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PMINJ 2004 Symposium Speakers

18th Annual Symposium

03 May 2004

Edison - Pines Manor

Introduction
Agenda
Speakers
Posters
Sponsors
Photos


Speakers


Speaker Topic
Keynote Speakers
Judith Anderson
Project Management Nirvana
Dr. Harold Kerzner
Best Practices in Project Management
Deborah Lipman-Slobodnik
Moving to a PM Culture
Track Speakers
Walter Bowman
Team Development Strategies
Wayne Brantley
How Schedule Analysis Links to Earned Value - Easily
R. Camper Bull
Surviving Project Management - To Timbuktu and Back
Barbara Calhoun
Anthony Rizzo

How to Deliver Projects On Time, On Budget
Dr. William Eventoff
The Relationship Between Project Management and Six Sigma
Bruce Fieggen
Computer Systems Validation in the Pharmaceutical Industry: A Growing and Profitable field
Rob Fried
Laura Keiles

"PM Skills Gap Assessments” - What They Really Show
David Gerhart
Critical Success Factors for Global Projects
Gary Heerkens
How to be the successful PM of the Future - Be Business Savvy
Kim Hinton
Parenthood, Household, Engineering & PM
S. Kandaswamy
Angyne Schock-Smith

Simplifying Project Decisions = Simplifying Equations
Frank Saladis
Managing Difficult People
Charles Schmidt
Implementing Project Portfolio Management
David Thurston
Success is not an Accident
Kimi Ziemski
The Killer Competency - Clear and Effective Communications

PMINJ
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Judith Anderson

Bio:
Judith Anderson founded her consulting practice, Anderson & Rust, in 1991 and co-founded LeadershipU.org, an executive training organization in 2000.  Prior to founding Anderson & Rust, Ms. Anderson served as Director of Marketing for Ryder System.  During the mid-1970’s, she worked with Mercer Management Consultants.  She also served as Director of Corporate Planning for Union Pacific Corporation.  Ms. Anderson has held positions with several industry advisory groups, including a three-year research project at Michigan State University on global best practices, and was a member of the Executive Committee for the Council of Logistics Management.   Ms. Anderson received a Master of Science degree in Economics from North Carolina State University in 1977 and her undergraduate degree in Economics from the University of Houston.  She also earned a Master of Arts degree in Spiritual Psychology from the University of Santa Monica in 1999.  She is the author of The Path To Corporate Nirvana.   (Silver Falls Press, March 2003).

Topic:

Project Management Nirvana

Abstract:

In the Relationship Age, productivity means the grace and ease with which aggressive business goals are reached.  Judith Anderson asks us to rethink productivity, realizing that the next leap in productivity will require us to emphasize and apply new relationship skills.  In the tension and stress of meeting deadlines, unproductive behaviors are exhibited. Behaviors such as a “command and control” style of leadership, withholding of information, talking over others; lower productivity.   Judith Anderson will discuss new state-of-the-art strategies for converting frustration, resistance, and energy wasted in unproductive behaviors into enthusiasm for realizing shared business goals.  Judith will demonstrate and invite participants to experience new relationship skills including Opening up Blind Spots, Effectively Giving and Receiving Feedback, and Setting and Realizing Shared Goals.  She will offer exercises and role-playing which will enable participants to put these new skills into practice.

PMINJ
              Symposium
Walter Bowman, PMP

Bio:
Walter Bowman serves as Executive Director of the Pittsburgh Project Manager Center. He is responsible for the content, quality, development and delivery of project management-related professional training, consulting and mentoring services offered by the Center. Under his technical direction and the operations and marketing direction of Mark Balish, President of the Pittsburgh Project Management Center, the organization has grown from an initial offering of one course in 1997 to an entire track of courses that leads to a Master’s Certificate in Project Management in conjunction with the University of Pittsburgh's Joseph M. Katz Graduate School of Business.   Mr. Bowman has over thirty-five years of practical experience in project and executive management of high technology and business projects in industry and academia.  His experience spans software system development and implementation, placing cameras on the moon, building and modifying nuclear power plants, process control system design and construction, engineering services, and development, administration and delivery of educational programs for both academic credit and professional development. Mr. Bowman has practiced and taught extensively in all areas of project management, from small to large projects as well as programs with organizations ranging from start-up companies to major corporations.  An active member of the Project Management Institute, Mr. Bowman is a certified Project Management Professional (holding PMP Certification number 8), a founder, past President and former Director of Professional Development of the Pittsburgh Chapter. Internationally, Mr. Bowman helped develop PMI's original Project Management Body of Knowledge (PMBOK®) and has served as Co-Chair of PMI's Certification Committee, Chair of the Council of Chapter Presidents, Vice-President of Technical Activities, a member of PMI's Board Executive Committee and Board of Directors and President of the PMI Educational Foundation.   Mr. Bowman received his Bachelor of Mechanical Engineering degree from Georgia Institute of Technology in 1961, his Master of Science in Business Administration degree from Robert Morris College in 1982 and completed post-graduate work in Engineering Management at the University of Pittsburgh.

