Project Management Institute

Associate with winners

PMI fast-tracks a promotional video

August 1991

ACTION

William D. “Bill” Derrick, Superintendent of Buildings, Denver Public Library, Denver, Colorado

Projects are done in many ways. The PMBOK describes a normative approach which enhances the probability of project success. We should always strive for that ideal. Many industrial and commercial projects do not have the luxury of time required for the normative approach. They are managed in a “fast track” manner. Here is an example of a project done in the fast track mode.

Understand the feelings of the project manager, Bill Derrick, President, PMI Mile-Hi Chapter in Denver, who viewed this as crisis project management. Bill commends the PMI Central Administrative Office personnel, and especially Jeanna Flaherty, for assisting in making this video a reality. “Without their cooperation, the project would probably have been accomplished, but it would have been much more difficult and the product would probably not have been as well done.”

PHASE 1: CONCEPTION

THE GENESIS OF A PROJECT

It was 9:30 Wednesday evening, March 21, 1990. I had just arrived in the Panorama Dining Room of the Calgary Tower. The room was full and there was one seat available at a table where the President of PMI, Robert Yourzak, along with Mary Devon O'Brien, V. P.-Region II, were seated. The discussion turned to the Council of Chapter Presidents' (CCP) interest in creating a new, professional produced “Introduction to PMI” videotape. Conversation continued as to what type of video the new one should be. By the time dinner was over, it was decided that Bob and Mary would take it to the PMI Board of Directors during the next two days and that I should bring it up as an issue in the CCP meeting.

By Saturday morning, the issues and proposals were being presented to the full PMI Board of Directors. Bob Yourzak made the presentation through Rod Stroope, V. P.-Public Relations. What became project #199 was approved by the full board and yours truly was assigned as project manager.

BACKGROUND

The first visual presentation of The PMI Story was prepared in 1984, a slide presentation using one-color, positive image slides. This was very simple technology, consisting of printed copy and some charts and graphs.

Also in 1984, the PMI Southern California Chapter took the initiative to produce a PMI videotape. General Telephone and Electric (GTE) generously produced The PMI Story without any cost to PMI. The coordinator of this project was Dave Brokl, who is manager of project management with GTE in California. This “PMI story” was much more sophisticated, with photographic and computer-generated slides on videotape with voice-over and sound effects. It was available not only in VHS format for U.S. and Canadian usage, but also in the PAL format for use internationally. It was also available as a freestanding slide presentation. Each chapter was given a copy of the tape and could order additional tapes at a cost of $40.

Version two of The PMI Story has served PMI well in putting forth the PMI message. It was first shown at the 1985 Seminar/Symposium in Denver, Colorado. Presented on a rewinding video player, the tape was continuously replayed to whomever was watching.

A companion tape, Reaching Your Goal, dealing with the PMP Certification program, was produced in 1988. Stone and Webster Engineering contributed financial and human resources in the production of this videotape. Two Stone and Webster employees, Al Badger and George Kent, directed the effort.

PHASE II: DEFINITION

SCOPE STATEMENT

The scope of the videotape project was best defined by the proposal presented to the PMI Board of Directors. PMI projects begin with a proposal and end with a project close-out.

General

Project Title: A new video introduction to PMI.

Video Title: Associate With Winners. Objective: To produce a new video similar to the existing PMI video that can be used to introduce potential members to PMI.

Need: A significant number of chapter presidents have identified a need for a good PMI video that is up-to-date and professional.

Impacts: Develop cost, schedule and scope and define target audiences and user needs. A professional firm will be required to produce the video. Try to identify a corporate sponsor(s) to fund the project.

Justification: The PMI chapters will have a better tool for attracting new members/companies to PMI. The existing video is too old to serve the chapter needs. It no longer provides a professional image for PMI.

Resources:

  • People. Assistance from the Marketing Manager and the CAO to develop a scope, cost and schedule.
  • Time. Present the proposal to the fall 1990 Board meeting in Calgary.
  • Funding. Zero funding to prepare the proposal; some CAO staff time required; $25,000 to produce the video if the proposal is approved.
The Project Team

Board Sponsor: Rodney D. Stroope, PMI V. P.-Public Relations in 1990, and Roger B. Glaser, PMI V.P.-Public Relations in 1991

Project Manager: Bill Derrick, PMI Mile-Hi Chapter President

Assistant's To PM: Jeanna Flaherty, PMI Marketing Manager, CAO, and Jenny Strbiak, PMI Mile-Hi Chapter V.P.-Administration

Team Members: Dora Miller, North Carolina Piedmont Triad Chapter President, Bill Grieef, Southern Alberta Chapter President, and Mary Devon O'Brien, PMI V.P.-Region II in 1990 and PMI President in 1991.

