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The PMIslander - Spring 2014 Volume 12, Number 1

www.pmilic.org

President’s Message

A wise man once said, “In the Spring, we sow, in the Summer, we work hard, in the Fall, we harvest because we know the Winter will always come.” What a Winter it has been! With a few more days to go in this Winter, I would like to welcome you to Spring at PMI Long Island Chapter and invite you to check out the calen-dar and come out to some of our upcoming events. Applications can now be submitted for our annual schol-arship to be awarded in June. This is an exclusive benefit Long Island chapter members enjoy. Two (2) scholarships are available to chapter members and their immediate families to reward leadership and project management abilities. Check out our website (www.pmilic.org) for de-tails on eligibility and how to apply. The deadline for applications is April 30th. This April, the chapter will organize a 2-day Certified Scrum Master class. Please stay tuned for more details on registration on our website. As usual PMI members get to take the class at a discounted price and non-members pay a $100 more which is still a lower price than other vendors out there. So share the news with your co-workers and take advantage of this incredible offer to earn an Agile certification. We have our Saturday classes scheduled through June on the event calendar; with class topics such as Human Re-source Management & Team Dynamics, Project Negotia-tions & Vendor Management, and Data Gathering & Elici-tation. Use this opportunity to advance your knowledge in this dynamic profession and earn 5PDUs per class to maintain the credentials you have worked so hard to achieve. Every year, in May, we hold our scheduled chapter meeting at a very special location. This year, we will be at The Pavilion at Sunken Meadow in Kings Park. This is an-other great opportunity to network and share knowledge in a very distinct atmosphere and with an amazing speak-er so do come along with a colleague or friend and do not forget your business cards. Stay tuned for details on this event. Registration is limited so RSVP early when registra-tion opens.

PMO Critical Success Factors By David Leigh MBA, PMP

This article reflects my experience working in or supporting Program Management Office (PMO) environments for several major corporations, supplemented with recent research into the criteria for a successful PMO.

According to recent Gartner research, there is a fifty percent failure rate for initial attempts to establish a sustainable PMO. However, according to a benchmark study by PM Solutions entitled, State of the PMO 2010, successful PMOs have demonstrated a significant reduction in failed projects; with projects completed under budget, ahead of schedule and with demonstrated improved productivity.

From an overall perspective, the following presents key critical success factors (CSF) for creating a successful PMO.

VALIDATING THE BUSINESS CASE The Project Management Book of Knowledge (PMBOK) defines a PMO as “a management structure that standardizes the project related processes and facilitates the sharing of resources, methodologies, tools and techniques”. As for any endeavor requiring a significant investment of money and resources, it is critical that a business case is produced to justify the PMO. This document should provide the vision, roadmap for the next 12-18

Inside the PMIslander

Letter from our New President Pages 1/6

PMO Critical Success Factors Page 1/7/8

Board Member Listing Page 2

Editor’s Notes Page 2

Hauppauge Career Day Page 2/3

Project Mix-Up / Puzzle Solution Page 3/4

Board Member Profile—Allison Siena Pages 4

Are You Practicing Good Ethics? Page 5

NSLIJ Networking Event Pages 6

Free PDUs Page 6

Special May 2014 Chapter Meeting Page 8

(Continued on page 7)

(Continued on page 6)

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Hauppauge Career Day By Diane Williams, PMP

PMI-LIC was on hand at Hauppauge High School’s Career Day to inspire students to follow the path of Project Management . On February 25th Diane Williams, VP of Programs, informed the students that they were already project manag-ers! She explained that they scheduled their time among classes, homework, extra-curricular activities, work, social life and home. She opened their eyes to issues impacting their well planned schedule by ask-ing, “How many of you had a teacher that claimed they missed teaching something that would be on the midterm and they needed you to learn and review everything in a packet with only 48 hours until the ex-am?” Every one of them rolled their eyes and told Di-ane stories of teachers that do that all the time. Diane discussed things like video game production, software applications, smart phones, Cloud compu-ting, and challenged them to tell her what was next on the horizon. The iPod changed the way the world lis-tens to music. What was the great project being worked on today that would change their generation?

