OPM3 Project Excellent Feedback · skilled in OPM3, were in attendance. Certified OPM3 assessors...

® | A Supplement to PM Network® | May 2006Making project management indispensable for business results.

IS AVAILABLE ONLINE FOR PMI MEMBERS ONLY AT WWW.PMI.ORG

“Worldwide, organizations will embrace, value and utilize project management and attribute their success to it.”– Envisioned Goal

8 PMI EDUCATIONALFOUNDATION SUCCESSFULLYPILOTS CAREER DAY IN BRAZIL

2 GOVERNOR DECLARES“CONNECTICUT PROJECTMANAGEMENT DAY”

Special section: THE STANDARDS FORPROGRAM & PORTFOLIO MANAGEMENT

DNV Certification, PMI’s partner in creating a suite of products centered around the OrganizationalProject Management Maturity Model(OPM3), has launched pilot ver-sions of certification training for

OPM3® ProductSuite assessors and consultants.The pilot training course was attended by 20hand-selected students from companies such asBooz Allen Hamilton, PricewaterhouseCoopersLLP, Siemens and UBS, among others. In addition,a number of independent consultants, all highlyskilled in OPM3, were in attendance.

Certified OPM3 assessors will deliver organizational maturity assessment services toorganizations interested in measuring their project

management maturity. In the very near future,organizations will be able to use this informationas a basis for improved company performance.

The pilot group gave the new OPM3 assess-ment tool excellent reviews, and paved the wayfor further refinements to the certification trainingprior to OPM3® ProductSuite's full-scale launch in June.

The OPM3® ProductSuite offered by DNV consists of the following elements:

■ Certifications

■ Training

■ Tools

■ Services

The primary differences between this pilotand the one previous course, con-ducted in November 2005, werethe introduction of the softwaretool and a deeper view into thecourse materials. The most notabledifference, however, was that allparticipants in the latest pilot train-ing became certified OPM3 asses-sors and/or consultants.

During this beta test of thetraining and software tool, partici-pants provided excellent feedbackas input for continued courseimprovements and revisions. The majority of participantsexpressed a desire for additionalhands-on time with the newassessment and improvementtools. This is now being incorpo-rated. The commercial version ofthe updated certification trainingand the proprietary tools will belaunched in June after all necessaryrevisions have been implemented.

After completing the courseand passing a series of examina-tions (pre- and post-training), students will be certified as PMIOPM3-certified assessors and con-sultants. They will then be creden-tialed to conduct extremely thorough organizational maturity

Are you curious howyour pay compares to that of yourcolleagues? The PMI® ProjectManagement Salary Survey—

Fourth Edition can answer your questions. This invaluable report on the latest earning trends

in project management is published as a PDF, and isnow available for purchase exclusively through the PMIJames R. Snyder Center for Project ManagementKnowledge and Wisdom.

The PMI® Project Management Salary Survey is a anelectronic file containing updated salary information,which is self-reported from over 5,000 project manage-ment practitioners (including both PMI members andnonmembers). The Fourth Edition includes 12 majorposition descriptions (levels) in 15 countries, using datadrawn in the fourth quarter of 2005.

The 15 countries surveyed are home to about 95percent of PMI’s membership. A full version includesthe information of all 15 countries. Members in the pasthave requested information about specific countries,and PMI is again making one-country reports availablewith only the specified country’s salary data.

As a benefit of PMI membership, PMI members canview a customized salary query at no cost through thePMI Web site, Members area. This enhanced queryincludes salary variables such as country, industry, com-pany size (annual revenues), and location types (rural,small and midsize cities, and large cities). PMI membersare also entitled to a discount when they purchase thePMI® Project Management Salary Survey—Fourth Edition.

To purchase the Fourth Edition, visit the PMI Website and complete the online request form. After yourpurchase information is processed, the PMI® ProjectManagement Salary Survey—Fourth Edition will bedelivered directly to your e-mail inbox.

Those attending the initial meeting of the OPM3® ProductSuite GovernanceCommittee included (from left) Kees Morsman; John Patton, PMP; LeRoy Ward;Willie Tan; and Mark Gould. Also attending but not pictured were Mike Price,PhD; Denny Smith, PhD; and Martha Legare, PMP.

PPrroodduuccttSSuuiittee CCeerrttiiffiiccaattiioonnCCoommmmiitttteeee HHoollddss IInniittiiaall MMeeeettiinnggThe OPM3® ProductSuite Certification Committee, a group of volun-teers charged with making sure the certification process for assessorsand consultants is developed and administered in accordance withglobally recognized certification standards such as the ISO 17024,met for the first time at PMI Global Congress 2006—Asia Pacific.

The committee will oversee applicant requirements and proce-dures, the instructional aspect of preparing for certification, the actual certification, ongoing monitoring of certification initiatives,and the recertification process.

Continued on page 3

OOPPMM33

PMI® ProjectManagement SalarySurvey—FourthEdition

Assessor Training Pilot BringsExcellent FeedbackOOPPMM33

NOW AVAILABLE

2 May 2006

Editorial & Advertising Offices

Address manuscripts and other editorial submis-sions, mailing list rental queries, requests forreprints, bulk copies, or reprint permission to:

Project Management InstitutePublications DepartmentFour Campus BoulevardNewtown Square, PA 19073-3299 USATel: +1-610-356-4600; Fax: +1-610-356-4647General E-mail: [email protected] Information: [email protected] site: www.pmi.org

Unless otherwise specified, all letters and articlessent to PMI are assumed for publication andbecome the copyright property of PMI if published.

Interim PublisherDonn Greenberg [email protected]

Editor In ChiefDan Goldfischer [email protected]

Submissions

PMI Today is compiled and edited by PMI editors. Submit all news releases and letters to the editor to:

Project Management InstituteFour Campus BoulevardNewtown Square, PA 19073-3299 USATel: +1-610-356-4600; Fax: +1-610-356-4647Letters to the editor: [email protected]

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Publication & Membership

PM Network® (ISSN 1040-8754) and PMI Today are pub-lished monthly by the Project Management Institute.PMI Today is a supplement to PM Network. Canadianagreement #40030957. Postmaster: Send addresschanges to PMI Today, Four Campus Boulevard,Newtown Square, PA 19073-3299 USA. Tel: +1-610-356-4600, Fax: +1-610-356-4647.

The mission of PM Network is to facilitate the exchangeof information among professionals in the field of proj-ect and program management, provide them withpractical tools and techniques, and serve as a forum fordiscussion of emerging trends and issues. PMI Today’smission, as the official membership news publication ofthe Project Management Institute, is to provide aforum for communication between and amongInstitute membership, volunteerism, and policy. All arti-cles in PMI Today and PM Network are the views of theauthors and are not necessarily those of PMI.

Subscription rate for members is $42/year (US) and is included in the annual dues. PMI is a nonprofit professional organization dedicated to advancing thestate of the art of project management. Membershipin PMI is open to all at an annual dues of $119/year(US). For information on PMI programs and member-ship, to report a change of address or for problemswith your subscription, contact PMI at the addressesshown below.

Advertising Representative

Holly Townsend PMI Advertising Sales Program c/o The Townsend Group 7315 Wisconsin Avenue, Suite West 750 Bethesda, MD 20814 USA Tel: +1-301-215-6710; Fax: +1-301-215-7704 E-mail: [email protected]

Staff LiaisonManager, Supplier Relationships Sandra ArdisE-mail: [email protected]

Project Management InstituteGlobal Operations CenterFour Campus BoulevardNewtown Square, PA 19073-3299 USATel: +1-610-356-4600; Fax: +1-610-356-4647E-mail: [email protected] site: www.pmi.org

PMI Regional Service Centre: Europe - Middle East - Africa (EMEA)300, Avenue de TervuerenB-1150 Brussels, BelgiumTel: +32-2-743 15 73; Fax: +32-2-743 15 50E-mail: [email protected]

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PMI Representative OfficesBeijing, ChinaWashington, D.C., USA

© 2006 Project Management Institute, Inc. All rights reserved.

