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P M I N J N E W S

U S I N G R I S K M E T A L A N G U A G E T O D E V E L O P R I S K R E S P O N S E S

B Y D R D A V I D H I L L S O N , P M P F A P M

In order to understand a risk fully it is helpful to identify its causes as well as its effects. Risk metalanguage can help by separating cause-risk-effect in a three-part description, such as “Because of <one or more causes>, <risk> might occur, which would lead to <one or more ef-fects>.” This structured description not only en-sures clear definition of the risk, but can also be useful when developing responses.

There are four basic types of risk response: 1. Aggressive responses, either to avoid a

threat by making it impossible, or to exploit an opportunity by making it definitely hap-pen;

2. Involving a third party to manage the risk, either transferring a threat, or sharing an opportunity;

3. Changing the size of a risk, tackling prob-(Continued on page 9)

The PMI NJ May Sympo-sium, Project Management in the Global Economy, was a successful Learning Adven-ture! What does the global econ-omy mean to you? What does it mean to you as a project manager? These questions and many others were an-swered at the Symposium held on May 1, 2006. This year’s event featured three outstanding Keynote Speakers: New Jersey resident Irene Dec, VP of International Operating Management for Prudential’s Interna-tional Division, opened the symposium at a terri-fic pace with her keynote address, “Managing the

Global Playground.” In her presentation, she addressed the challenges of implement-ing and succeeding in global business initiatives. Irene identified that for many U.S. firms, new revenue streams are coming from abroad. For example, 40 percent of the Prudential earnings come from outside the U.S and 45 percent of Prudential employ-ees are outside the U.S. We

need to understand the opportunities and challenges of managing in this growing Global Economy. The economic powers

growing in worldwide stat-ure have key drivers such as large populations, a dis-ciplined work force, and excellent levels of educa-tion including new manag-ers who have attended U.S. business schools.

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S U C C E S S F U L P M I N J 2 0 0 6 S Y M P O S I U M : P R O J E C T M A N A G E M E N T I N T H E G L O B A L E C O N O M Y

Aita Salasoo, VP Symposium

P R E S I D E N T ’ S M E S S A G E B Y J O H N B U F E , J R . , P M P

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Membership by the Numbers Many have asked what it means to be a member of the NJ Chap-ter. If we look at the numbers, we have the following analysis: • Cost of membership - $20 /

year • Monthly programs – 8 / year,

cost $140 (Early Bird), sav-ings $140 ($35 / meeting). A maximum of 12 PDUs can be earned attending the meet-ings.

• Annual Symposium – cost $100 (Early Bird), savings $175. A maximum of 8 PDUs can be earned.

• IPM day event – cost $100 (early Bird), savings $175. A maximum of 7 PDUs can be earned.

• PMP Prep class – cost $425, savings $75. Candidates earn 20 PM training hours toward certification.

• Volunteers – no cost. Earn 5 PDUs per year for each activ-ity (maximum of 6.6 PDUs per year allowed for recertifi-cation)

Yearly: • Cost for all events - $360,

savings $490. ($785 / $565 including PMP class)

• PDUs for events and volun-

teering – 32 or $11.25 per PDU

In the past year, we have pro-vided the opportunity to earn ap-proximately 6400 educational PDUs, 7500 service PDUs, and 2400 PM training hours. The objective of your board is to provide all the members the op-portunity to develop professional-ism and excellence in your pro-ject management abilities. Join us in chapter activities. Helps us find new ways to enhance your membership in the organization. We appreciate your continued support.

