5 Pmitoday201405-Dl Spanish

See page 16

Continued on page 6

MAY 2014A SUPPLEMENT TO PM NETWORK PUBLISHED BY PROJECT MANAGEMENT INSTITUTE

can create more efficient and effective change management and help them develop competencies to successfully implement and sustain change.

hange is inevitable and organizations that manage it effectively can pull ahead

of their competition. Successful organizational change management requires a commitment to transform an organization from what it is into what it wants to be.

A new PMI report seeks to help organizations identify where they

C

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Available online for PMI members only at PMI.org

A Conversation with the Chair

CONTENTS

See page 8

PMI Research Helps 3 Organizations Manage Change

Middle East Executives Discuss 9 Latest Project Management Trends

Events Calendar 10

PMIEF Thanks All Those Who 13 Supported Our Mission in 2013

Chapter Links 16

PMI China News: 19 Strategic Partnership Theme of R.E.P. Conference

Project Managers as Thespians

PMI-387 PMITodayMay2014(P).indd 1 4/9/14 1:43 PM

PMI Today May 2014

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

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PMI is a not-for-profit professional organization dedicated to advancing the state of the art of project management. Membership in PMI is open to all at an annual dues of US$129. For information on PMI programs and membership, to report a change of address or for problems with your subscription, contact PMI at the addresses listed.

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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 www.PMI.org/Business-Solutions/PMI-Global-Executive-Council.aspx.

PMI GLOBAL EXECUTIVE COUNCIL

n Mumbai, Indian Porto Alegre, Braziln Rio de Janeiro, Braziln Shenzhen, Chinan Washington, D.C., USA

2014 Project Management Institute, Inc. All rights reserved. PMI, the PMI logo, Making project management indispensable for business results, PMI Today, PM Network, Project Management Journal, PMBOK, CAPM, Certified Associate in Project Management (CAPM), PMP, Project Management Professional (PMP), the PMP logo, PgMP, Program Management Professional (PgMP), PMI-RMP, PMI Risk Management Professional (PMI-RMP), PMI-SP, PMI Scheduling Professional (PMI-SP), OPM3, PMI-ACP, PMI Agile Certified Practitioner (PMI-ACP), the PMI Educational Foundation logo and Empowering the future of project management are marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department.

See www.PMI.org/AboutUs/Pages/Customer-Care.aspx for contact details.

n Beijing, Chinan Bengaluru, Indian Brussels, Belgiumn Buenos Aires, Argentinan Dubai, United Arab Emirates

2014 PMI Board of Directors

Chair

Ricardo Triana, PMP+1 305 778 9091 [email protected]

Vice Chair

Steve DelGrosso, MSc, PMP+1 919 848 6986 [email protected]

Secretary/Treasurer and Chair, Performance Oversight Committee

Zbigniew J. Traczyk, MSc, MBA, PMP+48 601 606729 [email protected]

Chair, Strategy Development Oversight Committee

Antonio Nieto-Rodriguez, PMP+32 479 80 94 18 [email protected]

Directors

Margareth Carneiro, MBA, MSc, PMP+55 61 8175 3455 [email protected]

Mark Dickson, MBA, FAICD, PMP+61 407 933 110 [email protected]

Jane Farley, MSc, FPMINZ, CMC, PMP+64 21 890 254 [email protected]

Deena Gordon Parla, PMP+90 533 511 4462 [email protected]

Todd Hutchison, MCom, MBA, PMP+61 422 532 775 [email protected]

Victoria S. Kumar, MM, PMP+1 919 924 1013 [email protected]

Deanna Landers, MBA, PMP, Immediate Past Chair+1 303 378 8459 [email protected]

Jon Mihalic, PMP+1 703 216 2548 [email protected]

Peter Monkhouse, BSc(Eng), MBA, PEng, PMP+1 416 702 9574 [email protected]

Cheryl J. (CJ) Walker Waite, PhD, PMP+1 206 551 5307 [email protected]

Al Zeitoun, PhD, EVP, PMI-RMP, PMI-SP, PMP+1 571 359 5130 [email protected]

Staff Executive

President and Chief Executive Officer

Mark A. Langley+1 610 356 4600 [email protected]


PMI Today May 2014 Page 3

MI Today discussed the results of recent Pulse of the

Profession research findings, especially those related to change management, with PMI Vice Chair Steve DelGrosso, MSc, PMP.

PMI Today: After reviewing PMIs 2014 Pulse of the Profession: The High Cost of Low Performance, what do you see as organizational imperatives for the success of strategic initiatives?

Mr. DelGrosso: Its clear to me from the Pulse results that companies are falling short in several areas when it comes to successfully delivering strategic transformation initiatives. One of the root causes of failure is the lack of aligning transformational projects and programs to the organizations strategy. I know it sounds basic, but if strategy is not driven and executed through the

from the Board

Continued on page 4

P project portfolio, then the organization does not reap all the value a correctly aligned transformation can deliver. In addition to strategic alignment, its also important that changes be executed

By Steve DelGrosso, MSc, PMP, Vice Chair

expeditiously, and the organizations best suited for this are the more agile and innovative ones that put a strategic focus on key resources, standard processes and outcomes.

HELPS OrganizationsMANAGE Change

PMI RESEARCH


PMI Today May 2014

Statistics through 31 March 2014

PMI Fact File

CAPM Certified Associate in Project Management 25,060PMP Project Management Professional 607,128PgMP Program Management Professional 1,027PMI-RMP PMI Risk Management Professional 2,669PMI-SP PMI Scheduling Professional 1,144PMI-ACP PMI Agile Certified Practitioner 5,265

PMI has 275 chartered and 14 potential chapters

in 86 countries

TOTAL MEMBERSCREDENTIALS/CERTIFICATIONSTotal Active Holders of: PUBLISHING

450,037

4,494,345Total copies of

all editions* of the PMBOK Guide in circulation*includes PMI-published

translations

More than 4 Million PMBOK Guide Editions Now in Circulation!