“PMI,” the PMI logo, “PMP,” the PMP logos, “PMBOK,”“PROJECT MANAGEMENT JOURNAL,” “PROJECT MANAGE-MENT PROFESSIONAL,” “PM NETWORK,” “OPM3,” “CAPM”and the PMI TODAY logo are registered marks ofProject Management Institute, Inc. in the UnitedStates and/or other nations. For a comprehensive listof PMI marks, contact the PMI Legal Department.

PMI Today

Chapter Hosts Its First Conference as Governor Declares

“Connecticut ProjectManagement Day”

By official proclamation, Connecticut Governor M. Jodi Rellhas declared 23 May 2006 to be “Connecticut ProjectManagement Day.” The PMI Southern New England

Chapter is inviting PMI members and others interested in the pro-fession to celebrate and learn on this day by attending its inaugu-ral project management conference.

The theme for the event, to be held at the brand-newConnecticut Convention Center in Hartford, Connecticut, USA, is“The Art and Science of Applied Project Management.”

Several hundred participants are expected for this event,which will feature 16 educational sessions in tracks for beginnersand advanced practitioners. Matt Fleury, executive vice presidentand COO of the Connecticut Center for Science and Exploration,will give a keynote talk on the art of project management as

applied to his institution. Lee R. Lambert, PMP, CEOof Lambert Consulting Group, Inc., will present theclosing keynote, “Project Management—Going fromMediocrity to Maturity—Is it Worth the Trip?”

The event will also feature networking opportunities and an exhibit hall. The Chapter’s annual meeting and a reception will follow.

For more information, please visit www.snec-pmi.org.

eflecting the growth of project management in

Latin America and theregion’s language diversity,

PMI has subdivided LatinAmerica into three subre-

gions and assigned aComponent mentor to

each. The new subregions areBrazil, northern Latin Americaand southern Latin America, allremaining in Region 13 under

the Component Mentor Program.The Component Mentor Program provides guidance

to PMI Component leaders to develop the capabilities oftheir leadership and ensure compliance with PMI policiesand directives while adhering to the PMI Strategic Plan.Under the Component Mentor Program, PMI recognizes14 regions. The SIGs and Colleges have one mentor foreach of their virtual Component types.

On 1 April 2006, the first regional meeting for thesouthern Latin America subregion was held in Montevideo,Uruguay. The meeting was organized by the PMI Compo-nent Mentor for the subregion, Liliana Buchtik, PMP, andsupported by all the Chapters in the subregion. SixteenPMI Component leaders from Uruguay, Argentina, Peru,Chile and Paraguay attended the successful full-day event.

During the meeting, Ms. Buchtik presented informa-tion on the activities and projects of the Institute.

Working sessions were held to align Chapters’ strategieswith the PMI Strategic Plan, to analyze component maturity through the PMI Component Maturity Survey,and to plan and coordinate Chapter events to be held inthe subregion in 2006.

Emilio Oteiza, PMP, of Uruguay, a member of theCommunity Transformation Project (CTP) Action Team,and Hermann Noll, a member of the Component ServicesMember Advisory Group from Chile, were invited topresent the CTP and the PMI Component MaturityModel projects.

Subregional meetings will also be held in Brazilunder the leadership of Component Mentor RicardoVargas, PMP and in northern Latin America by newComponent Mentor Enrique Cappella, PMP.

“Latin America represents a region with growinginterest in PMI volunteerism, leadership and community.The subdivision of this region allows our staff and globalvolunteers to see the differences and commonalities inLatin America. Ultimately, our understanding facilitatesthe development of the region overall,” said BrantleeJacobs, CAE, PMI manager, member and volunteer rela-tions. Along with PMI Director-at-Large Yamile Jackson,PhD, PMP, Ms. Jacobs attended the Tour de ConoSur inAugust 2005 where each chapter in Chile, Uruguay andArgentina held a day-long project management profes-sional development event. The 2006 Tour de ConoSurwill again be held in August in Chile, Uruguay andArgentina, with the addition of Peru.

Those attending the southern Latin Americasubregion meeting included (from left):Manuel Benitez (Paraguay); Mario Salmona,PMP, PMI Santiago de Chile Chapter president;Leonidas Diaz, PMI Santiago de Chile Chaptervice president for special projects; Victor Villar,PMP, PMI Lima Chapter president; Armen

Santurian, PMI Montevideo Chapter vice presi-dent for programs; Graciela Ricci, PMIMontevideo Chapter vice president for mem-bership; Laura Pedretti, PMI Buenos AiresChapter president; Liliana Buchtik, PMP, PMIComponent mentor for southern LatinAmerica; Eduardo Fleischer, PMI MontevideoChapter president; Marianela Aguerre, PMIMontevideo Chapter vice president for profes-

sional development; Hermann Noll (Chile),Component Services Member Advisory Groupmember; Mario Pippolo, PMP, PMI MontevideoChapter secretary; Cristina Zerpa, PMP, PMIMontevideo Chapter vice president for com-munications; Emilio Oteiza, PMP, CommunityTransformation Project Action Team member;and Gustavo Rodriguez, PMP, PMI MontevideoChapter vice president.

23 May 2006The Art and Science of Applied Project Management

LATIN AMERICAN CHAPTERSREORGANIZED INTO THREE SUBREGIONS

RRSOUTHERN LATIN AMERICA SUBREGION MEETING

May 2006 3

2006 PMIBoard ofDirectorsYour comments to the Boardor Chief Executive Officer canbe sent to [email protected].

Chair

Iain Fraser, FPMINZ, [email protected]

Vice Chair

Linda Vella, [email protected]

Secretary/Treasurer and Chair,Performance Oversight Committee

Philip R. Diab, MBA, [email protected]

Chair, Strategic Planningand Program Alignment Committee

Bruce J. Rodrigues, PMP, MBL, [email protected]

Chair, External Relations and Volunteer Involvement Committee

Karen Tate, [email protected]

Directors-at-Large

Frederick A. Arnold, PMP, PMI Fellow+1-412-298-3775 [email protected]

Yanping Chen, PhD, PMP+1-703-516-0035 [email protected]

Jim Gallagher, [email protected]

Yamile Cendales Jackson, PhD, [email protected]

Louis J. Mercken, MBA, [email protected]

Kathleen Romero, PMP+1-804-855-3299 [email protected]

Katherine J. Shawver, [email protected]

Gregory G. Stine, [email protected]

Martin C. VanDerSchouw, [email protected]

Thomas Walenta, [email protected]

Chief Executive Officer

Gregory [email protected]

Chief Operating Officer

Mark [email protected]

“The training [was] both intense and rewarding. I found the toolwell-thought-through, rich in functionality and capabilities.”

—George Pasieka, PMP

“The OPM3® ProductSuite pilot certification training providedme with a thorough understanding of the standard and tool. Iwill be able to leverage the skills and knowledge I gained in pro-viding my clients with a robust maturity assessment capability.”

—Scott Patton, Booz Allen Hamilton

“As a member of the original and second edition OPM3 CoreTeam, it was rewarding to see how well DNV has translatedthe concepts and materials from OPM3 into a tool whichenables assessors to effectively measure and analyze an orga-nization’s state of maturity.”

—William Haeck, PMP, One to One Interactive

What the Beta Testers Said About ProductSuite Assessor Certification Training:OPM3

® ProductSuite — an Executive SummaryOPM3® ProductSuite provides certifications, tools and services that enable rigorous inspection of an organization’s total projectmanagement maturity to a degree that has never been availablebefore. OPM3® ProductSuite services will consist of a comprehensiveassessment database, an OPM3® ProductSuite provider registry and a registered OPM3 consultancy status. Benchmarking is also beingconsidered as a future feature of OPM3® ProductSuite services.

PMI’s partner organization, DNV Certification, is part of Det Norske Veritas, a leader in the development of assessment, certification and improvement tools. DNV is the exclusive provider of OPM3® ProductSuite certification.

