PMI Leadership Meeting 2018—Latin America
Being Part of Something Bigger Than Themselves
INSIDE
Value Delivery: The Ultimate Success Measure
PMI China News: 10-Year Anniversary, Five Years as a PMI Partner
Events Calendar
PMIEF Thanks All Those Who Supported Its Mission in 2017
PMI India News: Transformation Strategies Are Focus of Regional Conference
Chapter Links
IN MEMORIAM:
J. Gordon Davis, PhD, PMI Fellow, PMI Founder
Glen Llopis, keynote speaker
In early March, 163 PMI chapter leaders and global volunteers gathered in Cartagena, Colombia for the PMI® Leadership Institute Meeting (LIM) 2018—Latin America, all eager to learn and network. Fifty-one chapters were represented, the most ever at a Latin America LIM. Participants came from 21 countries. One-third of the attendees were attending their first LIM.
The purpose of the LIM is to provide information, tools and resources that leaders need to provide valuable products and services to theirchapter members.
PMI Chair Cathy La Tona, BCS, PMP, PfMP, and President and CEO Mark A. Langley discussed PMI's transformation journey to the professional association of the future, and reviewed the pillars of PMI strategy: strategic focus, customer centricity and organizational agility. Forty attendees participated in a workshop designed to help PMI learn how to translate the needs of the profession into ways we can help.
Pedro Waengertner, keynote speaker
The event featured two inspirational keynote speakers:
- Glenn Llopis, a business thought leader, author and entrepreneur, focused on developing your personal brand as a leader. The aim was to help attendees trust themselves to be more effective leaders and make their voices and identities respected.
- Pedro Waengertner, CEO and cofounder of ACE (Aceleratech), the largest startup accelerator in Latin America, shared on how to prepare for the most important changes in the job market in the last 100 years and how participants' chapters can provide value to members by preparing them for the future.
The View From the Floor
Nathália Tatagiba, PMO-CP, ITL, PMP, president of the PMI Brazil, Distrito Federal Chapter, said the LIM was a great opportunity to get to know PMI leaders and meet people from different countries and companies. “In my opinion, the difference with this LIM is the culture proximity and the similar realities of chapters,” she said.
Ms. Tatagiba said she talked with leaders from many chapters to hear ideas, programs and projects her chapter can implement. And, for her own personal and professional benefit, “My volunteer work in PMI makes me a better professional, with more capacity to deliver value and generate good results,” she said. “I always have the opportunity to develop my skills and competences, and this certainly reflects on the work I do.”
A group of leaders from Brazil.
Leaders from Bolivia.
She plans to apply the techniques of personal brand development explained by keynote speaker Glenn Llopis.
Sofia Tissera, PMP, president of the PMI Santa Cruz, Bolivia Chapter, said the event “was a refreshing wave of motivation and innovative ideas. We had the opportunity to make friends and get to know each other in the best way possible. We could say that we had a family in each city in Latin America where there is a PMI chapter.”
Nine leaders from Bolivia participated in the LIM. “We distribute the leaders so that they can participate in all the sessions, in order to take advantage of all the knowledge,” said Ms. Tissera. “We strongly recommend this to other chapters. Bring as many leaders as possible to this meeting.”
First-Timer Impressions
This was the first LIM for Sofía Maradiaga, a volunteer leader with the PMI Honduras Potential Chapter. “The event was an eye-opener in regards to the size, diversity and closeness that exists within PMI and its members in Latin America,” said Ms. Maradiaga. “It truly made me realize that I was part of something bigger than myself, namely a community of passionate, game-changing professionals who work to serve others who pursue this wonderful profession.”
Ms. Maradiaga says she was “thrilled with all the knowledge that was to be gained from the different sessions, especially those involving best practices from around the region. The fact that executives from the organization (including our CEO) were around to answer questions and to interact with participants was also positively surprising; it showed the degree of commitment and openness that PMI has with its members. In short, the LIM is a time to learn, network, and grow personally and professionally, something truly important for someone who is starting a project management career. Good things definitely happen when you're involved with PMI.”
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PMI GLOBAL EXECUTIVE COUNCIL
PMI and members of the influential Global Executive Council believe that project, program and portfolio management deliver a strategic advantage that helps organizations do more with less. The elite organizations selected for participation in the Council are well-positioned to have the most direct influence on the direction and future of the project management profession.
To learn more, please visit PMI.org/Business-Solutions/PMI-Global-Executive-Council.aspx.
2018 PMI Board of Directors
Chair
Caterina (Cathy) La Tona, BCS, PMP, PfMP
+1 248 703 9810
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Vice Chair
Jennifer Tharp, PMP
+1 415 385 1749
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Secretary-Treasurer and Chair, Audit and Performance Oversight Committee
Tony Appleby, MBA, PMP
+1 510 468 9658
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Chair, Strategy Oversight Committee
Randall T. (Randy) Black, P.Eng., PMP
+1 587 988 9917
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DIRECTORS
Margareth Carneiro, MBA, MSc, PMP
+55 61 8175 3455
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Mark Dickson, MBA, FAICD, PMP, Immediate Past Chair
+61 407 933 110
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J. Davidson Frame, PhD, PMP, PMI Fellow
+1 703 623 0035
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Teresa A. (Terri) Knudson, MBA, PMP, PgMP, PfMP
+1 507 259 9568
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Antonio Nieto-Rodriguez, MBA, PMP
+32 479 80 94 18
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Kathleen P. Romero, MBA, PMP, CSM, and SPC
+1 804 677 7674
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Tejas Sura, MS, MBA, PMP, PfMP
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Roberto Toledo, MBA, PMP
+52 55 5416 7214
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Thomas Walenta, Dipl.Math, PMP, PgMP, PMI Fellow
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Cecil White, EdD, MBA, PMP
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Al Zeitoun, PhD, PMI-RMP, PMI-SP, PMP
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STAFF EXECUTIVE
President and Chief Executive Officer
Mark A. Langley
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from the Board
Margareth Carneiro, MBA, MSc, PMP
Roberto Toledo, MBA, PMP
Value Delivery—THE Ultimate Success Measure
Value delivery refers to good project performance and bringing about success. It is related to the spectrum of approaches or frameworks of reference—predictive, iterative, incremental, agile, hybrid and whatever will come next to change how we work, deliver results and generate benefits in alignment with the organization's strategy. Maturing value delivery capabilities is one of the three top drivers of project success, according to Success in Disruptive Times, PMI's 2018 Pulse of the Profession® report.