PMI Today: How are customers starting to shape organizational strategy, and, in turn, organizational initiatives?

Mr. DelGrosso: I can certainly comment from an IT industry perspective that customer input and purchasing behavior is helping to shape organizational strategy, rather than just short-term market moves. As indicated in IBMs 2013 C-Suite Study, customers are leading the agendas in digitally enfranchised and empowered ways. This manifests itself both in the channel buying preferences and in the open ways they communicate with front-office executives. Social media has really influenced the amount of input any single person may have on a product or service and companies that ignore these inputs are making themselves vulnerable to missing major market trends and substantial buying preferences. With the growth of data as a resource, I suspect the customer influence trend will only continue.

Escalating Rate of ChangePMI Today: In your position at PMI Global Executive Council member IBM, what are you seeing regarding change? Is it happening faster? Is the need for good change management becoming more important?

Mr. DelGrosso: The view from our clients is that the rate of change is escalating. In order to remain competitive, organizations have to plan and execute transformational change projects as rapidly as possible. As companies realize the importance of driving and managing these types of projects, there is more recognition of the role that project and program managers play in leading the organizational change.

At one time there may have been a single team member on a project who was concerned with organizational change activities; now there are multiple work streams on typical projects that are in place to better manage and deploy change processes across the organization. Project and program managers need to be the orchestra leaders for this much larger

team of change agents as the scope and complexity of organizational transformations increase.

PMI Today: PMI research shows that only one-half of strategic initiatives, which by their very nature drive change in organizations, are meeting original goals and business intent and are completed on time and on budget. Why do you think that is?

Mr. DelGrosso: My initial assessment is that executive sponsors underestimate the amount of effort and time required to implement these strategic initiatives. Underestimation prevents the broader understanding of what is required to control the change, and so the right level of project management may not be put into managing the actual implementation of the initiative. Even when the scope

From the Board Continued from page 3

Project and program managers need to be the orchestra leaders

for this much larger team of change agents as the scope and

complexity of organizational transformations increase.



is fully understood, there is a tendency to underestimate the amount of communication that has to happen to support a successful transformational strategic initiative. A formal communication plan is a requirement for the project manager to understand how to keep all stakeholders informed before, during and after the completion of the initiative.

Number-One Priority: CommunicationPMI Today: What are some of the key factors that make an organization effective in change management?

Mr. DelGrosso: I think right at the top of this list has to be communication management. Its certainly important to perform the required due diligence and risk assessments for a transformational strategic initiative, but if communication is not the number-one priority of the project manager, no amount of planning is going to overcome any poor communication of the change that may result. Once the communication hurdle is overcome, dynamic adherence to accepted project and program management methods helps the team navigate the complex waters of a large transformational program. Finally, there is no substitute for outspoken sponsorship from the top of the organization in support of any strategic initiative.

PMI Today: What are some of the ways practitioners can improve project communications, which were identified by PMIs Pulse of the Profession In-Depth Report: Enabling Organizational Change Through Strategic Initiatives as critical for effective change management?

Mr. DelGrosso: Any project manager not taking advantage of all communication channels in his or her organization is not leveraging all the tools available. In addition to traditional or standard communication methods, the project manager should ensure that new social media or social networking tools are being used to propagate the key messages of the strategic initiative. Any use of mobile technology to reach stakeholders and affected personnel will allow quicker access to news and status about the initiative. Despite the fear of over communication, its more typical to hear complaints of people not getting the word concerning strategic initiatives.

Encouraging Sponsor EngagementPMI Today: How can project and program managers encourage actively engaged sponsors for strategic initiatives?

Mr. DelGrosso: One well-proven technique to ensure you have actively engaged sponsors is to form an executive steering committee right from the chartering of the strategic initiative. The executive committee must be made up of enthusiastic supporters of the required change, and the committee members must personally engage their organizations so that the importance of the initiative is fully understood across the business. Planning and

communicating regular committee meetings is absolutely required, and the regular cadence will keep the committee members well informed on the status so that they may carry that communication back to their organizations.

Embracing ChangePMI Today: How can a culture of embracing change be instilled into an organization?

Mr. DelGrosso: From my viewpoint, there is only one way to instill that type of culture into an organization, and that is from the top. The most senior leaders in the organization must constantly remind their teams that transformational change is healthy for any organization. No matter how successful an organization appears to be by financial measures or reputation, you can be sure if that organization remains stagnant in any way, there will quickly be competitors or innovators that will pass them by.

I had personal experience with that situation in the early 1990s, and I am grateful for our current IBM CEO, Ginny Rometty, who constantly reminds us that IBM has not been around for more than 100 years because it was unwilling to change; on the contrary, we are embracing transformational changes in our products, services and internal processes that are making for a stronger, more competitive company.

There is no substitute for outspoken sponsorship from the top

of the organization in support of any strategic initiative.


PMI Today May 2014

PMIs Pulse of the Profession In-Depth Report: Enabling Organizational Change Through Strategic Initiatives indicates that organizations that report being highly effective at organizational change management, those we call Change Enablers, incorporate certain practices that they deem important to the success of strategic initiatives:n Having well-defined

milestones and metricsn Having senior

management committed to changen Establishing and communicating

concrete ownership and accountability

n Using standardized project management practices

n Having engaged executive sponsors

Change Enablers represent only 18 percent of those surveyed. Another 18 percent reported being minimally effective at organizational change management, whereas the remaining 64 percent said they were moderately effective.

