A SUPPLEMENT TO PM NETWORK® PUBLISHED BY PROJECT MANAGEMENT INSTITUTE NOVEMBER 2017

Best of the Best Honored

Award-Winning
Projects and
Practitioners
Celebrated

INSIDE
The Explosion of Complex and 3
Megaprojects and What it
A highlight of PMI® Global
Conference, held in Chicago,
Illinois, USA, was the gala
honoring the winners of the 2017 PMI
Professional Awards. Feted were the
PROJECT AWARDS
2017 PMI
Project of the Year Award
This award recognizes the large and
Means for You complex project that best delivers
best projects and leading practitioners
Events Calendar 19 superior performance of project
in the world, selected by volunteer
Professional and Student 20 evaluators. Also honored was a product management practices, superior
Award Recipients Honored for training project practitioners. organizational results and positive
Chapter Links 22 impacts on society.
Some of the academic awards were
A Plan for the Future 24 bestowed earlier this year. Those Continued on page 6

winners were recognized at the awards

Three Chapters Receive ceremony as well.
Prestigious Chapter of Here is information on who were “the
the Year Awards best of the best” this year:
See page 13

Available online for PMI members only at PMI.org

PMI- PMITodayNovember2017(final).indd 1 10/5/17 3:50 PM

 Page 2 PMI Today November 2017

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 PMI Today November 2017 Page 3

from the Board

THE
Explosion
Tony Appleby,
MBA, PMP
OF
Complex AND
Megaprojects
What it Means
AND

for You
PMI Today: What kinds of projects or environmental impacts; and usually must be managed, so megaprojects are
might be considered complex? When have scores of, if not a hundred or more, often also considered complex efforts
does a project become a “megaproject”? stakeholder groups. Additionally, there by their very nature. High-speed rail,
How important are complex projects is often a fair amount of ambiguity that new airports and seaports, cultural and
and megaprojects in today’s economic Continued on page 4
environment?
Mr. Appleby: While there is not broad
consensus on when a project or program
should be considered complex, there
are some generally accepted concepts
that apply. These include significant
challenges associated with managing
the behaviors of people, systems and
uncertainty. And that has nothing to
do with the size of the project, either;
smaller projects can be—and increasingly
are—complex.
Megaprojects, though, are a bit easier to
describe. They are efforts that typically
entail investments of US$1 billion or
more; have very long life cycles that
can often be measured in decades; have
substantial economic, societal and/

PMI- PMITodayNovember2017(final).indd 3 10/5/17 3:50 PM

 Page 4 PMI Today November 2017
From the Board Continued from page 3
sports venues, oil and gas pipelines,
massive wind farms, aerospace programs
and energy complexes are examples of
megaprojects.
Complex and megaprojects have always
been important, but in today’s economic
environment, they’re more vital than
ever. These efforts are often the strategic
investments that allow companies to
transform themselves and thrive in an
age of continuous disruption. They are
the public infrastructure efforts that
allow local and regional economies
to prosper. Every month we publish
examples of complex and megaprojects
in PM Network® and each examines
the unique challenges and benefits
associated with its undertaking.
PMI Today: You mention challenges.
What are the biggest ones in complex
and megaprojects?
Mr. Appleby: There are many, to be
sure. PMI has conducted quite a bit of
research on complexity and identified
four prevalent areas of concern—scope,
communications, stakeholders and risk.
With scope, it is nearly impossible to
fully define it at the onset of the effort.
As the complex or megaproject evolves
over time, the initial scope will likely
change due to new—and frequently
disruptive—circumstances, opportunities
PMI Fact File
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PMI- PMITodayNovember2017(final).indd 4
identified as the effort proceeds, funding
changes, requirements adjustments and
so on.
Communications challenges remain one
of the most problematic for projects
and programs of every size. In fact, our
Pulse of the Profession® research shows
that half of the projects that fail do so
primarily due to poor communications.
Stakeholder management is very
difficult in complex/megaprojects as
there are multiple agendas, as well as
social and political considerations. And
stakeholders have differing opinions
about how best to proceed with the
project, too.
Risk, though, is a really tough one
because of all the ambiguity that exists
with complex efforts in the first place. It
is exceptionally challenging to evaluate
the multitude of risks because of the
high number of interdependencies
that these types of projects entail. But
even more so, the unpredictability
of complex/megaprojects and all the
unknowns that must be considered make
risk management that much harder to
perform well.
Additionally, it is important to recognize
that complex projects and megaprojects
tend to have overly optimistic schedule
and cost estimations. As part of the
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project team’s risk management
efforts, a careful examination of the
implications associated with potential
cost and schedule overruns needs to be
made. Furthermore, the multitude of
stakeholders commonly associated with
megaprojects make them a risk scenario
unto themselves.
PMI Today: You had mentioned that
major projects commonly have large
numbers of stakeholders, which would
include customers, investors and the
community at large. What are some
essential ways to manage this diversity
of interests?
Mr. Appleby: You are so correct in
noting that there is a diverse set of
perspectives from a wide array of
stakeholders when it comes to major
projects. Each stakeholder group will
have their own agenda, which will have
an effect on the project’s requirements,
constraints and even management
processes. I mentioned social and
political considerations before, and
those are important considerations,
too, and are not always explicitly
communicated to the project team.
The team needs to be attuned to and
aware of the implications of all of these.
And while stakeholder analysis, registers
and other typical management tools
should absolutely be employed,
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complex projects require the full use
of all available stakeholder tools, like a
stakeholder engagement assessment
matrix, for example. It is very important
for the team to develop and maintain
engagement models that include all
stakeholders and monitor and update
these on a continual basis, as the
relationships—and the implications
associated with their engagement—
will likely change over time.
Decision Making
PMI Today: How is decision making
different on a larger, more complex
project versus smaller, less complex
projects?
Mr. Appleby: In smaller, less complex
projects, there is usually a process
already in place for decision making
that is based on a single organization’s
established protocols. With larger, more
complex projects, there are frequently
multiple stakeholder groups that hold
varying degrees of authority on the
project. So, a best practice is to establish
and gain general consensus to a process
for group decision making. Because there
are so many stakeholders and third-party
suppliers, each with their own processes,
it is critical to apply governance
mechanisms for delegation of authority,
accountability and decision making.
Additionally, when the program or
project requirements change frequently
or cannot be clearly defined due to
conflicting information received from
the various stakeholders, it is important
to assign resources to verify the
information received and to establish
an objective basis for decision making.
As a larger, more complex project effort
moves forward, it is also crucial to
review earlier decisions and discuss the
consequences of those decisions given
the effort’s current state. New risks
may have emerged that may impact
the importance of earlier decisions and
these decisions may require validation
or adjustment.
PMI- PMITodayNovember2017(final).indd 5
Agile Approaches
PMI Today: What is the role of agile or
hybrid approaches in megaprojects?
Mr. Appleby: Agile approaches were
originally created to help resolve issues
that are inherent in megaprojects:
high rates of change, complexity
and uncertainty. So, there is a
natural opportunity to employ some
agile techniques effectively within
megaprojects. A hybrid approach,
though, is most common, as there is
often a need to have some level of
predictability in the overall process.
PMI’s own research is showing that there
is a growing interest in the employment
of hybrid processes in complex efforts.
It provides a balance between the need
for initial established requirements, yet
allows for quicker feedback and
decision-making cycles that better
enable project teams to make more
rapid, incremental progress.
Because each megaproject is unique
to some degree, it is incumbent on the
project team, working with their senior
stakeholders, to develop an approach
that works best for their effort. It is not
uncommon to see a combination of
predictive, iterative, incremental and
agile approaches being employed on
megaprojects.
Ultimately, the role of agile practices on
megaprojects, though, is to add value.
If the processes that are used provide
increased levels of communication and
collaboration, that helps make for better
real-time decision making. And if agile
or hybrid processes are set up in a way
that helps integrate the multitude of
activities that megaprojects have going
on at any given point in time, that is
adding value in a truly significant way.
The PMO
PMI Today: Where does the project
management office (PMO) play a role
in helping megaprojects deliver the
intended value?
PMI Today November 2017 Page 5
Mr. Appleby: I simply cannot
overstate the importance of PMOs in
megaprojects. They have an incredible
responsibility and are invaluable to
the success of the complex project
or megaproject. Beyond providing a
central mechanism for ensuring that
requirements and stakeholder needs
are being appropriately managed,
they can coordinate the evaluation
of risks and opportunities, facilitate
the flow of communications and
knowledge dissemination, and act
as the escalation point for issues
and governance concerns. Just
as importantly, they help reduce
redundancy, which frequently occurs
when there are multiple groups
engaged in the effort that may have
different—and sometimes conflicting—
management processes and systems
that require harmonization.
PMOs also tend to reinforce and
support good governance practices.
And this is vital to effective oversight
and decision making. But perhaps
most importantly, PMOs provide
standardized processes and tools,
which allow the various megaproject
teams to have the structures they
need to work better in a complex
environment.
PMI Today: What talent management
considerations need to be kept in
mind when planning for and executing
a complex project or megaproject?
What happens when a project’s
timeline is so long that team turnover
is inevitable?
Mr. Appleby: This is such an
important question; thank you
for asking it. There are significant
challenges associated with both team
and leadership turnover. Subject
matter experts retire or move on. Key
stakeholders are replaced as the effort
moves into a new phase. And multiple
project managers can easily take the
reins over the course of the effort, too.
Continued on page 6
10/5/17 3:50 PM
 Page 6 PMI Today November 2017
From the Board Continued from page 5
Working on a long-term project is not
for everybody, either. Many people
prefer to work on multiple smaller
projects over the course of their careers,
so finding resources willing to commit to
a multiyear—never mind multidecade!—
effort can be daunting. It is important
that succession planning occurs on
an ongoing basis, so that transitions
in project roles are anticipated and
managed proactively. This is particularly
important with leadership roles, which
Award-Winning Projects and Practitioners Celebrated
Continued from page 1
The three finalists were:
Gahcho Kué Project, Yellowknife,
Northwest Territories, Canada,
De Beers Canada/Hatch Ltd. The largest
new diamond mine constructed in
the world since 2003, Gahcho Kué is
located on an isolated stretch of tundra
with no permanent roads. Materials for
the CA$1.1 billion project had to
be delivered to the site by cargo plane
or transported over an ice road only
open two months each year. Blizzards
closed the road three times in 2015
and delays surrounding the site’s
permanent airstrip almost pushed
the project off track.
Lean management processes helped
the team close the project and ramp
Aerial view of Gahcho Kué mine.
PMI- PMITodayNovember2017(final).indd 6
need to provide continuity across the
program areas over the duration of
the megaproject.
Additionally, the variability of funding for
megaprojects can change dramatically
from year to year, adding another layer
of complexity to the staffing challenge.
Project managers need to be aware of
this variability, employing contract labor
carefully to ward against the need for
layoffs or reassignment of permanent staff.
up production two months early, which
allowed the mine to exceed its 2016
carat budget (i.e., the average size and
quality of diamonds per ton of material
removed) by 60 percent. Plus, the new
facility will contribute almost 1,200 full-
time equivalent jobs each year of the
mine’s 12-year lifespan.
The project was chosen as a finalist
for the PMI Project of the Year Award
for its high professional standards in
managing this complex, extraordinarily
challenging project and its excellent
results for business, government
and people. The project workforce
achieved robust safety goals, while
members of six First Nations groups are
enjoying long-term benefits through
sustainable employment, supply chain
And, given the long-term nature of
megaprojects, institutional knowledge
retention is key. It helps prevent
repeating mistakes as well as duplicating
research and other activities, ensures
that lessons learned are captured and
disseminated, and reduces the ramp-up
time for new employees and contractors.
PMI Today: Thank you for your
time today.
Mr. Appleby: Any time. My pleasure.
opportunities and formal partnerships
with the mine owner. The high-stakes
project was managed with world-class
systems, so production was able to
begin two months ahead of schedule
while maintaining good control of cost,
scope, risk and safety.
Hanford Double Shell Tank
AY-102 Recovery Project, Hanford,
Washington, USA, Washington River
Protection Solutions, LLC. The project
removed 726,000 gallons (2.7 million
liters) of radioactive waste from a Cold
War-era underground tank that had
developed a leak. This fast-track project
required the installation and operation
of remote sluicing and pumping
equipment and all associated support
systems in an exceptionally challenging
10/5/17 3:50 PM

