PMINJ January 2018 Newsletter 
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January 2018

Welcome  Chapter Announcements  Event Reports  PM Article  New Certificate Holders  Article Submission


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Welcome Address
Judy

Judy Balaban
PMINJ
President

Thank you for being a member and being a part of our PMI New Jersey Chapter.
I’m proud of the 5700+ members and 300 volunteers of PMINJ. I see your values every day – in how you interact with each other, assist each other, and participate in our project management communities. I am proud to see so many of you leading by example and following the core principles that embody a PMI member in good standing. I stand with you.
We have much to be proud of in our chapter, and your participation in PMINJ motivates me all the more. It is your involvement that makes our activities and events rewarding and our chapter successful.
For 2018, you will see valuable offerings in all areas of professional advancement and professional development – check the PMINJ website and calendar regularly! We are expanding our reach to work with veterans within the state as well as our continued support of New Jersey students, employers and non-profit organizations. We have plans to grow our social media presence and offerings to meet the demands of an ever changing work environment. We will continue to expand our membership base and solicit ideas to support that base. 
For most 2017 is a memory, but let’s remember that with its departure there is an arrival. The arrival of 2018 can be just like any other year, the difference is what you decide to make of it.  Make the most of your year participating and volunteering in your PMINJ Chapter community.
Thank you for your continued trust and support of the PMI New Jersey Chapter. 


Chapter Announcements

Kimi
Register to attend the February Chapter Meeting at Bridgewater-Marriot
Prepared By Kimi Hirotsu Ziemski

Come join us for the PMINJ monthly dinner meeting on February 20th - More than A Silver Bullet - Lost Keys to Higher Performing Teams – and see why I believe that every team has the capacity for success!

As one of your first speakers in 2018, I am delighted to help you welcome the new year and help you open your perspectives.

Most of you know that the talent triangle is simply a codification of what you, your experience, and your own professional progression have taught you. You don’t have the luxury of being solely focused on the mechanics of project management.

You absolutely have responsibilities to your team. You also have responsibilities to your leadership team, the business, and your own growth as a leader in the project space.

You, in fact, create a culture with every team you helm. Our research has demonstrated that there are some straightforward elements that – when strongly present in that culture - will amplify the team’s ability to perform strongly and deliver not just well but well within schedule. Each of these elements is a powerful component on its own. There is additional amplification of that power and motivational force when they combine.

  • Clear Definition
  • Ownership (not your standard RAA model!)
  • Customer Focused Deliverable
  • Collaborative Spirit
  • Task Interdependency
  • Rigorous Quality
  • Risk Management
I look forward to seeing you next month when we’ll be taking a closer look at how these work, why they are necessary, and the reasons why some of the initiatives that have been tried in the past to transform teams, and organizations, to higher levels of performance have failed.

Registration opens 01 February

Event Reports

Future City



ITMPIFuture City Regional Competition at Rutgers
 

On Saturday, Jan. 13, PMINJ members spent the day at the Future City competition held at Rutgers University's Livingston Campus in Piscataway Township.

The Future City Competition is a national, project-based learning experience where students in the 6th, 7th, and 8th grades imagine, design, and build cities of the future. Students work as a team with an educator and engineer mentor to plan cities, build tabletop scale models.  The Saturday event includes judging of the physical display and the team making a presentation regarding the concepts that they envision for the future.

PMINJ participates in two phases of the day long event.
  • An introduction to Project Management is presented in 5 sessions to the 250 students that participate.  It is enlightening for the students to see how they actually had a project with a leader, sponsor, scope, execution, and final delivery (at the competition).  In the sessions, we helped the students realize the project management skills and techniques that they used in the process of creating their project.
  • Meet the Professionals is an area where the students visit with various professional organizations and companies.  Again, the students were scheduled about 50 per session so they could visit each organization.  Of course we focused on discussing the project management aspects.  Identifying communications, risks, setbacks, and other events that happened during the process.
This year the topic was The Age-Friendly City.  The Challenge was to Identify an age-related challenge that exists in today’s urban environments and engineer two innovative solutions that allow your future city’s senior citizens to be as active, independent, and engaged as they want to be.  It was very interesting to hear the suggestions these students provided for the future that we hope to enjoy.

Future City
Future City Future City Future City

PM Articles


Beth


The NJ Lens - pt 2 of Career Trajectories for NJ PMs
by Beth Kugan, PMINJ Contributor

“Data is the new bacon.” - National Association of Colleges and Employers

Recapping the September Newsletter, this series of articles is attempting to predict future(s) for PMINJ professionals. Unlike other professional societies we can’t use labor statistics and forecasts except in the broadest sense of affirming that most (but not all) of our skill sets are both transferable and resistant to automation. Of our 5435 members, we know the industries in which 75% of us work. By far our largest sector is Information Technology. Tied for PMINJ’s distant second are Financial Services and Pharmaceuticals. Next in order are Consulting, Health Care and Telecom. In this article, we’re aiming to map the PMINJ sector spread with economic studies.