PMI NJ News Email address: editor@pminj.org

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P M I C E R T I F I C A T I O N S M A R C H — A P R I L 2 0 0 6

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Joe Adona Saurabh Agarwal Naeem Ahmad Joseph Aiello Hari Aitha Ani Alexander Tony Alummootil Comakshi Ars Paul Babish John Bartolick Yuri Bash Mark Blemings Janet Bowen Michael Branigan Mary Canale Michael Carollo Daniel Celebucki Mary Chan An-Ping Chang

Eugene Chanro Sochu Chen Lorena Conlin Mauricio Cornejo Timothy Cottrell Robert Cranston Claudio Crisafulli Vicky Cross Shridhar Dabholkar Michael D'Angelo Stephen DeParis Beth DePrenda Gopikrishna Devaraaj Ganesh Devarashetty Peter DeVita Carlo Dianda Richard Dias Gail Dickard Annette Donzella

William Douse Cheryl Dungey Michael Dziuba Christopher Eckels Scott Elbaum Dalia Elshenawi Eva Finney Richard Flynn Kathryn Freeland Jeffrey Furman Susanne Galanek Gi Gi Galiano Dipti Gandhi Girish Ghaisas Jegan Gokulchandran Pentosha Golconda Dale Gordon Max Guenther Payal Gupta

Frederick Haas Tasneem hajara Elizabeth Hedlund Timothy Helm Shiv S Hiremath Patricia Hong-Rodak Margaret Horling Tse-Chih Hsieh Eun Mee Hwang Timothy Inge Arjun Iyengar Shyam Jayakumar Robin Michelle Jefferson Silvester Josephraj Anil Joshi Ravinder Kalro Nagavardhanareddy Kanchireddy Lakshman Kannan

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The Chapter congratulates the following 664 PMI NJ Chapter members who achieved PMP certifications or recertification between March 2006 and April 2006. Of our 4,287 active members, 2,400 are PMPs (56%). We strive to provide the opportunity for the members to renew certification through participation in programs or actively serving the chapter. Remember that articles for this newsletter also qualify.

Most job seekers wait to polish up their interview skills until they are looking for a new position. Important interview op-portunities, however, can present themselves at any time. For example: • Unplanned internal job openings: There is a sudden

opportunity to advance your career from within, and your boss recommends you as a candidate for the job. ARE YOU READY TO COMMUNICATE YOUR CONTRI-BUTIONS TO THE COMPANY?

• A recruiter calls: The position sounds like just the career move you’ve been wanting. WILL YOU SAY THE RIGHT THINGS TO WIN THE JOB OR WILL YOU BLUNDER YOUR BEST CHANCE?

• A former colleague introduces you to his boss: They are building an exciting new division for their company and looking for new staff. CAN YOU ENTICE HIS IN-TEREST IN YOU AS A MUST-HAVE NEW TEAM MEMBER?

Those who continually grow in their careers are always pre-pared for these situations. Their interview skills are sharp at all times. To know if your skills are sharp enough to handle a surprise interview, see if you can answer the following four questions:

1. Can you concisely state your value proposition in 30 seconds or less? A value proposition is meant to intrigue your listener with a quick overview of your skills, expertise, and industry know-how. If you can offer a precise summary of why you are the perfect candidate for that job, you are more likely to get to the second or third interview. A concise value proposition can make a critical difference in winning you a new position.

2. Do you know your top five accomplishments, and can you communicate their impact to your employer’s bot-tom-line initiatives? A list of your top accomplishments will allow a potential employer to imagine what you can do for him or her. Ac-complishments give employers a way to associate your skills with their needs—and a reason to remember you. Be prepared to list your top skills and show how they can help meet corporate needs.

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A R E Y O U R E A D Y F O R A N U N E X P E C T E D J O B I N T E R V I E W ? B Y D E B O R A H W A L K E R

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P M I N J 2 0 0 6 S Y M P O S I U M ( C O N ’ T )

Irene also shared the importance of localized project celebrations, including her use of Darumas, for effective multicultural teaming on global projects. After lunch, the risks of working in distant locations

were brought home when Yvonne Bornstein gave attendees a powerful and moving description of her personal experience in “Kidnapped in Russia, Rescued, and Moving On! A True Story.” The audi-ence was spellbound listen-ing to the life-threatening experiences of Yvonne and her former husband as they feared for their lives and