OPM3

Continued from page 1

PMBOK® Guide–One of PMI’s Many

Resourcesfor the Profession

MI’s A Guide to theProject Management Bodyof Knowledge (PMBOK®

Guide) is regarded asthe de facto global stan-

dard for project manage-ment, but it is only one of manyimportant resources PMI offerson project management. This

article further explores what thePMBOK® Guide is, what it is not, andwhat other complementary resourcesare available to the profession.

An important distinction aboutwhat the PMBOK® Guide is lies in itsobjective: to outline what to do in proj-ect management, not how to practiceproject management.

Intended to help practitioners rec-ognize the general processes of theproject management practice and theassociated input, tools and techniques,and outputs, the PMBOK® Guide is,therefore, not prescriptive. Instead, thegeneral processes can be applied to

projects of all sizes, in all industriesand in any part of the world.

Extensions to the PMBOK® GuideFurther exemplifying its general appli-cation, the PMBOK® Guide also doesnot cover specific industries or delvedeeply into specialty areas, such asrisk or cost. Other resources provideinformation related to particularindustries, Knowledge Areas and spe-cific project management processeswhere the PMBOK® Guide does not.Extensions to the PMBOK® Guide alsoprovide knowledge and practiceswithin specific industries. PMI pro-vides expanded knowledge with itsfirst extensions: Construction Extensionto the PMBOK® Guide and GovernmentExtension to the PMBOK® Guide.

PMI Practice StandardsComplementing and elaborating oninformation contained in the PMBOK®

Guide, PMI has published practicestandards providing guidelines on themechanics of some significant projectmanagement-related processes. PMI’sgrowing library of practice standardsconsists of Practice Standard for EarnedValue Management and PracticeStandard for Work Breakdown Structures.

PMI Specific Interest Groups and CollegesPMI Specific Interest Groups (SIGs)and Colleges are additional examplesof knowledge sources for the profes-sion. PMI SIGs provide a forum oncommon interests, industry, or projectfocus, such as the PMI Risk SIG. PMIColleges develop and share a formalapproach to one or more of thePMBOK® Guide Knowledge Areas,such as the PMI College of Scheduling. Both PMI SIGs and Colleges affordunique opportunities for interactionamong like-minded individuals in avirtual setting.

Case StudiesAn additional set of resources is foundin practical case studies, whichdemonstrate the principles and appli-cability of project management. Casestudies of world-renowned projects,with real-life examples of strategiesand results that foster a greater levelof understanding and improved prac-tice, are available from the PMI Book-store (www.pmibookstore.org)–searchfor "case studies in project manage-ment.” For educators, trainers andpractitioners alike, these case studiescan help build awareness and confidencein project management application.

Clearly, PMI offers a rich varietyof project management resources rang-ing from topics of general practice inthe PMBOK® Guide to industry-specificmethodologies and case studies. Thediversity of resources and subjects creates a comprehensive network ofknowledge available to the profession.PMI is committed to developing andexpanding the resources it provides to support the successful practice ofproject management.

10Y E A R S

A Guide to the Project Management Body of Knowledge (PMBOK® Guide)is 10 years old in 2006. This is the second in a series of several articlesexploring what this key PMI global standard is, and what it is not.

P

assessments and successfully employ DNV’s exclu-sive assessment and consultant tools. These propri-etary tools simplify the comprehensive assessmentprocess and streamline the generation of profession-al-grade improvement reports.

Names of certified assessors and consultants willbe added to a registry on the OPM3® ProductSuiteWeb site, www.opm3productsuite.com. This publiclyavailable list will distinguish these elite individualsfrom others simply claiming to be OPM3 “experts.”

DNV has scheduled course offerings in about adozen metropolitan areas throughout the world in2006. To view the calendar, register, or get moredetails regarding qualifications, please visitwww.opm3productsuite.com.

Assessor Training Pilot BringsExcellent FeedbackOOPPMM33

4 May 2006

PMI Global Congress 2006—North America21-24 October 2006Seattle, Washington, USA

PMI Global Congress 2006—Latin America6-8 November 2006Santiago, Chile

UPCOMING PMI GLOBAL CONGRESSES Visit www.pmi.org for detai ls .

PMI Corporate Council partners are aligned withPMI and committed to using project manage-ment for tactical efficiencies, strategic advantageand a more effective overall organization.

■ Accenture ■ BAE Systems ■ Bank of America■ The Boeing Company

■ Booz Allen Hamilton*

■ Boston University*

■ Capital One

■ Deloitte■ Huawei Technologies Co.

■ IBM Corporation

■ ICF Consulting Group Inc.

■ International Institute forLearning Inc.

■ KPMG International

■ Lockheed Martin Corp.

■ National Aeronautics andSpace Administration(NASA)

■ Nokia OYJ ■ Pricewaterhouse-Coopers*

■ SAP

■ Siemens

■ Southern Company

■ U.S. Department of Defense- Defense AcquisitionUniversity

■ U.S. Department of Energy- Office of Construction &Engineering Management

■ Washington GovernmentGroup*

*Charter partners

Statistics through 31 March 2006

Total Members 217,724% increase March 2006/2005 34.7%

New MembersMarch 2006 7,713

Component MembershipsChapters 158,926SIGs 56,755Colleges 3,930

New PMPs (March 2006) 2,912New PMPs (YTD) 6,321Total Active PMPs 184,713

www.pmi.orgMarch 2006 Visitors 640,173YTD Total 12,442,832

PublishingPMBOK® Guide–Third Edition Copies placed in circulation* March 2006 22,749Total copies in circulation* 460,059

Total copies of 1996, 2000* and Third* Editions of PMBOK® Guide in circulation 1,895,697

*includes official translations

PMI Northeast Ohio Chapter Professional Development Day

17 May 2006 Cleveland, Ohio, USA. “RiskManagement—Mitigating Murphy’s Law.” DavidHulett, keynote speaker. www.pmineo.org.

PMI College of Performance Management 22nd AnnualInternational Conference

17-19 May 2006 Clearwater Beach, Florida, USA.For more information, visit www.pmi-cpm.org orcall +1-703-370-7885.

The Art and Science of Applied Project Management23 May 2006 Hartford, Connecticut, USA. By offi-cial proclamation of the governor, the day will be“Connecticut Project Management Day.” Confer-ence sponsored by the PMI Southern New EnglandChapter. Keynote speaker, basic and advanced ses-sions, concluding presentation, exhibit hall.www.snec-pmi.org.

Growth and Collaboration for a Project Management Profession

30 May-1 June 2006 Johannesburg, SouthAfrica. Presented by Project Management SouthAfrica, in cooperation with PMI South AfricaChapter, presents the 2006 Conference.www.pmisa.org.za/conference.

PMI Northern Alberta Chapter Conference 2006 and 25th Anniversary Gala

1-2 June 2006 Edmonton, Alberta, Canada. Event attracts presenters and delegates from all fields of project management. www.pminacconference.com.

10th Annual Professional Development Symposium3-6 June 2006 Cincinnati, Ohio, USA. Sponsored byPMI Information Systems Specific Interest Group.Weekend workshops, 3-4 June; symposium, 5-6June. Hands-on project management interactionsand in-depth project management skills and knowl-edge. Keynote speakers, networking events.www.pmi-issig.org.

PMI Region Five Professional Development Symposium21-24 June 2006 Charlotte. North Carolina, USA."Proving the Value of Project Management," featuringfour tracks in addition to keynote speakers NealWhitten, PMP, Doug DeCarlo, and Mark Adams.Intensive review class for the Project ManagementProfessional (PMP®) Certification Exam, MicrosoftProject Orange Belt Certification, Six Sigma, EarnedValue, and more. www.pmi-metrolina.com.

PMI Atlanta Chapter Professional Development Day26 August 2006 Atlanta, Georgia, USA. “ProjectManagement for the Evolving Global Community.”www.pmiatlanta-pdd.org/.

