As we welcome the fall, PMI New Jersey chapter is
actively preparing for their 6th Annual IPM Day 2010, to
be held on November 4th, 2010, at the Palace in Somerset,
International Project Management (IPM) Day is a day for project managers to re-group, reflect and re-energize. In these challenging times of a growing global economy, this year, the IPM day will focus on effective tools and techniques for managing in a virtual environment, as well as meeting demands in an increasingly international workplace. Many excellent speakers will be presenting at the PMINJ sponsored IPM 2010 celebration with topics covering global leadership skills, international project management issues, managing virtual teams in a global environment, exploring leadership strategies, best practices, and effective tools for global project leaders.
The IPM Day is a great event to earn up to 8 PDUs, network with colleagues and get an excellent education on the overall roadmap for the international project managers of today, while learning the secrets of successful international project leaders.
During breaks and lunch, time will also be available to visit vendor booths to discuss tools, techniques, services, and training. There will be networking opportunities with 500 project management professionals, PMI Special Interest Groups (SIGs), PMI Communities of Practice (CoP) and PMI Local Interest Groups (LIGs) that provide excellent opportunities to share and learn.
Speakers And Seminar Topics
Lothar Katz, PMP - “Secrets of Successful International Project Leaders”
Abstract - This interactive session reveals powerful practices and methods that make International Project Managers effective. Attendees will explore leadership strategies, best practices, and effective tools for global project leaders in areas such as high-impact communication across cultural and other barriers, foreign stakeholder management, project team leadership, and change management.
Brandi Moore - “A Road Map for the International Project Manager: Cultural Strategies for the BRIC Countries”
Abstract - How do Project Managers, traditionally known inside organizations to make things happen smoothly, meet the demands of the increasingly international workplace caused by off-shoring and outsourcing? This presentation introduces Project Mangers to a framework for working across different cultures.
Kevin R. Wegryn, PMP, CPM, MA - “Managing without Walls”
Abstract - A Project Manager needs to understand many aspects of project management to be effective, but three key elements are e-mail, conference calls and phone calls. Learn effective techniques and tools that experienced Project Managers can leverage for each of these three communication methods to succeed as an effective Virtual Project Manager.
Tom Kennedy – “Workshop Title: “Great Presentation or Death by PowerPoint…Your Choice”
Abstract - Project Management is Leadership. Leadership is getting people to want to follow. Leadership is a communication skill and virtually all business leaders agree that communications skills are a key, and most say the key, to personal, career, project and business success. Join Tom Kennedy in a highly interactive workshop that will help you build focused and effective messages and will show you how to develop a plan to improve your communication skills.
For additional details on IPM Day 2010, please check the PMINJ website.
Have you ever wanted to attend a PMINJ
evening meeting and decided that it was too far away from
your home or work location? Others have felt the
same way. This has led to the increasing popularity
of members being able to participate in monthly meetings
from other group sites. Imagine being able to see
the presentation slides and hear the speaker at the same
time as the attendees at the main location using webinar
and conference bridge connections provided by Rally
Software. Due to the efforts of several volunteers
that is exactly what is happening in Fairfield, Iselin,
Lawrenceville, Mahwah, Paramus, Parsippany, Princeton, and
Roseland. With over 100 members attending satellite
meetings at these sites, we would still like to extend
this opportunity to others (particularly those of you who
work or live in South Jersey – possibly by the shore or in
Cherry Hill/Marlton area). If you have access to a
room that can fit at least 20 people and includes a
speaker/conference phone, computer that connects to the
Internet, and a screen, please contact Morris Wrubel at
to let us know about this
possibility. In return for acting as a site
coordinator, you will earn PDUs plus provide a chance for
chapter members in your area to meet one another while
participating in a PMINJ sponsored activity.