Team members at work on the AY-102 Recovery Project.
Team at completion of University Link tunnel.
work environment, while achieving
all safety, quality, cost, schedule and
stakeholder involvement goals.
The project team utilized a rigorous
risk and opportunity management
process that identified key work scope
and execution changes throughout
the 2.5-year performance period that
factored significantly into the success of
the project. Retrieval of AY-102 waste
eliminated the threat of release to a
plateau adjacent to the Columbia River,
and enabled inspection and analysis of
the tank that will be used to extend the
life of the remaining 27 double-shell
radioactive waste tanks at Hanford and
similar facilities across the world.
PMI- PMITodayNovember2017(final).indd 7
The AY-102 recovery project is a great
example of how a team effort and the
disciplined implementation of project
management tools and techniques
secured the successful completion
of a very challenging operation, and
highlights how project excellence within
the Hanford contractors’ community
supports advancing the critical Hanford
cleanup mission.
University Link Light Rail Extension,
Seattle, Washington, USA, Sound
Transit. This was one of the largest
transit infrastructure development
projects in the Pacific Northwest. The
3.1-mile, twin-tunnel light-rail project
was completed six months ahead of
PMI Today November 2017 Page 7
schedule for US$200 million less than
its US$1.8 billion budget, thanks in part
to successful application of project
management good practices.
The project presented a number of
scope, schedule and budget challenges
that were managed effectively
using innovative engineering and
construction solutions, alternative
contracting strategies, and proactive
risk identification and management.
Risks included tunneling under
major highways and a body of water
without impacting traffic or the
structural integrity of the roadways, or
encountering major water intrusion.
The project has changed the way people
commute in the region, with an over
60 percent increase in daily ridership of
the light-rail system since its opening.
It serves as a catalyst for urban transit-
oriented development around one of
the two stations along the alignment.
The 2017 PMI Project of the Year Award
went to the Hanford Double Shell
Tank AY-102 Recovery Project.
Accepting the award for the team was
Roland (Doug) Greenwell, PE, PMP,
manager, SST retrievals, and Sebastien
Guillot, PMP, AREVA Federal Services
LLC. Mr. Greenwell said, “Recognition
by PMI is a fitting acknowledgement to
the men and women who achieved this
exceptionally challenging project.”
PMI Award for Project Excellence
This award recognizes the smaller (less
than US$100 million budget) project
that best delivers superior performance
of project management practices,
superior organizational results and
positive impacts on society.
One of the winners was the ICT fitout
delivered “As a Service” for 1 William
Street, Brisbane, Queensland, Australia,
by Dimension Data Australia. This
project saw Dimension Data develop an
industry-first technology solution for
Continued on page 8
10/5/17 3:50 PM
 Page 8 PMI Today November 2017