PERFORMANCE REQUIREMENTS

Determining Client Requirements

One of the most significant steps in preplanning is to define the purpose of the project:

  • Who is the target audience?
  • For what will the videotape be used?
  • What is the essential message?
  • What are the subsidiary messages?

The ability to answer these and other questions makes for a successful presentation.

On July 18, 1990, through team member Jeanna Flaherty, a cover letter and questionnaire was sent to all PMI chapter presidents and PMI Board members. These documents were to be shared with the individual chapter membership. Some sixty questionnaires were sent out. The questionnaire was distributed at the Region III CCP meeting in Las Vegas. In Calgary the questionnaire was distributed to over fifty chapter presidents or chapter representatives at the annual CCP meeting. A total of forty two responses were received.

Project Manager Bill Derrick Reports to the PMI Board

Project Manager Bill Derrick Reports to the PMI Board

The Problem

The recurring major problem substantiated by the survey respondents was the sheer age of our former video. Any visual media will reflect the styles, fashion, and customs of the times. By 1990, our 1984 video showed outdated cars, clothes and haircuts. More importantly some of the project management concepts, tools and techniques were equally as dated. We knew we needed to replace the drafting tables of the 1984 video with CAD in the 1991 version.

What Did The PMI Members Want?

In addition to identifying the problems with the previous introduction to PMI, we asked PMI members what they wanted.

  • Define good practice, especially integration of project work across phases and PMBOK elements.
  • Emphasize organizations and individuals participating with PMI for mutual benefit.
  • The video should cover scenes of industrial projects, R&D projects, systems projects, i.e., address the diversity of industries that PMI can assist.
  • Cover PMI activities stressing educational, business and social aspects of PMI.
  • Business leader(s) endorsing PMI's benefits.
  • Good, hard-hitting, technically advanced video that will do the job.
  • Give people a reason to join.
  • Practical, everyday, down-to-earth pictures of project management in action in several different backgrounds.

REQUEST FOR QUOTATION

Technical Specifications

The solution was to produce a new introduction to PMI video for the '90s, trying not to date the video-a near impossibility. The first steps:

  • contact professional video production companies,
  • define what we thought we wanted out of a new video,
  • have vendors submit bids on what they thought we wanted and how much they would do the job for.
Bid Analysis

We contacted various firms and received two bids back. Those bids were:

Bidder A  
•Production management $6,000
•Pre-production $2,500
•Production $8,070
•Post-production $3,600
•Administrative overhead $3,845
________
•Total cost $24,015
Bidder B  
•Scripting and Pre-production planning $608
•Production $13,110
•Travel/Living $9,886
•Post-production $3,000
  ________
          Total cost $26,604

From the above bids it would have appeared that Bidder “A was the winner. But Bidder “B” included a $10,000 in-kind services donation. That brought the winning bid down to $16,604—less than the $25,000 targeted.

The winning bidder was the video production arm of AT&T Federal Programs division. They were brought into the competition by Dora Miller, who was at that time president of the PMI North Carolina Piedmont Triad Chapter and a project manager for AT&T. Dora was able to enlist the support of Dennis Ward, District Program Manager, AT&T, and together they made some very high-tech capability and high-caliber talent available to PMI. Not only was the $10,000 in-kind services grant made, but they allowed us reck-bottom production rates.

The Winning Proposal

The original AT&T proposal (which was modified slightly in its scope), included quote specifications as follows

  1. An eight to ten minute promotional videotape for PMI.
  2. One trip by writer to PMI headquarters for meeting to discuss contents of the script.
  3. One draft of the script and one revision by AT&T staff writer.
  4. Pre-production planning and travel coordination by AT&T staff.
  5. Four person crew to videotape in Calgary at the PMI '90 Seminar/ Symposium.
  6. Four person crew to videotape at PMI Central Administrative Office near Philadelphia and at a nearby location to interview a representative of at least one company that has benefitted from the PMI program.
  7. Four person crew to videotape in Greenville, South Carolina; with a representative of a company that has benefitted from PMI's programs.
  8. Four person crew to videotape at one PMI chapter meeting in North Carolina (Raleigh or Charlotte).
  9. In-house AT&T on-camera and voice-over talent.
  10. Title graphic and text panels in the body of the program will be created on high-resolution electronic character generator or art card with customized font. If budget permits, we would recommend use of an animated title graphic and one other animated graphic to go in the body of the piece to give the program a more exciting and high end look. We estimate the cost of two animated graphics would be $4500 (in addition to the quote presented here).
    AT&T Video Crew Director Don Swaim

