On 09 October 2015, PMINJ was the recipient of
the 2015 PMI Excellence Awards for Volunteer Programs and
Chapter Leadership in Category IV.
The Franklin Food Bank conducts an annual Bike Tour - a major community and biking event with 660 people raising $62,000+. The Food Bank partnered with PMINJ for help with planning, execution and analysis. PMINJ’s role expanded to volunteer and public relations management, process improvement, total event planning, including social media. PMINJ and Montclair State University teamed to offer a 2015 PM Experiential class to MBA students, with 4 students assigned to Public Relations/Media Coordination for benefit of the fund raising effort.
John Bufe received the Chapter Leadership award in recognition of the many members who make PMINJ one of the leading chapters in the world. The recognition is a tribute to the volunteers and the past and present board members who contribute their time and efforts for the members of the chapter and the community. And they have fun.
On 25 October 2014, PMINJ was the recipient of the 2014 PMI Chapter Award for Collaboration & Outreach in Category IV. This award is given in recognition of the chapter's strong partnership with community organizations, in particular Franklin Township Food Bank and the chapter's educational outreach with NJ Schools.
The New Jersey Chapter of the Project Management Institute (PMI) presented two awards for Outstanding Service to PMI and to the New Jersey Chapter on June 11, 1996.
The Awards were given to two engineers associated with Schering-Plough that have been involved with PMI since 1982: Anthony Accatatta, PE, Director of Technical Operation's Engineering, and Herb Kaplan, PE, who has been retired since 1985, and was formerly Director of Corporate Engineering.
The association of both Engineers goes back to 1970 when Mr. Accatatta was hired by Mr. Kaplan as a Packaging Project Engineer. Both became involved with PMI in 1982, when the organization was initially established and had a few dozen members in the New Jersey Chapter. Since that time, the local Chapter has grown to over 1000 members, and is the largest chapter of the Institute which has an international membership of 23,000. The local chapter provides monthly technical meetings on all aspects of Project Management, along with an annual symposium and related field trips.
The Outstanding Service awards were the first ever bestowed at the Chapter level, and were a result of the proactive leadership and personal involvement that they both exhibited as members of the Board of Directors and in recognition of outstanding services and contributions to the New Jersey Chapter PMI.
Mr. Accatatta has served as Vice President, Administration, Vice President Programs, was the founding editor of the chapters quarterly newsletter "Projections," and has been an advisor for the past six years.
Mr. Kaplan has served as an advisor for fourteen years, and has been heavily involved in the annual symposium for the past ten years.
The awards were presented by William Ruggles,
the International Ex-Officio of Technical Development, who
noted that it was a distinct honor for Schering-Plough to
have both a current employee and a retiree from the
corporation recognized for the outstanding contributions
made to PMI.
Mary Devon O'Brien was recently appointed into
Pathfinder Inc.'s 1998 "Pathfinder Wall of Fame" in
recognition of her significant long-term contributions to
the project management profession. A wall plaque will be
displayed in the main lobby of Pathfinder and will read
"Pathfinder Inc. Proudly Recognizes the Following Exemplary
Career Professionals for Their Outstanding Contributions to
the Advancement of Project Management Technology."
Again, the Outstanding President of the Year was awarded to Mary Devon O'Brien at PMI's Seminar/Symposium on September 7, 2000, in Houston.
The Outstanding President of the Year was awarded to Mary Devon O'Brien at PMI's Seminar/Symposium on October 8, 1999, in Philadelphia.
The Outstanding President of the Year was awarded to F. Nelson Woomer (NJ's Past President) at PMI's Seminar/Symposium on October 4, 1996 in Boston. PMI VP David Pells, PMP, acknowledged Nelson's leadership, organizational and management initiatives while leading the NJ Chapter.
The winner of this year’s award, Cindy Kottler, is the embodiment of a true Project Management Professional. In 2012 Cindy and her team won the PMINJ Project of the Year. This year she decided to go solo.
In 2012, Cindy led a major project that required the building and testing of a computerized physician order entry (CPOE). The measurable level of utilization of the CPOE system by the physician is required for complince with the Federal Meaningingful Use guideline. Cindy was tasked with obtaining the buy-in from over 1000 community physicians who had no ties to the hospital or anything to gain by utilizing the CPOE. While many hospitals are struggling with enforcing compliance to computerized physician order entry system, St Peters system has been widely praised among their providers and that is largely due to Cindy’s roll out, training and support plans.
Even though there where several major challenges including the training and deployment to over 1000 physicians, residents and physician assistants, Cindy maintained her professionalism, drive and sense of humor to deliver the project with success.
So, we are honored to present the 2013 PMINJ Project Manager of the Year Award to Cindy Kottler of St Peter’s Healthcare System in New Brunswick, NJ.