Topic:

Team Development Strategies

Abstract:

Project Teams go through predictable stages of development as identified by Tuckman (B.W. Tuckman: Developmental Stages in Small Groups; Psychological Journal, Vol. 63, 1965). Known as the “Tuckman Stages of Team Development,” these stages may be defined in terms of four factors: the focus of individual team members, the primary behavioral issues that team members address, the degree of task accomplishment and team morale that exist in each stage.  Building on the original work in Situational Leadership(R), Blanchard (Ken Blanchard, et al: Group Development and Situational Leadership II; Blanchard Training and Development, 1991) adapted the primary styles of individual leadership (Directing, Coaching, Supporting and Delegating) to the Tuckman Stages of Team Development for application to groups as a whole. These two concepts of Group Development Stages and Situational Leadership in Groups, when taken together, provide the Project Manager with a solid foundation for development of strategies to develop high-performing project teams.  Where a particular team is in terms of the Tuckman Stages of Development may be determined by assessing the four factors that define each stage. Then, by focusing on the behavioral issues that exist in each stage and applying the concepts of the Blanchard Situational Leadership, the project manager can develop specific leadership strategies to assist the team in dealing with issues while remaining focused on project-related aspects of goals and objectives; standards; expectations; roles and responsibilities; and success. This presentation provides an overview of this process and suggests specific strategies that may be implemented to assist project teams in moving through the developmental stages toward high-performance.

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Wayne Brantley, PMP

Bio:
Wayne Brantley, MS Ed, PMP – Wayne has taught and consulted project management around the world to Fortune 500 companies.  Wayne has over 17 years experience from the Air Force as a project manger for AF technology training and curriculum development programs.  Wayne is a doctoral candidate with Nova Southeastern University specializing in Computer Information Technology. Wayne has developed numerous AF and corporate training programs, classroom, multimedia, and Internet based programs.  Wayne has spoken at numerous Project Management Institute (PMI) meetings and conferences.  Wayne has been or is currently an adjunct faculty member at Villanova University, Boston University, Carnegie-Mellon, George Washington University, and the University of Alaska.  Currently Wayne is the Managing Director of Professional Education for Bisk Education’s Villanova University Professional Education Online programs.

Topic:

How Schedule Analysis Links to Earned Value - Easily

Abstract:

Earned Value has grown in popularity over the last several years. With over 75% of projects failing project management and control systems must be utilized to ensure project success.  The purpose of this presentation is to learn a simplified approach to understand earned value.  Earned Value shows a “three dimensional” view of project progress. Earned Value is an early indicator and forecaster of project progress. Learn how earned vale links to the work breakdown structure, the schedule, and the budget.  From this presentation you will see the potential for implementing earned value on your projects starting now!

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R. Camper Bull

Bio:
Mr. Bull has extensive professional experience in managing large, complex projects including global projects across multiple countries and entities.  In his personal life, he has climbed three out of the seven tallest mountains in the world, and has traveled to many third world and foreign countries -- some of which were under a major change during his stay there.  In several instances, Mr. Bull was required to evacuate a country due to political instability or difficulties/problems within the team.  Prior to managing his own consulting company, Mr. Bull was in charge of the professional service division of an international software company responsible for installing systems in a global environment.  Mr. Bull’s last project before starting his own consulting company was the implementation of a system in seven countries simultaneously.  As the Managing Director of Armiger International, he has personally trained various teams required to manage projects under immensely stressful situations including the force protection and security group of the United Nations and the Port Authority of New York and New Jersey.  Mr. Bull’s personal and professional experience together with his contacts within these organizations allow him to bring a wealth of experience and knowledge through examples that can be related to many situations in any organization.

Topic:

Surviving Project Management - To Timbuktu and Back

Abstract:

Using case studies and personal experience of survival situations we will explore the unusual circumstances and actions of people under great stress.  These examples will illustrate issues and actions apparent when organizations, and/or individuals, are put in stressful situations.  Using these examples we will identify pillars of survival, which if followed, have a tendency to help the person or organization survive. After we have identified the pillars, we will identify similarities with survival techniques and the implementation of projects that change organizations dramatically. Through this exploration we will identify that these survival techniques are very useful in not only understanding how a project should be managed but also what is happening during a project from the human point of view.  Participants in this seminar will come away with an understanding of how our physiology interacts with the psycho sociological issues revolving around change in a project. Participants will also be able to identify and mitigate issues proactively before they become major problems in projects using these pillars and our understanding.