Award-Winning Projects and Practitioners Celebrated

Continued from page 7

Tank 12 marks another step closer to

ICT fitout delivered “As a Service” for 1 William Street.
the Queensland State Government that
has provided a benchmark platform
that can be readily applied across all
state-owned buildings into the future.
Project management practices like
stakeholder map, multidisciplinary
teams and tools were used for
determining and managing project
costs. There was a strong focus on
vendor management—cross-agency
collaboration, colocation and a
partnering model with the customer—
that all contributed in achieving the
project outcome.
Despite challenges, such as having
to deal with a large and diverse
subcontract base, which introduced
complexity and potential cost
implications, the project was delivered
on time and on budget.
Peter Dodd, PMP, program director,
noted: “As a long-standing member of
PMI, I fully appreciate and support the
rigor and governance that ensures the
successful delivery of large and complex
projects. This project was no exception,
calling for technology to allow 5,000-
plus officers to work across 39 floors
to achieve greater cross-agency
collaboration, mobility and flexibility.”
Another PMI Award for Project
Excellence winner was the Tank 12
Closure, Aiken, South Carolina, USA,
by Savannah River Remediation. This
was a project to clean up the highly
radioactive liquid waste byproduct
from Cold War-era nuclear materials
production. The waste in the storage
tanks is considered the single greatest
environmental risk to the state of South
Carolina. The operational closure of
Tank 12 Closure.
reducing the risk this waste poses to
workers, the surrounding communities
and the environment.
“Winning the 2017 PMI Award for
Project Excellence means Savannah
River Remediation’s significant
contributions in cleaning up the Cold
War are being recognized on a global
scale,” noted Tom Foster, Savannah
River Remediation president and project
manager. “Safety and innovation are
two key elements of project excellence,
and we are proud to represent these
qualities as a PMI award recipient.”
A third winner of the 2017 PMI Award
for Project Excellence was the AP
Farm Ventilation Upgrade Project,
an important safety-related project at
the Hanford site, Washington state,
USA. It provided myriad protections for
Hanford’s nuclear cleanup workforce
and represented a crucial milestone
toward eventual treatment of Hanford’s
legacy nuclear waste.
The project replaced decades-old,
noncompliant equipment with a

PMI- PMITodayNovember2017(final).indd 8 10/5/17 3:50 PM

 PMI Today November 2017 Page 9

AP Farm Ventilation Upgrade Project.
first-of-a-kind design that sets the
standards for ventilation upgrades
for Hanford’s other aging waste tank
farms. Replacing aging infrastructure
at the Cold War-era site is critical to
completing the U.S. Department of
Energy’s cleanup mission at the
Hanford Site, which will continue for
decades to come.
PRODUCT AWARD
PMI Continuing Professional Education Product of the
Year Award
This award recognizes and honors
exceptional skills in the development and
delivery of a professional development
product in project,
program or portfolio
management.
The winning
product, Swiss
Island® from Spirit
at PM GmbH and AUTHESIS
GmbH, is an online simulation-based
tool designed to address the perception
of project success versus project
management success. Participants in
teams play a role in realistic complex
situations.
The game can
be precisely
tailored to
the concrete Rüdiger Geist, PMP, PfMP
needs and
environment of the participants. It addresses
participants’ knowledge of best practices and theories.
Accepting the award were Joerg Hoehl, PMP, and
Joerg Hoehl, PMP Rüdiger Geist, PMP, PfMP.

The project team faced many

challenges, including changing
conditions, out-of-date drawings of
buried legacy equipment, excavation
of radiologically contaminated
soil and a not-to-exceed funding
limitation. The small, cohesive project
team used innovative thinking and
key subcontractor relationships to
overcome bureaucracy and meet
project challenges.
“The team executed successfully and
safely despite complex radiological,
chemical and environmental hazards.
Now the Department of Energy and
the Hanford Site have a best-in-class
tank ventilation system to show for it,” Swiss Island game board.
noted Brad Bricker, project manager.
Continued on page 10

PMI- PMITodayNovember2017(final).indd 9 10/5/17 3:50 PM

 Page 10 PMI Today November 2017
Award-Winning Projects and Practitioners Celebrated
Continued from page 9
INDIVIDUAL AWARDS
PMI Eric Jenett Project
Management Award of
Excellence
This award recognizes and honors
individuals who have made
outstanding contributions to the
project management profession or its
practice through leadership, technical
project management, and strategic
and business management acumen.
Alfonso Bucero, PMI-RMP, PMP,
PfMP, PMI Fellow, was a recipient
of this award. The PMI Professional
Awards Member Advisory Group
(Awards MAG) noted that Mr. Bucero’s
contributions
to project
management
and PMI, both
regional and
global, “are
impressive. He
demonstrates
a positive
attitude
in how he
presents
Alfonso Bucero, PMI-RMP,
himself to PMP, PfMP, PMI Fellow
others, always
using the motto ‘Today is a good
day.’ As the past president of the PMI
Madrid Chapter and the past EMEA
Region 8 mentor for Western Europe,
he has demonstrated exemplary
commitment, leadership and
passion for the project management
profession.”
Mr. Bucero said the award is “an
incentive for me as a project
professional. It helps me to recharge
my batteries to continue contributing
to the profession.”
A second recipient was
Sriramasundararajan Rajagopalan,
PhD, PMP. The Awards MAG noted his
significant contribution in the field of
project and program management.
PMI- PMITodayNovember2017(final).indd 10
Dr. Rajagopalan said he believes he
received this award by “acting as the
CEO, I call it the Chief Experience
Officer, for the larger society that
needs to benefit from project
management excellence.
Sriramasundararajan Rajagopalan, PhD, PMP
“My volunteering efforts to serve
through the chapter and nonprofit
associations, and the self-initiated
approaches to research, mentor,
coach, train and blog by spreading
project management knowledge is
what earned me this award,”
he concluded.
PMI Fellow Award
This award, PMI’s highest and most
prestigious award for an individual,
recognizes and honors those who
have made outstanding contributions
to the Institute and the project
management profession or its practice
through leadership, technical project
management, and strategic and
business management acumen.
Two leaders were bestowed PMI
Fellow awards in 2017. One was
Eugene C. Bounds, CSM, PMP, a
past PMI chair. Mr. Bounds has nearly
three decades of active PMI service
at the chapter, task-team and global
Board levels. He is an avid sponsor of
advancing project management to
corporate and executive leaders.
To Mr. Bounds, the award represents
an “acknowledgement of having
some impact on the elevation and
maturation of the project management
profession. Also, an acknowledgement
to the value and influence of the
PMI network experience.”
“The project management profession
and PMI have positively contributed to
the success of practitioners, companies
and governments all over the world,”
he continued. “The most important
aspects of project management and
PMI are the opportunities they provide
to inject value through networking and
knowledge sharing.”
The Awards MAG said that “Gene
Bounds has made significant
contributions on a global scale to
the project
management
profession in
business, the
U.S. Air Force
and in service
to PMI. At
the Software
Engineering
Institute,
Mr. Bounds
introduced
project
Eugene C. Bounds, CSM,
management PMP, PMI Fellow
practices
as a major component of their
SEI Capability Maturity Model for
software development processes. This
foundational best practice continues
to be used by Global 1000 companies
today.
“Mr. Bounds also served in leadership
roles within the PMI Board of Directors
as chair, affirming the required skills
and background for future Board
members and in defining governance
of the PMI strategic planning process,”
concluded the MAG.
10/5/17 3:50 PM