Every four years or so, PMI hires Anderson Economic Group (AEG) to analyze the need for PMI talent. Their most recent report was issued earlier this year: Project Management Job Growth and Talent Gap 2017–2027. AEG sees the greatest need for talent internationally in first five sectors listed in the second column of Table 1. Note that the AEG report is an international view of job creation. Specific to the U.S., they mention a very high growth rate for PM jobs in health care.

New Jersey’s state government sees its private sector economy as grouped into seven industry clusters. Note that, oddly, different NJS documents have different names for that 7th industry cluster and one list includes construction as an 8th industry cluster. Four lists are combined in column 4 in Table 1. The AEG list doesn’t overlay well with NJ’s analysis of its own economy. The mapping between sectors is attempted in column 3 of Table 1. Our membership works in a superset of both sector lists. Here are some takeaways.

  • The Oil & Gas industry is not well represented in NJ or PMINJ
  • Leisure, Hospitality & Retail Trade in PMINJ ended up limited to the category “automotive”. Since both Avis and Hertz are headquartered in NJ, it seemed “automotive” was more probably linked to “retail trade” rather than “advanced manufacturing” or “transportation” linked to (say) Port Authority or NJ Transit.
  • Transportation, Logistics, Distribution is a sector PMINJ can ignore for now, despite (1) our location near the largest port on the east coast and (2) TLD is the State’s fastest growing cluster.

table
Table 1. Comparing Highest PM Job Creation to New Jersey Status Quo


One of NJ’s best kept secrets is that it ranks within the top 10 states for manufacturing according to industry group, NJMEP.  NJ has 7,222 firms employing nearly a quarter of a million people. Some of these are big name companies – Benjamin Moore, Lockheed Martin, Kraft Foods, Mars and Bristol-Myers Squibb. Others are tiny, private companies producing specialty parts for a military program, food additives etc. AEG tells us that 97 percent of US manufacturing openings will be caused by attrition of seasoned workers.  So even as the number of manufacturing positions is expected to shrink somewhat due to increasing productivity, the number of openings should grow.

New Jersey hosts a considerable number of major infrastructure construction companies, including those who will do lump-sum, turnkey projects. Several are headquartered in New Jersey. The urgent need for infrastructure rebuilding has bipartisan political support, perhaps the only issue that does. We can hope that it will eventually be funded making it a growth area. Yet, most lists of NJ sector clusters leave out construction.
 
From the PMP point of view, we may want to leave out Construction, given that it is heavily driven by home building, not infrastructure.  Based on my experience as a construction consultant for large property losses, most construction managers value experience over academic degrees, formal training or credentialing. Having a PMO is relatively new in the construction industry, even for firms that construct dams, bridges, hospitals and petrochemical plants. Engineering firms providing construction management do value certification, but they appear to be more familiar with the American Institute of Certified Planners credential. Construction Management Association of America offers a construction project management certification, although I haven’t seen it requested in NJ. Of course, an engineering firm’s big credential is Professional Engineer, so that staff can sign drawings. Yet we do know there are PMPs within these firms.  

Civil engineering firms may be categorized as a “Professional Services”, i.e. as a superset of services including construction. From NJ’s point of view, Professional Services falls under “Technology” or “STEM.”
 
In sum, the economic studies of NJ support our premise that opportunities for PMPs will arise primarily because businesses increasingly rely on innovative technologies and secondarily because of workforce demographics. Anderson Economic Group (AEG) reassures us that organizations are connecting the dots between strategy and action, working to assure that project benefits are truly delivered as expected.  

The preponderance of PMPs in so many different industry verticals argues that PMPs may have an easier time than other professionals crossing sector boundaries. I posit, however, that there are two basic trajectories in project management – non-IT as we’ve focused on here, and IT-based which we’ll discuss in the next essay in the series.

Criticism? Praise? email me at .

 

Igor


The IT vs non-IT Lens, pt. 3 of Career Trajectories for NJ PMs
by Beth Kugan, PMINJ Contributor

“What did you say you were again?” – Beth’s Mom

Doubtlessly, others besides myself are asked the question: “What kind of Project Manager are you?” One way to answer is to name an industry vertical – as we’ve been discussing in the previous two essays of this series. However, if, like me, you are maximizing future possibilities during networking, there needs to be a better answer. Usually I say “Technical, but non-IT,” because I’ve come to believe there’s a divide between IT and non-IT project management and that is widening over time.

Consider vocabulary. With the ascendency of Agile and DevOps, IT-focused PMs and non-IT PMs who use waterfall-based processes end up using different terms for meetings, prototyping and test, even manager titles. Also, those of us who’ve been reading job descriptions for PMs will doubtlessly have the noticed a difference in requirements and credentials for PMs focusing on IT. 

Using the IT/non-IT lens, how does PMINJ look? As a rough cut, let us consider these industries as IT-heavy: IT Services, Financial Services, Consulting and Telecom. Because of the software piece, half of these members in these industries will be included: Aerospace and Automotive.

The non-IT category was everything else. No speculation was made about those members who did not state an industry.

data

The answer to what PMINJ looks like is roughly half of us are in IT-heavy professions and one third are in tangible products and services. We’ve touched on differences in industry-specific tasks that lead labor statisticians to all but ignore the job title project manager, even as they recognize the value of the work and certifications. But is the divide between project management in the two supersets laid out here really growing?
 