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Barbara Calhoun, PMP

Bio:
 
Barbara Calhoun joined Selective Insurance Group in October 2000 as Director of Project Management, responsible for defining and implementing standard project management processes. Prior to joining Selective, she was a senior manager with Nabisco, where she managed the Year 2000 Project and established the Information Technology Program Management Office. Ms. Calhoun has over 20 years experience in Software Systems Development and Management. She holds a Bachelors degree in mathematics from Rutgers University, a Master’s Certificate in Project Management from The George Washington University, and is a member of the Project Management Institute.

 
speaker

Anthony Rizzo, PMP

Bio:
 
Anthony Rizzo joined Selective Insurance Group in April 2001 as a Project Manager, responsible for managing strategic projects and providing support to the Enterprise Program Management Office.  Prior to joining Selective, he held various management positions at Prudential Insurance Company and Aetna.  Anthony has worked in Information Technology for over 20 years and has extensive experience managing large-scale mission critical projects.  He holds a Bachelors degree in Political Science, has attained various insurance professional designations, is a certified PMP, and is a member of the Project Management Institute.

Topic:

How to Deliver Projects On Time, On Budget

Abstract:

Is it really possible to deliver projects on time and on budget?  Yes it is possible, and we are consistently delivering projects as promised!  This presentation will reveal how organizations can use a PMO to dramatically improve the success rate of project delivery.  Using our real life experience as a model, we offer a practical and specific roadmap that other organizations can easily implement.  We examine what we accomplished with our PMO over the past three years and explore how each of our PMO ‘Planks’ mapped to our Critical Success Factors.  The discussion also covers the important question of how we implemented a project-based approach in a non-matrixed environment, focusing on the practical approach we used, not on theoretical guidelines. We discuss how we dealt with the issues around gaining consensus vs. using a more directive approach, and how a large PMO differs from a small PMO.  Finally, we discuss how we involved our senior management team in an assessment of our PMO using an extensive SWOT analysis, and the specific areas we are addressing to evolve as an organization.  Whether you are just in the beginning stages of starting a PMO, or are working in a mature PMO organization, you will leave this presentation with concrete, easy-to-implement ideas on how you can shape a PMO in a way that will ultimately lead to successful project delivery - and happy customers!

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Dr. William Eventoff

Bio:
Dr. Eventoff received a B.A. degree from Hunter College and M.S. and Ph.D. degrees from the University of Michigan.  Dr. Eventoff has extensive experience in software engineering, quality systems and management, and has successfully led large and small software development projects in a wide range of disciplines, including information technology, systems software, CASE tools, real-time command and control systems, and web-based applications.  Throughout his career, Dr. Eventoff has focused on improving the software development process.  He has been an active participant in the development of the IEEE software engineering standards, and has assembled a track record for helping companies reduce cycle-time, increase productivity and improve the quality of their products.  Dr. Eventoff has published extensively on software development, quality standards and the use of quality principles to improve business results, and has been a frequent lecturer at conferences, universities and companies.  He has served on numerous university computer science advisory boards,  the Industrial Advisory Boards of the CAIP Center at Rutgers University and the Center for Supercomputing Research and Development at the University of Illinois, the Board of Examiners for the New Jersey Governor’s Award for Performance Excellence, and the Drug Utilization Review Council of the New Jersey Department of Health and Senior Services,  He is currently Vice-Chair of the Princeton Section of the American Society for Quality, a member of the Board of Trustees of the New Jersey Institute of Technology, and a member of the Board of Directors of the Monmouth-Ocean Development Council (MODC) and the Chair of MODC’s Technology Committee.  Dr. Eventoff is President of ESTM Associates, Inc., a full-service consulting and training company that specializes in helping clients improve their operational performance and business results.

Topic:

The Relationship Between Project Management and Six Sigma

Abstract:

The scope and influence of Six Sigma has grown dramatically in recent years, and this trend is continuing.  More and more companies are embracing Six Sigma and Six Sigma methods are being adapted for and applied to a wide range of new application domains, including software development, healthcare, financial services, and information technology.  As this evolution continues and Six Sigma becomes more integrated into the product development cycle, how will this affect project management?  Are traditional techniques applicable in this environment or are different approaches required?  This presentation explores the relationship between these two disciplines and provides answers to both questions.  It presents a detailed comparison of the characteristics and objectives of project management and Six Sigma, shows that both have a role to play in product development, and discusses a framework for the effective management of Six Sigma based development projects, together with its implications.

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Bruce Fieggen, PMP

Bio:
Bruce Fieggen is the Director of Project Management at CSSC, a validation-consulting firm servicing the medical device and pharmaceutical industries.  In his seventeen years with seven medical device and pharmaceutical companies, he has managed projects from $100,000 validations to $10,000,000 new product developments.  He has trained and mentored dozens of project managers with specific tools using a formal 24-week Progressix(SM) project management curriculum, 13-week Boston University evening project management certificate program and two-day Cadence(TM) project management course.  He has successfully introduced project management methodologies to medical device and pharmaceutical clients to improve ownership in tasks.  Bruce has been a certified Project Management Professional since 1999.