    AT&T Video Crew Director Don Swaim

  11. For field production we will use an Ikegami HL55 state-of-the-art chip camera and we will record on to 3/4” videotape. The program will be edited on a computerized CMX on-line editor with digital video special effects (DVE). The CMX editor produces an edit list which is kept on file for any future updates and modifications. We will master the program on to Beta SP the latest in high-speed half-inch formats. Our production and post-production configuration yields the highest quality available for the money spent.
  12. The video will be threaded together with field stand-upnarration, intermixed with studio narration. Therefore, no set design charges have been included.
  13. For the price quoted, we will supply one edit master and one duplicate in the format selected by the client. Additional copies can be supplied at cost for each tape in the VHS format.
The Technical Capabilities

If you don't automatically associate AT&T with video.. that is understandable. But when the time came for PMI to update its promotional video, AT&T was the right choice.

AT&T's Guilford Center Video Productions (GCVP), located in Greensboro, North Carolina, is a state-of-the-art production facility offering full service broadcast quality from script to final edit. The GCVP staff has over sixty five combined years of video and broadcast experience.

Eight times since 1985, AT&T GCVP has been awarded the prestigious “Silver Reel” award by the International Television Association. In addition to award winning work for AT&T, GCVP has produced video projects for such major clients as:

  • American Express
  • US Air
  • K Mart Greater Greensboro Open
  • Richardson Vicks
  • Eastern Music Festival
  • Great Smoky Mountain Railway
  • Arizona State University
  • American Trucking Association
  • Duke University
  • and more!

The AT&T production facility includes:

  • A computer-based CMX editor with an interface to an AMPEX Vista switcher and three broadcast quality Sony recorders
  • Mastering on BETA SP high-speed professional 1/2” SMPTE time-code for frame accurate edits
  • A/B roll editing for efficient match frame dissolves, wipes and other video effects
  • Digital video effects
  • Ikegami HL 55 chip field camera
  • Sony broadcast field recorder
  • Six input downstream keyer
  • Chroma key
  • 27'x 27' sound studio
  • High resolution character-generation with font compose
  • Two studio cameras equipped with teleprompters, and
  • In-house computer graphics.

CORPORATE SPONSORSHIP

The project team had already obtained the main sponsorship of the video from AT&T, with the $10,000 in-kind donation. The project had been approved by the PMI Board of Directors. The project team had convinced the Board that animated graphics, costing an additional $4500, was necessary for a top notch professional product. The budget for the video had been approved at $21,104.

I had stated six months earlier, at the spring Board meeting, that the entire project cost could be underwritten, eliminating the need for out-of-pocket costs from the Project Management Institute budget. There was no better time than Sunday, October 14, 1990, to approach vendors at the Exhibitors' Reception, held in conjunction with PMI's annual Seminar/Symposium, with the idea of co-sponsorship of the video.

That evening thirty-one project management related vendor's and /or corporations were approached. We were confident that commitments for $1,000 each (as a minimum buy-in to become co-sponsors) had been obtained from twenty-two of those personal contacts.

Using simple multiplication, I was convinced the entire project was underwritten. The sales approach used stressed the benefit of sponsorship. First, they would get their corporate logo displayed as a co-sponsor of the video which would be shown in some seventy plus countries around the world. Second, they would get their corporate logo displayed in this Showcase Project article in the PM NETwork magazine. Third, They would receive their own copy of the introduction to PMI videotape.

Upon arriving back in Denver, Colorado, in October, I sent a letter to over forty corporations, requesting their $1000 donation. In January, team member Jeanna Flaherty sent reminder letters for the donations. As of June 15, ten organizations have signed on including AT&T. The total contributions came to $19,500. This generous contribution is indicative of the growing support of project management and PMI.

images

PHASE Ill: EXECUTION

GETTING ON THE FAST TRACK: August 1,1990

Having chosen the AT&T GVPC, it was fast-track all the way. An agreement was reached between PMI CAO and the AT&T corporate headquarters in Washington, D.C. This had to be coordinated in time to make arrangements for the video team to get to Calgary, Canada, by October 11, for the upcoming PMI '90 Seminar /Symposium to tape the proceedings. Missing this opportunity would have delayed the project by as much as one year.

Project Strategic Alternatives

Efficient pre-production planning, (the essence of project management) ensures a smooth operation, cuts down on wasted time, and keeps production budgets under control. Shooting single-camera style particularly demands that you be prepared for a variety of situations: lighting, sound, power availability, and the talent available. Whether on location or in the studio, you must take all these variables into consideration to minimize any surprises during production.

images
The AT&T Video Crew Assessing the Situation

The AT&T Video Crew Assessing the Situation

If all involved in this production were to perform at their best, the script had to be clear and concise— but this was not to be!

