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PMINJ 2005 Symposium Speakers 

19th Annual Symposium

02 May 2005

Edison - Pines Manor

Sunday Seminar

Introduction
Agenda
Speakers
Posters
Sponsors
Photos


Speakers


Speaker Topic
Keynote Speakers
Dr. Rick Brinkman
Conscious Communication(TM)
Rita Mulcahy, PMP
5 Top Risk Management Mistakes That Can Ruin Your Career
Neal Whitten, PMP Are You Too Soft?
Track Speakers
Frank Anbari, PhD, PMP
Using Metrics as a Catalyst for Flawless Project Execution
Judy Balaban, PMP
Camper Bull, PMP

PMP: Not a Destination. Journeys of the Master Project Manager(TM)
Ken Barnhart
SOX Compliance; What You Don't Know WILL Hurt You!
Herschel Baxi
Pradip Mehta

Implementation of Enterprise Project Management at the Port Authority of NY ? NJ
Alex Brown, PMP
Modeling Tough Scheduling with PM Software
Don Frank
Overcoming the Fear of Change
Mark Green
Getting and Maintaining Peak Performance
Jonathan Japka, PMP
Implementing Enterprisewide Project Management at the NYC School Construction Authority
Joe Lukas, PMP
Jan Lukas, PMP

You Can't Execute Flawlessly Without the Truth
Dawn Richardson, PMP
Lessons Learned from PM Tool Implementation - "It's not about the Project"
Bernice Rocque, PMP
At the Stage Gate: Critical Questions for IT Project Sponsors
Vince Socci
Adaptive Project Management: Adjust, Adapt, Overcome in Today’s Customer-Centric Environment

PMINJ
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Frank Anbari, PhD, PMP

Bio:
Frank Anbari (PhD Project Management and Quality Enhancement, MBA, MS Engineering, PMP, PE, and ASQ Certified Six Sigma Black Belt) is a faculty member in the Project Management Program at The George Washington University. He gained extensive industrial experience serving in project leadership positions, and taught in the graduate Programs at Drexel University, Penn State University, the University of Texas at Dallas, and for private and public organizations. He served as examiner (1993 - 1995) and alumni examiner (1999 - 2000) for the Malcolm Baldrige National Quality Award, as Vice President, Education and Certification of PMI's College of Performance Management (2005 - Present), and as member of the Editorial Advisory Board of Project Management Journal (2005 - Present).

Topic:

Using Metrics as a Catalyst for Flawless Project Execution

Abstract:

Metrics bring consistency to project management practice. With appropriate metrics, important project decisions can be made on an informed basis. Metrics bring objectivity to tools by which the execution of projects and advancement of the organization are monitored with considerable consistency, and with repeatable accuracy. Project metrics need to strike a balance between the organizational culture and the promising practices of project management. Relevant metrics can help identify important trends, facilitate measurement of status and progress of project activities, serve as the basis for clear and objective communication with project stakeholders, promote teamwork, and improve team morale by linking efforts of team members with the overall success of the project, and ultimately, the success of the organization. This presentation discusses metrics that deal with project things (such as cost, schedule, scope, and quality), project people (such as motivation, conflict management, professional responsibility, leadership, and trust), and the organizational environment within which the project operates (such as training, resource allocation, procedures, and overall organizational support). The presentation provides examples of effective metrics used to enhance project performance based on the Earned Value Method and the Six Sigma method.  This presentation was co-authored by Parviz F. Rad (BSc, MSc, and PhD in Civil Engineering, PE, PMP, and CCE) and Ginger Levin (BBA, MSA, and DPA in public administration and information systems technology).

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Judy Balaban, PMP
Camper Bull, PMP

Bio:
 
Judy is the Director of the Project Management Office for Dow Jones ? Company, the leader in publishing the world's most vital business and financial news.  Judy's charter is to continually improve Dow Jones' project execution capabilities by establishing, refining, and implementing best-in-practice project management methodology and processes.  As a member of the CIO's leadership team, she also oversees the enterprise wide training initiative to educate all senior managers and executives on the fundamentals of project management.  Judy has held various program, project and product management assignments on large scale corporate initiatives within AT?T, Telcordia Technologies, and as an independent consultant.  Judy is an active member of PMI and the NJ-PMI chapter.  In addition to her professional commitments, she makes it her goal to run in several charitable road races each year.