At the same time, we ask that participants who suddenly can no longer attend the meeting at one of the sites to please cancel their registration by the Thursday before the meeting by sending an e-mail message to . Since there is a cap on the number of attendees at each location, this gives an opportunity for someone who may have previously been unable to register for a particular site to now be able to do this. Please also keep in mind that due to security and room capacity restrictions the site coordinators are being instructed to not accept any walk-in registrants.
Also, note that the ability to attend satellite sites is for PMINJ members only and it is Free.
The NJ PMO Local Interest
Group (LIG) was successfully launched at the PMINJ Monthly
Chapter Meeting on Tuesday, September 21, 2010. A
five minute presentation was delivered by Jagdish Singh to
formalize the introduction of the newly formed LIG.
To start the presentation, Jagdish thanked the PMINJ
Executive Board for their approval and support of this new
local interest group that will be dedicated to working on
areas of interest within Project, Program and Portfolio
Management. Jagdish also went on to thank John Rice
and Meltem Kollicoglu (PMO SIG Regional Coordinator) for
their support and guidance through the approval process,
John Bufe (PMINJ President) for website support and Dave
Case for newsletter support. Jagdish also
acknowledged the current NJ PMO LIG volunteer Core
Leadership Team comprised of Jagdish Singh, Sandra
Baptiste, Fareed Hosain, Arvinder Anand, Tim Lee and Ron
This group will leverage the PMO SIG (Special Interest Group) resources and will work in conjunction with the local PMINJ Chapter in providing focused discussions, workshops/seminars, networking and community involvement opportunities related to Project, Program and Portfolio Management,. To kick-off this process, the NJ PMO LIG Core Team conducted a "Meet & Greet", introduced themselves and discussed additional details with guests expressing their interest in joining this newly formed group. Initial feedback is proving that there is great interest in the array of topics that this LIG aims to address.
The Core Team is actively planning out events for the remainder of the year. The current schedule is as follows:
|Day||Date and Location||Event Description|
|Tuesday||October 19th - Marriott in Bridgewater, NJ||"Meet & Greet" where the NJ PMO LIG Core Team is available to provide additional details regarding LIG events and sign up new members and discuss volunteer opportunities|
|Thursday||November 4th IPM Day - The Palace in Somerset, NJ||"Meet & Greet" where the NJ PMO LIG Core Team is available to provide additional details regarding LIG events and sign up new members and discuss volunteer opportunities|
|Tuesday||November 16th - Hilton in Parsippany||First NJ PMO LIG
5:15 - 5:30 NJ PMO LIG Networking
5:30 - 6:15 NJ PMO LIG Presentation "PMO 101"
The NJ PMO LIG Core Team looks forward to working with
those who are interested in creating an informative,
collaborative, interactive and most of all an enjoyable
local interest group!
NJ PMO Core Team contact information:
Website: PMO LIG
LinkedIn: NJ PMO LIG
What should a good risk
management process cover? Anyone undertaking a risky or
important venture should ask themselves eight simple
These questions describe the steps required to manage
risk. They can easily be expanded into a basic risk
process, with one process step to answer each question:
Any good risk process will follow these steps to ensure
that we identify, assess and manage our risks
effectively. These are not difficult to implement,
but without all of these steps a risk process is
As football season is upon us, I can't help but notice
all of the interviews I have heard on the sports news,
read in the paper or seen on the Internet. If I had one
dollar forever time the words "game plan" were used, I
would have a nice sum of money put aside. Many coaches
credit their team's win or loss for the week as a direct
result of the preparation and their game plan. Although
execution on the field of play is the ultimate in what
makes a team win or lose, it is amazing to see the weight
a football coach attributes to the game plan.
In football there are budgets, salary caps, drafting to obtain the most talented players and goals set that map to the ultimate destination...the Super Bowl. Head coaches are appointed before the start of training camp and the coaching staff is selected. Team and individual assessments are performed to determine strengths and weaknesses in the team and where training or new personnel are needed. Prior to the start of the season, final selections are made for the individuals that will play on the team and then the season is officially started: Each team with their eye on victory.