Communication is KeyHaving each of these practices, though important and used frequently by Change Enablers, is not enough. Our research finds that it is also critical to effectively communicate the outcomes of these practices throughout the organization. Key communication factors that make an organization good at change management are creating an effective communication plan (68 percent); properly executing that plan (64 percent); and identifying, and measuring and communicating the intended benefits of change (62 percent).

The primary causes of organizational change failure, the study finds, are insufficient communications (59 percent) and lack of leadership (56 percent).

Change Enablers are much more likely (85 percent) to understand and harness the value of project management, compared to 22 percent of their less effective counterparts that report they value the contributions of project management in driving change.

Sustainable ChangeDelivering strategic change is only half of the story. The other half is about sustaining the change permanently, so as to deliver the strategic benefits on which the business case for the initiative depended, and then sustain them into the future.

PMIs survey data reveals that among Change Enablers, twice as many strategic initiatives meet original goals and are completed on time and on budget, compared to organizations that are not as competent at organizational change management.

This success comes from Change Enablers demonstrating these practices

Change Enablers Point the Way Toward Strategic Initiative Success Continued from page 1

Bottom-Line Reasons Why Its Critical to Be a Change EnablerOrganizations report that only 52 percent of their strategic initiatives are successful. The failure of strategic initiatives has a significantly greater financial impact than just project failure: nearly 15 percent of every dollar spent on strategic initiatives is wastedUS$149 million for every US$1 billion spent (PMIs 2014 Pulse of the Profession study finds that US$109 million is wasted for every US$1 billion invested in projects).

Strategic initiatives are the projects and programs implemented to execute an organizations strategy. By their nature, strategic initiatives drive change to transform an organization from current state to future state.

Failed projects can result in huge financial losses for an organization, but a failed strategic initiative has an impact far beyond just the financials. When an organization embarks on change, its likely that systems, processes, vendors and perhaps even the overall organizational mindset (or mission) will be impacted. Failure to successfully enable sustainable change leaves an organization losing its competitive advantage.

Eighty-three percent of organizations identifying themselves as Change Enablers indicate a strong financial condition, compared to just 52 percent of their less effective counterparts.

Highly Effective Change Enablers

Minimally Effective

ModeratelyEffective

Source: PMIs Pulse of the Profession In-Depth Report: Enabling OrganizationalChange Through Strategic Initiatives.

18%

18%

Few organizations effectively managestrategic initiatives

64%



1 Harrington, Dr. H. James and Douglas Nelson. The Sponsor as the Face of Organizational Change. PMI, 2013.

2 IBM. Making Change Work. 2008. 3 PriceWaterhouseCoopers. The Change Trifecta:

Measuring ROI to Maximize Change Effectiveness. 2012.

4 Aiken, Carolyn, Dmitriy Galper and Scott Keller. Winning Hearts and Minds: The Secrets of Sustaining Change. McKinsey & Company, 2008.

that allow them to successfully implement and sustain change:

n Standardized project and program management practices;

n Engaged sponsors who actively rally senior management to commit to change; and

n Managing people through change.

Change Enablers are seven times more likely to frequently use standardized project management practices for strategic initiatives, and it shows in their results.

Regarding engaged sponsors, organizations highly effective at change demand active project sponsorship as a core competency. According to a PMI-commissioned white paper,1 the sponsor plays a key role by promoting and sustaining the focus on the projects critical nature and its urgency, as well as by coaching employees and executives and, finally, by communicating a shared sense of the need for change.

Findings from an IBM survey2 support this: over 90 percent of respondents cited top management sponsorship as the factor that makes change successful.

Since lack of leadership is the second biggest cause for organizational change failures, it is critical that senior management is on board to lead and manage people through change.

A PwC Advisory Services report3 states that managing people through the

process of adopting and embracing change is the best way to secure stakeholder engagement and create sustainable change. Sustainable change means incorporating a project and program management culture and mindset to address the hearts and minds of employees in an organization. A McKinsey report4 notes that reshaping of employee attitudes and behaviors is just as critical to the success of a transformation as the implementation of process changes.

Metrics of ChangeHow do organizations know that they have enabled sustainable change? What are the metrics that organizations use to determine the success of their strategic initiatives? PMI data shows

that customer satisfaction (63 percent), cost reduction (62 percent) and sales/profits (50 percent) are the three metrics routinely used to evaluate the outcome of organizational change.

It is important to note that project and program managers report that customer satisfaction (58 percent) and employee morale or retention (45 percent) are by far the top metrics that they consider the best for evaluating the outcome of organizational change. In their experience,

sales/ profits and cost reduction lag far behind, at 23 percent and 20 percent, respectively.

Culture and MindsetWith a project management culture and mindset, organizations adept at the iterative process of change can enable longer-term sustainable change.

Change Enablers understand the financial necessity of strategic change: there are more dollars lost

on strategic initiatives due to poor project performance. While change may be inevitable in todays business environment, the insights offered in this report can help leaders at organizations pull ahead of their competitionwithout losing customer confidence and risking employee morale and retention.

Download Pulse of the Profession In-Depth Report: Enabling Organizational Change Through Strategic Initiatives at www.PMI.org/Pulse. See links to more resources, including PMIs Managing Change in Organizations: A Practice Guide, at www.PMI.org/ChangeManagement.

PMIs survey data reveals that among Change Enablers, twice as many strategic initiatives meet original goals and are completed on time and on budget, compared to organizations that are not as competent at organizational change management.


PMI Today May 2014

or the second consecutive year, project management mentor Dhananjay Gokhale, PMI-RMP, PMP,

motivated teams of project management practitioners to perform short plays about their profession before an enthusi-astic audience in Pune, India.

