PMINJ 2007 IPM Day Speakers 

01 Nov 2007

Somerset, NJ - The Palace



Speaker Topic
John H. Cable & Jocelyn S. Davis Optimizing the Global Project Management Team
Merrick Rosenberg Discover Your Project Management Style
Robert K. Wysocki, Ph.D A Common Sense Approach to Managing Complex Projects
Kimi Ziemski
Women and Leadership: Opening Your Perspective on Practices of Some of the Best Project Managers

John H. Cable, PMP

John is a PM leader with over 35 years experience managing projects, which have included consulting; design/build business; developing energy conservation research; managing a large Federal program in energy conservation standards; and teaching. He is Executive Director, Graduate Project Management Program, Clark School of Engineering, University of Maryland. He teaches courses in Project Management Fundamentals, and Managing Projects in a Dynamic Environment and is widely sought after for seminars/workshops. He is chairman of the Project Management Institute’s Global Accreditation Center Board of Directors, member of the science council of NASA’s Center for Project Management Research, and an invited member of GSA’s Project Management Working Group working to establish a project management framework for the Federal Government.  John is a graduate of Clemson University and Catholic University and is a PM doctoral candidate at the University of Maryland.

Jocelyn S. Davis


Jocelyn is well-grounded in the hard facts of the business world as a former chief financial officer and current independent director on several boards.  She is also, however, well versed and quite persuasive, about the business value of the soft stuff and the enduring competitive advantage to be found in the positive workplace.  As the chief financial officer of several large, complex organizations, she was actively involved in the conceptualization, scoping, initiation, execution, management and closure of a wide variety of projects:  information technology, financial and treasury systems, corporate change, business acquisition, etc.  In addition to her financial and project expertise, Jocelyn is an executive coach and consultant working with organizations and individuals to enhance their performance.  She is president of Nelson Hart LLC which leads the Positive Workplace Alliance, a global alliance developing knowledge and business applications for positive psychology applications.  She is an adjunct instructor in the Graduate Project Management Program, Clark School of Engineering, University of Maryland.  Jocelyn is a graduate of the College of William and Mary and practiced as a certified public accountant.


Optimizing the Global Project Management Team


Moving into the new millennium, Project Managers are faced with an increasingly global workplace with shortfalls of highly skilled, experienced and committed workers.  It is important to develop, utilize, and optimize our full workforce capacity across the organization and across the world.   Effective utilization of a diverse workforce from different cultures, customs, values and work habits is a key element of the Positive Workplace, one in which individuals flourish and organizations thrive.

This presentation considers the insights offered from positive psychology – the study of how people flourish – and relative to workplace diversity within the context of our increasingly competitive, global environment.

Davis and Cable make a strong case for implementing key elements of positive psychology into managerial education and training to yield better business results.  These key elements include strengths-based management, solutions-focus, development of psychological capital (hope, resilience, optimism, and confidence), the essential role of emotions both positive and negative, and workplace engagement.  We will also see how values, bias, and our natural desire for safety influence our ability to fully realize the benefits of the diverse workforce.

The presenters will share their findings of how positive psychology may suggest a new pathway to developing and optimizing the global workplace.  They conclude that the challenges of the global workplace with all its nuances requires that we move beyond current practices to more effectively optimize diverse workplace in geographically dispersed organizations tasked with meeting global demands for productivity and innovation

Merrick Rosenberg

Merrick’s excellence in the field stems from eighteen years as a facilitator, performance coach, and management consultant. He co-founded Team Builders Plus in 1991 and has worked with people at all levels, from line staff to senior managers. He specializes in leadership, team, and organizational development. He also coaches individuals using 360-degree feedback results and behavioral style.

He received his MBA specializing in Organization & Human Resource Development from Drexel University. Merrick is a member of the ASTD, is a Certified Professional Development Trainer, and is certified facilitator of the DiSC® Behavioral Model.

Highlights of Merrick’s work includes: Coaching senior executives at major corporations; Providing communication and conflict management skills training for entire organizations; Creating a more positive and productive team environment for departments of hundreds of employees and teams of a dozen; and coordinating and debriefing organizational climate surveys for small and mid-sized companies.

Merrick has worked with more than a quarter of the current Fortune 100 companies in 28 states and around the world. Merrick consults organizations on all phases of the 360-degree feedback process. He advises companies on everything from 360 survey design and pre-rollout employee orientations, to administering assessments and report design, to the critical coaching phase that turns feedback into action. He is also an expert at linking 360 results with behavioral styles.

