PMINJ is proud to announce another timely and
insightful Sunday Workshop on Social Media by Rory Vaden. You will
receive 4 PDUs for attending this workshop (1 pm to 5 pm).
Today for May 1, 2011 Sunday Workshop “Social Media for Project Managers”
Most failed projects have their root
cause in a "failure to communicate." Back when Internet Web 1.0 was invented,
it was primarily a one-way "bulletin board" conversation that still had value
in providing a single point of reference for communications. But Web
2.0, based on tools that will be described in this workshop, provides an
explosive opportunity for collaboration at all levels in a project team. Today,
team members work in several time zones or even continents, and thus web
based social media tools are even more valuable.
The Sunday Seminar is very appropriate
for today’s business environment, with 500 million people on Facebook, 76
million on Linked In, and Tweeters growing at an exponential rate. Social
media expert, Rory Vaden will explain why it’s important to understand the
reality of what social media will and won’t do and most importantly, how
to use social media effectively for your projects, organization, professional
and personal life. Rory will show you how to navigate through today’s
popular social media sites and how to benefit from them.
After attending this highly interactive
and educational workshop, you will be able to:
About the Speaker:
- Overcome the fear of blogs, wikis, podcasts,
Facebook, LinkedIn, and Twitter with a focus on their practical applications
as project management tools.
- Know how to grow your personal network
to generate business leads.
- Use social media for effective communication
for your team; marketing your project or product freely and effectively; building
yours and your company’s brand; and follow up effectively with your team
and your client.
- Create a 30 minute to-do list for how
to maximize your daily social media use.
Rory Vaden is a business motivational
speaker, author, and self-discipline strategist whose insights have been
shared on Oprah radio and featured in print media such as SUCCESS Magazine
and Bloomberg's Business Week.
Rory has degrees in Business Management,
Leadership, and an MBA. He is also the Co-Founder of a multi-million
dollar international sales training company, Southwestern Consulting.
As a two time world champion of public speaking finalist for Toastmasters
International, Rory has shared his message on the same stage as John Maxwell,
and he's done special programs for both ZigZiglar and Dave Ramsey's companies.
Rory has also delivered keynote at 2010 PMI Annual Leadership Conference in
Check the PMINJ website for pricing
and online registration for this workshop (4 PDUs)
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Event Report –
Achieving Project Excellence at Merck Global Services
PMINJ jointed 540 Merck leaders worldwide for
Merck's First Annual Project Managers Day, either attending the day-long event
in Whitehouse Station, New Jersey, or connecting via Webcasting Services
The event rated “good” or “excellent,”
according to 85 percent of those who responded to the post-event online survey.
And, 82 percent said they feel better prepared to manage their Merck projects
as a result of the program’s focus on networking, sharing of best practices,
and relationship-building. PMINJ spoke to a group in Whitehouse, NJ
on the benefits of PMINJ membership and the PMP credential.
Pictured at the event are: Judy
Miao, (Director - Corporate Outreach PMINJ); Tara Anne Walters (Merck); Raji
Sivaraman (Director - Sponsorships PMINJ); Marcus Hand (Merck); and Judy Balaban,
(VP - Marketing PMINJ).
Due to this overwhelming success, the
Information Solutions & Services Center of Excellence (IS&S COE)
and the Program Management Office—both sponsors of the event—are already
planning Merck's Second Annual Project Managers Day for 2011.
“It's really exciting when you see
how much energy and passion there is here at Merck for an event like this,”
says Lois Maxwell, director of the Program Management Office.“ There
is so much we can learn from our peers and their experiences. We had
great support throughout the organization, which resulted in the overall success.”
PMINJ has promised continued support
for the event in 2011.
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Volunteer of the
Quarter: Lisa Blake
Lisa brings more than 25 years of experience
in telecommunication and information systems to her PMINJ chapter volunteering.
She also brings a detail-oriented and pleasant personality that is needed
for the Symposium Speaker Team. Lisa has been the Team Lead for symposium
speaker team for the past 3 years and has worked tirelessly, around the year
for speaker solicitation, review and selection. Lisa and her team are
instrumental for creating the final agenda for the May Symposia and the November
IPM Day events. Before becoming speaker team lead, Lisa served as a
speaker angel and was a proactive member of the team for over a year.
The Symposium Speaker team is the heart
of the symposium. The quality of speakers is the most important factor
for the success of the symposium. There are significant efforts involved
with planning, reviewing, and interacting with speakers to manage their needs.