Eight teams and 142 team members participated in The World of Project Management with Drama! which took place over the course of two afternoons. On the other side of the footlights were three judges, more than 250 audience members and 16 volunteers.

The skits covered a wide range of plots, including:

n Riffing off an old popular story in India, the Emperor Akbar is the project sponsor. If Prince Salim solves the over-budget problem, he gets to marry the slave-girl, Anarkali.

n A kingdom is in the dark. The minister hires a project manager to set up an electricity project.

n A project manager tasked with a high-budget project dreams the project fails. Next day, he wakes up with lessons learned.

Project Managers as Thespians

F The event ended with awards for the best performances and a talk by Mr. Gokhale, summarizing insights from all the performances from a project management perspective.

Participants and audience members alike thought the event was motivating and provided a good platform for teams to create positive energy by working to-gether on project management through a practical experience.

A typical comment came from Supriya Dharap, senior structural engineer for Aker Powergas: Thanks for having opened up such a platform to exhibit individual talent, develop leadership skills, develop team spirit, to be better humans and understand project management techniques through fun.

In short, project management is just using your common sense as the key weapon. Ms. Dharap also noted that many people on her team want to learn more details about resources such as A Guide to the Project Management Body of Knowledge (PMBOK Guide).

More information about this event can be found at www.dgonline.in/ drama-2014-summary.htm.

Dhananjay Gokhale, PMI-RMP, PMP



cross-section of public sector and private sector project leaders from top corporations and gov-

ernment departments in the Middle East attended PMIs executive roundtable events in Abu-Dhabi and Dubai in the United Arab Emirates and Riyadh, Saudi Arabia. Attendees learned about and ex-changed views on PMIs latest research.

Attendees in the United Arab Emirates had the opportunity to hear highlights around the 2014 PMI Pulse of the Profession report directly from PMI President and CEO Mark A. Langley. They explored how key trends will impact the UAE project management landscape, and addressed the question of how organizations will continue to embrace the clear competitive advantage of project management.

The discussions covered the key trends, particularly around the benefits of effec-tive project, program and portfolio man-agement in bridging the gap between strategy formulation and its day-to-day implementation.

Participants acknowledged that, in the experience of many companies at the round table and in today's complex glob-al environment, the organizations that thrive are the ones that value project management. By maturing project man-agement capabilities, focusing on talent and change management and executive engagement, and insisting on a benefits realization review, high performers successfully complete more projects.

The Pulse of the Profession report dem-onstrates that high-performing orga-nizations emphasize strategy, improve efficiency and cultivate strong talent resources, thereby reducing their risk and increasing their success. They are more flexible and waste fewer dollars.

Middle East Executives Discuss Latest Project Management Trends

Highlights of the Pulse research for the Middle East were presented. This dem-onstrated that US$79 million is wasted for every US$1 billion invested, versus US$109 million wasted for every US$1 billion invested globally, due to poor project performance.

In Riyadh, PMI Vice President for Organization Markets Craig Killough presented the PMI Thought Leadership Series, developed in partnership with the Economist Intelligence Unit, Boston Consulting Group and Forrester Consulting. These reports examine the changing role of PMOs as they shift emphasis away from process and toward the more important role of contributing to value delivery.

Mr. Killough highlighted the fact that strategic initiatives are essential to success in todays increasingly complex business world, yet 44 percent of initia-tives are reported as unsuccessful.

It was widely acknowledged at the round table that PMOs could play a

crucial role in delivering organizational value by supporting the implementation of key strategic programs. To do this, PMOs must become more strategic.

Finally, attendees recognized that all organizations are considering business value delivery as prevalent and impor-tant. All strategic and business change is delivered via project, program and portfolio management (PPPM), and the comments of the group showed participants strongly recognized this in their own organizations. As the profes-sion develops and PPPM value increases significantly, this will need to be un-derstood by all organizations, including those at the highest levels.

PMI will continue supporting executive dialogue in the EMEA region in general providing research, thought leader-ship and expert knowledge. For further information, please contact Milagros Mostaza, director, corporate and government relationsEMEA, at [email protected].

A

Executive roundtable attendees


PMI Today May 2014

Events Calendar

PMI Today Deadlines: JULY 2014 .................................................. 15 MAYAUGUST 2014 ......................................... 16 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 advertise in this calendar, please email [email protected]. Please see PMIs online Events Calendar for more events, including those sponsored by Registered Education Providers and other suppliers of related goods and services.

SeminarsWorld EventsLeading subject matter experts share their experience and deep knowledge on a variety of emerging 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.

Date Location89 May Dubai, United Arab Emirates1213 May Brussels, Belgium1922 May Philadelphia, Pennsylvania, USA2326 June Orlando, Florida, USA (Mega SeminarsWorld)1112 August Nairobi, Kenya

Learn more about PMI SeminarsWorld courses being held in these locations and throughout the world. Use PMIs search tool for project management training matched to your specific needs. Visit http://learning.PMI.org.

MAY 2014

78 MayPMI Central Illinois ChapterPMI Central Illinois Chapter Conference

Normal, Illinois, USA. The conference will feature keynote and general sessions by na-tionally renowned speakers. Breakout sessions offer tracks focusing on project skill develop-ment, leadership, virtual/social media and agile techniques and will include a live Skype session with our PMI partners in Bangalore, India. Earn 12 PDUs. www.pmi-cic.org.