 

Bio:
 
Camper currently a partner in Armiger International, a boutique management training and development firm, has led a project management division of an international software company and served as lead Account Executive for Fortune 500 companies at both Genigraphics and ACI.  He led development of the ACI multi-media marketing product team and developed their corporate image as a leader and innovator in the market. He also managed the development of new products, including the launch of wireless paging at Bell Atlantic.  Camper has developed and delivered several leadership training programs in business, as well as for high school seniors and foreign exchange students. He is the author of a significant PMP Prep program.  Camper has also been recognized by Rotary International with the Paul Harris Fellow Award for furthering human relations among people of the world.

Topic:

PMP: Not a Destination. Journeys of the Master Project Manager

Abstract:

As in all industries, there are individuals in the world of Project Management who are far superior in their abilities than the rest of the profession.  These are the Master Project ManagersTM -- those individuals who understand the science and art of Project Management.  Through the use of real life situations, not theoretical abstract, we will take a look at what enables these Project Managers to achieve far superior results with similar challenges.  We will explore how we can apply the lessons of the Master Project Managers to become better ourselves.

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Ken Barnhart

Bio:
Mr. Barnhart is the Founder, President, and Principle EPM Consultant for the Occam Group, LTD. In his consulting capacity, Mr. Barnhart assists companies in the development of their Project Management capacity and capabilities. His work has garnered him national recognition as a Subject Matter Expert (SME) in Enterprise Project Management and IT Service Management. Ken's approach to consulting is distinguished by a passion for excellence and his approach to technology is governed by an unrelenting drive to simplicity, clarity, and relevance.  Mr. Barnhart serves on numerous Project Management advisory boards. He also provides regular feedback to the Microsoft Project Team in Redmond in his capacity as member of the product review team. Additionally, Microsoft utilizes the Occam Group for high-risk implementations and Mr. Barnhart for the training of their managed partners and internal staff on the EPM platform throughout the United States.

Topic:

SOX Compliance; What You Don't Know WILL Hurt You!

Abstract:

According to recent SCC statistic, investors have already filed over $1 Billion dollars in class action lawsuits against companies for failure to properly disclose under the new Sarbanes-Oxley legislation, (SOX). During this session Mr. Barnhart will provide a brief overview of SOX and then move into a more expanded look at the key sections that will have a far reaching impact on Project Management and its interaction with both Corporate and IT Governance.

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Herschel Baxi


Bio:
 
Mr. Baxi has over ten years of experience in project controls and development/implementation of project management information systems.  His expertise also includes enterprise-wide business analysis and reporting, administration of scheduling and accounting systems and cost and scheduling controls for large environmental and construction programs.  His software skills include extensive knowledge of Primavera Enterprise®, Primavera P3®, PeopleSoft® HRMS system, and application development in tools such as Microsoft Access® and PL/SQL.  He has a Masters in Industrial Engineering from the University of Oklahoma.

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Pradip Mehta

Bio:
 
Mr. Pradip Mehta has 26 years of extensive and diversified experience in implementing project controls in Energy, Environmental and Infrastructure Industry. He joined Port Authority as a Manager of Project Controls six years ago after serving in the private industry in various capacities for almost 20 years.  He has spearheaded the implementation of the Enterprise Project Management System at the Port Authority. He is serving on the Board of Directors of PMI's College of Scheduling.  He holds Masters in Construction Management from Georgia Tech, Atlanta and has presented numerous papers in the area of Project Controls.