A crucial step, was to choose between two entirely different approaches in transforming the idea into a production: the scripted method and the unscripted method.

With the scripted method, the production begins totally from the mind of the writer who translates ideas to paper.

With the unscripted method, the writer acts as a reporter of events, selecting certain events over others, and creating a narrative from what is going on.

In many instances the choice is made for you; as in this case, where the AT&T video team had only enough time to grab their equipment and head for the first shooting site, Calgary, Alberta, Canada. Indeed, much of this video is composed of unscripted interviews and events, pulled together by scripted segues and filler to make the message complete.

Scripting is largely a matter of practice and experience. It is widely accepted that the verbiage used as part of a visual presentation on a videotape is quite different from writing for prose. The organization of the information, the pacing (or speed) at which it is presented, and the visuals involved in telling the story must follow meaningfully from place to place.

Here is where our market research came into play. We had identified our intended audiences; we had determined their prior knowledge of the subject matter, background, educational level, and other information that provided direction in communicating the message to our audiences.

Catching the Action at PMI '90

Arriving in Calgary on Wednesday, October 10, 1990, the project team met that day and evening. We had to set up a videotape schedule for the AT&T video crew members who were to arrive on Thursday evening.

The AT&T crew experienced problems with customs agents in getting their video equipment across the U.S. /Canadian border, causing a slight delay in their expected arrival.

On Friday, the video crew setup for taping during the morning meeting of the Council of Chapter Presidents. They videotaped various project workshops and technical sessions throughout the remainder of Friday. The videotaping continued that evening at the Chairman's Reception, held at the top of the Calgary Tower that evening. On Saturday, twenty-two one-on-one interviews with various chapter presidents, PMI Board members, and PMI '90 project team members were taped.

On Sunday the video crew taped footage of the Calgary Light Rail, an especially interesting project which had been previewed at the March Southern Alberta Chapter meeting held in conjunction with the spring PMI Board/CCP meeting. They continued getting footage of various workshops, technical sessions, and the Project Management Professional Examination the rest of Sunday afternoon. In the evening they taped the opening Exhibitors' Reception.

The only major problem encountered to this point was that the video crew had taped 1,200 feet and were about to run out of tape. One of the Calgary project team members was able to cajole more tape from a local TV station by that evening.

On Monday, back for the remainder of the Calgary Light Rail segment and then the PMI Awards Luncheon. On Monday evening, after spending some fourteen hours per day for four days videotaping, the project team and the video crew took the night off and enjoyed the PMI '90 Barbecue and a special PMI performance of the Calgary Stampede Rodeo.

On Tuesday, the video team taped some various technical paper pre-sensations and the PMI'90 Awards Banquet that evening.

On Wednesday, it was pack-up-and-leave for the United States and return to Greensboro, North Carolina.

Shooting on Location

The first rule in Hollywood is never work with children or animals. But some of the most pleasing footage in the video is children enjoying the Woodland Park Zoo, the second location shoot. It was coordinated by PMI member and former PMI Puget Sound Chapter President Mike Katagiri.

ATʖT Video Crew Catching the Action in a Workshop

AT&T Video Crew Catching the Action in a Workshop

This second location was chosen because in the last ten years, zoo architecture has seen the introduction of several innovative concepts. Most prominent are two theories of exhibit design dubbed “Landscape Immersion” and “Cultural Resonance.

Our goal was to show that project management is used in all aspects of life, including recreational and environmental activities. Despite wildebeests that refused to leap on schedule, the footage obtained clearly indicated the scope of project management.

The last major location shoot was at the Philadelphia Electric Company's Limerick 2 Nuclear Generating Plant, winner of the 1990 PMI Project of the Year Award.

We had concern that security would be even tighter than usual at the plant because of the Persian Gulf War, but PECO public affairs specialist Michael Wood explained that security procedures at the plant are normally set at such a high level that no additional security procedures were required.

The only glitch in the entire process was one dealing with wardrobe-Reeboks and high heels were a definite no-no on the special floor surface of the plant. Fortunately, a number of obliging security guards didn't mind trading-shoes for the day so that the show could go on.

Cameras are also a special problem in nuclear plants, not so much that illicit taping will be done, but because the camera lens can register a slight amount of radioactivity on monitors, due to a substance used in their manufacturing process. A great deal of monitoring had to be done to ensure that the cameras came out of the plant with no more radioactivity than when they went in.