Managed the replacement of an out of date information system and implementation of the cores information systems utilized at Atlantic Health facilities by November 2011.
Congratulations to the Hackensack University Medical Center-Department of Clinical and Patient Care Services (a member of a 16 hospital network) on being awarded the prestigious Project Management Institute-New Jersey Chapter “2018 Project of the Year” award for the “Executive Strategic Initiatives Portfolio” project.
This is certainly a well-deserved award
in recognition of the exceptional leadership by Dianne
Aroh, Executive Vice President, Chief Clinical and
Patient Care Office, and the entire project management
team lead by Ms. Rheya Boykins Munroe and Ms. Andrea
The Department of Clinical and Patient Care Services did not have a formal way of documenting projects or communication methods, capturing project budgets and allocating resources. Through teamwork and dedication, the project team implemented a Strategic Initiatives Portfolio project aligning project management to their organizational goals, while maintaining high-quality patient care and meeting the daily challenges of a large hospital network. The team coordinated with multiple teams across 18 service lines and 350+ existing and proposed initiatives. The existing project work involved 18 directors and over 2,500 team members.
PMINJ joins your colleagues and the many people who contributed to the success of the “Executive Strategic Initiatives Portfolio” project in the advancement of project management at Hackensack University Medical Center - a job well done.
Team Leads from top-left: Stephen Olson, Michael Regan, Joseph Martin, Kristopher Krzyston, David Jacobs, Richard Moralle, Charles Hopkins, M. Elaine Dasti, Michael Thomas, Thomas P. Catapano, Thomas Neff
Team Leads: Ted Bobowsky and Stephanie Dawson
Team Leads: Terri Ciccodicola and Brian Pratz
Team Leads: Mark Schiffman, Ihab (Bobby) Shafei and Saibal Basuroy
Louis Vazquez, Peter T. Kuhne, P.E., PMP (Atkins), Malini Swaminathan (Atkins) and Lamis T. Malak, P.E.(NJTA)
The Project of the Year Award winner: the New Jersey Turnpike Authority - Garden State Parkway Widening – Phase 2 Program.
Honorable Mention was awarded to Montclair State University for its successful September 2014 launch of the Canvas Learning Management System
The New Jersey Turnpike Authority Project Team presentation was led by Program Managers Ms. Lamis T. Malak, P.E.(NJTA), Mr. Peter T. Kuhne, P.E., PMP (Atkins) and Ms. Malini Swaminathan (Atkins). They discussed a variety of elements of this complex program, the challenges the team had to overcome, and the key ingredients that led to its success. Program scope included: design and construction of a third lane to the northbound and southbound Parkway, widening the shoulders, main line and local road bridge widening and replacement, existing drainage system replacement, and safety improvements such as roadway lighting, guide sign replacement, storm water management basins maintenance, and relocation of utilities. Major bridge crossings at the Mullica River, Bass River, and Patcong Creek were also rehabilitated and widened.
The multi-million dollar program required the coordinated efforts of more than 1,000 professionals over a six-year period to develop the design and construct the improvements and included members from: NJ Turnpike Authority, Atkins North America, Jacobs Construction, as well as seven engineering and seven construction firms. Successful program results include: increased efficiency in maintenance and operations, reduced traffic congestion, improved motorist safety, and further enhancements to the Garden State Parkway as an emergency evacuation route.
The project’s objective was to support the merger of Chilton Hospital into Atlantic Health System and was led with extraordinary professionalism and great success by project managers Danielle Meglaughlin and Jennifer Scatcherd.
The project involved implementing technical solutions to support the business requirements in the following areas:
Implementing technical infrastructure that will establish secure network connectivity between Chilton Hospital and Atlantic Health System:
The success of this project has positioned Chilton as part of Atlantic Health System to build upon a history of successful collaboration. This includes clinical affiliations in obstetrics, cardiology and other specialties. It also ensures that both institutions remain at the forefront of medicine and technology.
The decision to merge demonstrates ongoing efforts by AHS to expand its nationally recognized programs and services into more communities throughout the region. It also assures that Chilton will continue to serve as a licensed, acute care facility, expand its program offerings and provide Chilton patients easier access to world class care in the comforting arms of their community hospital.
Key members of the Chilton Hospital IT Integration Project team include: Mark Lederman, Vice President & Chief Information Officer; Eileen Tarnacki, Manager, Project Management Office; Danielle Meglaughlin, Project Manager; Jennifer Scatcherd, Project Manager.
Picture from NJBIZ
Project Team - Janice Molloy, General Manager Project Management. Also joining are Rick DiLollo, Director - Project Management; Mark Ashnault, Senior Director - Application Architecture; Ray Rojas, Director - Network Support; Landon Swaim, Manager- Operations; Abhishek Sinha, Lead Architect; Amanda Severson, Call Center Supervisor, Stuart Waldrum, Senior Vice President & CIO; Eric Seguin, Vice President of Corporate Development and Government Programs. Client – Sonja Murray, Executive Vice President Connect2Compete.