hoped for a ransom payment that would save them. The rescue was an unprecedented global operation involving organizations and individuals from three continents. She summarized with lessons learned which would apply to any project performed globally. Joan Knutson provided the closing keynote, with an in-teractive session on “Project Management: Following the Sun” (in a global economy every hour is a business hour). She addressed some of the new techniques being utilized by project managers worldwide, including time boxing, rolling wave, critical chain, Rational Unified Process (RUP), and short interval scheduling. Together, attendees discussed the reasons for the rise of outsourc-ing and Joan dispelled common myths. Joan Knutson also had reviewed all the poster presenta-tions and commended the authors of this unique PMI NJ Symposium format for the quality of their work. She se-lected Gloria Glickman’s “How to Manage a Global Out-sourcing Project Successfully” as the Best Poster of the 2006 Symposium and Kurt Ackerman’s “Project Man-agement and The Great Escape” as the runner-up. Con-gratulations to the winners – all the posters are available on the chapter web site. In addition to the keynote sessions, track speakers pro-vided attendees with a choice of topics in three parallel tracks focusing on this year’s theme.

Around the World covered project topics from a variety of locations: In a subject very relevant to our theme, Garry DeRose shared experiences in his discussion on “How a Major Innovation Project Overcame Global Pitfalls.” The sub-ject of his presentation was a company that had pros-pered and expanded globally. As a result, the company decided they needed a single PM system for all locations and a project was initiated. Garry talked about the issues the project encountered, diagnosis, analysis of the prob-lems, and what was done to turn the situation around. He shared very i n t e r e s t i n g l e s s o n s learned from this project that can be applied to similar global projects. Carol Glickman, Peter Ferrao’s volunteer speaker angel, gave Peter’s presentation “Project Management – In China they do it with Regulations.” It was an excellent overview of the current status of PM in China, particu-larly in the Construction Industry. The Ministry of Con-struction is working with construction constituents to adopt Interim PM practices. Some of the biggest issues in Chinese projects are that meetings take much longer than scheduled, (due to language issues), important informa-tion gets lost in translation, - and there is the underlying cultural issue of “face” being more important than cost. Venkita Seshadri shared his love of history with project management in his session, “The Race to the South Pole: Lessons Learned”. Venkita took the attendees on two fascinating journeys that occurred during October 1911 and March 1912—one from Norway, led by Ronald Amundsen and one from Great Britain, led by Captain Robert Scott. Viewing the expeditions as projects, Ven-kita focused on critical success factors and lessons learned. We followed both expeditions from project ini-tiation, scope definition, team formation/leadership style,

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Irene Dec with Daruma

Gloria Glickman with her winning poster

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planning, execution/control, and fi-nally lessons learned. Both expedi-tions employed very different strate-gies to achieve their goal, “to reach the South Pole first”, and one team, unfortunately, paid the ultimate price. Global/IT presentations are always welcomed by our chapter members, many of whom are in the IT industry. Henry Will covered “Crisis Project Management of Near-shore Pro-jects.” With so many companies evaluating use of on-shore, near-shore or off-shore project resources, Henry’s topic was very appropriate. Using a real case study of software application development in Canada, he took attendees through the project team organization, the project time-line, scope and issues/solutions. He concluded with some excellent les-sons learned. Attendees to Henry’s presentation left with practical infor-mation to consider if they are in-volved in future near or off-shore projects. ITIL (the IT Infrastructure Library) was the focus of John Worthington’s topic, “Team of Rivals.” Starting with the basics of ITIL and its ori-gins, John shared a wealth of infor-mation on the benefits and imple-mentation of IT Service Manage-ment. John demonstrated that ITIL implementations require pro-gram/project management skills. His information was extremely beneficial to anyone considering implementa-tion of IT Service Management using the ITIL best practices. Andrew Longman provided solid project management tips and lessons learned in his presentation, “Managing Global Projects: Lessons