First Asia Government Forum14-16 September 2006 Hong Kong, China.Sponsored by PMI Government SIG. A three-dayforum to bring awareness about the value of proj-ect management to government executives, gov-ernment staff and nonprofit organizations inSoutheast Asia. Contact Patty Wong, PMP, for proj-ect and planning ([email protected]) or BarryHsuing, PhD, PMP for paper presentation([email protected]).

Fourth Annual Professional Development Day and Vendor Fair

6 October 2006 Indianapolis, Indiana, USA.Presented by PMI Central Indiana Chapter. Seewww.pmicic.org to register or for more information.

PMI Tampa Bay Chapter Annual Symposium6-7 October 2006 Tampa, Florida, USA.www.pmi-tampabay.org.

International Project Management Day Program2 November 2006 Indianapolis, Indiana, USA.Presented by PMI Central Indiana Chapter andClarian Health Partners. What if you treated thenext year of your life as a project? FeaturingJoseph Phillips, PMP. www.pmicic.org.

PMI Today Deadlines: JULY 2006 ..................................15 MAYAUGUST 2006 ............................15 JUNE

The PMI Today Calendar of Coming Events is reservedfor activities organized by PMI, its Components andits cooperating organizations. Please see PMI’s onlineComing Project Management Events calendar atwww.pmi.org/info/AP_Coming PMEvents.asp formore events, including those sponsored by RegisteredEducation Providers and other suppliers of relatedgoods and services.

16-19 July 2006PMI Research Conference 2006Montréal, Canada

PMI Global Congress 2006—EMEA8-10 May 2006Madrid, Spain

eSeminarsWorld Offerings

ESeminarsWorld is a series of instructor-led, Web-based professional development courses. TheeSeminarsWorld topics are as diverse as our traditionalSeminarsWorld face-to-face offerings, yet offer theconvenience of attending and earning valuable PDUsright from your computer. Courses are offered overtwo- and five-week periods and require approximatelyone hour each day to complete. You choose whattime of day to log in and complete lessons andassignments. Contact Dee Bilo at [email protected] formore information.

4-20 MayProject Management for the Experienced Professional

11-27 MayBuilding Teams, Commitment and Culture for Virtual Teams

18 May-24 JuneProject Management Fundamentals: An Intensive Program

8-24 JuneManaging Multiple Projects

DATE LOCATION22-25 May Philadelphia, Pennsylvania, USA26-29 June Orlando, Florida, USA

MEGA SeminarsWorld11-14 July Kansas City, Missouri, USA24-27 July Denver, Colorado, USA

To register for PMI®

SeminarsWorld®, visitwww.pmiseminars.org

➤➤

GLOBALSTANDARDSSpecial

Supplement

to PMI

Today —

May 2006

O

Organizational Project Management Maturity Model (OPM3®) takes a comprehensive look at the practices of project, program and portfo-lio management. It was during the development of this global stan-

dard that PMI determined additional resources were needed to address theprocesses for program management and portfolio management in detail.

In 2003, PMI chartered a team to create new global standards for thesetwo practices. The team’s charter directed that the new standards focus on processes that are generally recognized as good practice, and that apply tomost programs and most portfolios most of the time.

Both global standards also needed to have specific glossary entriesdefined, and required mapping to A Guide to the Project Management Bodyof Knowledge (PMBOK® Guide)—Third Edition where applicable. Teammembers and staff agreed on definitions of programs and portfolios intime for these entries to be included in the PMBOK® Guide—Third Edition.Those definitions are shown below.

A dedicated team of more than 400 volunteers worldwide devoted considerable time and energy to developing these two important newglobal standards. PMI conducted exposure draft reviews of both standards

in 2005. The final standards will be released at PMI Global Congress 2006—EMEA, to be held 8-10 May in Madrid, Spain.These will be the first PMI global standards introduced outside of North America.

This special section details the two new global standards, and describes their relationship to each other and to thePMBOK® Guide—Third Edition. It also addresses their importance to organizations and to the evolution of project manage-ment, and profiles the leaders whose hard work helped make these standards possible.

For more information about these two new global standards or other information in this section, please contact KristinVitello at [email protected].

Definitions from PMBOK®® Guide—Third Edition:

Program and Portfolio Management Help Organizations Find Success

rganizations invest in their future by initiating programs and projects, collected into portfolios, that will enablethem to achieve strategic objectives and provide thegreatest benefit to stakeholders. Like projects, programsand portfolios are both means of achieving organizational objectives and benefits.

The use of program and portfolio management processes, and the work of skilled program and portfoliomanagement teams, are increasingly important methodsfor linking corporate strategy and organizational opera-tions. Recognizing this development, PMI is introducingThe Standard for Program Management and The Standard forPortfolio Management at PMI Global Congress 2006—EMEA. These two new standards provide resources forprogram and portfolio management teams to help themachieve organizational goals.

The Standard for Program Management aims to provide adetailed understanding of program management, and topromote efficient and effective communication and coor-dination among various project management groups.With this global standard, program management teams

can assess the variety of factors linking projects underone program and provide the best allotment of resourcesamong those projects.

The Standard for Portfolio Management addresses theprocess of portfolio management, a key method for creating and executing effective corporate governanceframeworks. The global standard provides an overviewof those processes that are generally recognized as goodpractices in portfolio management, and focuses on portfo-lio management as it relates to the disciplines of programand project management.

Achieving a corporate mission and vision takes skill,knowledge, and the ability to use limited resources for maximum gain. Invaluable tools for program and portfo-lio managers, as well as for project stakeholders and sen-ior managers, The Standard for Program Management andThe Standard for Portfolio Management provide organiza-tions with the skills, knowledge and ability they need toreach business objectives and find success.

&The Standards for

Program Management Portfolio Management

TWO IMPORTANT STANDARDS TO BEINTRODUCED AT EMEA GLOBAL CONGRESS

Project management continues to grow as moreand more organizations seethe value of the discipline insupporting successful organizational strategy.Paralleling and assisting thattrend is the growth of thePMI global standards library.

PORTFOLIO: A collection of projects and/or programs and other work that are grouped together to facilitate effective management of that work to meet strategic busi-ness objectives. The projects or programs of the portfoliomay not necessarily be interdependent or directly related.

PROGRAM: A group of related projects managed in acoordinated way to obtain benefits and control not availablefrom managing them individually. Programs may include elements of related work outside of the scope of the discreteprojects in the program.

PICTURES ARE WORTH THOUSANDS OF WORDS

Special

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Today —

May 2006

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PMI THANKS VOLUNTEERS AND CORE TEAM

Claude Emond, PMP Beth Ouellette, PMPJerry Manas, PMPNancy Hildebrand, PMP

Paul Shaltry, PMP,deputy projectmanager

Tom Vanderheiden,PMP

More than 400 volunteers from 36 countries have contributed tothe success in the development of our two newest global stan-dards: The Standard for Program Management and The Standard forPortfolio Management. The Core Team coordinated their effortsand contributed numerous hours to enhance these disciplines.

PMI is indebted to the Core Team and to all of those within theproject management community who volunteered their expert-ise. A special thanks goes to our Core Team who not only man-aged the work of this program, but were instrumental in the suc-cessful completion of both global standards.

Not pictured: Patricia G. Mulcair, PMP

David Whelbourn, PMP Mike Yinger, PMP

Larry Goldsmith, PMP

Clarese Walker, PMP

David Ross, PMP,project manager

Projects have a narrow scope with specific deliverables.

The project manager tries to keep change to a minimum.

Success is measured by budget, on time,and products delivered to specification.

Leadership style focuses on task deliveryand directive in order to meet the suc-cess criteria.

Project managers manage technicians,specialists, etc.

Project managers are team players whomotivate using their knowledge and skills.

Project managers conduct detailed planning to manage the delivery of products of the project.

Project managers monitor and controltasks and the work of producing the projects’ products.

Programs have a wide scope that mayhave to change to meet the benefitexpectations of the organization.

Program managers have to expectchange and even embrace it.

Success is measured in terms of ReturnOn Investment (ROI), new capabilities, andbenefit delivery.