Solix’s design and implementation of the Connect2Compete Program (C2C) is the winner of this year’s PMINJ Project of the Year. As a leading provider of eligibility determination, program management and customer care services, this project and partnership was an ideal fit for Solix. Connect2Compete, championed by the Federal Communications Commission (FCC), is a national nonprofit organization connecting leaders from communities, the private sector, and leading foundations.
C2C has a primary goal of helping ensure future generations of Americans can compete in the global economy by accessing technology through three offers: free digital literacy training, discounted high-speed Internet, and low-cost computers. C2C was created as a public, private partnership focused on making broadband available to parents of children in the National Free School Lunch Program as one third of all Americans, 100 million people, have not adopted broadband at home.
The challenge for Solix was to take an unknown program from idea to implementation, using a proven disciplined project management approach to enable this broad based goal.
C2C required Solix to develop multiple systems and processes to allow for a variety of application methods, determine if applicants met the C2C eligibility criteria, and interface with cable and computer partners on their offerings. In parallel, the processes and systems needed to encompass complex program integrity components to manage potential fraud.
Solix successfully delivered a highly visible, comprehensive program for the C2C partners and stakeholders. The initial pilot program launched in April 2012 to select students in San Diego, California schools with a follow-up launch in October 2012 to over 600 schools located in 17 different states. The C2C program involved a computer partner and eight different (voluntarily participating) cable/internet providers.
Join us to learn how the Solix team successfully implemented Connect2Compete’s Program designed to bridge the digital divide by helping low income families discover the transformational power of the Internet and the ability for technology to improve lives.
Project Team - Cindy Kottler, Director of Clinical and Business Systems, Patricia Carroll, Chief Operating Officer and Senior Vice President; Elizabeth Wykpisz, VP/Patient Care Services , Chief Nursing Officer and executive sponsor; Frank DiSanzo, VP/CIO and Chief of Strategy and Donna LeSieur, Account Executive vendor representative.
St. Peter's University Hospital Clinical System Implementation is the winner of this year’s PMINJ Project of the Year. The project involved the build and implementation of an acute care clinical computer system installed across all service lines of a 478 bed major teaching hospital to deliver an entirely paperless electronic health record.
The scope included building 20 applications, configuring 75 interfaces and the deployment of 750 devices. A total of 3500 end users were trained including nurses, physicians and ancillary department users. The project required St. Peter’s University Hospital to “think outside the box” to identify solutions and strategies to deliver the project on time, within budget and scope. The success of this project has positioned the hospital to deliver exemplary patient care while meeting federally mandated Healthcare Reform requirements.
As recipients of PMINJ’s Project of the Year, several individuals from New Jersey Manufacturers Insurance Company (NJM) will provide a presentation on the Workers Compensation Claims Solution. This project is the largest business/technology initiative in the company’s history. This program successfully implemented five major technology solutions and involved over 200 people across 11 departments. It also allowed NJM to move away from its legacy systems to more flexible solutions and streamline its claims process to better serve its policy holders. The team members attributed the success of this project to the outstanding teamwork and dedication of NJM’s employees.
The focus of this presentation will be the use of project management tools, successes and challenges, and most importantly the impact the Workers Compensation Claims Solution has had on NJM.
The team members (Poonam Bhargava, Harold Fink, Kathleen Flaherty, Larry Fore, Margaret Inman, Loretta Kreutzberg, Jack Parra and Carol Voorhees) joined NJM between 1985 and 2005. They have a broad range of experience. The head of the Project Management Office is Harold Fink and the Director of this office is Carol Voorhees. The other individuals deal with administration of Business Solution Delivery, implementation of enterprise-wide Document Management and Integration solutions with business applications, Policy Administration and Financial Systems, Workers Compensation medical bill review system, Workers Compensation Claim Center, cash management, general accounting, actuarial, and statistics.
Terri Ciccodicola, PMP, Senior Director,
Global Program Management
Jackie Vander Ploeg, General Manager
Car Sharing, while popular throughout Europe, has been growing in the US. Hertz Corporation saw an opportunity to be the first rental car company to launch a global car sharing program. Connect by Hertz car sharing enables members to drive in and out of town on a pay-as-you-go basis; it is a solution that provides customers with an economical, convenient and socially-conscious alternative to car ownership.
Bringing Connect by Hertz to life involved the due diligence and steadfast adherence to critical project management tactics. The project as a whole centered on the design, implementation and support of this new business. To meet their goals, the Connect by Hertz team was able to leverage Hertz’s resources and infrastructure, such as fleet purchasing power, customer service center and a renowned, trusted and established global brand, to create a new value proposition within the car sharing arena.