from the Firing Line.” His presenta-tion focused on the challenges facing managers of global projects and the importance of teaming illustrated by a video from cement manufacturing in Australia. Special Topics had unique and popu-lar presentations in a room with the blue Atlantic Ocean as the back-drop, which just added to the pleas-ures of the track. There was standing room only for Andy Crowe’s topic, “Alpha PMs: What the top 2% know that everyone else does not.” Through a survey of 860 project managers from 350 com-panies worldwide, a sample was se-lected and the project managers, their teams, their senior managers, and customers were interviewed in depth. Andy shared the survey findings of what made an Alpha PM different from everyone else. It’s not spending more time or running more big meet-ings! The results were very informa-tive and something that all PMs can use for enhancing their personal growth. As part of the “Think Global, Act Local” theme, LaWanda Abel of the MS Foundation and Jerry Flach shared information about outreach programs with their topic “Take our daughters and sons to work® What you can do!” Practical resources were provided and audience mem-bers shared specific success stories of giving 8 to 12 year-olds meaning-ful experiences in the work place as a project manager. Chapter members who are interested in pursuing this topic as a Local Interest Group should contact Judy Balaban at ligs@pminj.org. Tom Kennedy persuaded a standing room only audience that effective

communication was a key factor for professional success during his talk, “Death by PowerPoint.” During the process of developing a presentation Tom demonstrated that the speaker and the message are the main ingre-dients of an effective presentation. Acknowledging that most speakers tend to start their presentations by launching PowerPoint, Tom showed us that the best way to organize a communication is to start at the end. By identifying what message you want your audience to take away, you have found the opening and con-clusion for your presentation. The arguments in support become the steps in between. This was great practical communication advice for project managers!

There were 14 vendors present this year to help attendees learn about new developments in Project Man-agement, including software provid-ers, consultants, and education pro-viders. This year we welcomed Eco-Sys Management, MKS Inc., Navi-

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Yvonne Bornstein, lunchtime keynote speaker

Joan Knutson, closing speaker

gant Consulting and PMOLink as new vendors. Attendees were eligi-ble to win prizes from several ven-dor including software, iPods, and certificates for training courses. New this year was a prize drawing for visiting all of the vendor tables. More than 220 attendees visited all of the vendors and one lucky attendee won a gift certificate from the Ocean Place Re-sort and Spa. The Symposium plan-ning committee would like to thank all of the vendors for their participa-tion in this year’s event. We were fortunate to have five Local Interest Groups (LIGs) and Specific Interest Groups (SIGs) attend this year’s symposium. The existing PMI-NJ Networking Group received a substantial number of new mem-bers interested in joining the group. So it is expanding to broaden its reach within the Chapter. The Phar-maceutical LIG received additional members in the NJ region as well. In addition, two new LIGS will be formed within the NJ Chapter! One will be for Women in Project Man-agement and the other will be the Lucent Local Interest Group. Previ-ously, a Lucent group was meeting regu-larly to discuss Project Man-agement proc-esses and prac-tices, but it is

now expanding to be a LIG. The meetings are being structured as learning and development sessions. They will even be partnering with an

Illinois Chapter for information shar-ing. Check the PMI-NJ site for more details. The event was held at a new loca-tion this year on the NJ shore at the Ocean Place Re-

sort and Spa in Long Branch, NJ.

This was a lovely facility that did an excellent job accommodating the

symposium l o g i s t i c s . A t t e n d e e s had the op-portunity to stroll the new Long Branch two mile board-walk along the ocean before and after the

Symposium. It was a perfect day to visit the many shops and restaurants. Symposium Communications Team • Maureen Sammis • Debbie Heger • Stephanie Feist • Aita Salasoo

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In attendance, former chapter President Ed Miller (left) with current President John Bufe

In attendance, former chapter Presidents’ Mary Devon O’Brien and Ed Miller

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P M I N J 2 0 0 6 I N T E R N A T I O N A L P R O J E C T M A N A G E M E N T D A Y : N O V 2 , 2 0 0 6