The other new PMI Fellow is Linda
Vella, BA, PMP. The Awards MAG
noted that as PMI chair and Board
member, Ms. Vella demonstrated a
disciplined
approach
in strategic
change
management
at a time of
unprecedented
global growth
in PMI
membership,
products,
services
and Board Linda Vella, BA, PMP,
maturity. PMI Fellow
She advanced
PMI’s strategic decision-making
process through implementation of
scenario planning, still being used
today, which led to several important
decisions over the past 10 years. Ms.
Vella also led the Board in identifying
the criteria and abilities of future
Board members, which is also still
used today.
“Having spent more than 25 years
working in project management for
global organizations, I believe I have
made a significant contribution to
the [profession],” Ms. Vella said.
“I’ve defined corporate standards and
assisted companies in determining
which projects would contribute
to achieving their strategic goals.
However, most importantly, I
have been able to give back to the
project management community by
volunteering for PMI for more than
20 years and coaching new project
managers to help them achieve
their goals.”
PMI congratulates the “best of the
best.” Nominate next year’s winners
by going to PMI.org/Awards.
PMI- PMITodayNovember2017(final).indd 11
PMI Today November 2017 Page 11
ACADEMIC AWARDS
The 2017 PMI Academic Awards ceremony took place on 14 June at the International
Research Network on Organizing by Projects (IRNOP) Conference in Boston,
Massachusetts, USA. The PMI David I. Cleland Project Management Literature Award
and Teaching Case Competition were presented at the PMI Awards Gala in Chicago.
PMI Teaching Excellence Award
The PMI Teaching Excellence Award recognizes an individual faculty member
for sustained excellence in teaching project management, and for their strong
commitment to improving and enhancing project management curricula in
higher education.
Vijay Kanabar, PhD, PMP, won this award. He is director and founding
professor of project management programs at Boston University, Metropolitan
College. He has taught full time as a faculty member in North America for
more than three decades. He authored five books and has more than 75
research papers in the domains of computer information systems, project
management and higher education.
Dr. Kanabar has designed, developed and delivered market-leading project
management courses and programs at the graduate level, both on campus and
online. He was the chief faculty advisor of a PMI initiative to make available
standard curriculum guidelines for the teaching of project management
programs at the undergraduate level.
PMI Project Management Journal® Paper of the Year Award
This award recognizes the best paper published in the Project Management Journal
in the previous year.
There were two winners of this award. The first was “Floating in Space? On the
Strangeness of Exploratory Projects” (April/May 2016) by Sylvain Lenfle, PhD
(Conservatoire Nationale des Arts et Métiers in Paris, École Polytechnique). The
paper presents the case of a “strange project” in the space industry. It tries to bridge
recent advances in design theory and project management to analyze the novel
logic of these types of projects. And it demonstrates that project management can
be a powerful structure in exploration processes.
The second winner was “The Projectification of Everything: Projects as a Human
Condition” (June/July 2016) by Anders Jensen, PhD (Filosoffen); Christian
Thuesen, PhD and Joana Geraldi, PhD (both of the Technical University of
Denmark). The authors say their research shows that project organizing has much
deeper roots in the history of Western thought and life than is normally expected.
The project is a way of living, they say, involved in relating to other people and
relating to time, space and actions. The paper shows how the philosophical
core concepts of time, space, relation and action have changed roles in the
contemporary project society, and this could be only the beginning of a philosophy
of projects.
Continued on page 12
10/5/17 3:50 PM
 Page 12 PMI Today November 2017
Award-Winning Projects and Practitioners Celebrated
Continued from page 11
PMI Scholar-Practitioner
Award
The PMI Scholar-Practitioner Award
recognizes an individual or group of
individuals for excellence in the conduct
or advancement of academic research
and the adoption or adaptation of
research into practice.
The recipient of this award was Ray
Levitt, PhD. Dr. Levitt founded and di-
rects Stanford’s Global Projects Center,
which conducts research on financing,
organization and governance of large,
complex, global infrastructure projects.
Dr. Levitt also founded and served as
the academic director of the Stanford
Advanced Project Management execu-
tive education program. As a practitio-
ner, Dr. Levitt founded and served on
the boards of three companies. He is
president of the Farmers Investment
Club, a mini-angel investment group of
Stanford affiliates that invests in very
early-stage companies, several of
which focus on the construction and
real-estate industries.
PMI- PMITodayNovember2017(final).indd 12
PMI Research Achievement Award
The PMI Research Achievement Award recognizes an individual or group of
individuals whose work has significantly advanced the concepts, knowledge and
practices of project management through a published body of academic research.
Winners for their research on “Making Projects Critical” were Svetlana Cicmil,
PhD (University of the West of England, Bristol); Damian Hodgson, PhD (The
University of Manchester); Monica Lindgren, PhD (KTH Royal Institute of
Technology); and Johann Packendorff, PhD (KTH Royal Institute of Technology)
The recipients say the award celebrates the “making projects critical” movement,
which sees the project as a prominent social practice in organizations and seeks to
lift it out of its traditional scientific homeland into the realm of social science by
opening the field to a wider critical sociological and philosophical inquiry.
PMI David I. Cleland Project Management Literature Award
This award recognizes the author(s) of a published book that significantly advances
project management knowledge, concepts and practice. This year’s winning book is
Team of Teams: New Rules of Engagement for a Complex World by General
(Ret.) Stanley McChrysal (U.S. Army), Tantum Collins, David Silverman and
Chris Fussell. Reviewers thought the book provided major intellectual contributions
to the fields of leadership and organizational theory. They noted that the findings
are supported not just by case studies, surveys or other research, but tested in
real conflict and proven critical to defeating an adversary in a highly volatile and
uncertain scenario.
PMI Teaching Case Competition
The PMI Teaching Case Competition aims to generate
teachable cases and instructors’ manuals relevant to managing
projects for use in the ongoing improvement of project
management courses in business, engineering and IT schools.
This year’s winning teaching case is “Dealing With Uncertainty
and Ambiguity in a Complex Project: The Case of Intravenous
(IV) Pumps in a Healthcare Center”
by Monique Aubry, PhD, Université
du Québec à Montréal; Madeleine
Boulay-Bolduc, McGill University
Health Center; Marie-Claire Richer Monique Aubry, PhD
CIUSSS de l'Ouest de l'île de Montréal Lakeshore Hospital;
and Mélanie Lavoie-Tremblay of McGill University. The
case highlights how complex making changes in organizations
has become, and demonstrates how project management
resources and principles can be applied. It also depicts the
difficulty of making decisions within the context of diversity
Madeleine Boulay-Bolduc of stakeholders.
Congratulations to the 2017 PMI Professional and Academic Award
winners! The call for nominations for 2018 PMI awards will open on
1 November at PMI.org/about/awards.
10/5/17 3:50 PM
 PMI Today November 2017 Page 13

Three Chapters Receive Prestigious

Chapter of the Year Awards
A t the PMI® Leadership Institute Meeting (LIM)—North America, leaders of 12 finalist chapters anxiously awaited the
announcement of who would be named PMI Chapter of the Year. Three chapters—one for each of three size categories—
were named as recipients of the prestigious awards.
Each candidate chapter was asked to answer some questions related to their programs, how they provide value to their members
and what makes them deserving of the PMI Chapter of the Year Award. Here are some of the (edited) responses from the three
winning chapters:

Chapter of the Year, Category I: 25–300 Members

PMI Central Mississippi Chapter

Please provide examples of
how your chapter has provided
member value in the last year.
The 2016 Professional Development
Day (PDD) had the largest
attendance in chapter history, with
91 full-day participants, 41 percent
of whom were not PMI members.
The event’s theme, “Everything is a
Project,” included sessions balanced
across the PMI Talent Triangle®.
Fourteen volunteers contributed
more than 300 combined hours
both prior to and during the event
to make it both successful and
profitable for the chapter.
Outside of the PDD, the chapter has
provided members opportunities
to earn professional development
units (PDUs) through its education Educational offering.
and program offerings. The
chapter conducted two Project
Management Professional (PMP)®
examination boot camps as well as
monthly programs. Topics for the
programs included entrepreneurism
in project management, lessons
learned based on experiences
forming a startup mobile app
business, the world of scrum/
Kanban and program management
in a global aerospace environment.
Continued on page 14

Summer youth program requirements gathering exercise.