Merrick is also an engaging speaker and presenter. He has been a featured guest on Money Matters Today on the Comcast Network. He has spoken for organizations such as: ASTD, the Society for Human Resource Management, the Project Management Institute, the International Society for Performance Improvement, the Employer’s Council, the American Society for Quality, and Vistage International.

Merrick has worked with small and large organizations in a variety of industries such as AAA, Aramark, Bank of America, Blue Cross Blue Shield, Campbell Soup Company, Chase, Comcast, D&B, Ford Motor Company, GlaxoSmithKline, Hewlett-Packard Company, Johnson & Johnson, L’Oreal, Lucent Technologies, Nabisco, National Institute of Health, Okidata, PECO Energy, PHH Mortgage, Reliance Standard Life, Sea Ray Boats, ShopLocal, and the US Army and Air Force.

Merrick is a member of the Courier-Post Human Resources Advisory Board and ASTD. He has been published in numerous publications including, ASTD’s Training & Development magazine, Training magazine, SJ Magazine and more.


Discover Your Project Management Style


Are you ready to discover your project management style and how this impacts the environment in which you’re working; did you realize that your and others behavior sends a message- wouldn’t you like to know what the message is?!

This discovery process will be facilitated by the Team Builders Plus who are experts in helping individuals and teams to realize their strengths and develop the skills that create long-lasting personal, professional, and organizational success.

This session is based on the DiSC® Behavioral Profile, an assessment tool that heightens awareness of one's own behaviors and those of others.  Every participant will get the opportunity to complete the DiSC® profile to assess their Project Management style.  In turn, this interactive workshop will raise our awareness for how to recognize others styles.  This information can be utilized to engage teams and improve your communication with all levels of management.

Your event payment includes this engaging workshop, the DiSC® profile to complete and self score at the start of the workshop and a workbook that will serve as a resource both during and after the program.

Robert K. Wysocki, Ph.D

Robert K. Wysocki, Ph.D., has over 40 years experience as a project management consultant and trainer, information systems manager, systems and management consultant, author, training developer and provider. He has written 15 books on project management and information systems management. One of his books, Effective Project Management, 4th Edition, has been a best seller and is recommended by the Project Management Institute for the library of every project manager. He has over 30 publications and presentations in professional and trade journals and has made more than 100 presentations at professional and trade conferences and meetings. He has developed more than 20 project management courses and trained over 10,000 senior project managers.

In 1990 he founded Enterprise Information Insights, Inc. (EII), a project management consulting and training practice specializing in project management methodology design and integration, project support office establishment, the development of training curriculum and the development of a portfolio of assessment tools focused on organizations, project teams and individuals. His clients include AT&T, Aetna, Babbage Simmel, British Computer Society, Boston University Corporate Education Center, Computerworld, Converse Shoes, Czechoslovakian Government, Data General, Digital, Eli Lilly, Harvard Community Health Plan, IBM, J. Walter Thompson, Ohio State University, Peoples Bank, Sapient, The Limited, The State of Ohio, Travelers Insurance, US Army Signal Corps, Wal-Mart, Wells Fargo, ZTE and several others.

He is Series Editor for Effective Project Management for Artech House, a publisher to the engineering profession. He is a member of the ProjectWorld Executive Advisory Board, the Project Management Institute, the American Society of Training & Development, and the Society of Human Resource Management. He is past Association Vice President of AITP (formerly DPMA). He earned a BA in Mathematics from the University of Dallas, and an MS and Ph.D. in Mathematical Statistics from Southern Methodist University.


A Common Sense Approach to Managing Complex Projects


The contemporary information technology (IT) landscape can be characterized as a two-dimensional grid.  Those projects for which both the goal and the solution to reach it are clearly defined are well-supported by traditional project management (TPM) approaches. Those projects whose goal and solution are not clearly defined are well-supported by extreme project management (xPM) approaches. But what about those projects whose goal is clearly defined but whose solution is not? A new approach called Adaptive Project Framework (APF) is designed specifically for those situations.