A D A Y O F P R O F E S S I O N A L D E V E L O P M E N T S E M I N A R S

Where: The Palace at Somerset Park, Davidson Avenue, Somerset, NJ Frank Saladis, PMP NY Chapter has had a dream for over 35 years. His dream is that Project Management would become accepted as a strategic necessity and perceived as the ultimate method to promote collabora-tion, improve productivity and increase efficiency. To make his dream a reality, Frank established the first International Project Management Day in November, 2005. The International Project Management Day is intended to encourage project based organizations worldwide or organizations who utilize project management methodologies, to schedule some type of recogni-tion event within their organizations. The objective of establishing an International Project Management Day event is to increase the awareness of the value of project management within the large business, government, small business and social com-munities and promote project management as a true profession and key business strategy. In 2006 the PMI New Jersey Chapter is celebrating the second Interna-tional Project Management Day with our second professional develop-ment day of the year. Our annual regional symposium in May was well attended but some of our chapter members missed out, so we are offer-ing a day to celebrate project management while we extend our knowl-edge, skills, and personal networks. This event will be a different format from the May Symposium. Yes, there will be a select group of excellent speakers, but they will be pre-

senting in a seminar environment. The seminar sessions have the bene-fit of ensuring that you will hear all of the speakers versus moving from one track speaker to another and risking that some track speaker rooms have reached capacity. Ample breaks will be included in the agenda, to allow for networking and visiting PMI local interest groups and local vendors. SPEAKERS Speakers presenting from their global perspective of the world will include: Lee R. Lambert, PMP - “Living in an Info-Centric World…” Wayne Brantley, PMP, MS Ed - “Understand EV in Under an Hour”. Rich Wilkinson – “The Use & Misuse of EV Mgmt in the Back Office” Jerry Manas, PMP – “Learning PM from Napoleon” Peter de Jager- “Change Management: The Missing Component of PM” Alex Brown – “Project Charters Bridge Culture” John Cusak – “Integrating Sustainability Principles into Proj Mgmt” Frank P. Saladis PMP - “Positive Leadership in Proj Mgmt…” Register Now! Based on this year’s participation at chapter events and our growing membership, we expect this event to be sold out so we recommend that you register online at www.pminj.org/nj_smp-r.htm as soon as possible and note the cancellation policy. This web site will indicate when the event has sold out. At that time there will be no wait-ing lists and we will recommend other PMI events to meet your profes-sional development needs.

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U S I N G R I S K M E T A L A N G U A G E T O D E V E L O P R I S K R E S P O N S E S ( C O N ’ T )

ability and/or impact to reduce a threat or enhance an opportunity;

4. Taking residual risks which cannot be managed proactively or cost-effectively, accepting either a threat or an opportunity.

Each of these strategies can be linked to the cause-risk-effect structure. For threats (i.e. risks with negative impacts) this means the following: • Avoidance can be achieved by re-

moving or changing a cause, or by breaking the cause-risk link so that the threat is no longer possible. For example, risks arising from lack of expertise might be avoided by out-sourcing or partnering. Exchange-rate risk might be removed by using only local currency.

• Transfer tackles the risk itself, by involving others in its management,

though it does not change the risk directly. Insurance is the classical example of threat transfer, though contract terms can also be used.

• Reduction targets the probability of a threat by seeking to weaken the cause-risk link, or aims to minimize negative impact by addressing the risk-effect link. For example, know-ing that use of a new supplier cre-ates the risk of misunderstood re-quirements, familiarization work-shops can be held to make this less likely.

• Acceptance focuses on the effect, recognizing that some threats are not controllable and might happen. This strategy might simply involve set-ting aside contingency funds to re-cover from negative impacts, or could involve developing a specific fallback plan to be implemented if we were unlucky and the threat oc-curred.

Similar thinking applies to opportunities (i.e., risks with positive impacts): • Exploit the opportunity by leverag-

ing its cause so that the opportunity is realized. For example, a positive decision might be taken to include an optional item in the scope of a project to create additional benefit.

• Sharing an opportunity addresses the risk part of the cause-risk-effect chain, by getting others involved in managing the opportunity, perhaps through a risk-sharing partnership or incentivized contract.

• Enhancing requires either strength-ening the cause-risk link to increase the probability that the opportunity will occur, or reinforcing the risk-effect link to maximize its positive impact. If attending a trade show creates the opportunity for new busi-ness, action can be taken to maxi-mize visibility and attract contacts.