Topic:

Implementation of Enterprise Project Management at the Port Authority of NY / NJ

Abstract:

The Port Authority of NY ? NJ (Port) has an $8.7 billion, 5-year capital improvement program. Its Engineering department provides majority of the design support for the capital program. The Engineering department has implemented an enterprise project management system on a Primavera Enterprise (P3e) platform to manage its portfolio of 600 active and planned projects. The enterprise project management system provides a single point of access to critical project performance measures and relevant reporting tools to the Port's project managers.

PMINJ
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Dr. Rick Brinkman

Bio:
Since 1980, Dr. Rick Brinkman has delighted audiences in 12 countries world wide as he educates through entertainment.  In 1988, he was 1 of only 15 people selected by the Tom Peters Group to present the In Search of Excellence and Thriving on Chaos seminars. From his extensive private and public practice, Dr. Brinkman developed Conscious Communication, To help organizations improve their leadership, teamwork, customer service, and overall organizational performance. His international bestseller published by McGraw Hill ? Dealing With People You Can't Stand ? has sold nearly a million copies, and has been translated into 15 languages. His other works include the book and bestselling audio tape series, Life by Design, two other McGraw Hill books ? Dealing with Relatives ? Love Thy Customer, and his latest, Meeting Magic. Millions of people have used his many products both personally and professionally to improve their lives and empower their organizations. Dr. Brinkman has been featured in over 170 major publications including Oprah Magazine and the Wall Street Journal. He appears regularly on national radio and television network programs such as CNN, CNBC and Bloomberg. Dr. Brinkman continues to develop and share this important work in human communication.

Topic:

Conscious Communication

Abstract:

Dr. Rick Brinkman's keynote program, Conscious CommunicationTM is based on the belief that good communication skills are the foundation of relationships and the lifeforce of effective leadership, teamwork, customer service, and organizational performance. In general, people's leadership and organizational effectiveness are a result of their ability to communicate.  Conscious Communication separates 'personality' from 'behavior'. Behavior is whatever people are presenting in the moment. Personality is just a generalization we make based on the behavior we observe. We don't observe people in all their habitats. We may know someone who is very pushy at work, but don't realize what a pushover they become in a different context or a different relationship. If a person believes in 'personality' then they assume that is the way people are and there is no changing them. If we realize that personality is just a generalization and people are simply engaging in different behaviors based on their needs in the moment, stress level, and reactions to us, then we open up the possibility of changing their behavior.  People with Conscious Communication training consider the big picture relationship with others and realize that the effort they put into effective communication is an investment in future relations and will result in saved time.

PMINJ
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Alex Brown, PMP

Bio:
Alex S. Brown, PMP is the Manager of the Strategic Planning Office at Mitsui Sumitomo Insurance Group, USA.  He is a member of PMI, IEEE Computer Society, and ACM.  He has been a project manager for software development and financial services projects since 1993 at companies including Chubb ? Son, Merrill Lynch, and ADP.  He provides advice to peers internationally through his web site, www.alexsbrown.com .  His articles have appeared in several PMI newsletters, including the "Real-Life MS Project" column in the ISSIG Review.  He is an active PMI volunteer and has spoken at the 2002 PMI Symposium, the 2003 PMI North America Congress, and the 2004 PMI North America Congress.

Topic:

Modeling Tough Scheduling with PM Software

Abstract:

Despite dramatic year-over-year growth in the use and capabilities of Project Management software, many common scheduling problems remain difficult to represent and manage using these tools.  Participate in a guided analysis of fundamentally difficult challenges, including:
resource leveling; representing task dependencies -- hard and soft; managing difficult-to-predict or quickly-changing work assignments; and making schedules easy to maintain during project execution.  Without discussing the pros and cons of individual tools, the presenter and the audience will review core issues including dependencies, tasks, resources, and costs. The discussion will be highly interactive with the audience, focusing on the best way to model these problems with software.