PMI Today: How can you tell if a project is delivering value?
Mr. Toledo: This is a very interesting and somewhat tricky question. For many years, we project managers have focused on delivering results according to the planned scope, schedule and budget. Even though these dimensions for measuring success in a project are still valid, none of them is truly valuable if the project does not advance or achieve a strategic objective. Ultimately, this is the true measure of value.
Ms. Carneiro: Value delivery starts with understanding customers' needs and involves everything necessary to ensure that customers have a good and fulfilling experience, from order processing to the delivery of products or services. When operating in a competitive world of constant disruptions, companies have to reinvent themselves with very clear strategies. The way to implement strategies is through projects, whatever approach you are using. I can tell if a project is definitely delivering value if it is aligned with overall strategy and if it is bringing value and benefits to the organization and ultimately to the customers.
PMI Today: Must a project advance an organizational strategy in order to deliver value?
Mr. Toledo: No question about it whatsoever! Even though many organizations, especially large ones, oftentimes perform small, tactical or operating projects that are not explicitly linked to the strategy, in the end, all projects most contribute in order to achieve the strategic objectives. As a profession, we should be fully aware that the key contributions to the organizations that we serve in these times of disruption are to not only deliver results through projects but also to help bridge the gap between strategy definition and implementation.
Ms. Carneiro: Absolutely. Recent studies indicate that bridging the gap between strategy definition and implementation is still an issue. McKinsey research tells us, for example, that 70 percent of change efforts fall short of desired results. It is very important that project professionals understand that their roles are changing. The pure technical project manager will not survive in this disruptive world.
PMI Today: Can a project management office (PMO) help bridge strategy and value delivery?
Mr. Toledo: The role, purpose and design of a PMO have evolved significantly over the last five to six years. PMOs have evolved from being merely process-oriented support units to becoming strategy implementation stewards. Their functions still include defining, educating and promoting a value delivery framework, but have moved beyond to concentrate on interpreting and converting the organizational strategy on a portfolio of projects that can be executed, monitored and controlled. Moreover, mature enterprise project management offices (EPMOs) closely manage the realization of the project's strategic benefits and provide feedback on which strategies were successful and which not.
Ms. Carneiro: A PMO plays a very critical role to bridge the gap. However, PMOs have to evolve and embrace these capabilities. Boston Consulting Group has identified four imperatives for improving the odds of successfully delivering strategic initiative implementation efforts—imperatives in which the PMO can serve a critical support function:
- Focus on critical initiatives
- Institute smart and simple processes
- Foster talent and capabilities
- Encourage a culture of change
These illustrate the new roles a PMO has to embrace to better serve to help bridge strategy and value delivery. According to PMI's 2018 Pulse of the Profession report, 41 percent of organizations with EPMOs report that the EPMOs are highly aligned to the organization's strategy. It shows there is room for improvement.
PMI Today: Please comment on the ways an organization with mature value delivery capabilities can deliver value. From your experience, how can you tell which delivery approach, or combination of approaches, will maximize the value of the project's deliverable(s)?
Mr. Toledo: I believe that organizations should use a holistic approach when deciding which delivery approach to use. Organizations that use purely predictive approaches or believe that eliminating structure on their project management methodology and then call that being agile, are on the path to failure. Approaches should be employed flexibly according to the types of strategic projects that need to be delivered.
Ms. Carneiro: There is no sole solution for all companies and for all kinds of projects. It is very important to be agile, break down silos and engage people to transform and deliver value. The ideal is to use a mixed set of approaches and technique in a managed way in order to improve flexibility and agility, as well as promoting the engagement needed. This is another role that a PMO can embrace: to be a guide and manage the effort of using several approaches in an effective way.
PMI Today: What abilities do organizations with mature value delivery capabilities have, compared to those with less mature value delivery capabilities?
Mr. Toledo: PMI's 2018 Pulse of the Profession report gives us a very good idea of what capabilities successful organizations focus on developing. I recommend reading it thoroughly. From working with clients with mature value delivery capabilities, I believe the critical ones are the ability to minimize risks; adapt quickly to changing market conditions; be open to constant, quick and cheap failures; completely focus on clients' value delivery; and team empowerment.
Ms. Carneiro: Indeed, PMI's 2018 Pulse report indicates that the ability to minimize risks, control costs, adapt to changing market conditions and make use of all approaches to project delivery would be desired abilities for all organizations in order to mature delivery capabilities. Rigby, Sutherland and Takeuchi wrote in a Harvard Business Review article, entitled “Embracing Agile,” that agile involves new values, principles, practices and benefits. Adding that it is a radical alternative to command-and-control-style management, they suggest that the C-suite could understand agility to better support and make it happen. For these authors, if executives launch countless initiatives with urgent deadlines rather than assign the highest priority to two or three; if they spread themselves and their best people across too many projects; if they schedule frequent meetings with members of agile teams, forcing them to skip working sessions; or send substitutes or routinely overturn team decisions and add review layers and controls to ensure that mistakes aren't repeated, all with the best of intentions—they erode the benefits that agile innovation can deliver. This highlights the importance of leadership knowledge and sponsorship for the success of strategy implementation, in whatever approaches companies are using to deliver innovation.
PMI Today: What skills can project management practitioners learn in order to support longer-range strategic objectives that contribute to value delivery?
Mr. Toledo: Managing projects is changing rapidly; the value delivery landscape in general is also evolving at an astonishing pace. Our knowledge and skills as practitioners need to evolve accordingly. PMI identified several years ago that technical abilities were not enough to succeed, adding personal skills such as leadership and business strategy acumen to the mix, through the creation of the PMI Talent Triangle®. I am convinced that embracing this professional development path allows project managers to acquire the skills to be successful. I would only add that more and more, being tech-savvy and understanding how the evolution of technologies impact the organizations is a key differentiator.