APF is an iterative and adaptive five-phase approach designed to deliver maximum business value to clients within the limits of their time and cost constraints. The fundamental concept underlying APF is that scope is variable, and within specified time and cost constraints, APF maximizes business value by adjusting scope at each iteration. It does this by making the client the central figure in deciding what constitutes the maximum business value and how scope should change to achieve it. A very good example of an APF project was given to us by President John Kennedy when he said to NASA: “Your mission is to put a man on the moon by the end of the decade and return him safely.” There can be no confusion or ambiguity about that goal. But how would it be done? When the challenge was issued we can be certain that NASA didn’t have a clue how they would do it. The IT discipline abounds with examples of APF projects. Until APF was first defined, IT didn’t have an approach that worked well. Trying to fit TPM into an APF project was just courting disaster and outright project failure.

APF represents a shift in thinking about projects and how they should be run. Here are a few tidbits to get your APF juices flowing:
  • It is a new mindset – one that thrives on change.
  • It is not a “one size fits all” approach - it continuously adapts to change.
  • It utilizes a just-in-time planning approach.
  • It adapts tools and processes from TPM and xPM to the APF project.
  • It is based on repeatable principles and therefore can be integrated.
  • It is based on the principle that you learn by discovery.
  • It guarantees “if you build it they will come.”
  • It seeks to get it right every time.
  • It is client-focused and client-driven.
  • It is grounded in the following set of immutable core values:
    • Client-focused
    • Client-driven
    • Incremental results early and often
    • Continuous questioning and introspection
    • Change is progress to a better solution
  • It delivers maximum business value.
  • It eliminates all non-value added work.
  • It is less costly and requires less time to execute than TPM.
  • It meaningfully and fully engages the client as primary decision maker.
  • It is based on a shared partnership between client and team.
  • It works – 100% of the time! No exceptions!

Kimi Ziemski, PMP

Kimi Ziemski is an experienced project account manager and marketing professional.  Her expertise includes leading technology and software-intensive projects, executive coaching, building and leading cross-functional teams, and program management for large, complex engagements.  Ms. Ziemski has more than 20 years of experience in project management, including product development, account management and management, business process re-engineering, organizational development, technology deployment, project management training, mentoring, and team building.  Ms. Ziemski has managed complex projects in the telecommunications, professional services, and manufacturing industries.

Her consulting experience includes engagements with multiple agencies within the Federal Government, as well as industry engagements AT&T, Toyota Financial Services, Boeing, Toyota Motor Sales, various not-for profit employment groups, SABRE Technologies, and Dow Jones.  Client services included maturity assessments, project launches, troubled project recovery, and project portfolio management processes.

Ms. Ziemski’s focus on communications, leadership, conflict resolution and negotiations have been instrumental in her ability to deliver top of class results both in her corporate career with AT&T and as an independent consultant.

Ms. Ziemski has a B.S. in Information Technologies Management, is a certified Project Management Professional by Project Management Institute, and a qualified administrator of the Myers-Briggs Type Indicator.


Women and Leadership: Opening Your Perspective on Practices of Some of the Best Project Managers


Statistics and personal experience reveal the impact that women are having in the workplace.  The US Department of Labor cites that in 2006, 60% of women, or approximately 70 million were labor force participants with the largest percent in professional occupations and representing 40% of the world’s workforce.  Project Managers needing to fill their resource gaps may already realize that women are projected to account for 51% of the increase in total labor force growth between the years of 2004-2014 and have plans to tap into this qualified resource pool. (Source:

Celebrating diversity has become a by-word in corporate America.  There is still, however, an undercurrent of gender differences and conflicts that affect our ability to deliver our very best in this competitive and resource intensive environment.  Managers from both the private and public sectors with project responsibility know that gender issues in their environment affect their probability of success.  Team leads have seen that gender based conflicts in their culture must be addressed as they progress forward in project management.

Project managers have the unique opportunity to affect organizations in a highly productive manner as they lead, advise, protect, and propel cross-functional teams in more than the work of the organization - also the way that the organization works.  This session will assess leadership, communications and conflict resolution skills for project managers considering how these essential project management skills are leveraged by women as successful project managers.  We will learn why biology matters – and when it does not.   We will begin to explore styles of leadership and the impact of style on the project team.  We will also look at the project organization, productivity and the intersection of women and international leadership.

This thought-provoking and interesting session is for men and women who believe that our best chance of success lies in the combination of talents and competencies of all of the individuals involved in the organization without regard but with respect to gender.

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