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).
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:
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 WashingtonD.C.
Check the PMINJ website for pricing and online registration for this workshop (4 PDUs)
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.
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 experience:
“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.
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.
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
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
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
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
It is also important to note what is not changing in the program:
How Does This Affect Me and What Do I Need to Do?
• The PDU updated category structure implementation
began on March 1, 2011.
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.
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 Not Changing
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. Period.
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 Will Change
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.
Dave Case is passing the rolled newsletter baton to
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
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.
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.
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 Project Management.
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 place.
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 success.
For additional information, detailed presentation and
webinar visit www.pminj.org.
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