Ms. Carneiro: I would like to invite project management practitioners to read the 2018 Pulse report carefully. It is very valuable and gives a perspective on actual and forecasted trends for the profession. It indicates, for instance, that leadership, business intelligence and an understanding of the impact of evolving technology are very much sought by companies for today's professionals in project management. It also states that success in this new environment requires combining traditional project management skills with an understanding of today's marketplace, a deep knowledge of the organization's products and services, and how those products and services are being used by customers.
In Memoriam
J. Gordon Davis, PhD, PMI Fellow, PMI Founder
We are deeply saddened to report the death of one of PMI's original founders, J. Gordon Davis, PhD, PMI Fellow.
Dr. Davis left a lasting influence on our organization and our profession. He was a former vice president of the Institute, a long-time contributor to the organization, and the recipient of nearly every honor we can bestow. But beyond his many professional accomplishments, he was also a friend and mentor to many.
The roots of PMI were planted at a dinner in early 1969 at the Three Threes Restaurant, just blocks from City Hall in downtown Philadelphia, Pennsylvania, USA. That dinner was the culmination of months of discussion between Dr. Davis and co-founder Jim Snyder, PMI Fellow, about the challenges of project management. At that time, project management was not widely perceived as a profession—leaving practitioners with few options for sharing their ideas and experiences with colleagues.
By the time the meal's check had arrived, it was decided that a new organization should be formed—one that would provide a forum for project managers to gather, share information on emerging practices and discuss common challenges.
As PMI grew, Gordon undertook many roles, including serving as a member of the first Board of Directors, the first treasurer, a member of the Accreditation Committee, again as a Board member in the 1980s, and an active board member and officer of the former PMI College of Scheduling.
Dr. Davis served PMI with enormous dedication and enthusiasm, coordinating the Institute's early engagement with academic partners. He challenged PMI members and volunteer leaders to establish project management as a widely recognized profession and to focus on the multidisciplinary aspects of project management that play a vital role in bringing projects of all sizes to a successful conclusion.
Dr. Davis brought his intellect, dry wit and gift for bringing people together to a successful project management consulting career that spanned 45 years. He worked on major construction projects including the Hartsfield-Jackson International Airport, Atlanta, Georgia, USA; the Opryland Hotel renovation, Nashville, Tennessee, USA; and the BellSouth Service Headquarters in Birmingham, Alabama, USA. Dr. Davis enjoyed his professional life thoroughly, whether he was doing hands-on job meetings at a construction site or providing expert testimony on schedule delays in a courtroom.
Dr. Davis was CEO of CASCAD-e Systems, a pioneering firm in graphical scheduling. He was an industrial engineering graduate of the University of Florida and the Georgia Institute of Technology, where he was a Ford Fellow and a NASA/ASEE (National Aeronautics and Space Administration/American Society for Engineering Education) Fellow. He taught and carried out research at Georgia Tech for 10 years. He then entered into private practice as one of the first “outside schedule consultants.”
Dr. Davis personally led the scheduling function for more than 100 project teams, including teams in Egypt and Saudi Arabia. He served as an expert witness on project delay claims, and was an arbitrator for the American Arbitration Association. He was a member of the National Academy of Science's Committee on Change Orders in the Construction Industry. He also served on the former PMI College of Scheduling board of directors from its initial founding. And, of course, he was very proud to be PMI member number 4.
“Dr. Davis' passing is a great loss for the PMI family and the profession,” said PMI President and CEO Mark A. Langley. “We all owe him a debt of gratitude for his contributions to building and sustaining our organization—and for the gifts of his friendship and counsel. As we approach our 50th anniversary next year, we will remember his lasting legacy.”
“It is fair to say that it is unlikely that PMI would even exist if it were not for Gordon's many contributions,” said Jim Snyder, PMI Fellow and another founder of PMI.
“Gordon Davis was the quiet voice of reason. He was a champion listener and digester of information. After many long debates and heated discussions, it was Gordon's voice that would summarize, analyze, and propose logical, actionable, solutions to complex problems. He brought his academic discipline, his business experience, the influences of his religion and his love of people and life to every issue,” continued Mr. Snyder. “The one exception was fishing, where he lost all his discipline and just had a good time!”
“PMI has a number of special people who can be called on to do anything needed,” Mr. Snyder concluded. “Gordon was a firefighter—he was always there to help out whatever the job that needed to be done.”
“Gordon was directly responsible for my success as a professional in project management,” said Lee Lambert, PMI Fellow. “He encouraged and inspired thousands. Gordon will be sorely missed by all who knew him. I hope we can continue the work that Gordon started in 1969. He will be watching with pride.”
Iain Fraser, PMP, PMI Fellow and a past chair, called Dr. Davis “a true gentleman [who] gave his time willingly, yet never [sought] the limelight. He was very supportive during my term as vice chair and as chair when PMI was going global.”
Rebecca A. Winston, PMI Fellow, a past chair, quoted Dr. Davis as saying “You know change is just something we love to grumble about, but without it, what would we have to focus the next change upon?” Ms. Winston said: “Whenever I feel myself upset about a change, I smile thinking about his words.”
Dr. Davis is survived by his wife Billie, three sons, four grandchildren and two sisters. He was 84.
PMI was represented at Dr. Davis' memorial service by several members of the local PMI Atlanta Chapter, PMI Board of Directors member Roberto Toledo, MBA, PMP, and Jim Snyder, a co-founder of PMI.
PMI China News
10-Year Anniversary, Five Years as a PMI Partner
China's State Nuclear Power Engineering Company (SNPEC) recently celebrated its 10th anniversary. Of those 10 years, PMI has accompanied SNPEC for more than five years. At a 2018 planning meeting between PMI China and SNPEC, SNPEC's project management office (PMO) management team expressed appreciation for this solid relationship and hope that it can continue, with both PMI and SNPEC growing.