Weekly game plans are drafted, reviewed, tailored for the upcoming week's opponent and then executed on game day. These game plans contain a strategy for offense and the plays that will be executed, one for the defense and its' plays, and one for the special teams unit. The game plan contains rosters of the players and the position they play, broken down by first string squads and backup units, who is on "active" status and who is on "injured reserve" and many other components and statistics that help the coaches maximize their team's performance. The game plan starts with a core philosophy of the coaching staff and allows for adjustments depending on the opponent, weather, what team mix is on the field and any other variables that may arise. Dependencies are built in. When something is working, then do more of the same. If something is not working then another set of plays, players, etc. may be needed. Many things must come together for a football team to have a successful year. Team owners expect a winning team for the money they are spending...and the game plan plays a significant role in a team’s success.
In corporate, we face many of the same situations. Funding is obtained and budgets are put in place. Goals are set, and aligned with corporate strategy. Management roles are appointed and critical team members are re-organized into positions where they will be assets and contribute to the upcoming initiative. Charters and high-level roadmaps are presented to clients for their approval and “buy in”. All this is done with the ultimate goal in sight... A Successful Initiative.
In my consulting practice I am usually brought into the game after my clients and their project teams have suffered some very painful defeats. Missed deadlines, budget overruns, poor quality, de-motivated teams, lack of communication, high stress levels, unhappy stakeholders and overall chaos. I usually perform an assessment of what has been done up until the point of attack. When they exist, I review Charters, SOWs, High Level Milestones and meet with the initiative's Champion as well as key team members to find out what the overall goals were. I then perform an assessment of where the initiative is in relation to its' original goals. Finally, I focus attention on their detail game plan...The Project Plan(s). It is here that I usually find the reason that the effort is suffering.
A solid project plan is the blueprint or a game plan that charts the entire project's course. Here are the most common issues I come across that are making project teams headed for major losses.
Well, your game plan may not be needed to ward off
300 lbs. linemen chasing you who want to put a major
hurting on you. (However, I don't want to assume this
because back when I was a new project manager, I had a 300
lbs. boss chasing me due to issues in my project plan).
However, you need to ensure that you have the best chance
of delivering that successful project that you have been
asked to manage. Always remember when it is time for your
game day..."How Effective Is Your Game Plan?"
The project manager’s role is to orchestrate.
The key is managing the triple constraints: time,
resources/money and scope. The desired end
state is to deliver the project on time, on budget and
meeting the requirements stated in the business
requirement document. In essence, the goal is to put
a smile on our customer’s face.
The project manager’s success is closely correlated to
his/her ability to manage all aspect of the
project. While the project is in progress,
proper progress reporting must be made. The key is
managing upward, downward and across. While managing
and monitoring the project, the project manager is faced
with the challenge of motivating the people working on the
project. What, aside from compensation, can a
project manager do to motivate people to go the extra
mile, to sustain their performance over a period of
time? It is imperative for the project manager
to encourage and motivate the people to achieve the common
goal. One way of doing this is to create a
In my experience, the role of a project manager goes beyond the focus on delivering the project. We need to deal with the human side of project management. By this I mean we need to encourage and connect with people and understand what drives them to come to work and their goals and aspiration. In the process of understanding the human side of project management coupled with the knowledge I gained from the leadership program at Seton Hall University, I came up with the concept of dots that we can connect to achieve our goal. So, the question is how do we develop a cohesive team? Here are my seven dots to creating a cohesive team:
First Dot – Envisioning the Future State
In this step, the project manager needs to visualize what a successful outcome looks like. What does it feel like? We need to be able to paint the picture and tell a story. It is also essential to quantify and qualify the goals and objectives. We need to come up with inspiring story and connect our purpose to the overall goals of the business.