Instructor-Led e-LearningBuild your project management knowledge without leaving your home or office with interactive online courses. Current eSeminarsWorld courses:

Advanced Risk Management115 May; 1024 July; 418 September; 923 October

Agile Project Management822 May; 519 June; 721 August; 1125 September

Project Management IntegrationSimulation 115 May; 519 June; 721 August; 1125 September

Requirements Management: Investigate Your Project815 May; 2128 August; 411 September; 216 October

Understanding Organizational Change1724 July; 1421 August; 1825 September; 2230 October

Visit http://learning.PMI.org for more information.

1416 MayPMI San Diego ChapterPMI San Diego 2014 Annual Conference

San Diego, California, USA. PMI San Diego Chapter's 11th Annual Conference will be a great opportunity for you to learn leadership skills from industry leaders and exceptional speakers, gain critical business insights, expand your professional network and earn PDUs to maintain your PMI certifications. http://pmi-sd.org.

JUNE 2014

12 JunePMI Netherlands ChapterPMI Netherlands Summit 3rd Edition

Zeist, Netherlands. This event is a great opportunity for networking, offering a full day of presentations, talks and workshops spread across multiple tracks. Keynote sessions by international thought leaders include expert insights and lessons learned. The central theme of this years edition is The thin line between project success and failure. www.pmi-netherlands-summit.com.

89 MayPMI Mile-Hi ChapterProject Management Negotiation

Denver, Colorado, USA. PMI Mile-Hi Chapter presents Steven Hayward conducting a two-day course on negotiation. Do you need more resources? Is the timeline too tight? Are there important procurement contracts to be awarded? Negotiation skills are among the most important any project manager can possess. A case exercise thrusts participants into the position of negotiators who must deliver results against a deadline. www.pmimilehi.org.

12 MayPMI Israel ChapterProject Insight

Holon, Israel. Holon Institute of Technology and the PMI Israel Chapter offer a series of con-ferences aimed at students and professionals. This event deals with stakeholders and project management, coming at the subject from an academic perspective and a professional perspective. www.pmi.org.il.



UPCOMING > PMI GLOBAL CONGRESSES AND EVENTSPMI Global Congress 2014EMEA Dubai, United Arab Emirates 57 May 2014http://congresses.pmi.org

PMI Research and Education ConferencePortland, Oregon, USA 2729 July 2014http://www.PMI.org/REC2014

congresses | conferences | seminars | symposiums | webinars

9 May12 noon to 1:00 p.m. Eastern Time (GMT -4)PMI Learning Education and Development (LEAD) Community of PracticeStakeholder ManagementPresenter: George BurtonMore information and to register: http://lead.vc.pmi.org

Links to PMI communities of practice webinars scheduled for May may be found at www.PMI.org/Get-Involved/Communities-of-Practice/Knowledge-Cafe.aspx.

13 May11 a.m. to 12 noon Eastern Time (GMT -4)PMI Organizational Project Management Community of PracticeDeveloping a Project Management Standard for Your OrganizationPresenter: Francine DiMicele, PMPMore information and to register: http://opm.vc.pmi.org

PMI communities of practice webinars are available exclusively to PMI members and at no additional cost. Participants may claim one professional development unit (PDU) per one-hour webinar.

Learn and Earn PDUs with Communities of Practice Webinars and Events

16 JunePMI Israel ChapterPMI Israel Chapter Annual Conference

Tel Aviv, Israel. This flagship event hosts more than 850 participants attending lectures, tracks and exhibition stands. Its a great platform for networking and experience exchange, along with getting updated on leading-edge methodologies. www.pmi.org.il.

30 June3 July International Council on Systems Engineering (INCOSE)INCOSE International Symposium 2014

Las Vegas, Nevada, USA. This is the premier international forum for systems engineering. Paper authors, panelists and tutorial presenters will address ways in which systems engineer-ing principles and perspectives are performed today, with a strong focus on technology inser-tion, process improvements and organizational governance in the context of global multicul-tural and multidisciplinary challenges. www.incose.org/symp2014/?page=welcome.

SEPTEMBER 2014

1113 SeptemberPMI IndiaProject Management National Conference

Hyderabad, India. Project Management Na-tional Conference 2014 is a two-and-half-day professional development event, conducted by PMI India and hosted by the PMI Pearl City, Hyderabad Chapter. The theme of this confer-ence is Project Managementthe Mantra for

Sustainable Growth. It provides an opportunity for project management practitioners across industries, government, academia and nongov-ernmental organizations to exchange ideas on the challenges and emerging trends in projects that are contributing to national objectives. www.pmi.org.in/conference2014.

NOVEMBER 2014

13 NovemberPMI United Kingdom ChapterSynergy 2014

London, England. Synergy 2014 is a daylong professional development event themed Proj-ect ManagementWhats New, Whats Old

PMI Global Congress 2014North AmericaPhoenix, Arizona, USA 2628 October 2014http://congresses.pmi.org

PMO Symposium 2014 Miami Beach, Florida, USA 1619 November 2014http://congresses.pmi.org

and What Works. Join practitioners across industries and sectors to exchange ideas on the challenges and emerging trends in projects that are contributing to national and international objectives. www.pmi.org.uk.

17 NovemberPMI Munich, Germany ChapterPM-Summit 2014

Munich, Germany. Under the theme The Pulse of Project Management, the PM-Summit 2014 offers a platform for networking and experi-ence exchange. A program of seminars, work-shops and exhibition stands, will present on leading-edge methodologies and soft skills. www.pm-summit2014.de.


PMI Today May 2014Advertisement



Donors Make a Difference

PMIEF Thanks All Those Who Supported Our Mission in 2013

onors to the PMI Educational Foundation (PMIEF) truly make a difference!