Let’s consider mega-trends that may be disruptors starting with a list from IT World: the expansion of Cloud Computing, Bring Your Own Device (BYOD), Server Consolidation + Virtualization, Block Chain, and the confluence of Big Data + Social Media. PMI itself offers a much longer list, many of which are applicable to non-IT as well: Entrepreneurship Rising, Global Marketplace, Urban World, Resourceful Planet.
 
All these current and eminent disruptors will have a larger impact on IT and non-IT sectors. Block-chain technology is the prime example. Unquestionably, will be a disrupter to IT, the only question is when.

According to the Sloane School of Management at MIT, blockchain technology is hard to understand and predict, much like the internet in its early years. Yet it could become ubiquitous in the exchange of digital and physical goods, information, and online platforms. At a high level, blockchain technology allows a network of computers to agree at regular intervals on the true state of a distributed accounting ledger. The ledger is often secured through a clever mix of cryptography and game theory, and does not require trusted nodes like traditional networks. This is what allows a bitcoin or other cryptocurrency to transfer value across the globe without resorting to traditional intermediaries such as banks. Got that? You can now obviate banks, although obviously they won’t stand still for it.

Said differently, block chain software combines the openness of the internet with the security of cryptography to provide a different way to establish trust; allowing for peer-to-peer payment services, supply chain tracking, and more. No wonder then, that a list of the fastest growing jobs in the US includes the financial sector, smart cities, tele-medicine and the deployment of Internet/Enterprise of Things. BYOD and IT consolidation trends are also going to require more IT changes.

As a disclaimer, I agree that the lines between IT and other sectors like advanced manufacturing are blurring. What I’m separating here is the development of software, services and specifications for custom solutions such as cybersecurity (IT) versus the use of Internet of Things within a factory that produces tangible things. The trends of increased entrepreneurship and global marketplace will increase competition for tangible things. Smart cities will expand markets for tangible things.

Mega-trends like Blockchain though, separates IT-based PM from non-IT based PM. Adding up (1) the long list of disruptors for IT, (2) Agile and DevOps methodologies, and (3) the intrinsic barriers between industry verticals (including tools and project sizes as we’ll discuss in the next essay), I believe project management has two major trajectories with a fair amount of space in between. This divided trajectory may or may not have implications for PMI-NJ’s programing and recruiting. I can tell you that it’s requiring that PMPs like myself, do a more accurate job of explaining the talent set – and that’s not nothing.

In the next article in this series, let’s consider Tools and Project Size as an important set of demarcations for the career trajectories of NJ PMs. We’ll reconnect anon! To chat sooner, email me at .

 

New Certificate Holders


new Certificate Holders
The following have received their certifications since the last newsletter (through 31 December 2017):
PMPs
Alexander Adams
Michael Alfred
Ken Amron
Melanie Berninger
William Beuka
Clarence Bone
Isabel Burghardt
Keith Calvosa
Tyler Campbell
Alejandro Canopuebla
Kelly Carey
Lisa Caroselli
Jorge Dasilva
Dunnia Delgado
Bonnie Egenton
Mitchell Horn
Nionila Ivanova
Shabbib Jaffri
Paul Jobson
Peregrin Jones
Ramasastry Kalapatapu
Matthew Kraft
Amar Maniar
Mariana Moraca
Barbaraann Nemchek
Tony Nguyen
William Nunley
Deirdre Odufu
Toluwalope Ojelade
Justin Osteen
Bhautik Patel
Bhawar Patel
Mandeep Patel
Joel Perez
Kulkiran Preet
Nicholas Priscoe
Hiren Purohit
Jitesh Raniga
Mark Robinson
Abdo Rocha,Sr.
Naomi Sachs
Anthony Scarpa
Joseph Sienko
Carolyn Smith
John Steckel
Malathy Subramanian
Sindhu Suresh,Ph.D.
Michael Thomas
Susanne Treptow
Shailesh Tripathi



CAPM
Craig Born
Beckie Copeland
David Devine
Niquelle Johnson
Michael Navarro
Jonathan Vera
Michael Yerardi

PfMP
Badrish Narayan

PgMP
Badrish Narayan
Valentina Perrelli

PMI-ACP
Sharon Bussey
SaiChakravarthi Elchuri
Venkat Hegde
Uday Kolluri
Mimi LaRaque
Badrish Narayan
Holly Ripley
Anthony Rosasco
Natarajan Tejo
Raghuveer Varahagiri

PMI-PBA
Claire CruickshankAnan

PMI-RMP
Adedamola Osunbade

PMI-SP
Chris Schwinger

Article Submission & Publication Information

Submissions:
    • Where to Send: Email the newsletter editor for newsletter related items, to submit articles and to provide feedback. All members are invited to submit articles, meeting reviews, or other items of interest for publication.
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    Schedule:
    • Newsletters are published every other month: Jan, Mar, May, Jul, Sep, Nov
    • Articles due to the Editor by the 1st of the month.
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