Leadership style focuses on managingrelationships, and conflict resolution.Program managers need to facilitate and manage the political aspects of thestakeholder management.

Program managers manage project managers.

Program managers are leaders providingvision and leadership.

Program managers create high-levelplans providing guidance to projectswhere detailed plans are created.

Program managers monitor projects and ongoing work through governancestructures.

Portfolios have a business scope thatchanges with the strategic goals of theorganization.

Portfolio managers continually monitorchanges in the broad environment.

Success is measured in terms of aggregate performance of portfolio components.

Leadership style focuses on adding value to portfolio decision-making.

Portfolio managers may manage or coordinate portfolio management staff.

Portfolio managers are leaders providinginsight and synthesis.

Portfolio managers create and maintainnecessary process and communicationrelative to the aggregate portfolio.

Portfolio managers monitor aggregateperformance and value indicators.

PROJECTS PROGRAMS PORTFOLIOS

Pre-ProgramSet Up

ProgramSet Up

Establish ProgramManagement &

TechnicalInfrastructure

DeliverIncremental

Benefits

Close theProgram Transition

OngoingOperations

Mobilization Strategic Objectives Strategic Options Strategic Portfolio

Portfolio

Portfolios Projects

Projects

Projects Projects Projects

Projects Other Work

Programs

ProgramsPrograms

Comparing Projects, Programs and Portfolios: An Overview

A High-LevelView ofPortfolios,Programs andProjects

Relationships Among Portfolios, Programs and Projects

Supplement

May 2006 2

Choosing to develop The Standard for ProgramManagement and The Standard for PortfolioManagement as a program, PMI and its volun-teers embraced a new management method—using the same core team to control and quality-check the two projects.

Or was it new? Project manager David W.Ross, PMP, a program manager with NorthropGrumman Corp., said the effort “felt like a typical day in the office.”

“There were efficiencies from doing two standards as a program,” Mr. Ross continued.“Only one function was duplicated—there weretwo architecture teams drafting content. Havingone edit team ensured that the same set of eyeswould make sure that the standards didn’t takeoff in two different directions and were consis-tent with A Guide to the Project Management Bodyof Knowledge (PMBOK® Guide). Having one quali-ty team made sure that the requirements werematched. One communications team took careof the needs of the volunteers, and one programcontrol team ensured the schedules were met.”

Deputy Project Manager Paul E. Shaltry,PMP, a portfolio manager for CatalystManagement Consulting, LLC in his “day job,”concurred with Mr. Ross. “The coordination wastricky, and there were challenges of making surethe volunteers were aligned with the fundamen-tals of the standards,” he said. “We had to makeclear the definitions and requirements of pro-gram management and portfolio management,and make sure both areas had separate and dis-tinct requirements.”

“Because schedule was the most critical ele-ment of the triple constraints for these stan-dards,” Mr. Shaltry added, “it was important tohave one control team to drive the schedule.”The one-team approach for the two standardswas “not unique, but helpful,” he said.

A GLOBAL TEAM STRUCTUREThe program to create the two global standardswas under the supervision of eight core teammembers. Significant contributors, those whogave extra to see to the success of the program,

were also recognized. The overall team consistedof more than 400 members from 36 countries.

“It was excellent to have the many perspec-tives of the global team,” Mr. Ross said. “Byhaving global participation, PMI ensures thatthe documents are valuable and acceptable.”

Mr. Shaltry, who was in charge of the quality team, noted that having global participa-tion ensured that language and contextual sensi-tivities were tracked.

Both volunteers said the logistics of running a global team were not as difficult asthey expected.

“Getting core teams together to meet in per-son was a bit of a challenge,” said Mr. Ross, “but e-mail, telephone and a Web work space workedwell. A face-to-face meeting of the core team in2003 was where we laid out the framework andassigned tasks, and the final touches were doneface-to-face, but the program was mostly runvirtually. Because of everyone’s hard work, wewere able to succeed in a virtual environment.”

PMI’s A Guide to the ProjectManagement Body ofKnowledge (PMBOK® Guide)has long been considered the

de facto global standard for projectmanagement. However, the PMBOK®

Guide—Third Edition only briefly addresses themanagement of multiple projects and otheractivities beyond the scope of managing individ-ual projects.

With the introduction of The Standard forProgram Management, program managers andteams now have access to the same wealth ofinformation that is available to project managersand teams through the PMBOK® Guide.

Program management differs from projectmanagement in that programs are composed of several projects, and typically take a higher-level view of organizational strategy. Managingmultiple projects via a program may optimizeschedules and deliver incremental benefits, aswell as making it possible to optimize staffing inthe context of the overall program’s needs.

The primary purpose of The Standard forProgram Management is to describe the processesand provide guidance for managing multipleprojects and non-project activities within a pro-gram environment. The processes documentedwithin the global standard are generally recog-

nized as good practices and as the necessarysteps to successfully manage a program.

Among the topics addressed in the globalstandard are:■ Benefits management, stakeholder manage-

ment, program governance, and how thesethree themes are indispensable to successfulprogram management;

■ The interaction between portfolio, program,and project management, and how these inter-actions can drive results for programs and theorganization; and

■ How program management can be used inorganizational planning to ensure that all programs and projects are aligned with organizational objectives, include the best mixof investments, efficiently coordinate workeffort, and provide for the best use of resources.

Because The Standard for ProgramManagement was introduced to help programmanagement teams achieve organizationalgoals, it aims to provide a sufficiently detailed

understanding of program management,and to promote efficient and effective com-munication and coordination among vari-ous project management groups.Therefore, The Standard for ProgramManagement is designed for:

■ Program managers who would like toimprove their skills;

■ Project managers who would like to understand more about the role of program managers;

■ Portfolio managers who want to learn aboutthe interface between program and portfolio managers;

■ Stakeholders who take an interest in the successful execution of a program; and

■ Senior managers who would like to improvetheir understanding of program boards andsteering committees.

Advance orders of The Standard for ProgramManagement are available through the PMIBookstore, online at www.pmibookstore.org,and will also be available at PMI GlobalCongresses starting with the EMEA event inMadrid, 8-10 May, and at MEGASeminarsWorld®, Orlando, Florida, USA, 26-29 June 2006.

In parallel to the growth of theprofession of project manage-ment, the discipline of portfoliomanagement is gaining favor as a

means of helping organizations focus,not only on “doing work right,” butalso on “doing the right work.” Yet across allindustry sectors, project management practition-ers have operated without a documented set ofprocesses that represent generally recognizedgood practices in portfolio management.

Now, with The Standard for PortfolioManagement, portfolio managers and teamshave a resource to help them develop profes-sionally and achieve success for themselvesand their organizations.

Within an organization, a portfolio repre-sents a collection of active programs, projectsand other work, undertaken to help the organi-zation reach strategic objectives. In essence, aportfolio reflects the organization’s priorities,investments and resource allocations. Portfoliomanagement, therefore, is the centralized man-agement of one or more portfolios in order to

achieve specific strategic business objectives. The Standard for Portfolio Management is a

complement to A Guide to the Project ManagementBody of Knowledge (PMBOK® Guide)—ThirdEdition and the Organizational Project Manage-ment Maturity Model (OMP3®). It provides port-folio managers and teams with processes appli-cable to portfolio management. Topics include:■ The role of portfolio management as a

component of organizational structure and strategy;

■ How portfolio management can improve the implementation and maintenance of corporate governance initiatives;

■ Streamlining operations through portfolio management;

■ Interactions between portfolio, program andproject managers;

■ Designing and implementing metrics todemonstrate and improve return oninvestment; and

■ Portfolio management reporting andhow it can help make the most of anorganization’s programs and projects.

Through these topic discussions, TheStandard for Portfolio Management outlinesprocesses associated with portfolio manage-ment that are applicable to all types of organi-zations, including for-profit, nonprofit and government entities. Portfolio managementteams are provided with the methods that willenable them to take a comprehensive view ofportfolios, group them for the most effectivemanagement, and ensure that the componentswithin each are aligned with the organization’sstrategic goals and objectives.