PMI- PMITodayNovember2017(final).indd 13 10/5/17 3:50 PM

 Page 14 PMI Today November 2017
Three Chapters Receive Prestigious Chapter of the Year Awards
Continued from page 13
Briefly describe how you recruit,
introduce, engage and retain
new members in your chapter
community.
The chapter increased its membership
by 17 percent during the year. With
86 percent of membership holding
certifications, the primary draw for
the membership was the availability
of PDUs within a setting that also
permitted networking.
Member recognition to promote
engagement and volunteerism is a
hallmark of the chapter. Awards and
recognition are given each year for
highest attendance, new certification
holders and members who bring in
new sponsors. Chapter officers are
seated with new members at their
first meeting.
Briefly describe the ways in which
you provide your chapter members
the opportunity to take on
volunteer roles within the chapter.
In response to members’ desires to give
back to their community using their
skills as project managers, the chapter
leadership facilitated an outreach
program to the City of Jackson’s
Mayor’s Office to provide a primer
Monthly chapter meeting at a local museum.
PMI- PMITodayNovember2017(final).indd 14
to department heads on project
management fundamentals.
The chapter uses chapter members
who have a desire to give back to teach
at its PMP® exam boot camp. During
the previous year, the chapter began
an initiative to develop transition
materials for use by chapter leaders
when handing over responsibilities to
their successors.
Why do you think your
chapter should be awarded the
Chapter of the Year Award?
The PMI Central Mississippi Chapter
has demonstrated consistent year- Chapter President George Hoff, PMP
to-year growth in a marketplace
without significant industry presence.
its message to the community while
Its members generally represent early
overcoming the challenges it faced
adopters of a profession whose value
during the year. How a chapter deals
is not recognized or barely understood
with obstacles is a reflection of the
within the community. Despite this,
commitment of the membership and
the chapter has been able to promote
their support of the profession. To
the value of certifications, averaging
give the chapter a long-term focus
16 new certification holders a year
and objective, the Past Presidents
over the past seven years. The chapter
Committee challenged the chapter
motto of “Learn, Plan, Do” reflects the
to host the Region 6 conference in
chapter’s belief that supporting the
Jackson, Mississippi before 2020. For
profession starts with education.
a chapter of this size, this would be
The chapter relied on its focus on PMI’s a herculean task without significant
core values to ensure continuity in preparation and planning.
Networking activity at Professional
Development Day.
10/5/17 3:50 PM

Chapter of the Year, Category II: 301–1,500 Members
PMI Mumbai Chapter
Please provide examples of
how your chapter has provided
member value in the last year.
The PMI Mumbai Chapter conducts
a variety of activities focused on
bringing value to its members. These
include publishing a newsletter,
welcoming new members, introducing
members to volunteering activities,
getting them involved and completing
a chapter satisfaction survey. The
chapter has two full-time staff to
Past awards won by the PMI Mumbai Chapter.
Chapter board of directors meeting.
PMI- PMITodayNovember2017(final).indd 15
resolve member queries over the
phone or via email.
During 2016, the chapter conducted
46 events in 14 locations. About 828
professionals attended these events
last year, earning about 13,000 PDUs.
The chapter organizes knowledge
sharing PMP Club meetings on a
monthly basis at four locations.
The chapter actively participates
in academia by partnering with
institutions to provide student
participation. It also conducts webinars.
On a larger scale, the chapter conducts
an annual two-day project management
conference, PM Conclave, which
more than 250 members attend every
year. The chapter hosted PMI India’s
2016 National Conference, with more
than 500 participants.
During the last year, the Mumbai
Chapter conducted a total of 20 PMP
and Certified Associate in Project
Management (CAPM)® training
sessions, benefiting 365 professionals.
The chapter also conducted a lot of
corporate training, delivered at the
organization’s location.
PMI Today November 2017 Page 15
Volunteer recognition.
Briefly describe how you recruit,
introduce, engage and retain
new members in your chapter
community.
The chapter provides opportunities
to all members “from students to
retirees,” covering various phases of
an individual’s life. Before, during and
after training sessions, participants are
constantly told about the benefits of
becoming a chapter member.
Briefly describe the ways in which
you provide your chapter members
the opportunity to take on
volunteer roles within the chapter.
The PMI Mumbai Chapter has an online
system where volunteers can register
themselves and select the portfolio
under which they desire to contribute.
It uses an hours tracker to assist in
PDU computation.
Webinars, conferences, club meetings,
volunteer meetings, training,
professional development workshops,
student festivals and other activities
provide ample opportunities for those
who wish to take on various volunteer
roles. The chapter also appreciates high-
performing volunteers by recognizing
them with “volunteer of the year” and
“volunteer of the quarter” awards.
Continued on page 16
10/5/17 3:50 PM
 Page 16 PMI Today November 2017

Three Chapters Receive Prestigious Chapter of the Year Awards

Continued from page 15

The chapter has a mentoring program Chapter of the Year, Category III: 1,500+ Members
available for continuous learning, and
provides opportunities to develop PMI Washington, DC Chapter
leadership skills through volunteering.
The chapter expects all the volunteers Please provide examples of how Briefly describe how you recruit,
to grow and handle more responsibilities your chapter has provided member introduce, engage and retain
using their leadership abilities. value in the last year. new members in your chapter
In May 2016, during our annual board community.
All the current advisors and chapter training, we embarked on a core values In 2016, the PMI Washington DC
board members started as volunteers branding exercise that aligned our Chapter increased its membership
and grew to reach their current positions. chapter both with PMI’s core values from 10,112 to 10,406—the largest
Some of them have taken roles as as well as the unique needs of our increase in five years. This increase was
regional mentor, global volunteer, and community. We demonstrated these driven through the introduction of new
so forth. These examples motivate other core values by ensuring that offerings as well as enhancements to
members to further get involved in our members receive value from our existing services. Member benefits,
volunteering. their membership. such as free or reduced fees, were
continuously promoted, as were online
Why do you think your chapter Examples include the Project content, our job board, volunteer
should be awarded the Chapter of Management Point of View podcast opportunities and ways to earn PDUs.
the Year Award? series, which averages about 4,200
The PMI Mumbai Chapter was able to downloads a month with an average At events, we have a meet-and-greet
consistently grow membership and held audience of 1,700 people. area where new members are welcomed
a good retention rate of 59 percent to the chapter by volunteers who also
Another example is the PM Symposium, answer any questions.
during the last year. It has a strong
the chapter’s premiere annual event
member presence in corporations, To drive engagement, we conducted
that provides professional development
academia, government and community. more than 200 total chapter events
and career networking opportunities
Its member satisfaction rate is above 70 through a number of different channels
for project managers of all skill levels.
percent. The chapter provides enough meant to appeal to a wide range of
More than 350 members attended the
volunteering opportunities with a growth member tastes. For instance, in 2016
all-day event.
path, so a new volunteer can grow
continuously to gain leadership, strategic
and business management, and technical
skills in line with the PMI Talent Triangle.
The chapter had 130 active volunteers
last year.
The chapter is expanding geographically
to acquire new members and conduct
more events. It provides immense
opportunities to earn PDUs through
events.
The chapter’s robust multiyear business
plan and operational plan is aligned
to PMI’s core and extended services.
Overall, the chapter has played a very
active role in the last year to increase
outreach, provide various volunteering
opportunities, retain members, improve
member value and conduct events at
multiple locations, including branches.
Volunteer fair.