10-year anniversary book.
To celebrate these milestones and note the achievements, SNPEC issued a special edition internal publication on its 10th anniversary. The publication indicated the important role of PMI toward their success.
At the planning meeting, PMO directors at SNPEC stated their appreciation of PMI's support and mentioned that PMI is always viewed as a key partner in their project management development and improvement. In the past few years, SNPEC has completed its establishment of a project management framework by adopting PMI's A Guide to the Project Management Body of Knowledge (PMBOK® Guide). The company has also optimized and improved the project teams' quality through company-level systematic project management training and certification.
SNPEC is also actively engaged with PMI in global and local events or dialogue at top levels, such as participating in PMI's Global Executive Council meetings, PMI China's congress and other project-related forums. Company leaders not only discuss project management practice with top project management leaders or experts from Fortune 500 corporations, but they also share SNPEC's project management achievements as speakers in their own right.
Kevin Meng, PMI China Shanghai branch manager, thanked SNPEC for its long-term support to PMI's development both in China and worldwide. He indicated that PMI is very happy to have corporate partners like SNPEC and will continue to support the optimization of project management within the organization.
Events Calendar congresses | conferences | seminars | symposiums | e-Learning
PMI Today Deadlines:
JULY 2018.............................................. 15 MAY
AUGUST 2018..................................... 15 JUNE
Free listings in the PMI Today® Events Calendar are reserved for activities organized by PMI, its communities and its cooperating organizations. For information on how to purchase a paid advertisement in this calendar, email [email protected]. Please see PMI's online Events Calendar at PMI.org/events/calendar for more events.
MAY 2018
2 May
PMI Southern Alberta Chapter
PMI-SAC 2018 Professional Development Conference
Calgary, Alberta, Canada. We invite you to join us for a full day of valuable learning focused on the most current topics and case studies in project management. We have worked hard to bring you a program that is cutting-edge, innovative, and offers hands-on learning opportunities. pmisacconference.com.
5 May
PMI Lakeshore, Ontario Chapter
Professional Development Day—Spring
Mississauga, Ontario, Canada. The theme is “Agile and Change Management for All.” A new feature this year is a panel discussion at the end, focused on the internet of things, artificial intelligence and machine learning and how these will impact project managers today and in the future. pmiloc-pdday.com.
6–7 May
PMI New Jersey Chapter
32nd Annual Symposium and Sunday Seminar
Edison, New Jersey, USA. This year's theme is “Effective Project Management.” The chapter has selected nine speakers as the best in their fields. Hear about new developments and trends on project management strategies, methodologies, effective communication, an agile case study and more. A great opportunity to meet others and grow your network. pminj.org/18-smp/smp.mr.
9 May
PMI Rochester Chapter
Professional Development Day
Rochester, New York, USA. Save the date for the PMI Rochester Chapter's annual Professional Development Day! pmirochester.org.
20–22 May
PMI Chapters in Australia
PMI Australia Conference 2018
Melbourne, Australia. PMIAC is Australia's premier project management conference, which showcases the latest ideas and thinking around project management topics key to the Australian market. The theme, “Diversity, Performance, Well-Being” will be underpinned by four streams: academic insight, plus the PMI Talent Triangle® of technical project management skills, leadership capabilities and strategic and business management expertise. pmiaustraliaconference.org.au.
JUNE 2018
5–6 June
PMI Northern Alberta Chapter
PMINAC Conference 2018
Enoch, Alberta, Canada. PMINAC Conference 2018 is northern Alberta's premier event for project management practitioners. This year's theme is “Be Bold. Be Moved. Be the Change.” pminacconference.com.
22–23 June
PMI Turkey Chapter
PM Summit 2018 Ankara
Ankara, Turkey. PM Summit 2018 Ankara is the most important gathering of project managers, CEOs, senior staff, leaders and project management futurist builders in Turkey. The summit's goal is to increase awareness of organizational learning—is learning a part of organizations' business styles, and do organizations have a learning strategy? Discover expert sessions, presentations, workshops, networking activities and more. pmi.org.tr.
SEPTEMBER 2018
9–11 September
PMI Chapters in Africa
2018 PMI Africa Conference
Port Louis, Mauritius. Hundreds of visionaries who manage Africa's projects will meet in September 2018 to build relationships and share ideas on how to harness the power of project management in building projects in one of the world's most diverse, resource-rich emerging markets—Africa! pmiafricaconference.com.
24–27 September
PMI Minnesota Chapter
Professional Development Days 2018
St. Paul, Minnesota, USA. This is our chapter's signature four-day conference for all project professionals. In 2018 we are excited to be celebrating 25 years of continuous PDD excellence! We will offer three days of professional courses and a one-day multitrack selection of 25 or more one-hour sessions. pmi-mn.org.
NOVEMBER 2018
3–4 November
2018 PMI MENA Conference
Kuwait City, Kuwait (3 November) and Manama, Bahrain (4 November). Many international speakers will share the latest in topics ranging from project excellence to strategic PMOs to business analysis, and much more—a unique learning and networking opportunity. pmimenaconference.org.
Interested in having a FREE PMI Today® event listing on this page? Please go to PMI.org/events/calendar and click on the link for submitting events. Your listing will be considered for both the PMI.org online calendar and the PMI Today calendar.
Live Webinars from ProjectManagement.com
As a valued member of the ProjectManagement.com community, you can access webinars that provide insight from the industry's most respected voices on the most relevant and important topics today—and earn PDUs.
17 May, 3:00 p.m. EST (UTC –4)
Project HEADWAY: It's All About the People, Stupid
Executives and managers get excited about transformation. The promises made are significant, and the investments are large as well. Every change effort succeeds or fails, however, based on the support of people involved. Explore the strategies that can actually make your transformation successful. Presented by Mark Mullaly, PhD, PMP.