Launch of the Back Office/Broadcast Backbone
LAN and Network Deployment
Presented by Cindy Cortell, Major League Baseball Network
Members of the team included:
Mark Haden - VP of Engineering &
Peter Surhoff - VP of Operations
Tab Butler - Director of Media Management
Mark Henry - Director of Broadcasting
Jeffrey Vee - Senior Manager of Network Infrastructure
Simon Tse - Senior Manager of Network Infrastructure
Marc Jellinek - SQL Manager
Luke Bodenstein - Information Technology Engineer
Adam Hakanjin - Information Technology Engineer
Mike Carstens - Manager of Operations
Juan Londono - Service Desk Analyst
Paul Pimenta - Service Desk Analyst
Brian Kabus - Service Desk Analyst
Daniel Gainey - Network Architect
Anthony Tesoriero - Manager of Service Desk and Support
Cindy Cortell is representing the Major League Baseball Network IT Department. Through this project, the team was able to successfully launch the Major League Baseball Network on January 1, 2009 in about 50 million homes, making it the largest single network deployment in cable/satellite televison history. The project team was given the exciting challenge of building a network infrastructure from the ground up following the acquisition of MSNBC’s former studio in Secaucus. The former MSNBC building required a complete overhaul to replace the antiquated broadcast equipment and cabling with state of the art, high definition broadcast systems and a fiber optic cable infrastructure utilizing a 10 gigabit fiber backbone. In addition, there were no existing studios to retrofit or IT infrastructure.
The team had a very aggressive and definitive timeline for setting up the broadcast and back office backbone. Design, build, and implementation were accelerated. Work that normally would take two months was completed over two weekends. As you may imagine, this presented various challenges which are addressed in the presentation.
Kaiser Permanente Business Continuity Program Implementation
Virtual Corporation teamed with Kaiser to implement over 6,000 departmental recovery plans within an 18 month period. There were 50 individual projects implemented. It was the largest BC program launch ever undertaken. The projects success was due to the extraordinary teaming effort and constant communication between the two corporations.
Scott Ream founded Virtual Corporation in 1994 specifically to assist large, geographically dispersed organizations with implementation of appropriately scaled, sustainable business continuity programs. Mr. Ream is currently serving as a member of the Editorial Advisory Board for Contingency Planning ? Management Magazine.
Project Leaders for the project (Key Contributors):
Scott W. Ream - President, Virtual
Skip I. Skivington - Director, Healthcare Continuity Management, Kaiser Permanente
Larry Fischer - Project Executive, Virtual Corporation
Aaron Diskin - Senior Consultant, Virtual Corporation
Bob Farkas - Senior Consultant, Virtual Corporation
OMEGA AUTOMATED PHARMACY PROJECT
of Willingboro New Jersey
Merck-Medco's Engineering Department resides in Franklin Lakes, New Jersey. The project was managed by Wayne Rice, the overall Project Manager. The Project Team consisted of the following individuals.
Mike Brosie, Vice President Engineering
Chris Hess, Senior Director-Project Planning
John McGivern, Executive Director, Automated Pharmacy Systems
Wayne Rice, Vice President- Pharmacy Operations
George Smith, Aggregate Planner
Mike Szesko, Director-Process Development
Project Objective : build an automated pharmacy in Willingboro, NJ, which will be the world's largest pharmacy by 2003 dispensing 780,000 perscriptions a week. The project was implemented and successfully closed, ahead of schedule on October 5, 2001. The operation is in full swing today.
In order to accommodate growth, Home ? Garden Television (HGTV) expanded their Knoxville, Tn. facility. This expansion included an increase in active networks from one to four (including an increase in transmission capacity.) This project also included the expansion of HGTVs Master Control facility; an increase in on-line storage capacity and construction of new building linking the original site to the parking garage. The additional space allowed the construction of an Internet/Web command center; which became the showplace for the Internet presence of HGTV and its sister companies.
Project Manager - Tom Michales - Senior Project Manager, AF Associates, Inc.
The Aurora Data Center Conversion was a complex project to replace outdated data warehouse hardware platforms and related software with the latest hardware and software at Lucent Technologies' principal data center. The project's mandate was to accomplish the data center conversion without interrupting critical business systems, which included general ledger, financial code conversion, product sales, and human resource applications. The affected data bases range from 100GB to more than a terabyte and user communities from 100 to 1000 users.
Project Manager - Stephen P. Kruger - Manager-IBM Global Services
Project Manager Robert W. Dunn led the Bergen Repowering Project. This project also won the Regional Project of the Year.
The Bergen Repowering Project encompassed the conversion of a thirty year old conventional fossil fueled generating station to a facility that incorporated the latest in engineering technology with the existing assets of the station. The project team exceeded their goals and achieved the main objective of providing PSE?G customers an efficient, environmentally friendly power generation station.