PMI- PMITodayNovember2017(final).indd 16 10/5/17 3:50 PM

 PMI Today November 2017 Page 17

Chapter dinner meeting.

we launched a professional networking

forum, free to members, that connected
local project managers with recruiters,
local firms, fellow project managers and
chapter board members in an informal
happy hour setting. In addition to on-
site interviews with local recruiters, the
chapter provided resume critiquing,
LinkedIn profile advice and headshots.

Briefly describe the ways in which

you provide your chapter members
the opportunity to take on
volunteer roles within the chapter.
In 2016, the chapter had 254 active
volunteers. The volunteer process
included recruiting, on-boarding,
appreciation and recognition.
Recruitment is done via the Volunteer
Relationship Management System
(VRMS), an annual volunteer fair and
recognition events. Kevin Roney, PMP (center), PMI Washington, DC Chapter vice chair and COO, at the annual
Continued on page 18 volunteer appreciation party.

PMI- PMITodayNovember2017(final).indd 17 10/5/17 3:50 PM

 Page 18 PMI Today November 2017
Three Chapters Receive Prestigious Chapter of the Year Awards
Continued from page 17
As part of a larger approach to create
membership value by promoting
engagement through volunteerism, the
chapter holds events exclusively geared
toward volunteerism. For example, our
volunteer fair created the opportunity
to connect the regions’ nonprofit
community with chapter members
wishing to provide pro bono project
management knowledge and skills.
Why do you think your chapter
should be awarded the Chapter of
the Year Award?
Our chapter made a difference in
and beyond our region. This chapter
demonstrated leadership through
Volunteer celebration.
PMI- PMITodayNovember2017(final).indd 18
developing, growing, mentoring and
impacting the programs, projects
and business successes of the U.S.
government, businesses, education
and nonprofits, all through our chapter
volunteers’ actions.
Through the adoption of our values
statement, we aligned to the PMI
core values and demonstrated those
values in our events, which influenced
our members to be engaged in the
project management profession. We
have demonstrated that the chapter
is fully committed to giving back to
the community, both in the breadth
and depth of our support. We were
innovative in our approach and
continually strived to improve and
keep our offerings fresh and relevant.
We utilized membership feedback to
adjust course and evolve with them and
the project management profession.
We believe in the impact project
management can make.
Meet the Finalists
One finalist was picked for each
region in each of the three size
categories.
Category I: 0–300 Members
Asia Pacific:
PMI West Bengal Chapter
EMEA:
PMI Southern Italy Chapter
Latin America:
PMI Cajamarca, Peru Chapter
North America:
PMI Central Mississippi Chapter
Category II: 301–1,500 Members
Asia Pacific:
PMI Mumbai Chapter
EMEA:
PMI Ireland Chapter
Latin America:
PMI Rio Grande do Sul Chapter
North America:
PMI Northern Utah Chapter
Category III: 1,501+ Members
Asia Pacific:
PMI Bangalore India Chapter
EMEA:
PMI Madrid, Spain Chapter
Latin America:
PMI Sao Paulo, Brazil Chapter
North America:
PMI Washington, DC Chapter
10/5/17 3:50 PM

Events Calendar
PMI Today Deadlines:
JANUARY 2018....................... 15 NOVEMBER
FEBRUARY 2018....................... 15 DECEMBER
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 advertising@pmi.org.
Please see PMI’s online Events Calendar at
PMI.org/events/calendar for more events.
NOVEMBER 2017
2 November 2017
PMI United Kingdom Chapter
Synergy 2017
London, England. Synergy, PMI United Kingdom
Chapter’s celebration of the profession, has
acquired a reputation showcasing the value of
profession in delivering wealth and prosperity
to the nation and to the world. Each session
reflects the aspects of PMI Talent Triangle®
philosophy, thought-provoking and well-known
speakers, selected to make a memorable learn-
ing experience. pmisynergy.co.uk.
SEPTEMBER 2018
9–11 September 2018
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 share ideas and build
relationships based 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.
Continued on page 21
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 both for the PMI.org
online calendar and the
PMI Today calendar.
PMI- PMITodayNovember2017(final).indd 19
PMI Today November 2017 Page 19
c on gre sse s | c on fe re n c e s | se mi n ars | symposi um s | e- Learning
UPCOMING >
PMI EVENTS
®
Live Webinars from
ProjectManagement.com
PMO Symposium® 2017 As a valued member of the
Houston, Texas, USA ProjectManagement.com community,
you can access webinars that provide
5–8 November 2017 insight from the industry’s most respected
pmosymposium.org voices on the most relevant and important
topics today—and earn PDUs.
16 November, 3:00 p.m. EDT (UTC –5)
Project HEADWAY:
Managing Project Politics
Projects and politics go hand in hand. If
we are going to be effective in delivering
projects in today’s organizations—whether
public or private sector—we need to
embrace politics as a means of getting
things done. That means reframing how we
think about and perceive politics, and what
effective political behavior actually looks
like. Presented by Mark Mullaly, PhD, PMP.
For more information and to register, visit
ProjectManagement.com/Webinars.
SeminarsWorld® Events
Leading 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.
13–16 N
San Fran ember ov
Learn more about SeminarsWorld courses being held in
these locations and throughout the world. Use PMI’s Californ cisco,
ia, USA
search tool for project management training matched 4–7 De
c
to your specific needs. Visit learning.PMI.org. Miami, ember
Flor ida, USA
10/5/17 3:50 PM
 Page 20 PMI Today November 2017
Professional and Student
Award Recipients Honored
T hrough its Awards Program, the
PMI Educational Foundation
(PMIEF)—the nonprofit, charitable
arm of PMI—recognizes individuals and
organizations making outstanding con-
tributions to the project management
profession. These contributions include
exceptional scholarly research, as well
as the practical application of project
management skills applied inside or out-
side the workplace. The award recipients
were recognized at the PMI 2017 Profes-
sional Awards Gala.
PMIEF awards include:
n The Community Advancement
Through Project Management Award
n The Kerzner Award for Excellence in
Project Management
n The Donald S. Barrie Award
n The James R. Snyder International
Student Paper of the Year Award
(up to four awarded annually in each
PMI region)
Community Advancement Through
Project Management Award
emphasizes the pro bono contributions
of individuals, PMI chapters and
corporations/government agencies who
increase the capacities of nonprofit/
nongovernmental organizations (NGOs)
by transferring project management
knowledge. For the past two years, the
PMI chapter category of this award was
accelerated
by Hewlett
Packard
Enterprise.
PMI- PMITodayNovember2017(final).indd 20
Individual Project Manager Category
Recipient: Tresia Eaves, PMP
Nonprofit Partner: NPower, Dallas,
Texas, USA
Project: Ms. Eaves is employed as
director/partner, CGI Consulting
Services, and is a pro bono project
manager with the Society of Information
Management—Dallas/Fort Worth.
She is recognized for providing pro
bono project management expertise
to the nonprofit, NPower and its
Technology Service Corps Program.
Ms. Eaves developed the NPower
Mentor Program to bring together
local information technology executives
and U.S. military veterans seeking
careers in technology. In addition, she
developed a regularly scheduled seminar
on project management in technology
for veterans participating in the program.
PMI Chapter Category Recipient: PMI
Southern Alberta Chapter
NGO/Nonprofit Partner: Calgary
Urban Project Society (CUPS)
Project: Launched in 1989, CUPS
delivers services related to poverty and
healthcare in the city of Calgary and is
viewed as the city’s go-to organization
for those most in need. Members of the
PMI Southern Alberta Chapter team
addressed project management in five of
CUPS’ areas of work: medical services,
central intake, Trauma Informed
Committee, fundraising and the
Connect to Care Program.
PMI Corporate/Government Agency
Category Recipient: International
Business Machines (IBM), Wayne,
Pennsylvania, USA and Tokyo, Japan
NGO/Nonprofit Partner:
Entrepreneurial Training for Innovative
Communities (ETIC), Tokyo, Japan
Project: With support from IBM’s Global
Citizenship Initiatives and the Office of
Corporate Citizenship and Corporate
Affairs, members of the IBM Project
Management Team Japan provided
pro bono project management training
and individualized consultations with
Japan’s ETIC program and ETIC NGO
community partners.
Kerzner Award for Excellence in
Project Management, sponsored
by International Institute for Learning,
Inc. (IIL), recognizes a project manager
who most emulates the professional
dedication and excellence of Harold
Kerzner, MS, MBA, PhD.
Recipient: Michael G. O’Connor,
PhD, PMP, PgMP, director, strategy
and project management, Medtronic,
corporate science, technology and
clinical affairs
Project: Enhancing Project Management
Rigor for Innovation
Finalist: João Carlos Araujo da Silva
Neto, MsC, MBA, PMP
Project: Refractory Mining Industry:
A Case of Developing a Complex PMO
10/5/17 3:50 PM
 PMI Today November 2017 Page 21