Lisa and her co-lead are responsible for soliciting speakers, collating and
reviewing documents from all the speaker proposals. They check references
and lead a team of volunteer angels through the rigorous speaker selection
process. On the day of the event, Lisa makes sure each speaker arrives
on time, has an assigned angel and satisfies all their requests.
Lisa’s thoughts on her PMINJ volunteering
“PMINJ offers a variety of great professional
development opportunities, and volunteering on the Speaker Team for the Symposium
and IPM Day and working to provide the best experience possible for our Chapter
members is my way of saying "Thank you!" to PMINJ. It's also
a fun and rewarding way to meet and network with other PMs”.
PMINJ's success is attributed
to volunteers like Lisa who work tirelessly to provide quality programs for
the chapter members and we thank her for that.
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the Years Within PMINJ Programs
by Linda Glickman
As the 2010 – 2011 program year is more
than halfway completed, I thought this would be a good time to summarize
the changes that have occurred over the past several years and the current
direction of the chapter’s Programs team. Beginning with 2007, our
main achievement was the introduction of the first satellite site in September
of that year. During the following year, this number was increased
to five. As interest rose, additional members worked with their employers
or other organizations to make available anywhere from eight to ten satellite
locations per meeting. Added to these were the addition of Whitehouse
Station in March and Atlantic City area in April during the current program
year. The number of members attending monthly meetings from satellite
sites now exceeds 125.
Great strides have been made in providing
this service to the membership. Therefore, I would personally like to
thank the following corporate sponsors: SAIC, Prudential, Alcatel-Lucent,
Ramapo College of NJ, DeVry University, Dialogic, Deloitte, Chubb Commercial
Insurance, ASRC Research and Technology Solutions and Diakon Solutions for
all of their efforts. As you can probably guess, the goal is to continue
to make it as convenient as possible for members to participate in meetings
while maintaining the lowest registration fee possible. In an attempt
to offer this service to everyone who would like to attend one of the satellite
sites, we have been keeping track of registration statistics. Since
there is a cap on the number of registrants based upon room size at a particular
location, there are many cases where members are closed out of a particular
meeting site. At the same time, some registrants do not attend meetings
at the indicated satellite site. As a result, we are looking for ways
to encourage members to be considerate of those who may have been closed
out of meeting sites.
Other achievements accomplished this
program year are elimination of paper copies of speakers’ presentation slides,
use of an online survey tool, and uploading webinar sessions from each monthly
meeting onto the chapter’s website. As a way of saving copying costs
and also working toward preserving our environment, we have been able to
reduce the size of hard copy handouts at each meeting. On top of that,
instead of paper evaluation forms, we have converted to an online survey
system to facilitate feedback at the end of each meeting as well as minimize
processing these results. In addition, with the posted webinars, it
is possible for members to listen to presentations while viewing associated
slides. As we finish this program year and look forward to the upcoming
one,. suggestions are always welcome for additional ways to improve our services
and procedures. The meetings are made possible through the efforts
of such sub-team members as Speaker, Program Announcement, Caterer, Certificate,
Audio Visual, Pre-Registration, On-Site Registration, Photography, Satellite
Location Coordination, Evaluation, and Payment Processing/Reporting plus,
of course, the assistance of our Director, Irene Giameo.
On a personal note, this will be my
last year as Vice President – Programs. Through the support of the
Board, volunteers, and the rest of the membership, we have made great strides
during my three terms over the past six years. It is now time to turn
over the reins to someone else who will have fresh ideas as I go on to pursue
other interests. I want to thank you for giving me this opportunity
and plan to continue to remain active by attending meetings, reading the
professional literature, and using my project management skills.
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Of Risk Management
Risk Doctor TYPICAL RISK PROCESS PROBLEMS
WHEN ARE BLACK SWANS WHITE?
© October 2010,Dr David HillsonHonFAPM,
PMI Fellow, FIRM
A new term has become popular among people
when they talk about risk, including some risk specialists. The phrase
“Black Swan” is taken from the title of the 2007 book by Nicholas NassimTaleb
called “The Black Swan: The impact of the highly improbable”. Unfortunately
the way most people use this term is different from Taleb’s original definition.
In popular conversation the Black Swan event is something with an extremely
low likelihood of occurrence and an extremely high potential effect.
It is seen as the thing that we think will never happen, but if it did happen
then we would really be affected in a big way. By contrast, in his
book Taleb says Black Swans have three characteristics: they are unexpected
and unpredictable outliers, they have extreme impacts, and they appear obvious
after they have happened.