For the first time, The Standard for PortfolioManagement delivers a documented set ofprocesses, generally recognized as good practices,to help organizations meet their objectives.

Addressing Management of Multiple Projects…

A Guide to Doing the Right Work…

A unique way of organizing a volunteer effort…

LEADERS TELL HOW THEY SUCCEEDED IN MANAGINGTWO NEW GLOBAL STANDARDS AS A PROGRAM

Continued on supplement page 4

Supplement

May 20063

PMI Global StandardsAre Grouped Under Five ThemesAs volunteers and staffrealized that the projectmanagement field encom-passed more than just themanagement of projects,they organized theInstitute’s portfolio ofplanned global standardsunder five themes. The fivethemes focus on improvingthe performance of:■■ PROJECTS■■ PROGRAMS■■ PEOPLE■■ ORGANIZATIONS■■ PROFESSION

PMI global standards proj-ects now underway can begrouped under thosethemes, as shown in thetable at right:

PROJECTS PMBOK® Guide—Fourth Edition Publication by late 2008

Construction Extension to the PMBOK® Guide—Third Edition Publication by early 2007

Government Extension to the PMBOK® Guide—Third Edition Publication by late 2006

Automotive Extension to the PMBOK® Guide—Third Edition Publication by early 2007

Practice Standard for Earned Value Management— Publication by late 2008Second Edition

Practice Standard for Project Configuration Management Publication by early 2007

Practice Standard for Scheduling Publication by early 2007

Practice Standard for Work Breakdown Structures— Publication by late 2006Second Edition

Practice Standard for Risk Management Work begins in 2006;publication in 2008

Practice Standard for Estimation Work begins in 2006

PROGRAMS The Standard for Program Management Publication May 2006

PEOPLE Project Manager Competency Development Publication by early 2007Framework—Second Edition

ORGANIZATIONS Organizational Project Management Maturity Publication by late 2008Model (OPM3®)—Second Edition

The Standard for Portfolio Management Publication May 2006

PROFESSION Unified Project Management Lexicon Publication by late 2008

THEME TITLE MILESTONES

Special

Supplement

to PMI

Today —

May 2006

LEADERS TELL HOW THEY SUCCEEDED IN MANAGINGTWO NEW GLOBAL STANDARDS AS A PROGRAM

Supplement

May 2006 4

GLOBALSTANDARDS

Both leaders were selected because of their experience in program management(Mr. Ross) and portfolio management (Mr. Shaltry). They had worked together formore than 10 years as leaders in the PMICentral Ohio Chapter in the United States.Both felt the new global standards were anideal fit to complete the picture of the roleof projects in organizations, and to showhow project management fits in with gener-al and functional management.

“A dilemma existed for project and program managers—where do we go fromhere?” Mr. Ross noted. “The new standardsrepresent a career path expansion for practi-tioners, and institutionalize what alreadyexists in many organizations. They showwhere PMI is expanding in supplementingthe PMBOK® Guide.”

As with any successful volunteer work, the two leaders gained a great deal of satisfaction.

“It’s amazing what hard work volun-teers will do to produce a quality docu-ment,” noted Mr. Ross. “The whole teamwas excellent. Besides producing an excel-lent product, we developed terrific relation-ships with a group of outstanding people,all doing work on their own time.”

Referring to the content of the globalstandards, Mr. Shaltry said, “It was great to be associated with something never done before.”

TEAMMATES WORKING IN AVOLUNTEER ENVIRONMENTAfter three years of hard work, Mr. Shaltryhas some advice to prospective volunteersinterested in becoming involved in

a global standards project: “It’s important tounderstand what you are getting involvedin. Be honest with yourself about what youcan contribute, when and how. When youcommit, be sure you can make it happen.We found dedicated people who wanted tomake it happen, and they got it done.”

Mr. Ross added that managers of other volunteers should not forget that their teammates are working in a volunteerenvironment.

“There is a product and a deadline, andthey are doing this in their free time,” hesaid. “It’s important to maintain perspec-tive. I think we did this well over the pastthree years.”

Continued from supplement page 3

NEWS PEOPLE PROJECTS TRANSITIONSC H A P T E R L I N K S

May 2006 5

Boosting volunteerism in PMI Components is a major job, but one volunteer in California, USA hassome techniques to share. In a message forwarded to the editor of PMI Today, Heather Champoux-Rayner, PMP said, “When I was elected vice president of membership for the PMI San Diego

Chapter, my main goal was to do anything and everything possible to improve our volunteerism withinthe Chapter. So far we have been able to grow our volunteer pool to 99 volunteers. We’re all really excitedabout the program and it’s received positive feedback from the volunteers.”

What are the tactics that made your volunteer strategy successful? Ms. Champoux-Rayner said they include:

■ VOLUNTEER TABLE AT EVERY CHAPTERDINNER MEETING. The table has a printout ofthe open opportunities and information sheetsfor those maintaining their Project ManagementProfessional (PMP®) credentials to report theirProfessional Development Units (PDUs). Asmembers come by to inquire about open oppor-tunities, officers ask them if they would like tobe placed on the e-mail distribution list to beinformed of new volunteer requests. The namesof those who sign up are entered in a raffledrawing for that evening. If they sign up for aspecific volunteer opening, they are added to thelist under the corresponding committee andintroduced to the vice president who leads thatparticular committee.

■ VOLUNTEER REQUEST FORM ON THECHAPTER WEB SITE. Requests for volunteersare funneled through Ms. Champoux-Rayner,who contacts all interested volunteers throughthe volunteer distribution list. “We always get atleast one interested party per request,” she said.The volunteer coordinator then contacts the vicepresident sponsoring the committee to introducethe volunteer.

■ A NEW VOLUNTEER/MEMBER RECOGNI-TION PROGRAM. This program includes a gift package presentation at every monthlyComponent dinner meeting to the volunteer ofthe month. “The members love this program,”says Ms. Champoux-Rayner. “We do the samefor other recognitions as well.”

■ PERSONAL E-MAIL TO MEMBERS WHOHAVE JUST EARNED THEIR PMP CREDEN-TIAL. Ms. Champoux-Rayner sends a personalnote congratulating them on their accomplish-ment. “I also let them know that I would behappy to assist them with PDUs,” she says. “Ithen let them know that by volunteering theyare eligible for PDUs. Most of the time, I can atleast get them to agree to be on our volunteerdistribution list to be informed of all PDUopportunities. Again, involvement is the key.”

■ A NEW MEMBER ORIENTATION MEETING.This event is held monthly for new members,according to Ms. Champoux-Rayner. “The goalis to get them involved early and make themfeel welcome. At the meeting I review a bitabout Chapter history, our mission, PMI benefitsand volunteerism. Usually I am able to get mosteveryone added to the volunteer distributionlist. Usually when you get the membersinvolved early, they stay involved.”

■ QUARTERLYVOLUNTEER MEETINGS. “Once per quarter, Iask my volunteer coordinator to help me puttogether a volunteer meeting. I send out an invi-tation to all volunteers (active on a committee orjust on the volunteer distribution list). We usual-ly talk about what is going on in each person’scommittee, ask for problems and suggestions,and place those who are interested in signing upon a specified committee. The volunteers enjoygetting together for this purpose.”

When asked who devised and ran these programs, Ms. Champoux-Rayner said, “Well, sofar, I have put the programs together myself, but I do have a volunteer director who helps me with some of the administration. She is a great resourceto have on hand. Now that the programs are setup, I hope to put together a team to help with the maintenance.”

The Chapter’s program information, currentlybeing compiled for a CD-ROM, will include aPowerPoint presentation and a few templates. Ms.Champoux-Rayner is happy to share this withother PMI Component leaders interested in increas-ing their volunteer involvement. The work is worthit, she said. “I’ve had so much fun over the last yearputting this program together and it is so rewardingto see the benefits!”

he global project managementresearch community will beexploring “New Directions inProject Management” at PMIResearch Conference 2006.Registration is now availablefor the conference, at which

participants will share and analyze the latestpapers from around the world. The conferencewill be held at the Centre Mont-Royal inMontréal, Québec, Canada, 16-19 July.