With your generous support during 2013, we continue leveraging project management for social good around the globe. Here are just a few ways we help:

n Students, teachers and staff members at not-for-profit organizations and nongovernmental organizations are learning how to use and teach others project management skills.

n College and university students are able to realize their dreams through education.

n Project management practitioners are building their skills through training and professional development scholarships.

PMIEF relies on the generous and continued support of the entire PMI community to achieve its goals. Thank you for your loyal support and for partnering with us to leverage project management for social good.

D PMI CommunitiesPMI Alaska Chapter*PMI Arabian Gulf Chapter*PMI Atlanta ChapterPMI Baltimore, MD Chapter*PMI Central Florida ChapterPMI Central Iowa ChapterPMI Chicagoland ChapterFormer PMI College of Performance

Management*PMI Columbia River Basin Chapter*PMI Dallas ChapterPMI Delaware Valley ChapterFormer PMI Design-Procurement-

Construction Specific Interest Group*PMI Durham Highlands ChapterPMI Eastern Iowa Chapter*PMI Great Lakes ChapterPMI Hampton Roads Chapter*PMI Houston Chapter*PMI Information Systems Community

of PracticePMI KC Mid America ChapterPMI Madison/S. Central WI Chapter

PMI Mass Bay ChapterPMI Memphis ChapterPMI Metropolitan St. Louis Chapter*PMI Minnesota Chapter*PMI New York City ChapterPMI North Carolina Chapter*PMI Nova Scotia Chapter*Former PMI Oil, Gas and Petrochemical

Specific Interest Group*PMI Orange County ChapterPMI Phoenix ChapterPMI Portland ChapterPMI Rio de Janeiro, Brazil ChapterPMI Rochester ChapterPMI San Diego ChapterPMI Sao Paulo, Brazil ChapterPMI Silver Spring ChapterPMI Southwest Ohio ChapterPMI Tulsa ChapterPMI Washington, DC Chapter*

*Scholarship Endowment

Continued on page 14

Project Auditors

Mission Partners

CORPORATE SCHOLARSHIP DONORSUS$1 MILLION+ DONORSSupporting the PMIEF MissionPMIEF could not accomplish its work without the generous support of others. PMIEF extends its thanks and appreciation to its donors for their contributions and would like to give special recognition to the following major donors for their leadership.


PMI Today May 2014

PMIEF administers more than 40 academic scholarships for college and university students and provides dozens of professional development and training scholarships for project management practitioners. For more information on how PMI communities are supporting this effort, please visit our website at www.PMIEF.org.

Gifts of US$10,000 and aboveChen Frame Foundation

Gifts of US$3,000$9,999Capitol Media Solutions

Leadership Society Gifts of US$1,000 and aboveAnonymous (4)Frederick ArnoldJeannette BarrYanping Chen and

J. Davidson FrameJenni and Bill ConnollyGeoffrey Davis

Steve DelGrossoMichael DePriscoDurable DigitalJo* and Jim FergusonRay FrohnhoeferLarry GoldsmithGreg GomelKenneth Hartley*E. LaVerne JohnsonDeanna and James

LandersMark A. LangleyNewland LewisPablo Lledo, Sr.Debra Miersma and

David RussellAllan* and Jeanne MillsWilliam MoylanDoug OrlandoBeth Partleton and

Vernon ViceJohn Patton*Frank ParthThe Project

Management LabJohn Rickards* and

Christine WatsonFrank SaladisJames SnyderEricka and Roberto

Toledo** = PMIEF Board Member

Gifts of US$500$999Anonymous (1)Anne Bishop IIL (Singapore) AsiaIIL AustraliaIIL FinlandIIL FranceIIL Hong KongIIL KoreaIIL Middle EastIIL New YorkIIL SpainNayna and Suketu*

NagrechaShinichi TasakaDonald Taylor* = PMIEF Board Member

Gifts of US$100 $499Anonymous (1)Jeffrey AdamsGani Adebisi AdegokeMohammad Al JarrahMohamed Al-naboud, Sr.Mohammed Abd Al

Fattah AmerFrank AnbariAmmar AnwarRussell Archibald

Kumara BadhugeMillicent Angel BakerElizabeth BergBruce BertramJacques BoivinJulia BorieWalter BowmanStephanie BowmanMichael BranchChristophe Bredillet Thomas BresanHenrique BuarqueRoy CarniatoEphrem Auxilio

ChettiarLubomir ChmuraMargaret CombeArmando Villaflor

DetruzThomas DevineSridhar Chakravarthy

DevulapallyDhiraj DhunputhJoe and Theresa DiVitoDorothy DominiqueXiangyang DongKimberley DowlingKenneth DunnOlatokunbo DurojaiyeShirley Edwards

(deceased)

Former PMI College of SchedulingFormer PMI

Oil, Gas & Petrochemical

SIG

Former PMI Design

Procurement Construction

US$50,000+ DONORSUS$100,000+ DONORS US $20,000+ DONORS

E N D O W M E N T D O N O R S

Claude EmondChristian EnwudorAnna Maria FeliciNancy Fontaine Christine FooE.N. FriesenJi Mei FuLewis GedanskyRobert Bruce GilesGary GueltigClifton GuevaraAaron and

Lynn Marie HallDeanna HansonCharles HarmonJoe HashemiKaren HavekostBarbara HelferPierre HermannSho HikitaHollstadt &

Associates, Inc.Caroline HoogTherese HoweChang Fa HuangRick and Mia HughesChiung-Ming HungKimberly HutchinsonKrishna JagannathanOlivier JarrarSyreeta Johnson