The term comes from the idea that in
the Western world a few centuries ago, it was a known fact that all swans
were white. Any similar bird of a different color could not be a swan,
by definition. Then explorers travelled to Australia in 1697 and discovered
true swans that were black, and the known fact had to be modified in the
light of new evidence. In today’s world the Black Swan changes the
rules and creates a new paradigm. Examples include the fall of the
Berlin Wall, the Sept 11, 2001 terrorist attacks in America, the rise of
Google, or the recent financial crisis.
Events or circumstances with extremely
low probability and extremely high impact are in fact just risks and they
can and should be tackled through the normal risk process. There is
no useful reason to give them the special name of Black Swans.
Another popular use of the “Black Swan”
term is to describe “unknown unknowns”, which are things that we do not know
but where we are unaware of our ignorance. This is nearly right, but
not quite. In fact “unknown unknowns” can be divided into two types,
one of which is a true Black Swan and the other is not.
If we cannot use risk management to address
Black Swans in advance, is there anything else we can do? At the strategic
level, business continuity can help us deal with “unknown-but-unknowable unknowns”.
This approach identifies areas of vulnerability and ensures that we build
in resilience and flexibility so that we can cope with the impact of the
unexpected, wherever it comes from. Business continuity also looks
for early warning indicators or trigger events to tell us that something
is different from normal. Finally it uses environmental scanning to
help us discover potential Black Swans before they strike. It is possible
to apply this at other levels in the organization, including for projects
and programs or at operational level, creating an “enterprise-wide continuity”
- The first group is “unknown-but-knowable
unknowns”. There are some uncertainties that we currently do not know,
but which we could find out about. This is where the risk process can
help, through creative risk identification, exploration and education.
The aim is to expose those unknowns that could be known, so that we can deal
with them effectively using a standard risk management approach. They
are not Black Swans because we could know about them if our predictive or
discovery processes were better.
- Secondly there are “unknown-but-unknowable
unknowns”. These are much more difficult to deal with, since by definition
we can never discover them unless and until they happen. These are the
true Black Swans, which we could not predict with even the best risk process.
Risk management cannot help us here, since it only targets uncertainties
that can be seen in advance and which we can prepare for or address proactively.
The Black Swan is a valuable concept
that warns us to expect the unexpected. The only certainty is uncertainty,
and we know that we will continue to be surprised in all areas of life, including
both personal and professional. We should be careful to use the term
properly and not dilute it through misuse or laziness. If we mistakenly
think that risks with very low probability and very high impact are Black
Swans, then we are likely to remain blind to the existence of true Black
Swans. That in turn will leave us unaware of how vulnerable we are
to genuinely unknowable unknowns.
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PMI has changed the structure and reporting
of PDUs. This is a reminder that as of March 1, these changes were effective.
Since research has shown that people
did not fully understand the PDU categories and how to appropriately report
their PDUs using that structure, we are pleased to let you know that your
feedback has prompted PMI to make the PDU categories more user-friendly.
Key changes to the program include:
Adding limits on certain categories to require
all credential holders to pursue project management continuing education as
part of maintaining their credential.
- Simplification to the CCR category structure,
reducing the number of categories from 18 to 6.
- Ensuring that all categories use the
rule that one hour of activity is equivalent to one PDU.
- Expanding the categories to include Web
2.0 learning opportunities.
It is also important to note what is
not changing in the program:
How Does This Affect Me and What Do I Need to
- The three-year renewal cycle and 60 PDUs
required to maintain the credential.
- The re-certification fee structure.
Please take a moment to go to the PMINJ website
(www.pminj.org/pmi.mr) and read through the FAQs and the New PDU Category
Structure and Policies document to learn about the new PDU categories and
more detailed information about this update.
- The PDU updated category structure implementation
began on March 1, 2011.
- After March 1, 2011, credential holders
will need to report PDUs using the new categories.
- Please note that you will not lose any
PDUs during this transition.
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The PMP Exam Changes
on 31 August 2011. What This Means for You.
By Cornelius Fichtner, PMP
Every five to seven years, the Project
Management Institute (PMI)® performs a Role Delineation Study to determine
authority (“the role”), responsibilities & duties of project managers
today. The findings are then used to update the Project Management
Professional (PMP)® Exam. In this way, PMI ensures that the PMP
Exam is a reflection of what project managers actually do in the field.
If PMI didn’t regularly go through this process adding new elements and removing
old ones, then you would still be tested on outdated methods that were used
in the 1980s when the first PMP exam was given.
PMI completed their latest study at
the end of 2010. The findings will lead to an update in the PMP Exam
on 31 August 2011. Let’s look at what this means to you.