Topic:

Computer Systems Validation in the Pharmaceutical Industry: A Growing and Profitable field

Abstract:

Computer systems used in the pharmaceutical industry must be validated.  This means that "documented evidence must be produced to show that the system does what it was specified to do".  In other words, the FDA mandates that software quality assurance activities take place.  What does all this mean and how can you get involved?  Bruce Fieggen has been managing projects in this field for the last two years and will present a layman's version of what this industry is  about and the trends forecasting its growth.

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Rob Fried, PMP


Bio:
 
Robert T. Fried, PMP is Vice-President and Co-Founder of Minton Solutions, LLC, a New Jersey based project management consultancy. He is a popular speaker, trainer, consultant, coach & mentor and industry certified project manager with global experience in the communications, financial services. local/state government and pharmaceutical industry’s. As a Senior Program/Project Manager, Mr. Fried has extensive experience managing complex business transformations, voice & data technology solutions, process & methodology development and organizational change management. He is an experienced Project Recovery specialist having rescued many projects for a variety of different companies.  Mr. Fried has delivered numerous presentations on project management related topics including Project Initiation, Project Planning & Control, PM Career Development and Project Recovery. He is an active member of the Project Management Institute (PMI), and attained PMP certification in 1994. He is currently a member of the Practice Standard for Work Breakdown Structures Update project for PMI. He holds a Master Certificate in Project Management from George Washington University, an M.B.A. from Seton Hall University and a B.A. from Clark University.

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Laura Keiles, PMP

Bio:
 
Laura R. Keiles is President and Co-Founder of Minton Solutions, LLC, a New Jersey based project management consultancy. She is a project management process coach, skill assessor and software implementer with experience in many industries including telecommunications, education and e-training development and delivery, financial services, pharmaceutical, manufacturing, public utilities and residential construction. She has published papers and delivered presentations in Project Management development programs and Program Management scheduling constraints at numerous project management focused conferences.  Mrs. Keiles is a member of the Project Management Institute and has attained her PMP certification in 1995 while managing Research & Development projects in AT&T Network Wireless Unit - Project Management Department (now Lucent Technologies). She has been a project manager since 1989 when she was a Staff Consultant in the Information Technologies Consulting Practice of Deloitte and Touche Management Consulting. She has also worked for Fujitsu Consulting (formerly DMR Consulting) and ETRAC Solutions, Inc (a Primavera Solutions Provider). She holds degrees from Oberlin College (B.A.) and Manhattan College (M.B.A.).  Mrs. Keiles is a strong advocate for small and women owned businesses. She is an active member of the NJ Association of Women Business Owners (NJAWBO), the National Association of Women Business Owners, Women in Technology International (WITI) and Women Business Enterprise National Council (WBENC). Minton Solutions, LLC is a New Jersey state certified Women Business Entity (WBE) and Small Business Entity (SBE) as well as a PMI Registered Education Provider (REP).

Topic:

"PM Skills Gap Assessments” - What They Really Show

Abstract:

We, as project team members, want to do the best we can to ensure the project is delivered successfully. No one on a project likes to admit they are short in knowledge or skill areas. It does not matter if you are a participant, team lead or the program/project manager. A Project Management Skills Gap Assessment (PM SGA) is a tool that can provide insight on how and where one can improve their Project Management knowledge and skills.  This presentation will depict a case study stating the “who, what, where, when, why and how” of Skill Gap Assessments and their effectiveness at developing plans for individual and organizational improvement. The SGA also measures the difference of “expected” knowledge versus “actual” knowledge for each participant and drives the future organizational baseline for competency.  Recently, the authors successfully administered PM SGA’s and organizational improvement plans for a large public utility company. These plans assisted them in the identification of new training objectives and supporting career path development. Additionally, other customer organizational data was collected to facilitate assessment on a team and organizational level. The SGA data was then mapped to the key indicators of Kerzner’s Project Management Maturity Model (PMMM) as well as PMI’s Organizational Project Management Maturity Model (OPM3).

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David Gerhart, PMP

Bio:
Mr. Gerhart has spent the majority of his 15 year career in the project management arena.  His first 6 years included project estimating, control, scheduling and management at BASF Corporation.  Following BASF, David worked as an estimator for BOC Gases.  In this role, he developed capital proposals in support of internal and 3rd party contracts including customers in the UK, China and Australia.  He also developed a product costing tool for their standardized air separation technology platforms.  David’s next career area of focus was in telecommunications.  Here he played a key role in the management of Tyco Telecommunication’s design and construction of a major transpacific communications network.  David is currently working in pharmaceuticals as a Project Manager with Schering-Plough in their Global Technical Services group.  Here he is providing management supervision for the company’s computer validation and Part 11 program at manufacturing sites in Europe and Asia.  His education includes a Bachelor of Science in Mechanical Engineering from Lafayette College and a Master of Science in Engineering, Management of Technology from The Wharton Business School and University of Pennsylvania School of Engineering and Applied Science.  He also holds a Master’s Certificate in Project Management from George Washington University School of Business and Public Management.  In October of 2003 he received certification from PMI as a Project Management Professional.