Not surprising for a facilty that has won numerous safety awards, health and safety is of vital importance to PECO at the plant. Background checks had to be done on the crew and PMI staff involved. Metal detection to enter the plant was so sensitive that rivets in the jeans of a crew member almost prevented him from gaining access. Moving five people and camera equipment from one area of the plant to another involved passing through small airlocks, card readers, and regular radiation monitoring to ensure there was no contamination. In all, the attention to security and safety was most impressive, and the willingness of PECO to help us through this was outstanding.

Other location shooting was done at Western Carolina University in Cullowhee, North Carolina; at the PMI Central Administrative Office in Drexel Hill, Pennsylvania; at Merck & Company in Plymouth Meeting, Pennsylvania; at Philadelphia Electric Company's Corporate Headquarters in Center City Philadelphia; and at the American College in Bryn Mawr, Pennsylvania. File footage used in the videotape was provided by Philadelphia Electric Company, Merck & Company, Duke Power, and AT&T.

AT&T Writer/Producer Tom Booth Directs the Editing of the Video, Associate With Winners!

AT&T Writer/Producer Tom Booth Directs the Editing of the Video, Associate With Winners!

EDITING THE VIDEO

Editing is one of the most creative aspects of video production. The responsibility of the editor is to select the shots that tell the story best. The editor takes on the task of determining the order and length of each sequence as well as setting the pace and continuity of the finished videotape. The bulk of what the editor does is technical and creative in nature. Like any skill the most important factor in editing is experience.

THE SCRIPT

The script of the new video has a fast paced opening with upbeat music and a variety of scenes from different industries. An animated PMI logo comes up full screen and locks into place as the music ends.

Music changes up and under, narrator voices over scenes of project managers at work.

These people have two things in common. They are all winners, and they are all members of the Project Management Institute.

Narrator voice over project management scenes.

The Project Management Institute is a non-profit, professional organization with a primary objective of improving professionalism in the discipline of project management. This discipline is a specialized field that concentrates on the accomplishments of one time work efforts—everything from construction, software development, research, engineering and new drug development projects—all having a definite starting and ending point, a life cycle and specific performance requirements demanded of the final product.

Narrator voice over, scenes of PMI members from the Calgary symposium.

More than eight thousand people from seventy countries around the world are members of the Project Management Institute. They maximize their membership by exchanging ideas and information in local chapter activities, and they put the principles and techniques of PMI to work every day. The results are impressive.

Video Feature #1: The Calgary Light Rail

Music up full; the Calgary skyline framed over embossed PMI background. Music under as picture comes full screen and the narrator voices over Light Rail scenes.

The Ctrain, the light rail transit system here in Calgary, Canada, was the solution to this city's urban transportation problems in the mid 1970s. LRT provides efficient and cost effective transportation for this city of 650-thousand nestled at the base of the Rocky Mountain foothills. The word “rocky” could also be used to describe the C-train project when it began with the southline in 1977.

Sound up full and under John Chaput, Manager, Calgary LRT Construction.

If you start out thinking you're building a Volkswagen and end up being forced to build a Cadillac, your budget isn't going to work.

Narrator voice over shots of John Chaput.

After the south line, PMI member John Chaput and his team took total responsibility for project management.

John Chaput voice over LRT scenes.

Project Management is the whole thing, it's critical, it plays a major role not only in the actual construction but in the design and planning for that matter as well.

Narrator voice over LRT scenes.

There's no arguing with success. Each extension of the Calgary C-train line has been completed on time and under budget. The Brentwood extension which opened in 1990 was three months ahead of schedule and almost four million dollars under budget. John Chaput says his involvement with PMI is a big plus in doing his job day-to-day. We think you'll find it valuable too.

One-on-One Interviews

Sound up full and under May Devon O'Brien, 1991 PMI President.

There is a wealth of knowledge involved in the Project Management Institute-through its workshops, its seminar/ symposiums, its local chapter workshops and studies, its programs, its books, its body of knowledge-which will provide an invaluable resource for personal development and growth. Second there is an extremely valuable interaction with other professionals that also stimulates growth.

Picture flips, sound up full and under Bill Derrickr Denver Public Library.

I'd say the association with other project managers in the field has been one of the greatest learning experiences I can have. In talking with other project managers it's so easy to get solutions to problems when you have mind-block yourself and you can't come up with them. There are so many others that have gone through the same things you may have gone through yourself and they are able to provide those answers.

Picture flips, sound up full and under Yvonne Burgess, Knowledge Works, Inc.

The first thing about PMI that caught me was the diversity of industries and disciplines represented. Project management is something that everybody does but not everybody takes a disciplined approach to it. What I learned about project management in my own business was gained out of other peoples businesses that were very different from my own.