Donors Make a Difference Continued from page 13



Peter JohnsonGloria JohnstonYongha JuToshihiko KawamuraNaoto KishiyamaJohn KlokeJohn KorenArun KumarRahmi KutsalCody LeontowiczXiaochen LiGu LiDiane Elizabeth LippmanPeter LundNeil Gordon MacdonaldPaul Joseph MankowskiAbdelhafid Sghiri MbarekSid MilesCarole MillerKunihiko MishimaTerry Kay MoedeSiu Ming Edward MokSeelan MoodleyKristine Hayes MunsonEric-Stephan NeillWilliam NgMark NovyObiefuna OducheOmobolaji OladipoYoshiko OmichiLeon OwenUma Shanker PalepuMitch Mircea PanzarRicardo ParraSteve PateJohn PollardPryce Quintina, Jr.Venkataraman

RamachandranRita Read*Marc RocheGifferson RomeroWilliam RugglesAdriana SarmientoBeverly SaundersKarl Schaeffer

Betty SchobeyKatherine Shawver*James Lester ShelorKevin SheppardSreekumar SiddulaRavi SinghJen SkrabakJoseph SlatterJim SloaneJane SoggeChris and Diane SteeleMing SunRay TerminiPaul TrupianoStanley Tunstall Rajesh UnnikrishnanMartin Van Der SchouwGregorie Leigh WareLowell WilleCharles Virgil WilliamsValerie WilliamsCorey WilliamsDebra WinslowRebecca WinstonTing-Yi YehHuaming Zhang

* = PMIEF Board Member

Gifts of US$1 $99PMIEF is grateful to the 6,760 individuals who made contributions of less than US$100 during 2013. 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 and Workplace Giving CampaignsBNY Mellon Community PartnershipHP Company FoundationIBM Employee Charitable Contribution CampaignIndependent CharitiesState Street Matching Gift Program

Honorary and Memorial GiftsFriends of Jerry KingFriends of Ray PiperPMI Washington, DC Chapter

In Honor of Joseph Volonakis

PMIEF, 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 U.S. tax returns, contributions may be tax-deductible. PMIEF U.S. tax identification number is 23-2630701. For more information, visit www.pmief.org.

A Donor Connects to PMIEFs Mission

Leading the Way to Social GoodIn 2007, PMIs CEO approached E. LaVerne Johnson, founder, president and CEO of International Institute for Learning, Inc. (IIL), with a request. He wanted to enhance the scope and influence of PMIEF and IIL, as one of the leading cor-porate training organizations in the world, was the ideal partner.

Ms. Johnson agreed to a US$1 million pledge from IIL to launch PMIEFs first capital campaign. She also agreed to serve as chair of the campaigns initial fundraising committee charged with securing additional funding to help PMIEF achieve its mission.

That missionto provide resources to help people learn and apply project management skills in order to improve their worldworks in concert with IILs already well-estab-lished efforts to help meet the increased demand for higher-level skills and project management capabilities in the workplace.

Continued on page 18

E. LaVerne Johnson, founder, president, and CEO of International Institute for Learning, Inc.


PMI Today May 2014

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Bring a Project Management Course to Your Company or Chapter!Contact Erica Schmidt For Details at +1.952.846.4484 ext. 405 RMC Project Management, Inc.

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Chapter Links news | people | projects

or the first time, an international event for scouts provided young people with the opportunity to learn

about project management. The event, named II Moot Scout Interamericano, gathered 1,200 young people between the ages of 18 and 21 in different cities of Rio Grande do Sul state, southern Brazil. A project management workshop was organized by the president of a group of all Brazilian PMI chapters, Srgio Marangoni, and supported by the PMI Rio Grande do Sul Chapter through its volunteers.

The scouts came from countries including Brazil, Argentina, Chile, Uruguay, Paraguay, Bolivia, Colombia, Venezuela, Ecuador, Peru, Costa Rica, the Dominican Republic, El Salvador, Mexico and Panama. In the workshop, young people could take a more practical approach to proper project management as promoted by PMI.

Participants were separated into groups of three to five in order to work on a specific project. The scouts had to plan, make a schedule, identify the resources needed and acquire them, select the best performers, run the plan, reschedule, change quantities, resize, deliver the

PMI Rio Grande do Sul Chapter www.pmirs.org.br

Scout Event Teaches Project Management

F final product and assess what has been done. Furthermore, the participants had the opportunity to learn what PMI is and how to get involved. In addition to learning how to deliver well-executed projects as shown by an international standard, they also were told how to apply for a Certified Associate in Project Management (CAPM) certification.

These young scouts were not exactly oblivious to the topic of project

management. They were often prompted through their educational progression within the scouting movement to create and implement elaborate designs to solve problems. These projects can be community-oriented, social, personal, professional or related to the scout movement itself. All participants enjoyed this experience, and now they are well familiarized with project management and its importance in their day-to-day lives.

Srgio Marangoni leads a session at the scout event.



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he PMI Sinaloa, Mexico Chapter gave a workshop on project management methodology to

teachers from a preparatory school. This workshop was in preparation for the National Innovation Projects Competition, organized by the Ministry of Education of the Mexican Government.

In this contest, students, along with their faculty advisors (teachers), have to develop a project in the categories of software and/or media, technology, education or business. The first stage is a local competition in which students from the same school compete among them-selves. Winners then compete at the state level and finally move on to the national competition.

PMI Sinaloa, Mexico Chapter www.pmisinaloa.org

Workshop Prepares Students and Teachers for Project Innovation Contest

During the workshop, the teachers learned about the methodology of project management according to A Guide to the Project Management Body of Knowledge (PMBOK Guide): developing a business case, Process Groups, Knowledge Areas, and templates and techniques to develop their projects. Chapter President Francisco Herrera, PMP, was the facilitator of the workshop and also participated as a judge in the local competition.