Topic:

Critical Success Factors for Global Projects

Abstract:

Globalization is a topic that continues to garner considerable attention throughout industry, governments and the media.  While much has been said and written of its role its importance and impact, the challenges and obstacles to providing effective management in a global context are many.  With the advent of increased computing power and worldwide communication capabilities, organizations are reaching across borders and time zones to manage projects of ever increasing size, cost and complexity.  When organizations undertake projects that must deliver results across multiple countries, what are the key obstacles and issues that are systemic to any such undertaking?  How can they be planned for and managed in a way that allow for local autonomy while meeting the objectives of the overall program?  While strategies may be developed and debated, the way in which projects are executed will determine the success of the effort.  The goal is to obtain execution excellence in the context of a global project.  To reach that goal, we must have an understanding of the key characteristics and context of the effort, identify associated risks and be prepared to effectively manage these issues.

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Gary Heerkens, PMP

Bio:
Gary R. Heerkens, PMP, CBM, PE, a consultant, trainer, lecturer and author, is the president of Management Solutions Group, a company that provides innovative project management educational solutions and enterprise-wide project management development support.  Mr. Heerkens managed a wide variety of projects for the Eastman Kodak Company for more than 20 years.  He also served as staff assistant to Kodak's Director of Project Management, developing project process methodologies, designing and delivering several project management training programs, and serving as an internal project management consultant across the company.   In addition to teaching and consulting, Mr. Heerkens is a contributing editor to the Center for Business Practices' newsletter, People on Projects, and has served on the review committee for PMI's A Framework for Project Management seminar.  He is a long-standing training provider for the PMI SeminarsWorld series, and is a frequent speaker at international project management conferences.  Mr. Heerkens has published several articles and papers on a variety of project management topics, and recently authored a book on project management for McGraw-Hill's Briefcase Books series. His upcoming book on the subject of business skills for project management professionals is due to be published in Fall 2004.  In addition to being a PMP, Mr. Heerkens is a Certified Business Manager (CBM), and a licensed Professional Engineer (PE) in New York State. He served three terms as President of the PMI Rochester Chapter (1998-2001), and holds a Master of Business Administration degree from the Rochester Institute of Technology.

Topic:

How to be the successful PM of the Future - Be Business Savvy

Abstract:

A project is much more than just an exercise in cost and schedule logistics, technology management, and team coordination. It’s a financial investment that your organization makes—from which it undoubtedly expects a return!  What is now beginning to distinguish superior project managers from average ones is the ability to manage a project more like a small business than a technical or logistical marvel.  In this session, Gary Heerkens shares some key concepts, principles and practical tools aimed at helping you to increase your project-related business savvy. Questions will be answered on how projects connect to the world of business, why business knowledge will be such an important and valued competency in the future, and how you can prepare yourself to meet that future!  Each attendee will receive a Project Manager’s Business-Savvy Learning Map, containing nearly 100 targeted, project-oriented items relating to business knowledge and skills that anyone can learn and become successful, business-savvy project managers.

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Kim Hinton, PMP

Bio:
Kim Hinton is a certified project management professional who has managed projects of varying size and complexity in several industries for the past 19 years.  She currently works as a portfolio manager in the Automation & Information Technology department at Merck and Company.  Kim received her undergraduate degree in Industrial Engineering and her Masters of Science in Engineering Management both from New Jersey Institute of Technology (NJIT).  She has taught as an Adjunct Professor at NJIT and Fordham University and is currently an on-line instructor for the University of Phoenix’s Master Business Administration (MBA) program.  She has also served as a corporate trainer.  Ms. Hinton is active in PMI at both the local and national level.  She has chaired the Proceedings Committee for the NJ Annual Symposium for the past 7 years and she managed the Women in Project Management Technical Track for PMI National for three years.  She has presented papers at PMI National and posters at NJ Symposiums as well.  Kim served for three years on the Executive Committee at St. Peter’s Preparatory High School in Jersey City, NJ where she managed a variety of projects and fund-raising events.  Kim is a mother of three who enjoys bowling, reading and spending time with her children.  She believes that “Life’s just one big project, you get out of it what you plan into it”.

Topic:

Parenthood, Household, Engineering & PM

Abstract:

Project management techniques have been used in the workplace to monitor the progress of large initiatives.  However, those same techniques could be useful in other types of projects – life’s projects.  “What do Parenthood, Household Engineering & Project Management have in Common?”  will explore each of the knowledge areas and will give practical advice about how to use project management to complete many of the tasks we face in our every day existence.    Anyone with children, a home or personal projects won’t want to miss this educational and informative discussion.   Each participant will be challenged to take away at least one technique that is guaranteed to make that next venture a little smoother.