PMINJ
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Don Frank, BSEE CFPIM CIRM

Bio:
Mr. Frank, a member of PMI for over 25 years, is the President of D. N. Frank Associates.  He holds a BSEE '59 from NCE (NJIT) and is a certified CFPIM and CIRM. After 25 years in industry, holding line and leadership positions in Product Development, Manufacturing and IT, he switched careers into Marketing/Sales Support and Product Management for several major software suppliers; then moved on into independent consulting.  Over the years he has spoken at PMI dinner meetings, local conferences and regional meetings.  His current practice includes companies moving toward Enterprise Resource Planning (ERP), Concurrent Engineering, Product Lifecycle Management (PLM), TQM, Lean Enterprise Environments in such diversified fields as electronics, semiconductor fabrication, plastics, flavors and fragrances, food processing and aerospace.  Don can be reached via email at dfrankasso@optonline.net or visit his website www.dfrankasso.com .

Topic:

Overcoming the Fear of Change

Abstract:

Most of today's projects require new approaches, new software tools or both. We have a serious problem since people tend to resist change because they are threatened by fear of the unknown and by their perception of potential loss. Threatened people resist change. Change resisted is change delayed or denied. To be successful in this global competitive environment, we must first understand this fear and learn how to overcome it. This interactive workshop defines the nature of this fear, recognition of its symptoms and the steps required to overcome it. This session leaves the attendee with an understanding of how to apply specific tools to overcome their own, or their coworkers, fear of change.

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Mark Green

Bio:
Mark works with businesses of all sizes to help them achieve sustainable performance improvements.  The role he assumes for his clients is a hybrid of catalyst, coach, and business advisor, and his work is fundamentally about creating lasting changes in both thinking and behavior - individually and organizationally - that lead to desired results.  He is an active public speaker at the local, regional, and national levels, and has appeared on both New Jersey and nationally-syndicated radio.

Topic:

Getting and Maintaining Peak Performance

Abstract:

Successful leadership is about achieving desired results.  In other words, effective leaders don't fail to achieve their goals.  And in doing that, they don't just "talk the talk," they truly "walk the walk," at every turn converting intentions into directed activities that move them toward their objectives.  What would it mean if you could create a performance-oriented environment like this for your team and within your organization?  Join Mark Green, president of Performance Dynamics Group to consider the possibilities and to learn how to achieve and sustain improved performance and results.

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Jonathan Japka, PMP

Bio:
Mr. Japka is an independent consultant with over 25 years of hands on project management experience. For 14 years he was the lead consultant for a Primavera Authorized Representative (PAR). In this position he was involved in over 100 implementations and taught over 3000 students. He is one of the leading experts in implementing Primavera Enterprise level software.  Mr. Japka is also an instructor for Villanova University's Project Management certificate program and a regular speaker at the yearly Primavera User Conference. Mr. Japka holds a Civil Engineering degree from Rutgers University with specialization in Construction Management.

Topic:

Implementing Enterprisewide Project Management at the NYC School Construction Authority

Abstract:

NYCSCA manages over 2.5 billion dollars of construction per year thru 1200 individual projects across 900 different schools. They needed one place where they could see and manage all this work. Follow our implementation of enterprise wide project management software from idea and scope statement, thru template building and report development. The road was filled with many obstacles but we did it! Learn from our experience implementing across multiple departments within a public agency.

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Joe Lukas, PMP
Jan Lukas, PMP

Bio:
 
Joe is the Director of Client Management for the PMK Group, a consulting and environmental engineering firm.  Joe is a Chemical Engineer from Syracuse University, and has been involved in project management for over 25 years.  He has provided project management services for manufacturing, product development, information technology (IT), engineering, and construction projects. Joe has also supported worldwide programs as a Project Manager.  Joe joined PMI in 1984, earned his PMP in 1992 and has held many Chapter offices including President. Joe has written over 25 articles on project management, and is a frequent guest speaker and instructor on project management topics.

 

Bio:
 
Jan is a Program Administrator in the Market Development division of Educational Testing Service in Princeton, NJ. She holds a Masters Degree in Education and has taught at the secondary, collegiate, and post-graduate levels. In addition, Jan has over 10 years of experience in project management in research, software development, and training. Jan has been an instructor for project management classes specializing in communications and human resource management.