Second Dot – Defining key success criteria
In this step, the proper identification and definition of key success criteria from the stakeholders and customers are important. As project participants, our success criteria might be different than that of the stakeholders and business users. Therefore, it is important to get an accurate definition of those criteria. Once the success criteria are defined, we need to identify an effective means of capturing and measuring the information to keep track of our progress. The focus is getting all parties on the same page.
Third Dot – Develop a Sense of Urgency
In this step, we need to identify the purpose of the project. How does our work help the business? What are the benefits? What is the opportunity cost? What is the consequence of not doing anything? The purpose is to establish connection between what we are doing and our users. What is the benefit of delivering the project? How does it affect the company’s bottom line? What intrinsic benefit can we identify? By establishing a connection between our work and our users’ experience, we will have a better understanding of our work and our business. That will also enable us to develop solutions that can truly help and benefit our clients.
Fourth Dot – Inspire Others
In this step, we need to motivate others to strive to accomplish what has never been done before by the team members. It starts by identifying or stating what is in it for them. As project managers, we are leaders of the team. As leaders, we should aim to serve rather than being served. By involving our team members in the decision-making process in all aspect of the project, we create buy-in and help create an atmosphere that encourages collaboration and knowledge sharing.
It is equally important for project managers to lead by example and do what we say we will do. Our words and actions need to be consistent and we must follow through on our promises. Furthermore, we must practice what we preach (Kouzes & Posner, 2002, p. 37). Our job is to watch out for the interests of our team members. When something coming goes wrong the buck stops with the project manager. We must take full responsibility for the team’s action.
Fifth Dot – Guide
In this step, the project manager needs to keep the team focus on meeting its objective. Accurate status reporting is a critical factor in this step and the project manager must report status on a timely manner. Also, feedback must be provided to enable the team members to know where they stand and how they are doing. The project manager must energize and guide the team to sustain a performance level required to achieving its goal. The project manager must use a dashboard to report the current state.
It is important to keep an eye on risks that have been
initially identified and conduct a period review that the
risk did not materialized. We need to watch out for
patterns or trends that can impact our ability to meet our
target. Timely reporting and escalation is
essential during this step. The communication
plan is crucial to making sure all the communication needs
of the respective parties are taken care of.
Sixth Dot – Transparency
Transparency is essential. The project manager must be open and honest in communicating to everyone. When there is a cause for concern, the project manager must face the brutal fact of reality and collaborate to address the issue. Timely dissemination of information is critical to the success of the team.
The project manager must encourage free exchange of
information and allow members to raise red flags as they
see fit. The project manager must
instill trust and confidence to everyone on the
team. Members must feel they can ask questions
without worrying about other people thinking their
questions are stupid. It is also important
that members feel that their opinions are valued and their
grievances are being addressed.
Seventh Dot – Measure
According to George Odiorne (Johnson & Smith, 2006, p. 103), you can’t measure it, you can’t manage it. Vital signs are essential in determining our progress. Proper identification and determination of the key performance indicators are essential to ensuring the project achieves its goal.
In this step, the project managers need to monitor vital
signs and progress. More importantly, we need to
report the results and celebrate quick wins along the
way. By recognizing team member
contributions and rewarding proactive participation, we
can make people feel that we value their contributions.
The accurate assessment of the status and its key
dependencies is crucial to the success of the
project. The project manager is judge by its ability
to handle situation outside the norm. The
accurate reporting and dissemination of information is
imperative to keeping everyone on the same page.
One thing that is constant is change. It is safe to assume that change will occur; therefore we need to plan for it. Project Managers’ roles are becoming more complex because we have to deal with the human aspect of project management. Therefore, those project managers who can develop a better understanding of the human factor of project management are the ones who will succeed.
In closing, we are judged by our ability to meet our goals regardless of what arises during the course of the project. The project manager must be ready to adapt to the ever-changing needs. Our successes are closely correlated to our ability to adapt to change. In addition, it is important to develop a good working relationship with your team members, because the cohesiveness of the team will be the deciding factor if the team will succeed in the face of the challenge.