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S. Kandaswamy, PMP


Bio:
 
S. Kandaswamy (Kanda) is currently working as a "Senior Research Staff” in the area of satellite communications for the Johns Hopkins University/Applied Physics Lab.  Prior to joining the Johns Hopkins University/Applied Physics Lab, Kanda worked as a Technology Consultant Manager for AT&T.  During his 16 year tenure at AT&T, Kanda substantially contributed to the Capacity Planning, Performance Monitoring, Network Engineering, and Service Assurance aspects of various AT&T services.  Kanda received his PMP certification from the Project Management Institute in 1998 and continues to be active in the Project Management arena. Kanda was an invited speaker to the U.S. Army (Training and Doctrine Command Analysis Center, Fort Lee, VA), where he talked about “Risk Analysis and Simulation,” in July 2003.  Kanda's other presentations include “What is Monte Carlo Simulation? A Hands-on Learning Experience,” at the PMI 2001 National Conference in Nashville, Tennessee.  Kanda has published a Statistical Critique of “International Project Management Practices” which appeared in Project Management Journal, September 2000.  Kanda's Bachelors and Masters degrees are in Mathematical Statistics from India.  He received his Ph.D., in Instructional Systems Technology from the Indiana University, Bloomington, Indiana.

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Angyne Schock-Smith, PMP

Bio:
 
Angyne J. Schock-Smith is president of ARYSTA PROJEX, INC., an independent project management consulting and training practice. She partners with other firms in the project management industry to deliver nationally recognized training in Project Management Professional (PMP) certification, project management tools and processes, and project leadership.  Her major partners in these programs are International Institute for Learning, Inc. and Management Worlds, Inc., with whom she has been working since November 1998 and March 1999, respectively.  Angyne has documented expertise and over fifteen years of experience in the field of project management.  She received her PMP certification from the Project Management Institute (PMI) in 1992.  Angyne also gained a Masters Certificate in Project Management through George Washington University and Baldrige examiners certification through a qualified AT&T corporate program.  She has worked for AT&T, Educational Services Institute (ESI), Avon Products, and Proctor & Gamble.  Her corporate functional experience includes customer care, outsourcing solutions, global strategy development, product management, information technology, and manufacturing management.  Angyne completed both undergraduate and graduate degrees at the University of Pittsburgh.  Her educational credentials include Phi Beta Kappa, and Magna cum Laude at both Bachelors and Masters levels in the disciplines of Mathematics and Statistics, respectively.  She grew up in eastern Pennsylvania and currently lives with her husband, Bill, and daughter, Morgan, in Harmony, New Jersey.  In addition to being a member of PMI, Angyne is a member of the NJ chapter, the Risk Special Interest Group, and was the Co-chair of the Risk Track for PMI2002.  Her professional associations also include serving as Executive Director of the Mid-Atlantic Manufacturing Consortium.

Topic:

Simplifying Project Decisions = Simplifying Equations

Abstract:

Remember basic algebra and those awful word problems?  You had to come up with the right equation to represent the problem, then identify common components and break down the complex formula into its simplest form.  Only then was it possible to find the solution.  There were some rules you had to remember, but they were pretty easy once you got the right equation and broke it down into its simplest form.  Many project decisions are as daunting to professional adults as those word problems are to math-phobic adolescents.  Some of the most challenging project decisions are multi-criteria issues that require trade-offs between various objective and subjective factors.  Some examples of these decisions include project selection, alternative project approach analysis, vendor selection, and risk analysis.  In this presentation, we will briefly describe some worst practices in project decisions, giving some real life examples (in which the names have been changed to protect the guilty) where bad decisions resulted from lack of or poor decision processes.  To address this challenge, we will describe the value proposition for developing and using an appropriate structured decision process, including our recommendations for the high level process steps, the related success criteria, and some alternative tools and techniques to support the process.  To demonstrate the power of a structured decision process, we will address a vendor selection decision based upon a real life situation.  Using the Analytical Hierarchy Process (AHP), one of the tools highlighted in the PMBOK® Guide 2000, we will breakdown the problem, as if we were solving a word problem.  We will define decision criteria and assess alternative vendors with respect to these criteria, in their simplest form, and finally select an optimal vendor.  Time permitting, we will ask the audience for challenging project decisions they are currently facing and select one to put our recommended decision process and the AHP tool to the test.

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Dr. Harold Kerzner

Bio:
Harold Kerzner (Ph.D., MS, Engineering and MBA) is Senior Executive Director with International Institute for Learning, Inc. and Professor of Systems Management at Baldwin-Wallace College. He is an expert in the areas of project management, total quality management, and strategic planning. Dr. Kerzner is the author of the best-selling textbooks: Project Management: A Systems Approach to Planning, Scheduling and Controlling, now in its eighth edition, In Search of Excellence in Project Management, Applied Project Management: and Strategic Planning for Project Management Using a Project Management Maturity Model.