Board Members of PMI-LIC

Executive Board of Directors Donna Nkrumah Scott, MBA, PMP, CSM President Paul Chalson, PMP VP, Administration Michele Mulieri, CSM, PMP, PHR VP, Finance Diane Williams, PMP, CSM VP, Programs Barbara Falci, CSM, SSGB VP, Membership Services Gerri Stepanek, PMP VP, Prof. Development Jonathan Fazio, CSM VP, Marketing & PR Ella Ponsford, PMP VP, Outreach Jeffrey Stern, PMP, ME, CSM Exec. Dir. of Comm. Geri Neber, PMP Strategic Advisor, Past Pres. Steve Potter, PMP, CSM Strategic Advisor, Past Pres. Frank Clemente, PMP Strategic Advisor Mike Springall, PMP Strategic Advisor Tom Caprariello PMP, CSM Exec. Dir. of Special Events

Directors

Julie Breslow, PMP Dir. of Non-PMP Prep Courses Stephanie Leslie, MBA, PMP, CSM Dir. of Web Services Ed Gillespie, PMP Dir. of PMP Prep & CAPM Courses Josh Einbinder, PMP, CSM Dir. PMP Prep Materials & Licenses Michele Citron, PMP Dir. of Communications Mitch Menarchem, MBA, PMP Dir. of Newsletter Tanja Jacobsen, MBA Dir. of Marketing Christopher Trotta, PMP, CSM Dir. of Administration Christina Cronise, PMP Dir. of Finance Ed Mendez Dir. of Social Media Patrick Pierre-Louis, PMP, CSM Dir. Member Orientation Sinibaldo Nisco, PMP, MCP Dir. Of Chapter Meetings Peter Pilgrim Dir. Of Agile Training Allison Siena PM Social Events Andrew Bone PM Chapter Meetings

Editor’s Note Welcome to the Spring 2014 issue. So many positive articles and submissions came in that I had trouble fitting everything in one issue. Donna speaks to many of these updates in her President’s Message (page 1).

Responding to our solicitation for articles in our social media sites, David Leigh, submitted the featured article (page 1). This is David’s first article for us, and I hope not his last.

Diane Williams writes about the very successful networking event the Chapter arranged with NSLIJ, as well as a career day a Hauppauge HS. Allison Siena, subject of our quarterly profile of a Chapter Board Member, also contributed a thoughtful article about ethics in our projects.

Lastly, we have arranged for our Chapter members to save $100 off a special Professional Development Day, hosted by the Westchester Chapter of PMI. See page 3 for this opportunity.

Mitch Menarchem, PMP PMIslander@pmilic.org

Barbara Slocki, Career Center, Hauppauge HS with Diane

Williams, VP Programs

(Continued on next page)

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PMI-LIC is on Facebook!

“Like us” for all upcoming chapter events and the latest chapter news.

Check us out at

https://www.facebook.com/PMILongIslandChapter!

Hauppauge Career Day (Continued from page 2)

Several students had lists of questions to ask. Those students that asked questions were given a PMI-LIC pen. All students got a great flyer explaining what project management was, and how project man-agement skills are useful in every career path they choose including Art, Business, Engineering, Culinary and Science. The career coaches were so pleased with

the PMI-LIC booth at the Fair that they

requested Diane come back and be on a

panel on their next Career Day for the

middle school in March.

If anyone would like to volunteer for the Hauppauge Middle School Career Day on Friday, March 14th…please contact Ella Ponsford, VP of Outreach at VPOutreach@pmilic.org.

Solution on page 4

Have a PM Story to Tell?

Send your articles to the PMIslander and earn PDU’s.

Please e-mail PMIslander submissions,

comments or questions to Mitch Menarchem at :

PMIslander@pmilic.org

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Board Member Profile Allison Siena, PMP, MBA, SSA, WGA

As PMI-LIC’s new Program Manager of Social Events, Allison promises to create exciting social events where all members will have the opportunity to gather socially without the constraints of a structured lecture or classroom. It is her goal to make each event drive us all closer to the comfort of being a real community of colleagues rather than just a professional association where you chat with acquaintances once a month. She is open to suggestions from anyone with an event idea.