Video Feature #2: The Pharmaceutical Industry

Narrator voices over scenes from Merck & Co.

The pharmaceutical industry is well represented in PMI, another example of the diversity of the institute. Managing research projects is a whole different ball game but the PMI principles still apply. It can take as much as twelve years from the time a compound is discovered until it is commercially available. Effective project management can help shorten that time frame.

Sound up full and under Rick Henry, Project Manager, Merck & Co.

All of the pharmaceutical companies are using project management principles to make sure those development programs occur as quickly as possible and that correct decisions are made, because we're talking about saving lives, preventing disease and helping people improve their quality of life.”

Narrator voices over more Merck scenes.

It doesn't matter if your project is traditional or non-traditional. PMI can help when you need it most. Because it can be a real zoo out there.

Video Feature #3: The Woodland Park Zoo

Music up full. The picture flips to reveal the skyline shot of Seattle framed embossed PMI background. Music ducks under and narrator voices over scenes from Woodland Park Zoo.

Seattle, Washington, home of the Woodland Park Zoo, a marvelous example of project management techniques put to use in a very non-traditional setting. A closer look reveals that this is not your ordinary zoo with concrete enclosures and cages. Woodland Park immerses visitors in the sights and sounds of the animals' natural habitat.

Narrator voices over scene of construction.

In the not too distant future this area will be transformed into a tropical rain forest, it's a big job and a challenge for project manager Mike Katagiri.

Sound up full and under Mike Katagiri, Project Managerr Woodland Park Zoo.

There's no one person that can define or design and implement a zoo project. It's highly complex and requires a lot of specialists and project management is uniquely suited to meet the challenge.

Picture flips to reveal Greg Toffic, Curator of Birds, Woodland Park Zoo.

The project manager has that unique role where he oversees the individual needs of a the other team members. He's got to be able to put into, and does put into, perspective and into balance the needs of the horticulturist, the animal curator, the bird curator, the people who are involved with the systems of the building itself and inevitably is responsible for seeing that the balance is achieved.

Narrator voice over zoo scenes.

International zoo experts have nothing but praise for the revolutionary design at Woodland Park and the Zoo's director, David Towne, can't say enough about his project managers and PMI.

Sound up full and under David Towne, Director, Woodland Park Zoo.

Animals in Natural Habitat at Woodland Park Zoo

Animals in Natural Habitat at Woodland Park Zoo

It speaks highly of our public, at least here in the northwest, the high ethic they have about the environment and how we care for our wildlife. Instead of displaying them for the sake of curiosity, we try to display them in as humane and natural a setting as we can, replicating where they come from.

Sound up full and under David Towne, Director, Woodland Park Zoo.

I think a professional organization that not only trains but also sets standards for performance is a benefit to all people in that industry. I think it's been especially beneficial to us here. The recognition our project managers have gotten for their participation, they've come back with great ideas and better methodologies from rubbing elbows and exchanging with other people in the industry.

More One-on-One Interviews

Music up full then under, narrator voices over applicable scenes from the Calgary symposium.

A great way to rub elbows and exchange ideas is PMI's annual International Seminar/Symposium. Catch upon the latest publications and tools of the trade, attend workshops. There are meetings for Chapter presidents to discuss project management issues and techniques. Awards for individuals. Chapter projects that exemplify professionalism in project management. And the PMI Seminar/Symposium also includes the presentation of technical papers.

Sound up full and under Helen Cooke, American Management Systems.

PMI is a serious technical/professional association. Our conferences have about 125 presentations on various technical aspects of managing projects. The content knowledge you have to know, like Monte Carlo estimating techniques if you have a lot of uncertainty in a project, or six or seven different types of software you may need for your mainframe to manage a very complex project, and such things as management issues, trends, directions that corporations are going in, that help you plan not only your project itself, but your career.

Project Management Professional (PMP)

Sound up full and under David Frame, PMI Director of Certification.

From the point of view of your career, the organization which you're working in, it's not a bad idea to hook up with something like the Project Management Institute to give you a certain edge over other people.

Narrator voices over scenes from the certification examination.

One prestigious edge that PMI offers is certification as a Project Management Professional, or PMP. An applicant must meet education, experience, service and ethics requirements as well as pass a lengthy written examination. The test covers Scope Management, Time Management, Cost Management, Quality Management, Human Resource Management, Risk Management, Contract/Procurement Management and Communication Management. It's a grueling test, but well worth it.

Sound up full and under Mary Devon O'Brien.