Topic:

Best Practices in Project Management

Abstract:

Some people rev up on their project management skills from their successes, others from their failures. And when someone identifies some unique skill or practice that works well, it is often not shared with the rest of the organization. Today, both individual project managers and companies have recognized that increased performance can be achieved by capturing best practices and lessons learned, and then disseminating this information throughout the organization. This presentation focuses on the concept of best practices and how it can improve your skills.

PMINJ
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Deborah Lipman-Slobodnik

Bio:
Deborah Lipman Slobodnik, co-founder of Options for Change, is a senior organizational consultant, trainer and coach with over twenty-five years’ experience. Her areas of specialization are managing change, overcoming resistance to change, bridging cultural differences, building effective cross-functional teamwork and developing leadership capabilities at all levels.  Her well reputed workshops, Making Change Happen™ and FasTeams® for Leaders have been praised as “the antidote to the real human issues that undermine all change efforts.” They have been presented to hundreds of organizational change professionals and leaders throughout the United States, Canada, Europe and the Middle East.  A sampling of her clients include: ING, The Enterprise Foundation, Boston University, US Department of Commerce, New England Medical Center, UniFirst Corporation and Babson College Center for Information Management. Deborah is a regular presenter at international conferences including INC magazine, Linkage and Pegasus Communications. The case study of her work with The MathWorks appeared in Linkage’s Best Practices in Leadership Development 2000. She has been quoted on CNN and in the Boston Globe as an expert on culture change.  Her academic credentials include an advanced degree in Organizational Development from Antioch College, an undergraduate degree in Psychology from University of Massachusetts at Amherst and advanced training at the National Training Labs and Kantor Family Institute in Cambridge.

Topic:

Moving to a PM Culture


Abstract:

Project management is not only a toolset, it is the way organizations are breaking down walls and shifting towards a cross-functional boundary-less culture. This shift requires a strategy as well as programs, processes and skills to sustain it. In this presentation, Deborah will present the model for a high performance project culture. Participants will compare their present cultures to the model and identify their gaps. Additionally, Deborah will address what a project or program manager can do to influence cultural change using a just in time approach.

speaker
Frank Saladis, PMP

Bio:
Frank P. Saladis, PMP, President of Project Imaginers Inc. is a Consultant and Instructor within the project management profession and has over 30 years experience in the telecommunications and project management training environment. He is a senior consultant and trainer for the International Institute For Learning Inc. and has held the position of National Project Manager for AT&T Solutions Information Technology Services and was a member of Cisco Systems Professional Services Project Management Advocacy organization. He is a Certified Project Management Professional and has been a featured presenter at the Project Management Institute ® Annual Symposiums, Project World, and Frontiers in Project Management.  He is the president elect for the New York City Chapter-PMI and a Past-President of the PMI ® Assembly of Chapter Presidents. Mr. Saladis is a Co-Publisher of ALLPM newsletter and a contributor to the ALLPM project management website. He has written numerous project management related articles and was an author of the AT&T Corporate ITS Project Management Guidelines. He is a member of the International Executive Guild and the NRCC Business Advisory Council. He has also held the position of Vice President of Education for the Global Communications Technology Specific Interest Group of PMI ® and holds a Masters Certificate in Commercial Project Management from the George Washington University.

Topic:

Managing Difficult People

Abstract:

Project manager may encounter many types of people and personalities while managing a project. This presentation offers tips and techniques to identify various types of communications styles and tactics used by project team members and stakeholders. The presentation will provide suggestions and techniques for managing project teams more effectively and to assist in minimizing disruptions caused by inter-personal behaviors, differing priorities and other common project related conflicts.

PMINJ
              Symposium
Charles Schmidt, PMP

Bio:
Charles Schmidt is Director of Strategic Planning at Johnson & Johnson’s Networking and Computing Services (NCS) unit. He is responsible for leading formulation and execution of NCS business strategy with NCS management board. He developed a methodology to prioritize a portfolio of existing NCS strategic initiatives and define resource requirements for execution. The process also characterized the cost/benefit, risk/reward profiles of the portfolio. This methodology is now being extended to include all NCS projects on a world-wide basis.  Prior to joining NCS, Chuck was Director, Program Management Office, for Ortho-Clinical Diagnostics, a Division of Johnson & Johnson. He led a senior management Product Approval Committees which managed the $100MM portfolio of product development programs. Chuck also led company-wide implementation of a new assay/reagent development process and trained over 100 R&D team members. He implemented and maintained a comprehensive New Product Development metrics scorecard to measure process effectiveness.  Prior to Joining Johnson & Johnson, Chuck had a 25 year career with Honeywell International (formerly AlliedSignal, Inc.), where he held leadership positions in new product development, project management, systems engineering and six-sigma process excellence.  Chuck is a certified as Executive Black Belt by Johnson & Johnson and certified as Project Management Professional (PMP) by Project Management Institute (PMI). He holds BSEE, MSME and MBA degrees from the University of Iowa.