Kouzes, J. M. and Posner, B. Z. (2002). The leadership challenge. San Francisco, CA: Jossey-Bass.
Johnson, J.E. and Smith, A. M. (2006), 60 minutes strategic plan, California, CA: 60 Minute Strategic Plan, Inc.
So, you’ve started the Project Management Professional
(PMP) application process and are preparing to take the
PMP Exam. Great career move! The PMP Certificate is a
highly sought after career demarcations in both prosperous
and challenging economic times. It is the recognition of
“demonstrated knowledge and skill in leading and directing
project teams and in delivering project results within the
constraints of schedule, budget and resources.” (Project
Management Institute) Each candidate submits past project
management history in an application process, and then
must pass a four-hour / 200-question PMP exam.
Aside from the fact that you’ll need 35 contact hours to sit for the exam, studying for the PMP exam itself is a project unto itself. Just like most certification exams, you have three basic ways of preparing for the exam: traditional classroom based training, online courses and self study. But don’t feel limited to just one. Many people who have passed the exam have used a combination of these.
Option 1: Classroom Based Training requires the least amount of self discipline and comes in a variety of flavors. Your local Project Management Institute (PMI) chapters and PMI “Registered Education Providers” (REPs) offer workshops, boot camps and classes specifically designed to teach not only what you must know, but how you will be asked to demonstrate it. Make sure your teacher is a PMP; taking the exam is an experience unto itself, and you want to know that your instructor has “been there/done that.” Classroom Based Training can account for all or part of your thirty-five (35) contact hours required to sit for the PMP exam.
Option 2: Online courses are great for people on the go and are usually less expensive than classroom based training because of the course provider’s lower overhead. They are usually much cheaper than instructor lead classroom courses. This option requires a medium amount of self discipline in that you have the flexibility of studying within your schedule. Online course usually offer a combination of webinars that you watch, web pages that you read, and documents that you download to study.
Some have deadlines, and some do not, so though you have the freedom to complete sections on your own you’ll need a medium amount of self discipline to insure that you finish within the time allowed by you or the requirements of the course itself. Like the Classroom Based Training, online courses can account for all or part of your thirty-five (35) contact hours required to sit for the PMP exam. If this is important in your plan, be sure to confirm before you sign on the dotted line.
Option 3: Self Study is the least expensive and therefore the most common way that people study for the PMP Exam and requires the most self discipline. The good things about this method are that you’ll save money and you to prepare on your own time. That also means you’ll need to be motivated.
The biggest road blocks you’ll face using this method is that you’ll have to create your own lesson plan and schedule, and you’ll have to evaluate and buy your own materials. If you’re dedicated and focused, this is a great way to prepare. Furthermore, self-study cannot be counted towards the 35 contact hour requirement. You must use classroom or online training for that.
Regardless of which method you choose, most successful people who pass the PMP exam supplement self-study preparation with at least a classroom and/or an online course. With the advent of portable media players such as the iPod, iPhone, Blackberry and Zune, many choose a combination of online training and self-study: Downloadable videocast and/or podcast courses allowing you to take the material with you and study anywhere and anytime. It’s a very powerful, cost effective and goal oriented solution.
About the author: Cornelius Fichtner, PMP is a noted PMP expert. He has helped over 10,000 students prepare for the PMP Exam with The Project Management PrepCast and he guides PMI credential holders on earning PDUs with The PDU Insider
|Lasitha R Abeysekera
Charles Algier, III
Anthony D Altomare
James V Arcoleo
Lynn A Asher
Suresh M Aswani
Mark Norman Barash
Thomas E. Bley
Ian Douglas Boyle
Deborah L Bray
Leonard D Brown, Jr.