Topic:

You Can't Execute Flawlessly Without the Truth

Abstract:

A critical factor in flawlessly executing projects is identifying potential risk events throughout the project life cycle. This requires project team members and other project stakeholders to accurately convey potential problem areas that could impact the project. Having inaccurate or incomplete information during the project life cycle is a risk that the successful Project Manager must be prepared to manage. This presentation will discuss how truth is a critical element in the success of a project. It will explore what is meant by "getting the truth" about a project, including the reasons why project team members might not report information precisely, how accurate information can be obtained, and how a Project Manager should handle the truth without "shooting the messenger".

speaker
Rita Mulcahy, PMP

Bio:
Rita Mulcahy, PMP® is a founding member of the Project Management Institute's Risk Special Interest Group (SIG), has over $2.5 billion of hands on project experience and is an expert instructor.

Topic:

5 Top Risk Management Mistakes That Can Ruin Your Career

Abstract:

This world-class presentation will provide attendees with the Tricks of the Trade® from around the world to help them understand risk management and how to avoid making these top 5 mistakes.  Risk management helps senior managers, project managers, team members and stakeholders be more proactive and prevent project problems instead of just dealing with them. Practicing Risk Management properly can eliminate up to 90% of the things that can go wrong on projects.  This presentation is ideal for project managers, senior managers and team members who would like to have projects completed with fewer problems. Project managers who have attended other presentations on risk management have rated this speech a perfect 10!  Much of the information you will receive is from research performed by Rita Mulcahy, PMP, for her new book, Risk Management Tricks of the Trade® for Project Managers.  Her approach to researching Risk Management involved contacting hundreds of project managers to find out industry specific risks that they thought were critical to address.

PMINJ
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Dawn Richardson, PMP

Bio:
Dawn C. Richardson, PMP - Earned a B.S. - Mathematics and Physics: Manhattan College, Bronx, New York; received her PMP from the Project Management Institute in 1996. Dawn spent 18 years at AT?T, starting in New York area then moved out to New Jersey. Dawn began as a programmer in legacy systems, Cobol/JCL, moved onto Unix and client server environments in the 80s. It was at AT?T where the "accidental PM call" occurred.  Dawn attempted to join the Dotcom Millionaire craze, learning web-hosted platforms and Internet customization, but landed on the wrong side of the rage. Currently employed at New Jersey Manufacturer's Insurance Group, she remains in IT as a project manager, portfolio coordinator supporting their Commercial Lines business for NJ, NY, and PA. Going full circle, she is once again supporting legacy systems and continues as well with web-based applications. Dawn carries her PM skills and experience to her personal interests as well. She is the president of the Western Jersey Wheelmen bicycling club centered in Hunterdon County with up to 200 members, as well as the Secretary of the Board of Directors for the U.S. Bicycling Hall of Fame, currently located in Bridgewater, NJ.

Topic:

Lessons Learned from PM Tool Implementation - "It's not about the Project"

Abstract:

A project is a project. It has a start and an end. And with that end, something unique is produced or is realized. When this happens, there is a change in process, people or performance. A business strategy says we need to get this done so we operate more efficiently, effectively, and continuously. So, is it merely the completion of the project that matters? Or is it what you learn, what you gain, what will remain after the project is fulfilled.  The implementation of a PM tool, PlanView, was the project. That effort, the knowledge we gained, the process we followed led to our success and has become our lessons learned. This is how we will become better, smarter, and faster in what we do. This is our accomplishment. This is what matters. It's not about the project.

PMINJ
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Bernice Rocque, PMP

Bio:
Bernice L. Rocque, PMP, is the President of THREE HOUSES CONSULTING LLC, a project management consulting firm, based in Trumbull, CT.  In her IT consulting work, Ms. Rocque has influenced the front-end loading of projects with cumulative cost greater than $220 MM.  From 1979-1999, she held managerial, training, and internal consulting positions at Texaco Inc., introducing numerous products, services, programs, and processes.  A senior consultant in Texaco's corporate IT project office from 1994-99, Ms. Rocque mentored project teams and sponsors, coordinated benchmarking activities, designed project management decision tools, and facilitated JAD sessions. She has extensive experience in designing/delivering interactive training events, and has facilitated more than 200 meetings of diverse types.  In addition to PMI, she holds memberships in ISPI, ASTD, and SHRM. Ms. Rocque has an MLS from Syracuse University's School of Information Studies and a BA from the University of Connecticut.  She speaks regularly at professional meetings, usually on some aspect of how human factors influence business results.