Allison Siena is currently the President of Vision Consulting USA, a B2B firm specializing in business strategies, operational efficiencies, funding, and overall business problem solving.

Looking back at Allison's early academic and professional career, her undergraduate degree from NYU was the ultimate Project Manager's career: Producing for Film and TV. For over a decade she wrote, produced, and directed television commercials and corporate videos. To her credit she has many industry awards but none as exciting as the first Emmy nomination she received for her design and development work for NBC's Nightly News with Tom Brokaw.

Around 2000, due to her professional reputation, she started working in the technology sector developing effects software for Hollywood. One of the early products she marketed was sold right out of development (at a trade show) in the mid-seven figure range to AutoCad and is still a viable product on the market today.

Although no longer in the tech sector, it was the business development and the marketing experience she gained during those years that gave her focus for her MBA. Due to career demands and vigorous travel schedule, her MBA in International Business is from Walden University, the online division of Harvard's Laureate Program. She graduated with a 4.0 GPA.

Her current career utilizes her passion for writing business plans, advocating for her clients with venture capitalists, and creating viable solutions to tough business situations. In addition, she is a staff faculty member in the Business School for the Jersey City ground campus of the University of Phoenix, and would like to eventually teach online.

What you might not know about Allison: This June, she and her husband will celebrate their 28th Anniversary Her 3 kids are Ragdoll Cats; all siblings The only language she had a rough time self-learning was German; but when immersed, started to pick it up quickly Allison likes hot air ballooning and prior to her MBA was studying to be a pilot Allison HATES winter but LOVES summer! In 2011, along with 14 friends, she and her husband rented 2 yachts and self-piloted the Loire Region in France. She still

says it was one of the best vacations she ever took! She loves to travel and learn about new cultures The only foreign food she would not try abroad was an appetizer of fried termites in the Philippines Allison is a SSA Certified Sommelier and a member of the WGA (Writer's Guild of America)

Editor’s Note—See Allison’s article on page 5

The PMI Long Island Chapter could not function as we do without the hard work of

our dedicated Volunteers.

The Board of Directors and the Chapter’s Volunteer Services Committee express our sincere gratitude to all of our Volunteers.

Project Mix-Up Solution

Solution to the puzzle on page 3:

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A Stakeholders Viewpoint: Does Business Employ PM Practices With Customers?