I believe it makes a project manager who is certified as a Project Management Professional, one upon whom a company can rely on having a thorough understanding of the basic elements that go into managing a project. That employee is far more valuable than one who has not gone through that rigorous study.

Western Carolina University

Music changes up and under as narrator voices over Western Carolina campus shots.

PMI is also concerned with the next generation of project managers. Western Carolina University offers a professional business program at the graduate level leading to the Master of Project Management degree. The University was selected by PMI to develop this program, the first of its kind in the United States.

Sound up full and under John Adams, Professor, Western Carolina University.

We have demonstrated that you can offer a Master of Project Management degree in a nationally accredited school and meet both the Project Management Institute requirements and the National Accreditation requirements. That's a major move that opens a lot of other institutions that are nationally accredited, and very proud of it, to the potential of offering a degree program.

Narrator voices over more campus shots.

Graduates of the Western Carolina program are already working as project managers in construction, pharmaceutical, banking, computing, even the motion picture industry and many are active in the Project Management Institute.

Sound up full and under Mike Ensley, graduate student, Western Carolina University.

This is one of the only organizations that I know of that actually opens its doors, honestly and truly, to young people like myself. There is much less of the prejudice just because I'm young, I'm not tagged that I'm unable to contribute. Because the opportunity was given to me, I was able to contribute.

Narrator voices over campus scenes.

PMI encourages the formation of student chapters with reduced student membership fees.

PMI, Drexel Hill, Pennsylvania

Music changes up and under as narrator voices over shots at the PMI office.

The Project Management Institute is headquartered in Drexel Hill, Pennsylvania. From here valuable publications and handbooks are sent to PMI members at reduced prices. Editor-in-Chief Fran Webster is responsible for the Project Management Journal and the PM NETwork.

Sound up full and under Fran Webster, PMI Editor-in-Chief.

The Project Management Journal is the technical journal for the Institute. It contains papers that are double-blind refereed, so we have very good quality control on those. The PM NETwork is aimed at—we call that the professional magazine of the Institute-and our intent here is to speak more to practitioners.

Narrator voices over shots of PM NETwork magazine.

PM NETwork is published eight times a year emphasizing articles of current use to those engaged in project management. Each issue brings to life an in-depth, behind the scenes look at a Showcase Project.

VIDEO FEATURE #4: Limerick Generating Station Unit 2

The video team chose this project to be one of the features and the finale of the new video for a number of reasons. Number one was that it was the 1990 Project of the Year for the excellent performance on completing the Limerick Unit 2 ahead of schedule, under budget, in conformance with specifications, and with an outstanding safety record.

Music comes up full, the aerial picture of Limerick 2 cooling towers seems to come to life from the January 1991 PM NETwork magazine cover and comes full screen. Music fades under as video narrator voices over appropriate scenes from Limerick.

One of the Showcase Projects featured in PM NETwork was also the 1990 PMI Project of the Year award winner, and with good reason. On January 8, 1990, Philadelphia Electric Company's Limerick 2 Nuclear Power Generating Facility went on line, the culmination of years of hard work and planning and a model of project management success. Limerick 2 was not only completed eight months ahead of schedule, it was 400 million dollars under budget and earned an OSHA safety excellence award. How did they do it?.

Sound up full and under Corbin McNeil, President &CEO, Philadelphia Electric Co.

Good people, good management, incentive contracts, excellent planning and a lot of completing the engineering work before we started the construction process. I think those were all factors that played some part in the success.

Narrator voice over Limerick construction scenes.

They also made use of some innovative project management concepts including a project labor agreement, aggressive scheduling, work packaging, design engineering on the job site, pacing area milestones, and project area coordinators just to name a few. Limerick generates enough electricity to supply the entire city of nearby Philadelphia's daily needs. It has also generated its share of good memories.

Sound up full and under Patrick Gillespie, Labor Chairman, Philadelphia Building Trades.

Fellows still have a feeling of pride about that. They'll still talk about that around the union halls. When I was at Limerick we did this, or we did that. We were on that job. That kind of thing, it might sound “hokey,” especially for construction workers but it's not, it's really something significant.

Narrator voice over shot of Limerick followed by other project management industry scenes.

Limerick 2, A Project Management Institute award winner. Winners, that's what we're all about. If you'd like to Associate With Winners, we'd like to talk to you. For more information about PMI contact:

Narrator voice over the address and phone number superimposed on the screen.

Project Management Institute
P.O. Box 43
Drexel Hill, Pennsylvania 19026

or call 1-215-622-1796

Thanks for watching.

Music up and out, fade to black.

Main sponsor, AT&T, logo comes full screen.

Narrator voice over.