Sharon E Brown
Theresa P. Brown
Timothy S Brown
Richard J Budhu
Charles Roy Burg
Ryan C Cahili
Rima L Campanelli
Lisa C Carter
Leo J. Cassidy
Ruju Julia Chang
Suhas A Chaudhari
Akilah Binti Coleman
Elaine M. Collyer
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Eric L Deitchman
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Stanley William Domalewski
Dharmesh H. Doshi
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Anthony Bernard Frampton, Sr.
Gregory P France
Joseph Mark Franceus
Lena R. Frank
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Thomas A Grimes, Jr.
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|Jose Rafael Guzman
James Brian Hall
John Patrick Harkins-Fleischmann
Cornelius M Harris
Mary Anne Henselmann
Michael Eugene Hill
George K Hochschwender
Michael Alan Hollick
Marie C. Holt
Bernadette C Hunsicker
Dawn Julia Jaeckel
Tommie L. James
Gopi Kiran Janakiram
Judy A Jones
Karen Frances Jordan
David Andrew Katz
Vijay H Khanchandani
James Paul Klepper
John Peter Klinck
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SHILPA R KUMAR
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Jason John Lambert
Ramachandra V Lanka
James M Latham
Kevin J Lauzon
David Paul Lenker
Scott C Lewis
Lori Aileen Lewy
Jeffrey Robert LoPrete
Miss Izetta Lowery
David Michael Luque
Michael K Mahoney
Maureen M. Mandeville
Ann Marie Mantz
Steven Adam Marcus
John Edward McAuliffe, III
Anthony B McCormick, CAPM
Lorraine M McHugh
Virginia Leigh Mendillo
Joseph F Miaorana
Elliot Morales, Jr.
Zina J. Motley
Michael D Myers
Soudhamini A Naidu
Linda S Norell
|Lord Craig Norgard
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John Patrick ODonnell
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AYODELE OLUKOREDE OGUNSAMI, P.E.
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Urvashi C Patel
Satish Kumar Peddada
Gina S. R. Pennewell
Ronald Jeffrey Peoples
Robert Stephen Pepitone
Thais E Perez
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Karen Anastasia Philips
Patrick Margerl Theodore Pierre
Ronald Marc Polansky
James Joseph Purcell, P.E.
Syed Humair Muddeser Quadri
Marisa Ann Rackley
Hema Sundara Rajan
Ramesh Rajpurohit, Ph.D.
Terri D Riley Hudak
Marcos Anthony Roman
James Matthew Ross, III
James E Salter
Val R Sanders
Chandra S Sangubhotla
Samuel Santiago, Jr.
Stephanie L. Scher
Lesley Kraut Schwarzman
Richard A Shami
Bakul Chandra sharma
Ronald M. Sims
Sambit Kumar Singh
Howard L Smith, Jr.
Stephen G. Smith
ADAM C SPARKS
Roger O Stone
Jennifer M Streltsova
Dawn Vanessa Struthers
Susan Sultzbaugh, Ph.D.
Kevin Michael Tate
Wesley K Tervo, Jr.
Juan J Torres
Kate Gomes Truncale
Joan F. Tuohy
Robert G Tyson
Carmencita P Vallejo
Sundara Rajan Varadan
James E Vitale
Dharmesh Rameshchandra Vora
Karen A. Wadams
Thomas M Walsh
James J Wardle
Andrew C Weber
Han K Yi
Arun K Aggarwal
Kriste M Buccari
John C Collier
Patricia A Corley
Richard G DiGiacomo
Damian A Facey
Carlos Alberto Garcia
Jessica A Hart
Amanda Lauren Hurley
Marylouise Szalkiewicz Jaffe
Anthony B McCormick
Tamara N Nicholson
Haresh R. Pathak
Paul M Ten Eyck
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Robert T. Fried
Anthony Paul Johnson
David Jay Koury
Bhalchandra U Kulkarni
Beth J. Ouellette
Bryan R. Shelby
Jeffery K. Weis
Roger D. Beatty
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