The PMBOK® Guide Is Not Changing
First of all and most importantly: There
is NO change to the PMBOK® Guide. The PMP Exam is currently based
on the PMBOK® Guide 4th Edition. The 5th edition is scheduled for
publication at the end of 2012. This means that the PMP Exam will continue
to be based on the 4th edition until sometime in 2013. Therefore, everyone
preparing for the PMP Exam can continue to do so using the PMBOK® Guide
4th edition until 2013.
The Exam Format Is Not Changing
The PMP Exam will continue to be a computer-based
exam, and you have four hours to answer 200 multiple-choice questions.
The Score Report is Not Changing
PMI stated “At this time, PMI does not
anticipate any changes will be made to the PMP score report”. This suggests
that the way the passing score is determined will remain the same.
The Eligibility Requirements Are
The education and experience eligibility
requirements for the PMP Exam will remain the same. Please read the
eligibility section of the PMP Credential Handbook for the details.
The Exam Changes on 31 August 2011.
The new exam will be rolled out on 31 August
2011 and the last day on which you can take the exam under the current specifications
is on 30 August 2011. No exceptions.
Professional & Social Responsibility
Will Be Integrated
In the current exam format Professional
and Social Responsibility is tested as a separate domain. The Role Delineation
Study showed that Professional and Social Responsibility is integrated into
all of the work of project management and cannot be seen as separate.
The Code of Ethics and Professional Conduct should therefore be viewed and
tested as an integrated part of a project manager’s day-to-day work.
For the new exam, students will have
to understand the effects of Professional and Social Responsibility on their
daily tasks. Exam questions will ask about ethical considerations during
procurement, mix social responsibility with team management and test your
application of professional responsibility in a written status report.
Studying, understanding and living
the Code of Ethics and Professional Conduct in your daily work as a project
manager will have a much higher importance for the exam.
The Content Of Your Study Materials
PMI has communicated the detailed changes
to the new exam to all Registered Education Providers (R.E.P.s). It
is their responsibility to ensure that the content of their training materials
is updated. As a student, you should not worry about this. You
have a right to expect that your provider ensures that your training materials
have the right content for the exam you are taking.
Recommendations For PMP Students
1.) Take The Exam Before The Change:
If you are currently studying for the PMP
Exam then plan your studies in such a way that you can take the exam before
31 July 2011. The new exam goes into effect on 31 August 2011 and scheduling
your exam one month before this date will give you 30 days to retake the
exam in case you fail on your first attempt.
2.) Use Study Materials From PMI Registered
Education Providers (PMI R.E.P.)
PMI R.E.Ps are working hard to update their
study materials to the new standard and PMI is supporting them in this effort.
PMP students should not worry about the changes of the exam content at all.
Instead, make sure to purchase study materials from a PMI R.E.P. and
ask them to confirm that the materials which you have ordered are right for
you based on your scheduled exam date. You need current materials if
your exam is scheduled on or before 30 August 2011 and you need updated materials
if your exam is on or after 31 August 2011.
3.) Read The FAQ:
PMI has prepared a Frequently Asked Questions
(FAQ) page. Reading it will help you to better understand what’s coming.
4.) Read PMI’s Study Tips:
It is recommended that you take a look
at the PMP Study Tips Page that PMI prepared on their website.
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Changing of the
Dave Case is passing the rolled newsletter baton
to Simon Tsang:
About the new editor: Simon Tsang, PhD,
PMP, is a Senior Scientist at Telcordia's Applied Research with over 12 years
program and project management experience. He has produced numerous
publications and serves on numerous conference/journal technical program
committees. Simon is a member of both PMINJ and PMINYC. He is
delighted to take over the Newsletter Editor role and looks forward to receiving
articles and hearing from everyone in the Chapter.
After serving as Newsletter Editor for
seven of the past eleven years, Dave Case has decided to hang up his quill
as of April 2011. We all thank Dave – a prior Volunteer of the Quarter
– for his enthusiasm and tireless service in producing high quality newsletters
over such a long period. Dave will continue to be a regular fixture
taking pictures at Chapter meetings.
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For the 6th consecutive year, PMINJ celebrated
the International Project Management (IPM) Day at the beautiful Somerset Palace
Park, on November 4, 2010. This annual event was a roaring success and was
well attended by over 500 project management practitioners.
Report – 6th Annual International Project Management Day, Nov 4, 2010
The IPM Day Seminar provided area project
managers an opportunity to network and collaborate, and together, reflect
and re-energize with a healthy exchange of ideas on the topics of the day.
Dynamic and knowledgeable speakers discussed issues related to International
The day started with an opening statement
by Chapter President John Bufe followed by a welcome address to all guests
and speakers by DevenTrivedi, VP Symposium.