By Allison Siena, PMP, MBA, SSA, WGA

As project managers we're told to be conscious of our stakeholders at all times. So what exactly does this mean in the real world? Allow me the folly to look at both sides of this coin. One from a project's point of view and the other from just one stakeholder's point of view, the customer. As a PMP, one of the first things I do, I confess, even before determining the 'formal' scope of a project, is to examine who the stakeholders are. In my current business, I have to admit, I have walked away from accounts that had unrealistic decision makers or stakeholders. Ethically I would rather pass on a job than set myself up for the intense mental anguish of dealing with an impossible customer. That does not mean I align myself with only like-minded people. It means I assess each project to insure the customer has pragmatic expectations regarding what he/she is asking me to do, realistic views of the expected results, and under-stands and expects a reasonable and attainable time frame for completion. However I have come to the realization that companies today need to take a PMI course in stakeholder expectations. Everyone boasts how technology has boosted our productivity. Sure I'll admit I use Excel or a calculator to add up my deposits but I do not think technology is always good. Recently I have had two experiences with two separate companies in two separate industries: one my medical insurance provider and the other an airline. Both were not really interested in resolving my issues or even answering my questions but rather enjoyed the comfort of hiding behind the veil of the internet and their websites as the only portal their customers have to express dismay or even ask a question. In each case, I just wanted to talk to someone but each time I called, I was told to voice my opinion on their website and if management felt it necessary to discuss the matter they would call me. Really? Could you imagine telling your customers this? Why not cut to the chase and just say talk to the hand? Isn't it the same thing? For the insurance company, all I was seeking was a detailed version of my Explanation of Benefits (EOB) which was not available online. After an hour on hold, they got the better of me, which is pretty hard to do. So I hung up. After countless times of emailing and posting inquiries on their website I had no other alternative but to assume that my foot surgeon has all the right financial infor-mation regarding my portion of the bill. For the airline, in short, my flight was canceled and I was re-routed to a sister carrier. Both the canceled flight and the new flight came with a baggage fee. Believe it or not, in the airport every agent I spoke to did not have the authority to refund my baggage fee for the canceled flight. Nor could they do anything about my complaint except to tell me to call their 800 number. But it gets better: the 800 number agent instructed me to file a report online, and you got it, if my dispute is worthy of a refund or discussion management would seek me out. For this particular airline, I am about 125,000 miles shy of becoming a member of their million mile club. As a stakeholder, at this point I doubt I will make that club because I would rather fly any of their competitors. In both these cases what is the lesson as a PMP to learn? The obvious answer is not to neglect any of your stakeholders. Please note, the least likely stakeholder can have an unexpected impact on your future; more than you can imagine. You may be saying, all the competitors in both industries act this way. However, without getting into politics, in the case of the insurance company, it makes it easier to vote for insurance controls. I certainly am paying attention during my renewal period because I have learned that if all these companies offer similar customer service than the only thing that matters is the monthly cost (because coverage is legis-latively controlled, but that is a whole different story). For the airline, there are still other choices. Maybe less as each merger gets approved. However, my loyalty is no longer to them but to my credit card, which issues travel points which can be applied towards airfare, car rentals, hotels etc, and is not just limiting me to one choice. So as Project Managers, I ask you, what type of interaction are you encouraging, engaging in, or employing with regards to stakeholder feedback, comments, problem solving, and basic interaction? Sometimes old school methods are not inferior to new technology but rather offer a breath of fresh air. As a Project Manager I feel it is my job to complete the task but also to make a positive difference for those I work with and for.

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Successful NSLIJ Networking Event By Diane Williams, PMP

On February 27, PMI Long Island Chapter, partnering with North Shore LIJ Health Systems (NSLIJ), hosted a networking event at the NSLIJ Talent Recruiting Offices in Lake Success.

A dozen talent specialists from different NSLIJ business lines interviewed each registrant in a relaxed setting. The event was so successful that at one point there was a line of people waiting to share their skills, but the attendees said they were pleased to be able to speak directly with talent specialists without having to apply for a specific job through the internet.

Diane Williams, VP of Programs, was host and greeter throughout the evening. Recruiters and members alike enjoyed the relationship building over scrumptious pastries and fruit. It was the perfect way to match candidates with jobs.

The talent specialists were very pleased with the candidates that came for the evening. Each one said they had a few candidates they were going to pursue further.

Candidates came from Long Island, Westchester, New York and New Jersey for the event. They all said that it was worth the trip! Jeff Walters from New Jersey said, “Even though it may not work out for me at NSLIJ, I got some positive feedback on my experience, along with suggestions to upgrade my skill set (especially MS Project) to improve my chances of getting a position with similar healthcare organizations”.

Everyone gave rave reviews of the evening, and a good time was had by all.

Free PDUs Coming!

Your PMI membership provides a wealth of opportu-nities to earn PDUs, at no additional cost, in order to maintain the PMI credential that you worked so hard to achieve. Participate in PMI online Communities of Practice (CoP) to interact with project practitioners around the world who share your interest in a specific industry or practice area. How Can You Best Exploit & Embrace Change PMI Organizational Project Management Community of Practice (March 18th) For program management success, you must embrace and exploit changes. This presentation, with some case study examples, focuses on guidelines for success. Priority Management with Wayne Greenwood PMI Energy, Oil, Gas & Petrochemical Community of Practice (March 27th) This presentation will discuss the methods used to develop a resource-loaded schedule by looking at case studies of various companies, including a drilling company.