30 May, 12:00 p.m. EST (UTC –4)
How to Manage a General Data Protection Regulation Project
On 25 May, the European Union (EU) will start enforcement of the General Data Protection Regulation (GDPR). This webinar will provide a high-level description of GDPR and will describe what effect this has for projects, programs and portfolios that deal with the processing of EU residents' personal data. Presented by Michael Boyle, PMP, PfMP.
For more information and to register, visit ProjectManagement.com/Webinars.
UPCOMING > PMI EVENTS
PMI® EMEA Congress 2018
Berlin, Germany 7–9 May 2018
PMI.org/emea-congress
PMI® Global Conference
Los Angeles, California, USA 6–8 October 2018
PMI.org/global-conference
PMO Symposium® 2018
Washington, D.C., USA 11–14 November 2018
PMI.org/pmo-symposium
SeminarsWorld® Events
Leading subject matter experts share their experience and deep knowledge on a variety of topics. Whether you are looking to build your leadership skills, work on soft skills such as communications and collaboration or delve deeper into agile, these events provide unique opportunities to learn and connect with the project management community.
Learn more about SeminarsWorld courses being held in these locations and throughout the world. Use PMI's search tool for project management training matched to your specific needs. Visit learning.PMI.org.
7–10 May
Dallas, Texas, USA
10–11 May
Berlin, Germany
25–28 June
Mega SeminarsWorld Orlando, Florida, USA
30 July–2 August
Portland, Oregon, USA
6–9 August
Boston, Massachusetts, USA
27–30 August
Washington, D.C., USA
PMI Educational Foundation
Donors Make a Difference
PMIEF Thanks All Those Who Supported Its Mission in 2017
Donors to the PMI Educational Foundation (PMIEF) truly make a difference! This past year, its supporters helped bring project management to 224,000 children around the world. And that's just a fraction of all that was made possible due to their generosity.
Here are a few more ways in which its donors' support help PMIEF make a positive impact around the globe:
- PMIEF awarded 13 grants in 2017 that totaled US$1,868,766. This is a 39 percent increase over 2016 grant funding.
- PMIEF awarded over 380 scholarships totaling over US$400,000 in 2017.
- PMIEF has awarded US$6.2 million in grants since 2012 through thoughtful collaboration with approximately 40 nonprofits across the world. Once completed, the grant-funded initiatives will collectively reach more than 1 million people on six continents.
PMIEF relies on the generous and continuing support of the entire PMI community to achieve its goals and thanks its loyal supporters for partnering with the foundation to leverage project management for social good®. To learn more about PMIEF and ways you can support its mission, please visit pmief.org. Thank you!
Leadership Society
Gifts of US$1,000 and above
Anonymous
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Tony Appleby & Joe Landry
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Murat Bicak
Charles Cadle †
Kathleen & Joseph Cahill
Yanping Chen & J. Davidson Frame ‡
Marge Combe* ‡
Steven DelGrosso †
Dell, Inc.
Michael DePrisco ‡
Durable Digital‡
Bethany DeRuiter
Ramabhadra Dokka*
Eduardo Militao Elias
Jane Farley*
Jo & Jim Ferguson ♦
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Mitchell Fong
Ray Frohnhoefer ♦
Agnieszka Gasperini
Mariu & Walter* Ginevri †
Greg Gomel ‡
Kenneth Hartley ♦
Iben, Ltd.
Imagination Publishing
Integress, Inc.
International Institute for Learning ♦
Ayodeji Ishmael †
E. LaVerne Johnson ♦
Mark A. Langley ‡
Olivier Lazar †
Pablo Lledo*
Theresa & Rich Luebcke †
MCI Group
Dot McKelvy †
Medtronic
Debra Miersma & David Russell ♦
Jeanne & Allan* Mills ‡
Peter Monkhouse* †
William Moylan ♦
Norman & Norman Consulting, LLC ‡
OSP International, LLC †
Ravi Kumar Pariti
Joy Gumz & Frank Parth* ‡
Beth Partleton ‡
Esneda & John Patton
Mary Kay Pedigo
Vijay Sagar Pelaprolu
Project Auditors ‡
The Project Management Lab‡
Prometric
Renee Rainville
Rita Read ‡
Frank Saladis
William Scarborough
James Snyder ♦
Ericka & Roberto Toledo ‡
Galen & Natalya Townson
Mario Trentim*
Kris Troukens †
Valerie Shay Weiss & Brian Weiss †
Paul Williams
Wyatt Ann Marie Foundation
Supporting the PMIEF Mission
PMIEF could not accomplish its work without the generous support of others. PMIEF extends its thanks and appreciation to its donors for their support and would like to give special recognition to the following major donors for their leadership.