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Anand Karve Kevin Kenney Robert Kennison Leon Kofman Michelle Koglin Sergey Kondratiev Murty Korada Edward Kreinik Geeta Krishnan Ganesh Kudva Suvarna Kurmala Barbara Lacher Nadia Laubach Il-Young Lee Jung Lee Shi Yee Lee Jay Leff Jerome Leshaw Alexander Levin David Levine Michael Lurski Ganesh Madda Deepika Mahajan Bobby Malik Ganapathiraman Mani Vamsi Mantripragada David Marcus Sabina Margeton

Lynn McCabe Thomas McCarthy Gavin McFarland Diane McHutchison Mohina McMaster Penny Meikle Timothy Metcalf Gregory Michaels Gregg Miller Jian Ming Jesus Montero John Moro Prabhakar Mudenagudi Dhananjay Nagalkar Sapan Nainani William Nass Ronda Newman Maruti Nori Penelope O'Boyle Liping Ong Sasha Pailet Koff Christina Palendrano Uday Pandey Kerry Parker Antonio Pena Roberto Perez Harry Perrin Ana Peterson Daniel Petrin Ramachandran Pilavulathil

Nikki Piplani Kelly Post Rajesh Rabindranath Maheswara Raj Ushapriya Rajesh Vijaykumar Ramabadran Sureshbabu Ramadoss Anitha Ramakodi Joy Rastiello Peifong Ren Louis Rinaldi Nelson Rivas Amanda Ross Joseph Saieva Edmund Satkowski David Saul James Scardelli Brian Schroeder Charles Sevola Gagan Shah Manesh Sharma Sneha Sharma Prerak Sheth Pramod Shetty Sergey Shvets Opender Singh Tara Speyer Brian Stone John Talbot Harshad Tanna

Jennifer S Telischak Adeniyi Tella Larry Trerotola Mark Tucker Guy/Gaetano Tudisco Tudisco Boris Udler Venkata Vajipeyajula Leon Vaks Steve Varvatos Anthony Vastola Sunil Veettil Debra Anita Virgil-Blue Richard Wachala Yahping Wang Zhen Wang Joseph Ward Denyse Wheeler Garry Wittholt gerard wollner Vivian Wong Bei Xie Kristina Yagci Sudhir Yaragarla Sezai Yatkin Kevin Young Parvez Zariwala Tong Zhang

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P M I C E R T I F I C A T I O N S M A R C H — A P R I L 2 0 0 6 ( C O N ’ T )

Every time a project is executed something changes. You, as the project leader manage both the project and team processes to create the deliverables. But who’s leading the change proc-ess? When the change is large enough, like a merger, there will most likely be a core project team leading the change. However, if your team is the core project team, it’s your job as Project Leader to be the Change Leader. Why? Because resistance to change is one of the top reasons projects fail - no matter how good your deliverables are. So, if you role is to make sure the project is successful, you’ll need to reduce this risk for failure due to resistance. As a Change Leader it helps to have tools that will support you in driving change with your stakeholders. Here are five tools to help you lead change successfully: 1. A list of roles and responsibilities for everyone im-

pacted by the project. From one employee to the divi-sion head, everyone has a responsibility to deal with the change you are creating. Employees need to accept the change or move on. Division heads need to drive change within their units. Understanding each role and its respon-

sibility will make it easier for you to anticipate and man-age resistance so you reduce your risk of failure.

2. Assess your initiative leader’s readiness to lead the change. In most cases, you did not initiate the change you’re creating, so you need to assess this individual’s commitment to the project so that you can be a success. Just like the charter is created to understand the project scope and vision, so to should you assess their readiness. Ask yourself: Are they willing to put themselves in the line of fire? Do they have a vision of what the future will look like after the change is implemented? Will/have they assigned energized people to support you? Is your sponsor and project team ready? Do you know who your change agents are?