The director of the school, Ruben Hernandez, participated in the opening and closing of the workshop. Thanks to the PMI Sinaloa, Mexico Chapter for sharing the project management methodology, said Mr. Hernandez. I am sure that with this knowledge students will be better prepared and make a good showing in the state competition.

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Francisco Herrera, PMP, leads a workshop for teachers.

Workshop participants


PMI Today May 2014

Tokens of appreciation were presented to loyal members who joined PMI 10 or more years ago. From left, Chalid Tamimi, PMP; Adi Prasetyo, PMP; Chapter President Muhammad Arisman, PMP; Ika Avianto, PMP; and Noerachman Saleh, PMP


he PMI Indonesia Chapter recently held its annual member gathering. More

than 70 active members attended, as well as representatives from chapter branches in Bandung and Jogjakarta.

The main purpose of the event was to recognize loyal members who have been part of PMI for more than five and 10 years. Attendees also heard information on chapter activities such as seminars, open membership meetings, company visits, branch openings and the new board of directors.

PMI Indonesia Chapter www.pmi-indonesia.org

Loyal Members Feted

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PMIEF: Leading the Way to Social Good Continued from page 15At IIL, we have the utmost faith in the power of the profession of project management to make the world work better in all respects, said Ms. Johnson. Thats why we believe it is so critical to support the work of PMIEF, which helps spread this power across all borders and into all age groups and populations.

Through IILs generous leadership, in partnership with gifts from individual donors around the world, PMIEF is making incredible strides in our efforts to create and inspire the greater good through project management and project managers.

For the past four years, IILs financial support has sponsored The Kerzner Award, which recognizes the project manager who most emulates the professional dedication and excellence

of the renowned project management thought leader Harold Kerzner, PhD.

Of this sponsorship, Ms. Johnson said, We are proud to honor Dr. Harold Kerzner as a true visionary in the field of project management. It is with great pride that we pay tribute to his con-tributions through two distinct award programs administered by PMIEF.

The second award program is the PMIEF Dr. Harold Kerzner Scholarships, offered annually. These scholarships represent IILs influence in helping PMIEF spread project management to younger generations. The scholarships are available to deserving individuals seeking undergraduate and graduate degrees in project management.

In addition, IIL donated Senior Vice President Judy Umlas book Youre

Totally Awesome! The Power of Acknowledgement for Kids to support PMIEFs encouragement of young peoples abilities.

IIL and other PMIEF donors like you provide the support PMIEF needs to pursue our mission of enhancing K12 project management educa-tion through a growing number of resources and programs available at no cost to children and youth across the globe.

Every giftno matter the sizehelps enhance the advancement of project management for social good, and we are grateful to IIL for their inspirational leadership that has led the way. Visit Donate Now at www.pmief.org if you too would like to support PMIEFs mission and programs.



PMIEF: Leading the Way to Social Good Continued from page 15

PMI Chinas 2014 conference for Registered Education Providers (R.E.P.s) in Hangzhou attracted 81

representatives from 41 R.E.P.s, including six new members. Focusing on strategic partnership, the conference welcomed honorable guests to share their insight and expertise with the R.E.P.s:n Bob Chen, managing director,

PMI Chinan Stephen Townsend, PMI global

channel and networking directorn Liu Zhongsan, director of the Training

Center of State Administration of Foreign Experts Affairs (TCSAFEA)

n Zou Li, head of the project management department, TCSAFEA

n Eric Feng, general manager, Prometric (China).

Mr. Chen opened the conference with a summary of project management developments in China and a strategic plan to advance the profession. TCSAFEAs Mr. Liu and Mr. Zou presented on the centers significant role as a strong collaborator and government supporter.

After a review of global trends of the profession, Mr. Townsend discussed PMIs R.E.P. policy and resources that serve R.E.P.s. Mr. Feng discussed the administration of the Project Management Professional (PMP) credential exam.

Attendees benefitted immensely from a presentation on best practices in running a training company, given by Zhang Xuyan, general manager

T

PMI China News

Strategic Partnership Theme of R.E.P. Conferenceof Hangzhou Creative Intelligence Consulting Co., Ltd.

Awards were presented to seven R.E.P.s for their excellence and contributions.

PMI China Managing Director Bob Chen

Conference attendees


MEGASKILLS MEGAMINDS MEGA YOU

23 - 26 June 2014Orlando, Florida, USA | Caribe Royale Resort & Convention Center

REGISTER TODAY!learning.pmi.org/mega

MEGADIFFERENCE

Nows the time to reserve your place at the career-changing project management training event of the year.

MEGAPOTENTIAL

Choose from over 30 intensive courses, from 1 to 4 days and earn up to 30 PDUs.

Network with world-class instructors and speakers. Meet international project management peers and make lifelong connections.

MEGAHOT TOPICS Focus on career-building skills that will impact your next project.

MEGAKNOWLEDGE Real world solutions to the issues you face every day.

14 Campus Blvd | Newtown Square, PA 19073-3299 USA | PMI.org

2014 Project Management Institute, Inc. All rights reserved. PMI, the PMI logo, and Making project management indispensable for business results are registered marks of the Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI legal department. PRA-403-2014 (2-14)

Find out how Next Gen project managers are redefining success with

Keynote, Jake Greene on Project Management in the Age of Disruptive

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ContentsPMI Research Helps Organizations Manage ChangeMiddle East Executives Discuss Latest Project Management TrendsEvents CalendarPMIEF Thanks All Those Who Supported Our Mission in 2013Chapter LinksPMI China News: Strategic Partnership - Theme of R.E.P. Conference

5 Pmitoday201405-Dl Spanish

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Transcript of 5 Pmitoday201405-Dl Spanish