Donald S. Barrie Award, sponsored
by the former PMI Design-Procurement-
Construction Specific Interest Group,
acknowledges students in the field of
design, procurement and/or construction
by providing a useful contribution to the
engineering and construction industry.
Recipient: Natasha Sumner, Senior
Consultant, ProSource360 LLC
Title of Paper: Alleviating the Pain in
the Construction Organization
James R. Snyder International
Student Paper of the Year Award
recognizes excellence in student
development of original concepts
Events Calendar
Continued from page 19
in project management. Papers are EMEA Region
selected based upon the research and Recipient:
creative effort that are best directed Neil C. Robinson, Global
toward advancing the concepts, tools Project Manager, MSc (Project
and techniques of managing project- Management), student, Salford
oriented tasks. Business School
North America Region Title of Paper: Life Is a Project: Project
Management as an Enabling Life Skill
Recipient: Gerald O. Sablo, Jr.,
HR Specialist in the Classification Branch
of the Human Resource Division at the
U.S. Census Bureau of the Department
To learn more about the PMIEF award
of Commerce
recipients and how to apply for the
Title of Paper: Project Ethics: 2018 PMIEF Awards, please visit the
The Promise and the Reality PMIEF Awards section at pmief.org.
For more information and to register, visit
ProjectManagement.com/Webinars.
c on gre sse s | c on fe re n c e s | se mi n ars | symposi um s | e- Learning

PMI Tour Cono Sur 2017

Under the motto “Learn, DATE CITY CHAPTER WEBSITE
Share, Inspire,” this year’s 2 November Asunción PMI Asunción, Paraguay Chapter pmi.org.py
Tour Cono Sur offers a
3–4 November Mendoza PMI Nuevo Cuyo Argentina Chapter pminuevocuyo.org
varied selection of featured
7 November Montevideo PMI Montevideo, Uruguay Chapter pmi.uy
speakers and cities where
you may strengthen the 8 November Rosario PMI Buenos Aires, Argentina Chapter pmi.org.ar
skills that compose the 9 November Buenos Aires PMI Buenos Aires, Argentina Chapter pmi.org.ar
PMI Talent Triangle®. 14 November Córdoba PMI Córdoba, Argentina Potential Chapter pmicordoba.org
This will help you remain 15–16 November Santiago PMI Santiago, Chile Chapter pmi.cl
relevant and competitive, 16–17 November Antofagasta PMI Antofagasta, Chile Potential Chapter pmiantofagasta.cl
and will enhance your 22 November Piura PMI Cajamarca, Peru Chapter pmicajamarca.org
ability to achieve success. 23 November Cajamarca PMI Cajamarca, Peru Chapter pmicajamarca.org
We invite you to visit the 24–25 November Arequipa PMI Southern Region, Peru Chapter pmisurperu.org
chapter websites where 27–28 November Lima PMI Lima, Peru Chapter pmi.org.pe
you will find valuable 27 November Cochabamba PMI Santa Cruz, Bolivia Chapter pmisantacruz.org
information. 28–29 November La Paz PMI Santa Cruz, Bolivia Chapter pmisantacruz.org
30 November–1 December Santa Cruz PMI Santa Cruz, Bolivia Chapter pmisantacruz.org

PMI- PMITodayNovember2017(final).indd 21 10/5/17 3:50 PM

 Page 22 PMI Today November 2017
Chapter Links
PMI Southwest Ohio Chapter pmiswohio.org
Project Management Inspiring and
Accelerating High School Students
D eer Park High School has a
Career Academy that includes
project management in its
curriculum. “In the Project Management
Academy, my students learn about
the world of professional project
management through an entire
semester-long project—from simulation
to application—with help from visiting
professional project managers from
the PMI Southwest Ohio Chapter,” said
Adam Gergen, Deer Park Jr./Sr. High
School Career Academies educator.
The PMI Southwest Ohio Chapter was
the first PMI chapter to create materials
and teach Project Management
Professional (PMP)® exam preparation
to members back in 1991, sharing those
materials with other chapters free of
charge. The chapter may now be the
first to work with a high school to
provide Certified Associate in Project
Management (CAPM)® exam prep,
PMI student membership, and CAPM®
application submission for high school
credit. The PMI Southwest Ohio Chapter
has been working with a high school in
Cincinnati to teach project management
in three classes within its Project
Management Academy:
PMI- PMITodayNovember2017(final).indd 22
news | people | projects
n PM 101 is an introduction to project
management, offering students
foundational terminology and
application. This began in August 2015.
n PM 201 enables students to use their
acquired project management skills to
perform hands-on service projects in
the school or community. This began
in January 2017.
n PM 301 class is a CAPM prep class with
student membership and application
preparation so students in higher
grades may take the CAPM as soon
as they graduate. This will begin in
January 2018.
The program was created in partnership
with the PMI Educational Foundation, Guidance for students.
PMI Southwest Ohio Chapter and
curriculum architect Doug Arthur of Jay Phillips, superintendent at Deer Park
Transform Consulting. This semester, PM Community City Schools and Career
101 students in Mr. Gergen’s class are Academy originator, said that “In the
working on a project they call “Beautify Project Management Academy, it's
Deer Park,” in which they spent the first amazing to see every student develop
six weeks learning how to plan, execute their critical thinking and problem-
and manage this project aimed at solving skills while also working in class
bettering the community. The last month with [professional] project managers
was spent working with outside groups on actual projects. Students aren’t only
to develop the students’ projects as learning the skills, but they are applying
well as their own project management, them and really feeling what it’s like to
time management, teamwork and team be a project manager.”
management skills.
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10/5/17 3:50 PM