3. Use five change coordinates for Project Leaders lead-ing change. In Change Accountability, change leaders are given eight coordinates to follow to be successful. In your role, you need five. Here they are: 1) Collaborate with stakeholders on the anticipated and actual resistance and acceptance in their departments. You created the list of those impacted; use this as the guide for these discus-sions. 2) Create a sub-project team to lead the change

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M A X I M I Z I N G P R O J E C T S U C C E S S :

T H E P R O J E C T L E A D E R A N D T H E C H A N G E L E A D E R

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C A R E E R N E T W O R K I N G G R O U P B Y B A R B A R A A . F U L L E R , P M P

What does the PMI-NJ chapter have that no other chapter has? The answer: a Career Networking Group. Big deal you say! Well yes, it is big deal that started with one idea. In late 2004, Wayne Baruch, PMP, had the idea to create an environment during the monthly meeting for participants to be able to mingle, share and talk specifically about career networking. This was in addition to having guest speakers discuss strategies to secure job opportunities. With that idea and a small core group of people the idea took root. Here it is Summer 2006 and the group is clicking. Wayne has since decided to step down from the leadership role, and handed the reins over to Barbara Fuller, PMP. Barbara was a member of the original team.

Starting in September the meetings will have an exciting new look and feel. The meetings will start promptly at 5:35 pm with a “How to Network” segment. In-cluded in this segment will be Tips, Techniques, Resources (books, groups, events) and Networking ‘works” Testi-monials. Following this will be a seg-ment on real PM Job opportunities. The group will be looking for companies to

sponsor the Networking session, so we will have a brief “Word from our Spon-sor” segment. There will still be time for the participants to network with other participants, the sponsor, and speakers. Networking is about building relation-ships with others not just exchanging business cards. What will you get if you volunteer? You will get up to 5 PDUs

and the ability to develop your skills or use your gifts and talents. The Group needs more volunteers to participate on-site or behind the scenes. For instance, we need greeters, and others to find quality speakers and sponsors What will you get if you attend? You will be able to talk to people that have job openings, learn about the culture of

other companies, learn about what hiring managers are looking for, develop a career backup plan, in-crease the number of people in your

network, practice networking in a “safe” environment and if that is not enough maybe you will find a friend. ********************************* For more information, contact Bar-b a r a A . F u l l e r , P M P a t bfuller@processandprojectsolutions.com

If you are a Project Manager and not involved with the PMI-NJ

Networking group then you are not serious about networking in the PM space...

Rod Colón

President, ETP Network

process. If your project will have a large impact, you should create a separate sub-project team focused specifi-cally on the change process. 3) Communicate, communi-cate, and communicate. The more people know, the easier it is for them to deal with change. Your initiative leader should be heading up a communication plan about what is happening and what is coming. If this becomes your team’s responsibility, have the change sub-project team develop a communication plan. 4) Notice the resistance and acceptance around you. Just because someone is on your project team, doesn’t mean they won’t resist change. Pay attention. If there is resistance among your team, it’s a given there’s resistance in the stakeholder groups. This resistance is telling you something’s wrong. Figure out what it is and fix it. 5) Guide your project team. As the project leader you already guide the team and PM proc-ess. But it’s important that you guide your teams on han-dling and leading change within their stakeholder groups as well.

4. Involve Your Human Resources Team. H.R. profes-sionals are there to support the organization through times

of change. When employees are impacted by change, negative behaviors surface. Instead of trying to deal with it yourself, have HR step in and help. Also, there are great change agents among HR as well, so try to have at least one HR representative on your project team.

5. Evaluate You. You’ll evaluate your success as it relates to the project. But, you should evaluate your success at encouraging change and reducing resistance. During close-out stop and assess yourself as a change leader. Did you collaborate with stakeholders to reduce resistance? Did you communicate enough? Did you guide your pro-ject team on handling and leading change? Did you feel respected as a Change Leader?