The keynote speaker, Lothar Katz, PMP,
set the tone for a very upbeat and positive day. Lothar Katz spoke
on the “Secrets of Successful International Project Leaders”. In a
high-energy, interactive session, Lothar revealed powerful practices and
methods that can turn International Project Managers into effective global
leaders. The presentation explored 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. Lothar’s key message
was for International Project Managers to “become comfortable with being
uncomfortable”, to successfully adapt to changes in the international market
Brandi Moore, the second speaker in the
morning session, aptly followed with a specific focus on the emerging global
powers with her talk “A Road Map for the International Project Manager:
Cultural Strategies for the BRIC Countries”. As a successful business
owner with personal experience working in the BRIC (Brazil, Russia, India,
and China) countries, Brandi shared some valuable insights on the need and
techniques for Project Managers, to adapt to and meet the demands of the
increasingly global workplace caused by off-shoring and outsourcing.
Brandi explained why the BRIC matters to PM today, where we came for cheap
labor, and stayed on for potential customers, and each PM is a “Desk Diplomat”
with globalization right at your desk. With special emphasis on the
BRIC, Brandi provided some very engaging tips, using her own copyrighted
process – AIM (Assess, Identify, Mediate) - that introduces Project Managers
to a framework for working across different cultures.
The third speaker of the day, Kevin R.Wegryn,
PMP, CPM, MA spoke about “Managing without Walls.” Kevin shared his
experiences and tips for managing virtual teams, and emphasized that 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.
In addition to the pros and cons of the current day tools such as IM, web
conferencing, and social networks for effective global teams, Kevin introduced
an interesting twist with the need to consider generation issues and communications
preferences between traditionalists, baby boomers, Generation X and Generation
Y or millennial groups – since with the rise in the retirement age, this
overlap of multiple generations is very real In the current global economy.
The afternoon session was a dynamic workshop,
presented by Tom Kennedy, on “Great Presentation, or Death by PowerPoint…Your
Choice.” Tom’s message during this interactive workshop was that project
management is about leadership, and leadership is getting people to want
to follow. Leadership is a communication skill and virtually all business
leaders agree that communication skill is a key to success, and most say
it is the key to personal, career, project and business success. Tom
used video presentations and discussion with the audience to convey his message
that emphasized the need to prepare for any communication in advance, know
what you want to achieve, start with the intended message and summary, focus
on the audience, and audience alone, and never rush through the meeting.
The session ended with closing remarks
by Jerry Flach, Director of Symposium. Jerry concluded the day thanking
speakers, attendees and the volunteers who helped make the IPM Day a huge
For additional information, detailed presentation
and webinar visit www.pminj.org.
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The following have received their certification
since the last newsletter:
Mario Raphael Alfred
Fabio Gonzalez Almeida
Juan Benedicto Ananos
Ruth A Aung
Duane E Babecki
Sudheer B Billa
Thomas John Brynczka
Donald C Bryson
Sravan K Burgula
Craig T Cassidy
Angelo A Cervone
Audie S. Chong
Thomas Edward Ciesla
Thomas A. Cillo
Eric R Couture
Verna Davis Campbell
David Craig Dean
Peter C Duprat
Emman C Ebosie
Leslie Ann Field
Susan J Forenzo
John Steven Galvin
Trisha I Galvin
Amanda J. Gibson
Jeff D Gill
I P Griffiths
Gerald R Grispart
Sanjay Kumar Gupta
Alan Henry Jacobs
John S Krall III
Arthur G Kubo
Lydia Weili Kuo
Mary La Mountain
Raghavan S Lalapet
Lisa M Mandel
Robert B. Mayer
Paul Arie Melamud
Gary S Mescavage
Fabiano A Monachesi
|Scott Lee Muellner
Drew V. Nazimek
Bryan P. Oberheim
Srikrishna D Parthasarathy
Juan R Ravelo
Sudhakar B. Reddy
Paul R Schaefer
Barbara J Schwindel
Aaron J. Shenhar
Michael A Tartaro
James Anthony Tiesi
James Nicholas Tsangaropoulos
Vivek Vinayak Rao
Johnston M Williamson
Ilia Alex Zavialov
Ciro G. Casimiro
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Contact the news editor, Simon Tsang, PhD, PMP,
at editor(:@:)pminj.org for newsletter related items.
Submit articles in MS Word, plain ASCII
text, or as part of an email. Graphic files should be high resolution
(1MB+) JPG or GIF.
All members are invited to submit articles,
meeting review, or other items of interest for publication.
PMINJ is not responsible for the content
or quality of any advertisement included in this newsletter.
Articles Due By 15th of
Emailed by 1st weekend after
1st of the month
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