PMI Chapters
PMI Alaska Chapter ∞
PMI Antioquia, Columbia Chapter
PMI Atlanta Chapter
PMI Austin Chapter
PMI Baltimore, MD Chapter ∞
PMI Buffalo, NY Chapter
PMI Central Iowa Chapter
PMI Chicagoland Chapter
PMI Coastal Bend Chapter
PMI Columbia River Basin Chapter ∞
PMI Dallas Chapter
PMI Delaware Valley Chapter
PMI East Tennessee Chapter
PMI Eastern Iowa Chapter ∞
PMI Fort Worth Chapter
PMI Goiania, Goias, Brazil Chapter
PMI Great Lakes Chapter
PMI Hampton Roads Chapter ∞
PMI Houston Chapter ∞
PMI Japan Chapter
PMI KC Mid America Chapter
PMI Long Island, NY Chapter
PMI Metropolitan St Louis Chapter ∞
PMI Minnesota Chapter ∞
PMI Montana Chapter
PMI New York City Chapter ∞
PMI North Carolina Chapter ∞
PMI Northeast Ohio Chapter
PMI Northern Alberta Chapter
PMI Nova Scotia, Canada Chapter ∞
PMI Olympia, Washington Chapter
PMI Phoenix Chapter
PMI Portland Chapter
PMI Rochester Chapter
PMI San Diego Chapter
PMI Silver Spring Chapter
PMI Tampa Bay, Florida Chapter
PMI Tulsa Chapter
PMI Washington, DC Chapter ∞
∞ Scholarship Endowment
Gifts of US$500–$999
Anne Bishop †
Joan & Lewis Gedansky ♦
Aaron Hall
IIL Asia (Singapore)
IIL Australia
IIL Canada
IIL China
IIL Europe (United Kingdom)
IIL Finland OY
IIL France
IIL Germany
IIL Mexico
IIL Middle East (Dubai)
IIL Spain
Nayna & Suketu Nagrecha ‡
Nexen Business Consultants
W. Stephen Sawle
Shinichi Tasaka ‡
Allan Thomas
Gifts of US$100–$499
Rosman Abd Aziz †
Lotfy Mohamed Mahmoud Abdel-Kader
Jeffrey Adams ‡
Jarvis Adams
Mohammed Almaghyouli
Thierry Altenhoven
Islam Amer
Frank Anbari ‡
Russell D. Archibald †
John Atkins
Claire Baillargeon
Josiane Ballin
Carol Banville
Kris Beisel
Bruce Bertram ◆
Sarang Bhand
Narendra Bhat ‡
Utpal Bhattacharya
Waleed Bin-Sherhan
Stephen Nickolas Boliek ‡
Garfield Bowen
Walter Bowman ◆
Michael & Patricia Branch †
John Briesemeister †
George Brotbeck
Gerald Bujaucius †
Albert Burroughs
Maurice Carr
Mark Summers Carroll
Mauro Felice Casati ‡
Francois Coetsee
Helen Cooke ‡
Miguel Corniel †
Dale Crandell †
Anna Crivici †
Gisueppe Daniele
Sridhar Chakravarthy Devulapally †
Diana Do
Elisabet Duocastella Pla ‡
Olatokunbo Oludeji Durojaiye ‡
Steven Paul Elbrecht
Gregory Falowo
Connie Figley †
Regina Frank †
Iain Fraser
Anthony Fridelle
Lorraine Frost
Adam Garcia
Patricia Garofano †
Pamela Gooden †
Deena Gordon ‡
Michelle Gunn
Stewart Gwyn
Shekar Hariharan †
Kristine Hayes Munson ‡
Marie Hegarty
Sebahittin Hidiroglu
Edward Hoyt
Don James †
Mark Jansen
Eugene Jend
Victor Johnson
Ullas Kamath
Todd Kleinman
Tracy Kleinschmidt
Dale Knutson
John Koren ‡
Milind Kumar
Caterina La Tona
Gale Lacey
Michele LaMar-Chamberlin ‡
Deanna Landers ‡
Chin Liak
Martin Lightle
Gark Kimg Lim
Michael Maack
Neil MacDonald ‡
Honor Mello †
Myles Douglas Miller
Terry Kay Moede
Philip Morad Motamedi
Gopi Muthukalai
Saqib Nazeer
Eric-Stephan Neill
Stacey Nichols
Yushi Noguchi
Raymond Nulk
Mary Devon O'Brien
Patricia Odjo
Gregory Ogletree
Efrain Pacheco
Mitch Mircea Panzar ‡
Nancy Pfingston
Hau Pham
Connie Plowman
Rob Proeme
Kavi Ruben Ramasamy ‡
Troy James Ramnath
Patricia Rein
Michael Rooks
Donna Ruple
James Salapatas ‡
Karl Schaeffer ◆
Barbara Schiffman
Helene Levy Schultz †
David Schwab
Christopher Seymour †
Nisar Ahmed Sheikh
Ravi Singh ‡
Jim Sloane
Patrick Stevens
Estelle Stormer
Ricky Svennes
Donna Swaim †
Jeng-Nan Tsou ‡
Tammy Turnerlocy
Elizabeth Tyler ‡
Kevin Van Loon
Jorg Vanhoefe ‡
Dean Wagaman ‡
Cheryl Walker Waite
J. LeRoy Ward
Hien T.K. Watkins
Heribert Weigand
Rebecca Winston ◆
Shou-Hsin Mark Wu ‡
Joseph Robert Zahn ‡
Wafeeq Zakariyya
Huaming Zhang
LEGEND
† Consecutive Donor of 3+ years
‡ Consecutive Donor of 5+ years
◆ Consecutive Donor of 10+ years
* 2017 PMIEF Board Member
∞ Scholarship Endowment
Gifts of US$1–$99
PMIEF is grateful to the 5,401 individuals who made contributions of less than $100 during 2017. While space does not permit us to list all of the names in this edition of PMI Today, we extend our sincerest thanks and appreciation for their support of our mission.
Matching Gifts & Workplace Giving Campaigns
Local Independent Charities of America (Combined Federal Campaign)
The Morrison & Foerster Foundation
State Street Matching Gift Program
Honorary & Memorial Gifts
In Honor of Russell D. Archibald
Miguel Rivera Adan
In Memory of Giorgio Bensa
Walter Ginevri
Connie Plowman
Kelly Evans
In Memory of Robert E. Bishop
Anne Bishop
In Memory of Suresh Chandra
Ramabhadra Dokka*
Walter Ginevri*
Pablo Lledo*
Allan Mills*
Rita Read*
Roberto Toledo
Mario Trentim*
In Memory of Jackson Farhat
Lawrence Farhat
In Memory of Wanda Draginda & Tiggr
PMI Northern Alberta Chapter
In Memory of Helen and Ray Frohnhoefer
Ray Frohnhoefer
In Honor of Walter Ginervi's Book
Elisabeth Weber
In Honor of Good Services to Professionals
Ramesh Venkatraman
In Memory of Dr. P. Jagannadha Rao
Ravi Kumar Pariti
In Memory of Robert C. McDonald
Robert McGuire
In Memory of Janie Peterson
PMI Olympia, Washington Chapter
In Memory of Ray Piper
Anonymous
In Memory of Elizabeth Sargent
Andrew Burns
In Memory of My Mother
Prasanna Tillu
*2017 PMIEF Board Member
Happy Anniversary to Cadence Management Corporation
This year, PMIEF is proud to share a partnership anniversary with Cadence Management Corporation. Cadence has been providing outstanding project management education to PMIEF grant and scholarship recipients for 10 years. Here's to the next 10!