Are you ready to be the Project Leader and Change Leader? If you remember that resistance to change is one of the greatest factors for project failure, then it’s your responsibility as pro-ject leader to take on that role to ensure your project’s success. ************************************************** By Cathy Cassidy and Paula Martin Martin Training Associates (MTA) 866-922-3122 www.martintraining.com

(Continued from page 10)

M A X I M I Z I N G P R O J E C T S U C C E S S ( C O N ’ T )

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U S I N G R I S K M E T A L A N G U A G E T O D E V E L O P R I S K R E S P O N S E S ( C O N ’ T )

Accepting that an opportunity cannot be influenced pro-actively means that attention is focused on its effect. Con-tingency funds might be allocated to take advantage of positive impacts, or a specific fallback plan could be de-veloped for use if we were lucky and the opportunity hap-pened. The value of risk metalanguage in risk identification is already well-known. Now the same technique can provide a framework for development of appropriate responses to both threats and opportunities, ensuring that actions effec-tively achieve the desired results. ********************************************** To provide feedback on this Briefing Note, or for more details on how to develop effective risk management, con-tact the Risk Doctor (info@risk-doctor.com), or visit the Risk Doctor website (www.risk-doctor.com).

(Continued from page 9)

A R E Y O U R E A D Y F O R A N U N E X P E C T E D J O B I N T E R V I E W ? ( C O N ’ T )

P M I N J M E M B E R S H I P J U N 2 0 0 6 : M E M B E R S : 4 , 2 8 7 P M P : 2 , 4 0 0 ( 5 6 % )

Page 13 S U M M E R 2 0 0 6

3. Are you prepared to answer your own toughest inter-view questions, or do you hope they just won’t come up? Don’t leave yourself vulnerable to questions like “If you’re doing so well in your job, why do you want to leave?” A good recruiter or hiring manager will see you sweat and stutter and squirm; you’ll lose their confidence and destroy a chance to get your dream job. Think about the questions that will be your biggest pitfalls—and be prepared to answer them.

4. Do you know how to find out your interviewer’s moti-vations to understand how best to answer their ques-tions? This is a very important question. Without knowing your

interviewer’s motivations, how will you know if your an-swers hit the mark of what he or she is looking for in a perfect candidate? There are many ways to conduct re-search discreetly and determine exactly what that em-ployer needs. Once you have those answers in hand, you can target your interview answers accordingly.

With those answers in hand, you can take your career from mediocre to marvelous with “always-ready” interview skills. ************************************************** Deborah Walker, CCMC Career Coach ~ Resume Writer Find more job-search tips and resume samples at: www.AlphaAdvantage.com Email: Deb@AlphaAdvantage.com

(Continued from page 4)

Thanks to your time and effort in responding to the meeting location survey, the New Jersey Chapter’s Programs committee has received feedback from 250 respondents on the best areas for upcoming chapter meetings. Based on the results identified below, we are contacting potential caterers in the preferred locations. The preferred locations, in priority order, are as follows: • Somerset/Edison (38%) • Whippany/East Hanover/Parsippany/Morristown (18%) • North Brunswick/South Brunswick (12%)

• Basking Ridge/Bridgewater (10%) • Tie between Hazlet/Tinton Falls/Red Bank area and Sad-

dle Brook area (8% per area) • Princeton (6%) Using this information, we are trying to accommodate as many members as possible. In addition, we are investigating other alternatives. We will keep you informed as we finalize these arrangements. Please feel free to contact anyone on the Pro-grams committee if you have any questions; our contact infor-mation can be found on the chapter’s web site under www.pminj.org.

F U T U R E P L A N S F O R 2 0 0 6 - 2 0 0 7 P R O G R A M Y E A R

5001,000

1,5002,000

2,5003,000

3,5004,000

4,500

9/00

12/00 3/0

16/0

19/0

112

/01 3/02

6/02

9/02

12/02 3/0

36/0

39/0

312

/03 3/04

6/04

9/04

12/04 3/0

56/0

59/0

512

/05 3/06

6/06

20%

25%30%

35%40%

45%50%

55%60%

Members PMP# PMP%

PMI NJ c/o Dave Case P.O. Box 271 Sparta, NJ 07871

First Class Mail Auto

U.S. Postage PAID

Bound Brook, NJ Permit #274