Topic:

Implementing Project Portfolio Management


Abstract:

Johnson & Johnson’s Networking and Computing Services (NCS) unit is a 1600 person organization that is the exclusive provider of IT infrastructure products and services to over 200 J&J companies worldwide. NCS has over 2000 projects “on the books”. These projects have a wide range of customers and stakeholders, all of whom believe that they should have first priority.

There is no consistent project portfolio management (PPM) process for these projects. Lacking a PPM process, there is no basis for discussing or defending priority decisions with stakeholders. As a result, many are dissatisfied. Also, NCS associates have no clear guidance as to their work priorities. There are too many active projects chasing too few resources, resulting in confusion and inefficiency, overload and unnecessary stress.  A global project portfolio management (PPM) process is being implemented to address the problem. Such a process will ensure that scarce resources are allocated to the projects with the greatest business benefit, resulting in faster execution and increased customer and associate satisfaction. The PPM process includes methods for assessing the business value of projects, determining the resources required for them, prioritizing them, and governing their approval. The process will be a key input to, and must be synchronized with, the annual business planning/budgeting process.

Intended Audience: The presentation will be most relevant to project managers who have responsibility for managing one or more portfolios of projects. It is especially applicable to those in Program Management Offices.

PMINJ
              Symposium
David Thurston

Bio:
David C. Thurston is president of Synergistic Coaching, a career and executive coaching firm helping people master career and life skills. In his extensive career at AT&T, Dave was known as a conscientious mentor and innovative developer of people. His varied responsibilities in the corporate world ranged from managing large work teams and projects to conducting high-stakes contract negotiations. Today, Mr. Thurston is a respected corporate and executive coach who enjoys helping employees at all levels perfect their visionary, strategic and inter-personal skills.  His corporate coaching specialties include high impact teambuilding, talent management, communications and organizational design.  David is an experienced lecturer and seminar leader on various business and life skills, with an emphasis on career development issues. He has assisted countless clients in enhancing their current careers and others in effectively transitioning to new, more rewarding career paths.  He is a graduate of Coach University, the leading training institute for personal and business coaching. Dave is a certified personal assessment trainer for Peoplemap, a program designed to foster individual and team growth through better understanding of oneself and others.  In addition, he is a certified graduate of the Relationship Coaching Institute, a coaching specialty devoted to relationships and modern lifestyles.  He is also a Certified Professional Behavioral Analyst and Professional Values Analyst, providing greater self-awareness to maximize success.  David is married and has two daughters, both of whom are trained psychologists.  David’s wife, Linda, specializes in training in the personal health and fitness arena. The Thurston's resided in central New Jersey for over twenty years before relocating to Bucks County, Pennsylvania.  David is a graduate of Union College in Schenectady, New York, where he earned a Bachelor of Arts degree in English.

Topic:

Success is not an Accident



Abstract:

Have you ever wondered why certain people are successful while others are not? Why some projects click on all cylinders and others turn into flops?  Why the smartest kid in the class didn’t always turn out to be the most successful?  Is it merely luck or is luck simply the “residue of design”?  Well documented studies show that success is not an accident. True achievers do think and act differently. It is just as easy for you to be one of them - maybe easier. Successful people are really no smarter than you are.

Take the mystery out of success by joining Fortune 500 Executive Coach Dave Thurston and learn his secrets about success and fulfillment, as discovered from working with hundreds of business clients. Yes, you too can be successful - every time - if you grasp and implement Dave’s five-step formula for peak performance, applicable to every work and life situation. You, too, can Project Manage your own path to success.

PMINJ
              Symposium
Kimi Ziemski, PMP

Bio:
Kimi Ziemski, PMP, currently delivers PMI based project management principles and PMP exam prep material all over the country.  She also works with clients such as AT&T, Boeing and Lockheed Martin Marietta delivering customized programs to address specific situations within sales and delivery organizations.   Before re-joining the training and development industry in late 2000, Kimi worked with multi-national and key accounts in the diverse environment of Silicon Valley.  Her organizational skills and technical abilities, while keen, were not, she believes, the key to achievements, year after year, of significant corporate expectations of revenue and profitability.  It is her understanding of how to work with the people whether next door or in the next time zone is the key to her ability to successfully manage projects.

Topic:

The Killer Competency - Clear and Effective Communications



Abstract:

One of the top reasons that projects fail, regardless of which survey, study or white paper you consult, is lack of clear, effective communications. In the 80’s we would talk about the ‘killer ap’ - the application that could make or break a company – perhaps even create an industry. Now we operate in a different kind of economy, a different understanding of security – both professional and personal. We have the opportunity to define something different – a killer competency. The killer competency can transform a professional, a team, a project.  What makes communications the killer competency?  The ability to level expectations to bring results that are accepted.  The ability to deliver negative news without making a situation negative.  The ability to navigate mixed expectations and mixed messages to a safe harbour where team members and stakeholders can meet to effect results.  This talk will discuss:  Why do you talk about this to project managers?  How do I learn to communicate better?  How can I use this tool?  Why should I learn to use this tool?


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