An Outstanding Mission Partner: IIL
PMIEF is thrilled to recognize an exemplary partner—the International Institute for Learning (IIL)—for its contribution of over 15 new project management courses available to PMIEF scholarship recipients. We are grateful to IIL for its support of empowering individuals to realize their potential to transform their lives and their communities through project management knowledge.
Welcome P3M Group
PMIEF's newest corporate partner, P3M Group, is a project, program and portfolio management consultancy with its global headquarters in the United Kingdom. Most recently, P3M trained 19 educators from Junior Achievement Ireland (a PMIEF nonprofit partner) in project-based learning methods using project management knowledge.
Every effort was made to ensure the accuracy of this list. Errors or omissions are unintentional and should be reported to [email protected].
PMIEF is a 501(c)(3) nonprofit charitable organization, registered in the U.S. District of Columbia and all U.S. states that require charities to do so. For those filing a U.S. tax return, donations may be tax-deductible; the PMIEF U.S. tax ID number is 23-2630701. For more information, visit pmief.org.
PMI India News
Transformation Strategies Are Focus of Regional Conference
Our future digital landscape is having both exciting and disruptive impacts on businesses and society. The development of automation enabled by technologies such as robotics and artificial intelligence will mean higher productivity. But, at the same time, this raises difficult questions about the broader impact on jobs, skills, salaries and the nature of work itself.
Keeping all this in mind, the PMI Pune-Deccan India Chapter organized the fourth PMI India Project Management Regional Conference in Pune on the theme “Achieving Business Transformation through Project Management.”
Project management techniques can help organizations, in this age of business disruptions, yield better results and make a stronger impact. This was a recurring thought expressed by industry leaders and senior project practitioners at the conference. Hosted by the PMI Pune-Deccan India Chapter, the event attracted over 400 delegates from across the region and has been the region's largest such event thus far.
Raj Kalady, managing director, PMI India, said, “My mantra to be relevant in the disruptive world is to be a lifelong learner. That's the key to survive any transformation or disruption.”
Inaugural lamp lighting. From left, Amit Jain, PMP, conference director; Rajarama Rao, president and CEO, PMI Pune-Deccan India Chapter; Girish Kadam, PMP, region mentor; Stephen Townsend, PMI director of network programs; Tejas Sura, MS, MBA, PMP, PfMP, director, PMI Board of Directors; and Raj Kalady, managing director, PMI India.
Stephen Townsend, PMI director of network programs (left), being recognized by Region Mentor Girish Kadam, PMP.
Connecting With Industry Leaders
Concurring with these views, Rajarama B. Rao, PMP, conference chair and president and CEO, PMI Pune-Deccan India Chapter, said, “At PMI, we believe that to stay relevant, we need to change. The PMI community is working with others in the ecosystem to achieve this.” He added that the PMI Pune-Deccan India Chapter has introduced several innovative membership services and has localized content to engage the community, practitioners, consultants, industry and academic institutes.
Girish Kadam, PMP, region mentor and past president, PMI Pune-Deccan India Chapter, expressed satisfaction at the way the regional conference shaped up. “We started the conference as a platform to help practitioners from the region connect with industry leaders. It has helped the project management community here to learn from these leaders,” he said.
Addressing the project practitioners as one of the keynote speakers, Stephen Townsend, PMI director of network programs, said, “I am excited to be here with you, and I am also excited that the team we have in India is doing an incredible job in helping to raise awareness and build an understanding of why project management is important for India's future. We have an opportunity to change; we have an opportunity to bring about a transformation in how organizations deliver their strategy, and that transformation comes from you. You are not project managers—that may be your title—you are transformers.”
Imperative for Survival
Six other visionary keynote speakers from diverse industries shared their knowledge and thoughts with an emphasis on the conference theme of how business transformation has become imperative for survival.
Longstanding members of the PMI Pune-Deccan India Chapter were honored at the event.
Suresh Naik, director, Popular Space Science, chairman, International Space Society and president of the science movement Vijnana Bharati's Pune chapter, gave an inspiring talk on program management during the Mangalyaan Mission (Mars Mission) of the Indian Space Research Organisation (ISRO). Mr. Naik was ISRO's group director at the time of the Mangalyaan Mission.
Anand Kumar, mathematician and founder of the Super 30 educational program, provided a glimpse of his life story and his relentless effort to coach and mentor young minds from underprivileged backgrounds for the highly competitive entrance exam for the Indian Institute of Technology.
Milind Mutalik, vice president, human resources, Desai Brothers Ltd, shed light on how business transformation can be made easy through project management.
Revathi Roy, founder and CEO, Hey Dee Dee, is a serial entrepreneur who has launched India's first all-women logistic services company. She provided food for thought to aspiring entrepreneurs in her talk on how she converted her passion for driving into a business.
Sriram Narayansami, vice president, commercial, Maersk, and founder, Sublimecauses.com, spoke about achieving exponential growth by riding the digital wave.
P.G. Waray, executive director, engineering and project execution (network of excellence), Thyssenkrupp Industries Solutions (India), presented some practical ideas from the hydrocarbon industry, which is experiencing transformation.
The conference also included a panel discussion on “Acquiring and Nurturing Talent for Business Transformation,” as well as a case study presentation on a Tata Housing project that won the PMI India Project of the Year (Small) award in 2017.
Chapter Links news | people | projects
PMI Northern Alberta Chapter pminac.com
Helping the Community in Tough Economic Times
Career issues were front and center as the PMI Northern Alberta Chapter held its third annual Open House on the campus of the Northern Alberta Institute of Technology, Edmonton, Alberta, Canada. The event was well-received by members, non-members, guests and sponsors alike with an overall event rating of 4.5 out of 5.