Have a specific project challenge? Post your question on the discussion board during the online CoP or help other practitioners by sharing your experiences and successes. Get involved and take advantage of this exclusive PMI member benefit! Go to PMI.ORG for more information.

President’s Message (con’t from page 1) We also have a new Program Manager for Social Events so be prepared to be treated to some incredible social networking events. On the Regional front, your chapter leaders are getting ready to attend the annual Region IV meeting to be hosted by the New York City chap-ter in July. This is where we discuss how we can continually improve on member value and service. As you know, there is no chapter without you. We are grateful for your allowing us to serve you. In global news, PMI has added yet another certification: the Portfolio Management Professional that recognizes the advanced experience and skill of portfolio managers. More information on this new certification and how to apply can be found on PMI Global’s website (pmi.org) under the Certification menu. PMI has also acquired projectmanagement.com and projectatwork.com; two of the largest online resources for project managers. This is a continuous effort to provide continuous learning to you, the member. Please take advantage of these resources. As always, we need volunteers to help with the many initiatives we pur-sue to continually add value to your membership. Check out our web-site for volunteer opportunities and stop by our volunteer corner at the chapter meetings to speak with a board member about the benefits of volunteering for the PMI Long Island chapter. Let us continue to share the knowledge and don’t forget to invite a col-league to the next chapter meeting!

Donna N. Scott, MBA, PMP, CSM President, PMI-LIC

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PMO Critical Success Factors (con’t from page 1) months, framework and ROI for the PMO. A well defined business case will also assist in securing senior management sponsorship of the PMO.

ALIGNMENT WITH BUSINESS OBJECTIVES A critical success factor is that the PMO should be customized to support the business objectives of the organization. It should avoid an “ivory tower” mentality and provide well defined and pragmatic support for the organization. This requires an understanding of the culture and current state of the organization. Another objective is to ensure the support of the influential stakeholders.

ADAPTIVE TO THE CHANGING ORGANIZATIONAL NEEDS The PMO should also adopt an agile approach by adapting to the changing needs of the organization. An article published in the PMI Project Management Journal (March 2009) entitled Building Value Through Sustainable PMOs stated, “Building a project management competency and an effective PMO function that continues to deliver value is not a one time effort, it is an ongoing continuously evolving investment that needs to be managed by qualified visionary, effective leaders”.

DEFINING THE APPROPRIATE STRUCTURE According to the PMBOK, “The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects”. The PMBOK defines several types of PMO structures and control levels, specifically:

Support and consulting (low PMO control) Controlling and monitoring compliance (moderate PMO control) Directly controlling projects (high PMO control)

It follows that another CSF is to clearly define the structure of the PMO with the required level of authority. As stated above, the structure should align with and be adaptive to the business objectives of the organization.

FOCUS ON INTERNAL MARKETING In order to ensure the viability and sustainability of the PMO, it is necessary to continually demonstrate the validity of the PMO. As described below, appropriate metrics and KPIs need to be defined and reported by the PMO within the organization. This will demonstrate that the PMO is adding value to the organization and meeting the business objectives on a continual basis. This required transparency will help to ensure the continual support of senior management. An effective PMO needs to deliver value every day.

METRICS FOR PMO SURVIVAL Examples of performance metrics for software development would include quantified measures for the following:

Projects delivered closer to budget Project delivered closer to schedule Improved risk management and mitigation Improved resource allocations Enhanced processes and controls Improved quality metrics for project assessments Improved compliance to IT governance controls Demonstrated project compliance to SDLC frameworks

It is often stated that “what you cannot measure, you cannot manage”. This is the opportunity for the PMO to provide a model example to the organization in the effective definition and implementation of specific metrics to validate its value to the organization. The results should be reported periodically and made available in a visual dashboard.

SECURING RESOURCE COMPETENCY Another PMO CSF is ensuring that the PMO is staffed with adequate and competent resources. They need to be skilled in the specific support areas required by the PMO, for example, project management competencies, quality management, compliance, project assessment, mentoring skills, knowledge of best practices, etc. The selection of the PMO manager is a key task in staffing the PMO. These resources need to be able to establish effective relationships and be recognized as experts in their respective specialties.