Chapter Links
“It’s been amazing … teaching the Project
Management Academy because I get to
see the students handle the transition
from traditional classroom learning
to project-based learning,” noted Mr.
Gergen. “It’s not easy to work in groups,
but the students are giving it their best
effort and finding success—and for that
they deserve so much credit.”
Valuable Volunteers
A team of chapter members led by Lacey
Strete, PMP, the chapter’s vice president
for outreach, has volunteered time to
assist in course development and provide
mentoring/coaching for this program.
“When people come in to volunteer, it’s
a tremendous benefit for the kids,” said
Mr. Gergen. “The professionals provide
the kids with a perspective that lets them
know that they are heading in the right
direction. Sometimes the volunteers
think that’s minimal, but it’s really not.
When someone comes in and says that’s
a great idea, I wish some of the people on
my project team could come up with an
idea like that—it’s very valuable for the
kid’s self-esteem which in turn creates
motivation and creates engagement.”
“The Deer Park High School Project
Management Academy helps students
learn about project management,
teaching them about a profession they
might want more exposure to after
high school,” said Dan Eslinger, PMP,
the chapter’s former vice president of
marketing and continued chapter
mentor. “We set it up so that professional
project managers take time to visit
classrooms so students can ask them
PMI- PMITodayNovember2017(final).indd 23
PMI Today November 2017
about the realities of their jobs. It’s been a
true cooperative effort.”
"I was glad to see that a school district
would help their kids be prepared for the
job market when they graduated,” said
volunteer Karen Tate, PMP, PMI Fellow.
“Not all kids can afford or want to go to
college and I wanted to help them see
that without a college degree, there are
fun and interesting jobs participating
on a project or even leading a small
one that are more lucrative than a
minimum-wage job.”
For the volunteers, Ms. Tate noted that
“The mentoring and coaching is not
teaching and can be as simple as stopping
by and sharing a story or example from
their work or personal lives around project
management, or just answering questions.”
Lacey Strete, PMP, said central to this
entire initiative is the fact that project
management is core to 21st century
professional skills. “Regardless of a
student’s desire to become an engineer,
an artist, a teacher, a doctor, a caretaker,
a developer or anywhere in between—
every working professional is a project
manager at varying levels. We must start
educating as early as possible to get our
students the experience that they need
to make the fastest impact for their own
success and the organizations they will
serve. Thanks to PMI, we are already aware
of the millions of dollars firms waste each
year due to poor project management
practices, so collectively, we have the
opportunity to increase value directly
by improving project management
skills broadly.”
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Page 23
news | people | projects
The Chapter’s Secret Sauce
for Volunteer Recruitment
and Coordination
With the Project Management
Academy project, the chapter clearly
communicated this message to
volunteers: “Whatever your reason
for volunteering, you control your
commitment and schedule, so just
show up with some stories of your
experience from whatever location
is most convenient for you.”
On a web page dedicated to this vol-
unteer opportunity, chapter leaders
tell prospective volunteers that they
only need to commit a minimum of
one hour to add great value:
n 5-10 minutes preparatory
review online of provided
materials before scheduled sessions
to fuel a good story.
n Arrive 5-10 minutes before
scheduled sessions—to set up
with the instructor, onsite or
remotely. Remote arrangements
use free software, making it easy
for the busy volunteer.
n Participate when guided by
instructor during scheduled
sessions—at least 50 minutes
per session.
n Possibly answer questions after
the session.
The page notes that volunteers
can participate multiple times a
day, week, or year across an entire
academic calendar year. “We’re
excited that we’ve even been
engaging retired project managers to
Continued on page 24
10/5/17 3:50 PM
 Page 24 PMI Today November 2017
PMI’s New Strategic Plan
A Plan for the Future
B eginning at the Leadership Institute
Volunteer Planning Meeting
(LIVPM) in January 2017, PMI
stakeholders have been hearing about
PMI’s transformation journey. Like many
organizations, PMI is undertaking a refresh
of our strategy as we move toward
becoming a technology-enabled digital
enterprise. Unlike so many others, PMI is
fortunate that we are doing this from a
position of strength. As we prepare for our
50th anniversary in 2019, this foresight
has enabled us to envision our future—
and the future of the profession we
serve—for now and for the next 50 years.
In August, the 2017 Board of Directors
approved PMI’s new strategic plan. You
may have seen, heard or read about
elements of this plan, built on the
three pillars that guide our approach to
transformation and continued success:
n Strategic focus (which helps us choose
what to do and what not to do)
n Customer centricity (which helps us bet-
ter meet the needs of individual project
managers today and in the future)
n Organizational agility (which enables
us to respond more quickly to
customer needs)
Using these pillars and a “playing to
win” strategy framework, PMI intends
to redefine what it means to be a global
Project Management Inspiring and Accelerating High School Students Continued from page 23
come back to our chapter to volunteer
remotely with Project Management
Academy, even though they’re now
based around the country,” said Kristy
Bolin, PMP, the chapter’s PMI Educational
Foundation (PMIEF) liaison.
The chapter has been fortunate to have
volunteers who are able to commit to
a more regular schedule as students
advance through Project Management
Academy. Dedicated coaches have come
together to more predictably lead the
PMI- PMITodayNovember2017(final).indd 24
professional association that represents
and advocates for professionals like you—
people who practice project, program
and portfolio management. Put another
way, we are inventing PMI 2.0.
What does this mean for you as a
member of PMI? Mostly, it means
we are becoming more focused
on understanding your needs as
professionals in project management
and identifying ways we can
make you indispensable in your
organizations. It also means PMI will
remain an advocate for the profession of
project management with the continued
support of our global volunteers.
Focusing on the Professionals
Our renewed focus on the individual
will lead to enhanced capabilities to
help you achieve your ideal professional
future. You’ve already seen some of
these improvements with features such
as membership automatic renewal
that created a more convenient option
to renew your membership, improved
membership web pages that provide
a better online experience, the PMI
Certification Digital Badge Program that
validates your skills and experience in
an easily shared digital format, and the
online proctoring option for the Certified
Associate in Project Management
(CAPM)® exam. This is just the beginning!
students through roles like that of
Mark Ogg, PMP. As the PM 201 head
coach, Mr. Ogg explained “Having a
volunteer team of coaches has offered
camaraderie within the chapter and
educational community, especially
around the intrinsic value of social good.
The coaches are able to complement
one another on different schedules
and locations to help students on a
recurring basis, while at the same time
cooperatively witnessing the tremendous
The 2017 strategic
plan provides the vision that will guide
us to PMI 2.0 and beyond. Our winning
aspiration—empowering people to
make ideas a reality—underscores the
significance of our collective success. We
know that empowering our customers to
be leaders and true business partners in
their organizations goes hand-in-hand with
realizing our vision for the future of PMI.
We believe that when we deliver value,
we are relevant, and when we are
relevant, we continue to grow. In this way,
we will expand our ability to serve you,
our members, and preserve the current
market leadership and influence of your
association for the long term.
You will find the strategic plan on
Our Leadership & Governance page at
PMI.org/strategicplan.
impact within the recipient communities
for our students’ project deliverables.”
There are many other opportunities to
contribute to the initiative on an
ad hoc basis outside the business day
too, including content and activity
creation, mentorship or taking on
committee leadership roles. And, of
course, volunteers are eligible to
earn professional development units
(PDUs) in the “Giving Back to the
Profession” category.
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