The highlight of the evening was a panel discussion titled “Enhance Your Career Branding in Today's Job Market.” The panelists' focus was providing an all-around perspective on how to improve your chances of being noticed by recruiters and hiring managers. Also discussed was the recruitment process and the do's and don'ts of career branding. Given the current employment scenario in Alberta, this discussion had meaningful takeaways for the more than 120 professionals, students and guests in the audience. Our members appreciated this opportunity, along with a no-cost résumé review service.
Panelists, from left: Tara Dragon, founder, Work Evolution; Gord Syme, managing director, Optimum Talent; Sam Sherif, executive résumé writer, Edmonton Resume Services; and James Wright, manager, project management group, Ministry of Service Alberta.
While the panelists kept the audience engaged, exhibits from 15 local businesses endeavored to provide the necessary support to our members and guests. They were primarily constituted of recruiters, résumé experts, career guidance, education providers, trainers and consultants. One of the exhibitors said this was “one of the better events I ever attended.”
Under the leadership of our chapter President-Elect Bakhtawar Pastakia, PMP, a small volunteer team planned and executed this entire event with additional support from student and member volunteers on the day of the event.
A student volunteer, engaging with the chapter for the first time, said “I found the event very informative and, most importantly, enjoyed how approachable everyone was. I had questions for some attendees and got satisfying answers. In general, the highlight of the event for me was the great opportunity for networking.”
We say: “Good things happen when you join the PMI Northern Alberta Chapter.” The open house was just one example of that.
PMI Taipei, Taiwan Chapter pmi.org.tw
Translating the PMBOK® Guide
100 Volunteers Can Do Amazing Things in Just Three Months
By Roger Chou, PgMP
There are around 13,000 holders of the Project Management Professional (PMP)® certification in Taiwan—a considerable number. To help them and others in the profession, the PMI Taipei, Taiwan Chapter took on the task of creating an authorized translation of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition into Traditional Chinese.
Chapter President William Chen, PMP, commissioned Roger Chou, PgMP, the chairman of the International Standard for Localization Committee, to initiate this extraordinary translation project, which engaged 100 volunteers.
The project was scheduled to be executed from 20 September 2017 to the end of the year. In slightly over three months, we had to deliver a quality Traditional Chinese translation of this 756-page global standard to meet the timetable for the promotion of the translated edition in March 2018.
So, how did we manage to accomplish such an exceptional translation in such an impossibly short period?
Sharpen Your Ax Before You Chop the Tree
The first step for this translation project was to recruit more than 100 volunteers who met at least one of the following criteria: a PMP® certification holder, extensive project management experience and a score on the English-language competency TOEIC test of over 810.
Next, when planning such a large-scale and time-restricted project, it is commonly challenging to find time to offer team members an educational orientation. Nevertheless, we managed to provide our volunteers complete pre-execution training, such as translation courses and study sessions of the PMBOK® Guide, before implementing the project.
Volunteers with the newly released PMBOK® Guide – Sixth Edition Traditional Chinese translation (Roger Chou, PgMP, at center, in gray suit)
It is worth mentioning that this project was operated in a virtual agile team setting and used platforms, such as Google documents, Line (like WhatsApp) and Zoom (video chat) throughout the entire project to conduct daily communication and video conferences.
Vision and Strategies
The team's vision was to make the translation the highest quality project management “bible” for the profession in Taiwan. All the volunteers worked wholeheartedly to ensure that this vision would not be merely a slogan but reflect their attitude and dedication to meet the required standard for translation.
Our project strategies to achieve this vision are as follows:
- Adopting a hybrid management approach
We communicated, developed and reviewed with the agile framework, supplemented by a partial early-stage plan. This included planning project roles and responsibilities, education, and recognition, and honoring outstanding volunteers, as well as developing the glossary table, translation rules and the change management plan. - Conducting the translation with a method similar to the operation of Wikipedia
Each team member was able to contribute his or her translation on a shared platform, as well as review and give comments to others. - Prohibiting outcomes directly obtained from free online translation services
Volunteers needed to carefully study the original text and comprehend the semantic context to produce correct translations. Automated translation programs, after all, cannot deliver outputs that are accurately consistent with the original content.
Rigorous Process Design
To ensure meeting the timetable and quality standard of translation, we divided the volunteers into five translation teams, five review committees, an integration editorial team, and an evaluation and finalization committee. The process and regulations for this translation project were as follows:
- Translation teams were assigned to check the quality of translation themselves.
Each translation team had a leader, two deputies, two volunteers whose TOEIC scores reached 800 or more (T800s), and another seven-to-nine personnel. To ensure the quality of translation from each team, team members first cross-checked the outcome among one another, then handed it over to the T800s for a complete review and finalization. - Review committees provided professional reviews and suggestions.
Review committee members, who were stakeholders and outside of translation teams, were in charge of reviewing submitted documents. Each committee consisted of three reviewers who were university professors or experts with profound foundations of project management. The frequency of review was weekly. - The integration editorial team performed full inspections and revisions.
After being reviewed and recommended by a review committee, a document would be submitted to the integration editorial team for a full inspection. The team, which had 16 T800 volunteers, was responsible for ensuring that all the terminology, content and grammatical style in this book were displayed correctly and consistently to effectively avoid any inconsistency between terminology and translation in the context. - The evaluation and finalization committee approved the outcome of the translation.
After being inspected and revised by the integration editorial team, all the documents then were submitted to the evaluation and finalization committee. Committee members conducted random examinations of the documents and resolved any remaining translation disagreements or problems. Another duty of this committee was to formulate translation rules as well as to review and confirm terminology.
Project Lexicon Tool
In addition to the strictly implemented procedures previously discussed, the evaluation and finalization committee and review committee members reviewed over 1,000 terms to establish a terminology bank before the launch of the project and added approximately 30–40 new terms weekly afterward. To adequately avoid possible negligence from manual inspection, volunteers spontaneously developed a project lexicon tool that was a standard terms conversion bot. Volunteers used this tool to obtain the corresponding Traditional Chinese terms by typing original texts into its interface. This tool was meant to be shared with the entire project management profession in Taiwan and has become a public property that can be used for future translation projects. Thus, the development of this tool should be viewed as one of the best volunteer self-organized products.