ATTAINING THE OPTIMAL MATURITY LEVEL In the recent study by PM Solutions Research, the authors state that “there is a direct correlation between the maturity of a company’s PMO and the value it provides. More mature PMOs are far more likely to meet critical success factors.”

A cursory review of the industry will reveal that there are a plethora of PMO maturity models. Many correctly stress the need for alignment with PMI's Organizational Project Management Maturity Model (OPM3). (continued on next page)

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PMO Critical Success Factors (con’t from page 7) As soon as a PMO has secured sufficient recognition and acceptance within the organization, it should proceed to evaluate a select number of PMO maturity models. The models range from a simple one dimensional ranking (basic to advanced) to the sophisticated three dimensional PMO Maturity Cube proposed at the PMI Research and Education Congress 2010 in Washington D.C. The PMO Maturity Cube consolidates into one unified model the following three dimensions that comprise the cube:

Scope (enterprise, departmental, or program-project) Approach (strategic, tactical, or operational) Maturity level (basic, intermediate, or advanced).

The evaluation process should result in the selection of an optimal PMO maturity model. After benchmarking the current state of the PMO, a roadmap should then be defined to guide the progress in attaining the successive levels of maturity. In summary, this article provides a high level perspective regarding the required CSF criteria that will support the performance and success of the PMO capability within your organization.

Editors Note: David Leigh MBA, PMP is an independent IT consultant specializing in project management and business analysis. He has extensive experience in application development, software process and PMO best practices. References for his article will be in our electronic newsletter at PMILIC.org. (Electronic Version, Page 9)

Our Annual Special Chapter Meeting Sick of winter? Imagine a gorgeous view of Long Island Sound, a warm beach, good food, stimulating conversations with your peers, and to cap it off, learn how you can use humor in the workplace to be more productive. Come and listen to our guest speaker Andrew Tarvin at PMI-LIC’s May 14th chapter meeting which will be held at the Pavilion at Sunken Meadow, at Sunken Meadow State Park.

When you arrive, there will be an international cheese basket, garden vegetable crudités, a fresh fruit display. What a perfect combination for the networking hour overlooking Long Island Sound relaxing with a drink and some good food.

Andrew Tarvin, our guest speaker, will infuse levity into the evening with his presentation: Humor That Works: A Project Manager’s Guide to Using Humor. What a fabulous way to shake off the winter blues and start the summer season! Register early to reserve your spot for a fabulous evening with PMI-LIC! The menu will include: A carving station with Roast Beef and Turkey Seafood Paella Sliced Pork with Apple/Apricot Glaze Chicken Marsala Cheese Tortellini with Garlic and oil Grilled Vegetables Spinach Salad with Hot Bacon Dressing Fresh Mozzarella, Tomato, Onion, and Basil Vinaigrette New Roasted Red Potato Salad with scallions And a regular tossed green salad. Cash Bar available For those with a sweet tooth…Devil’s Food Sheet Cake with Whipped Cream Frosting. Be sure to check the PMI-LIC website for special pricing and to pre-register.

Andrew Tarvin

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PMO Critical Success Factors (con’t from page 8) References: Crawford, J.K PMP, Baseline periodical, (March/April 2011), “PMO Leader? This is your moment” Crawford, J.K PMP, Cabanis-Brewin, J (2011), PM Solutions Research, An inside look at High-Performing PMOs Fister Gale, Sarah , (August 2011): “The PMO: Something of value”, PM network, 34-39 Mimi Hurt & Janice L Thomas, (March 2009) “Building Value through Sustainable PMOs”, PMI Project Man-agement Journal, 55-71 Pinto, Américo, De Matheus Cota, Marcelo F,Levin, Ginger, PMI Research and Education Congress 2010, Washington D.C. USA, The PMO Maturity Cube, a Project Management Office Maturity Model Project Management Institute (PMI). (2013). A Guide to the Project Management Body of Knowledge (PMBOK® guide) - Fifth edition. Newtown Square, PA