email
The following have received their certifications since the last newsletter
(through 31 December 2016):
|ARTICLE SUBMISSION & PUBLICATION INFORMATION
Nievalyn C. Keel, M.A., PMP
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