Three distinguished plenary speakers lead

the each day’s roster of insightful presentations and planned networking events:

➡ Robert G. Cooper, PhD, McMasterUniversity, will present “Winning at NewProducts: Pathways to Profitable Innovation,” a presentation based on his extensive work inproduct development. Dr. Cooper is president

of the Product Development Institute, Inc. andcreator of the Stage-Gate® process for new product development.

➡ Bent Flyvbjerg, PhD, Aalborg University,will present “From Nobel Prize to Project

Management: Getting RisksRight.” Dr. Flyvbjerg is found-ing chairman of AalborgUniversity’s geography pro-gram. His current research dealswith megaprojects, phroneticplanning research, and the rela-tionship between truth andlying in policy and planning.

➡ Hans J. Thamhain, PhD, Bentley College, will speak on technology-based project management with his presentation,“Managing Teams in Complex ProjectEnvironments.” Dr. Thamhain brings over 20years of high-tech management experience withcompanies such as GTE/Verizon, GeneralElectric and ITT. He was also the recipient ofPMI’s Distinguished Contribution Award in 1998.

Eighteen invited speakers and presentations by the authors of 42 proffered papers fill out the daily schedules. Presentations will begrouped into three tracks, each with a unifying theme to help attendeesdetermine which sessions apply to

their individual areas of work. Select conference events will also offer

Professional Development Units (PDUs) for thosewho are maintaining their Project ManagementProfessional (PMP®) credentials.

Networking receptions are the perfect oppor-tunity to meet research colleagues from aroundthe world and build long-lasting professionalrelationships. Conference breakfasts and recep-tions, in addition to the gala opening receptionon Sunday, 16 July, will take place throughoutthe four-day conference.

The PMI ResearchConference 2006 Web site(http://congresses. pmi.org/ResearchConf2006/)will be updated withmore information andbreaking news as the conference date approaches.

MMOONNTTRRÉAALL

T

Heather Champoux-Rayner,

PMP

PMI San Diego Chapter

Membership Chair Helps Grow Volunteer Pool to 99 Involved Members

VOLUNTEERSMAKING A

DIFFERENCE

6 May 2006

It all started about 20 yearsago when a few lonely project managers workingat Siemens, IBM, FloridaPower and Light and a fewlocal construction compa-

nies decided to get together on a regular basis todiscuss the ways of project management. After afew months of fun and fruitful gatherings, theydecided to form a PMI Chapter. The founderswere highly motivated by obtaining their ProjectManagement Professional (PMP®) credentialsand being associated with PMI. So in 1986, thePMI South Florida Chapter was formed in BocaRaton, Florida, USA.

Over the next few years the membershipgrew, and what was once a small gatheringbecame a “meeting.” Unfortunately, in the early1990s a lot of the local companies began movingout of Boca Raton and the Chapter membershipbegan diminishing.

About this time, Richard Leight, a very ener-getic and motivated individual living in FortLauderdale and working in Miami, contacted theChapter president to find out how to start aChapter in Miami. One thing lead to another, andbefore long Barbara Wong, PMP, was elected totake over marketing. Her first initiative was tomove the meeting from Boca Raton to FortLauderdale, where 60 people attended the firstmeeting. The Chapter improved with the imple-mentation of a monthly dinner meeting, and Ms.Wong was elected president in 1996.

Fast-forward nine years: Every year in thefall, the PMI South Florida Chapter board mem-bers get together fortheir strategic planningsession. One of theirobjectives for 2006 wasto celebrate the 20thanniversary milestone.The South FloridaChapter has changed alot during its history,and a celebration wasplanned to thank thosespecial leaders whomade it all possible,combining the anniver-sary gala with theannual awards ceremo-

ny. Officers wanted to recognize partners, organizations, volunteers and members whoembrace project management and support theChapter’s initiatives.

On 2 March 2006, thanks to the great efforts ofthe event project manager, Marlene Rodriguez,300 members and guests gathered at the SeminoleHard Rock Hotel and Casino in Hollywood,Florida to reminisce about the past and celebrate.The event was free to all Chapter members.

The party got off on the right foot thanks tothe master of ceremonies for the night, LaraChabina-Crowe, PMP, who entertained the roomwith her flight attendant safety briefing demon-stration impressions. Then all of the past presi-dents of the organization were introduced, start-ing with the special guest of honor, BarbaraWong, PMP (president 1996-1999), the personwithout whose vision and dedication none of thiswould be possible.

Ms. Wong later went on to serve on the PMIBoard of Directors. Following her as Chapterpresidents were Regina Santarcangelo, PMP(2000-2003), Connie Maldonado, PMP (2004), Kim Caruthers, PMP (2005), Denise Castelli, PMP(2006) and next year’s president, Teresa Colon,PMP. John Schmitt, PMP, PMI Region 14 mentor,presented Ms. Castelli with a plaque from PMI,acknowledging this milestone. After the formali-ties were completed, South Florida members andtheir guests danced the night way.

The Chapter has definitely changed in the last 20 years. The days when dinner meetings

would only attract 10members are over; thisnight was a tribute toall of the volunteers,organizations andboard members whohave made the Chapterwhat it is today.

—Marcelo Fernandez,PMP, Director of

Development

PMI’s Certified Associate in ProjectManagement (CAPM®) credential, a certification for project team members, students, specialists andjunior practitioners, is a topic of

great interest in the Washington, D.C., USAarea. Based on the volume of memberinquiries regarding CAPM-related issues, thePMI Washington, D.C. Chapter’s board ofdirectors has set up a community of practiceto allow those interested in the CAPM creden-tial or developing opportunities for CAPMs to share information.

The objectives of the Chapter’s CAPMCommunity of Practice are to:

1 ESTABLISH VENUES that encouragecommunication among individualswho already have the CAPM creden-tial, or who are exploring pursuit ofthe credential;

2 MONITOR INTEREST and encourage participation in theestablished venues;

3 PROVIDE RECOMMENDATIONS foradditional communication venues or other ideas to support this community; and

4 CONTINUE TO REINFORCE the value of the CAPM for the individuals whohave earned the credential

Among the outcomes the Chapter anticipates are the exchange of promisingpractices among CAPMs, informal mentorshipbetween CAPMs and aspiring CAPMs, andheightened awareness of shared issuesimpacting this community.

If you are interested in joining this com-munity, or if you are a PMI Component leaderinterested in setting up your own communityfor CAPMs, please contact Kriste Jordan, PMP,vice president, professional development ofthe PMI Washington, D.C. Chapter, [email protected].

20thAnniversary

Celebrated in Style

PMI South Florida Chapter

CHAPTERCREATESCAPMCOMMUNITYOF PRACTICE


Among those celebrating the 20th anniversary of the PMI SouthFlorida Chapter were (from left): Teresa Colon, PMP, 2006 president-elect; Denise Castelli, PMP, 2006 president; Kim Caruthers, PMP, 2005president; John Schmitt, PMP, Region 14 mentor; Barbara Wong,PMP, 1996-1999 president; Regina Santarcangelo, PMP, 2000-2003president; and Connie Maldonado, PMP, 2004 president.

The 2006 South Florida PMI Board members are (front row, fromleft): Denise Castelli, PMP, 2006 president; Marlene Rodriguez,PMP, director, partner programs; Connie Maldonado, PMP, 2004president; Teresa Colon, PMP, 2006 president-elect; Anita Rahon,PMP, director, education administration; Nancy Fehn, PMP.(Back row, from left): Simon Siflinger, PMP, director, course facili-tation; Kim Caruthers, PMP, 2005 president; Roy Vincent, PMP,director, marketing; Tom Fraser, PMP, director, volunteer rela-tions; Maikel Marrero, PMP, vice president, programs; andPatricia Garofano, PMP, vice president, marketing.

Kim Caruthers, PMP, 2005 president, presented anaward to John Schmitt, PMP, Region 14 mentor.