Topic:

At the Stage Gate: Critical Questions for IT Project Sponsors


Abstract:

A key component of well managed project portfolios is the skilled management of life-cycle stage gate reviews.  Prior to deciding on whether to authorize the next stage of the project, astute IT Project Sponsors dialogue with their teams on important business and technical aspects of the project.  In this highly interactive session, participants will zero-in on those questions they feel are the most critical for sponsors to ask at each respective gate review prior to making Go/No Go decisions.  The session will close with finalizing the terms/arrangements for receipt by participants of the session output.

PMINJ
              Symposium
Vince Socci

Bio:
Vince Socci is a product manager and cross-disciplined engineer (systems, HW, SW).  His technology expertise includes embedded systems, sensors and signal processing, power control systems, and diagnostics.  Mr. Socci has over 15 years of experience in aerospace, automotive and defense systems.  He facilitates business and technology courses for the State University of New York and the University of Phoenix.  Mr. Socci holds an MBA in technology management, and MS and BS degrees in electrical engineering.  As Principal and Chief Engineer of On Target Technology Development LLC, Mr. Socci supports clients with technology planning, program management, systems engineering and new product development.  He has applied the APM concepts described in this presentation in aerospace, automotive, communications, services management, utility and medical applications.  He can be contacted at vsocci@ontargettechnology.com.

Topic:

Adaptive Project Management: Adjust, Adapt, Overcome in Today’s Customer-Centric Environment


Abstract:

New product development engineers promote agile development and adaptive prototyping as methods to manage unpredictable engineering development.  However, project managers reject the business challenges, risks and uncertainties of the adaptive development environment.  Adaptive Product Management (APM) bridges the gap between unpredictable, adaptive technology development and predictive, practical product management techniques.  The fundamental APM tasks (coordinate quick-draw innovation, collaborate to innovate, enable flexible growth options, and encourage an APM culture) bring value to both product development and project management.   The technical merits and management challenges of using adaptive development in today's customer-centric business environment are discussed.  APM forces a product development paradigm shift from execution of known constraints to learning of unknown product potential.  A "pull" development strategy creates a lean, value-add product development cycle.  APM uses time-phased product demands to map development. APM implementation strategies, best practices and performance control warnings are outlined.  Participants will learn how to effectively deploy APM in their organizations and new technology development applications.

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              Symposium
Neal Whitten, PMP

Bio:
Neal Whitten, PMP, is a popular speaker, trainer, consultant, mentor, and author in the areas of both project management and employee development. He is the author of five books of which his newest book is Neal Whitten's No-Nonsense Advice for Successful Projects.  Neal has over 30 years of front-line project management experience, of which 23 years were with IBM. He has developed and instructed dozens of project management, software development and personal development classes, and presented to thousands of people from across hundreds of companies, institutions and public organizations.  Neal is a member of PMI, is a certified Project Management Professional (PMP), and is a contributing editor of PMI's PM Network magazine. Neal can be reached through his website at www.nealwhittengroup.com .

Topic:

Are You Too Soft?

Abstract:

Most project managers - most leaders - are not consistently willing to make the tough and unpopular project-related decisions, even though their instincts warn them that they are not taking the most effective action. Witness examples of project manager actions (or inactions) that are indicative of too-soft behavior. Will you recognize familiar behavior? You don't have to be rude, insensitive, arrogant, or a bully to avoid being too soft. None of these attributes is acceptable--ever! Come prepared to rethink what constitutes effective project management and leadership behavior. You won't want to miss this!


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