This video was made possible by a grant and video production services from AT&T.

And by generous financial support from these fine companies.

Music up. Various co-sponsor's logos are displayed as the message appears.

Special thanks to:

City of Calgary
Transportation Department

Merck & Company

Philadelphia Building
Trades Council

Philadelphia Electric Company

Western Carolina University

and

Woodland Park Zoo.

Music up and out.

Fade to black.

*    *    *    *    *    *    *

LOCAL CHAPTER SPONSORSHIP

This video tape is a stand alone chapter marketing tool that can increase awareness and recognition of the Project Management Institute as well as the local PMI chapter activities and involvement.

Each chapter has the option of inserting a chapter logo, at a reasonable cost (through the use of a local video company), with information on how to obtain more information on membership in the PMI chapter, as well as at the national level.

PHASE IV: PHASE OUT

THE PRODUCT OF THE PROJECT

The new video, Associate With Winners, is 14 minutes and 27 seconds in length excluding the sponsorship credits and the individualized chapter recognition at the end. This is longer than was first anticipated, but after viewing the final product, the length is justified by the content and the professionalism with which it was produced.

PROJECT PERFORMANCE

The project was completed on schedule, under budget, and exceeds expectations. Aside from marketing schedule requirements, a critical schedule deadline was the publication of this Showcase Project in the August issue. Chapters will have the videos for promotional use as the fall meeting schedule swings into high gear.

The original budget request for production was $26,604 to which an additional $4,500 was added for animated graphics, for a total of $31,104. The cost of production was $30,305; that's $799 under budget.

In addition, there was approximately $2,500 of out-of-pocket costs which were covered by two of the donations.

Copies of the video will be available to chapters by the time this article is received. The product is operational. It is up to the chapters to generate the benefits.

PRODUCT DELIVERED

Despite the “crisis planning mode” we used, all reactions to the video have been, “It is a tremendous product, in the portrayal of both PMI and the profession of project management.”

It is important that members realize that this video is more than an introduction of PMI. It is also a very effective introduction to project management. Those who provide training in project management will want a copy to incorporate into their programs of training. Those who have had difficulty explaining what project management is will find this very informative. Those who belong to service clubs will want to use it as a program and chapters will want to make it available, with a member presenter of course, to show to all sorts of community groups. Project management is the way to the future! Let's tell the world how to…

Associate With Winners!

LESSONS FROM POST AUDIT

We learned some valuable lessons in this project—the most important being that time for up-front planning is not necessarily critical to the success of this type of project, if you can compensate for it with skilled and effective people. But up-front planning would make it a lot easier!

In three to five years, this video will begin to show its age. The technology shown in the video, state-of-the-art today, will be outmoded. The future project manager should start planning this time next year for Associate With Winners II—the sequel.

PROJECT CLOSEOUT

The video was presented to the PMI Board of Directors and Council of Chapter Presidents at their spring meeting in Dallas, Texas, April 19, 1991. It was accepted as a completed product and official notice to proceed was given to reproduce copies on VHS format for distribution to all PMI chapters.

The End!

or should we say.…

Th..th..that's all folks!

images

William D. Derrick is Superintendent of Library Buildings, Denver Public Library, Denver, Colorado, where he is project manager for all construction projects with in the library system. In addition to his seven years of experience as a project manager, he has worked in architectural and civil and electrical engineering.

Bill has been an active member of PMI for six years, serving the Mile-Hi Chapter as president and vice-president-programs.

img
This material has been reproduced with the permission of the copyright owner. Unauthorized reproduction of this material is strictly prohibited. For permission to reproduce this material, please contact PMI.

Advertisement

Advertisement

Related Content

  • The Innovation Imperative Pulse In-Depth report cover

    The Innovation Imperative

    Organizations must invest in building a culture - and project teams - that can turn cutting-edge ideas into reality, according to new PMI research.

  • Project Management Journal

    Thinly and Thickly Capitalized Projects member content locked

    By Styhre, Alexander In the contemporary economy, finance industry interests and finance theory propositions increasingly determine investment behavior. Project management scholars access conceptual frameworks and…

  • Project Management Journal

    Project Studies Beyond the Straitjacket member content locked

    By Jacobsson, Mattias | Söderholm, Anders This article provides insights into ways in which project studies can be extended to make further impact on and contributions to other research domains, including more general management and…

  • Project Management Journal

    We Are Projects member content locked

    By Carlsen, Arne | Pitsis, Tyrone S. Research on projects has to a limited degree taken issue with how projects are chief producers of meaning at work. We develop the concept of narrative capital as a basic mechanism for how people can…

Advertisement