PMI Washington, D.C. Chapter

PMI Santiago, Chile Chapter

The PMI Jakarta, IndonesiaChapter partnered withMicrosoft Indonesia to jointlypresent a project manage-

ment conference in February 2006focusing on enterprise project man-agement (EPM). The joint conferencelooked at the perspective of people,process and tools to ensure the suc-cess of EPM implementation.

This conference aimed to bringdeep insight into EPM concepts andmethodology, to instruct participantson Microsoft Office Project, and to dis-cuss Freeport Indonesia’s best prac-tices of using EPM methodology andsoftware in its affiliated gold and cop-per mining operations. Keynote speak-ers included Chapter Vice President,Membership Noerrachman Saleh, PMP,who spoke about PMI’s organizationalvalue to the project management pro-fession, including its standard-settingproduct and services. ChapterPresident Adi Prasetyo, MPM, PMP,

spoke on the topic, “EPM: MovingBusiness Strategy to Project Success.”

Microsoft executives Tal AdamBenzion and Sudimin Mina led a ses-sion on EPM with Microsoft OfficeProject. Additionally, there was a pavilion of exhibitors and best prac-tice/case study discussions fromFreeport Indonesia led by VicePresident of Information Technologyand Business Improvement BertrandOdinet and Senior Software AnalystNdaru Gunawan.

The event was attended by about400 participants from the informationtechnology, telecommunication, banking, oil/gas and government sec-tors, among others. One outcome ofthe conference is that a group of project management information systems users is being established toaccommodate members who wish toshare and learn more about projectmanagement software.

PMI Jakarta, Indonesia Chapter

JOINT CONFERENCEFOCUSES ON EPM

PMI Chapter officers and executives from Microsoft Indonesia andFreeport Indonesia pose at the end of the joint EPM conference. Shownare (from left) Denny Hendaya, PMP, Chapter vice president, education;M. Feisal N., PMP, Chapter vice president, communication; NoerrachmanSaleh, PMP, Chapter vice president, membership; Adi Prasetyo, MPM, PMP,Chapter president; Ndaru Gunawan, senior software analyst, Freeport

Indonesia; Bertrand Odinet, vice president, information technology and business improvement, Freeport Indonesia; Tal Adam Benzion,Microsoft Indonesia; Sudimin Mina, Microsoft Indonesia; Yogi Pratomo,PMP, Chapter vice president, meetings; and M. Ichsan, PMP, Chapter vice president, marketing.

PMI ChapterPresident AdiPrasetyo, MPM,PMP, was one ofthe presentersat the joint EPMconference.

Bertrand Odinet, vice president, informationtechnology and business improvement, FreeportIndonesia, helped lead discussions on EPM bestpractices and case studies.

May 2006 7

The PMI Santiago, Chile Chapter has begun a series ofmeetings with governmental officials to promote the disci-pline of project management, PMI and the Chapter. Thefirst meeting was held with the Roads Division of thePublic Works Ministry. Leading this effort was Chapter

volunteer Ing. Osvaldo Aguayo. Chilean Highway Director Ing.Vicente Pardo agreed to be the sponsor for projects developed by themeeting. The group received assignments from ministry authoritiesto develop procedures to incorporate project management funda-mentals into the public project control system.

Attending the meetingwere Carlos Ruiz, main-

tenance departmentchief; Eduardo

Romero,engineeringdivision chief; Marco

Almonacid, engineer; andHermann Noll, PMI

Santiago, Chile Chapterpast president.

Among those attending the roads agencymeeting were (left to right) Osvaldo Peña,contract regional department chief; MarioFernandez, construction subdirector; andNational Highway Director Vicente Pardo.


8 May 2006

IS AVAILABLE ONLINE FOR PMI MEMBERS ONLY AT WWW.PMI.ORG

Is your organization searching for project management TRAINING or CONSULTING? PMI will gladly submit a request for proposal on yourbehalf to the R.E.P. community at no charge. IndividualR.E.P.s will then contact you directly with their training orconsulting proposals that meet your specific needs. Justuse the Request for Proposal (RFP) Program Form foundin the R.E.P. section of the PMI Web site at www.pmi.org.

New R.E.P. Organizations in February 2006:New R.E.P. Organizations in January 2006:

PROVIDER NAME COUNTRY WEB PAGE

Al Khaleej Training and SAUDI ARABIA www.alkhaleej.com.saand Education Company

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KENROB Information Technology UNITED STATES www.kenrob.comSolutions

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SiM Management Consulting IRELAND www.sim.ie

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The Training Camp UNITED STATES www.techtrain.com

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PROVIDER NAME COUNTRY WEB PAGE

Alcatel University FRANCE www.alcatel.com

Athena: The Training UNITED STATES www.athenaclc.comProfessionals

Facilitation First CANADA www.facilitationfirst.com

F.L. McNamara Consulting UNITED STATES www.flmconsulting.com

Frost and Sullivan ENGLAND www.training.frost.com

INS UNITED STATES www.ins.com

Mesa Community College UNITED STATES www.mc.maricopa.edu/-rchristian/projectmgt.htm

The Project Group LLC UNITED STATES www.theprojectgroup.biz

SITA SWITZERLAND www.sita.aero

Standard Technology UNITED STATES www.standardtechnology.usInternational

Career Day, a successful initiative of the PMI EducationalFoundation (PMIEF), introduces high school students to the manyand varied aspects of managing projects as a profession. In 2004, agroup of PMI members originated a project to bring this initiative

to Brazil, starting by translating materials into Brazilian Portuguese. The Brazilian project will establish Career Day presentations on

project management, and will work with local PMI Chapters to presentthe material at Career Days at High Schools in Brazil. The overall goal isto help raise project management awareness among the nation’s highschool students.

The Career Day project fully supports PMI Educational Foundation’scharter to promote educational, cultural, economic and social advance-

ment through the application,development, and promotion ofproject management concepts,theories, and life skills. This isthe second PMIEF project inBrazil. The first, the ProjectManagement Life SkillsInitiative, was detailed in PMIToday articles in September 2004and September 2005.

A Successful PilotThe Career Day project was suc-cessfully piloted in the Brazilianstate of Minas Gerais.Sponsored by the PMI Minas

Gerais Chapter and by the A&C Group, a total of five presentations wereconducted last November at the Fundacao de Ensino Contagem (FUNEC)High School for 140 senior high students, mostly 17-year-olds.

“The PMIEF presentations have shown our students a new profes-sional perspective and created renewed hopes for their professionalfuture,” said FUNEC High School Director Antonio Luis de Oliveira.

Wagner Maxsen, PMP, PMIEF liaison and vice president of educationfor PMI Minas Gerais Chapter, personally delivered the pilot presenta-tions. He said afterwards that “the high level of interest of the students inproject management makes me realize that we have a mission ahead intransmitting project management information to generations of futureprofessionals. This PMIEF initiative will be a permanent part of the educational activities of our Chapter.”

Next StepsAfter piloting in Minas Gerais, the PMI Minas Gerais Chapter will help toroll out Career Day to other PMI Chapters in Brazil. Next steps includerolling out the initiative in other schools of the State of Minas Gerais, fine-tuning the presentation materials, and contacting other Brazilian Chaptersto make the presentation materials available to them.

“It is a great opportunity for the A&C Group to participate withPMIEF in this important initiative to society, including our clients and ourown organization, allowing a new career option to be presented to futureprofessionals,” said Ricardo Vargas, PMP, of the A&C Group.

—Pedro C. Ribeiro, MBA, PMPPMIEF Liaison Brazil

Wagner Maxsen, PMP, project manager for Careers inProject Management in Brazil, addressed high schoolstudents as part of the PMIEF Career Day pilot.

Foundation Successfully PilotsCCAARREEEERR DDAAYY IINN BBRRAAZZIILL FUNEC High School students in Minas Gerais, Brazil,

took part in a successful PMIEF Career Day pilot.

OPM3 Project Excellent Feedback · skilled in OPM3, were in attendance. Certified OPM3 assessors...

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