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APRIL 2014A SUPPLEMENT TO PM NETWORKPUBLISHED BY PROJECT MANAGEMENT INSTITUTE

this years congress program content willoffer you many options to enhance yourskills based on your needs and interests.

This years programming plan features adifferent theme each day, allowing youto build on the previous days learning.

Day 1will be all about project, programand portfolio management in yourindustry and across industries. Day 2centers on project, program and

ith rapidly changing marketconditions and increasingproject complexity, todays

executives know that it is no longerenough to manage projects. You needto lead them.

Gain the technical, leadership andstrategic business management skillsneeded to be a project leader at PMIGlobal Congress 2014EMEA from57 May in the magnificent andproject-filled city of Dubai.

With 60 educational presentationsacross 17 areas of focus addressing thecore features and emerging challengesof the project management profession,

Connecting You to Knowledgein Dubai One Day at a Time

W

Advertisement

Available online for PMI members only at PMI.org

A Conversationwith the Chair

CONTENTS

See page7

PMIGlobal Congress 2014EMEA57 May Dubai, United Arab Emiratescongresses.PMI.org/EMEA2014

PMI Brand, PMI Knowledge: 3Assets Worth Protecting

Learn About Trends and Ideas 6

Shaping the Future of the ProfessionStandardized Project 8Management Practices = Success

EU Regulations Increase 9Importance of Project Management

Events Calendar 10

Scholarships and Awards 13Support Learning andProfessional Development

Chapter Links 14

PMI China News: Shenzhen 19Volunteer Team Kicks OffYears Activities

Requirements Managementto See

in 2014Expanded Focus
http://www.pmitoday-digital.com/pmitoday/201404/TrackLink.action?pageName=1&exitLink=http%3A%2F%2FPMI.orghttp://www.pmitoday-digital.com/pmitoday/201404/TrackLink.action?pageName=1&exitLink=http%3A%2F%2Fcongresses.pmi.org%2FEMEA2014%2F%3FWT.mc_id%3DGCEMEA2014PMIMediaPMITodayAprilhttp://www.pmitoday-digital.com/pmitoday/201404/TrackLink.action?pageName=1&exitLink=http%3A%2F%2FPMI.org%2FEMEA2014http://www.pmitoday-digital.com/pmitoday/201404/TrackLink.action?pageName=1&exitLink=http%3A%2F%2FPMI.orghttp://www.pmitoday-digital.com/pmitoday/201404/TrackLink.action?pageName=1&exitLink=http%3A%2F%2Fcongresses.pmi.org%2FEMEA2014%2F%3FWT.mc_id%3DGCEMEA2014PMIMediaPMITodayApril


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Page 2 PMITodayApril 2014

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

Editorial and Advertising Offices

Address manuscripts and other editorial submissions,

mailing list rental queries, requests for reprints, bulk copies,

submissions, letters to the editor or reprint permission to:

Project Management Institute

Publications Department, 14 Campus Blvd.,

Newtown Square, PA 19073-3299 USA

Tel: +1 610 356 4600 Fax: +1 610 356 4647

Editorial:[email protected]

Website:www.PMI.org

Unless otherwise specified, all letters and articles sent to

PMI are assumed for publication and become the copyright

property of PMI if published.

Vice President, Brand Management

Cindy W. Anderson [email protected]

Publisher

Donn Greenberg [email protected]

Director, Thought Leadership and Content

Gaurav Shah [email protected] In Chief

Dan Goldfischer [email protected]

Publications Production Supervisor

Barbara Walsh [email protected]

Product Editor

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PMI Advertising Sales Program

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PMI TodayDesign and Production

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Publication and Membership

PM Network (ISSN 1040-8754) and PMI Today are

published monthly by Project Management Institute. PMI

Today is a supplement to PM Network. Canadian agreement

#40030957. Postmaster: Send address changes to:

PMI Today, 14 Campus Blvd.,

Newtown Square, PA 19073-3299 USA

Tel: +1 610 356 4600 Fax: +1 610 356 4647

PMI Todays mission, as the official membership news

publication of Project Management Institute, is to provide a

forum for communication among Institute membership and

about volunteerism and policy. All articles in PMI Today are the

views of the authors and are not necessarily those of PMI.

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.

Project Management Institute

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

Tel: +1 610 356 4600; Fax: +1 610 482 9971

Email:[email protected]

Website:www.PMI.org

Toll-free: 1 855 746 4849 (United States)

1 855 746 4849 (Canada)

1 800 563 0665 (Mexico)

PMI Asia Pacific Service Centre

Singapore

Tel: +65 6496 5501

Email: [email protected]

PMI Europe, Middle East and Africa

(EMEA) Service Centre

Lelystad, The Netherlands

Tel: +31 320 239 539

Email: [email protected]

PMI India Service Centre

New Delhi, India

Tel.: +91 124 4517140

Email (membership-related queries): [email protected]

Toll-free Numbers

00 800 7464 8490:Austria, Belgium*, Bulgaria*, Czech

Republic*, Denmark, Estonia*, Finland, France, Germany,

Hungary, Iceland, Ireland, Italy, Latvia*, Lithuania*, Luxembourg,

Malta*, The Netherlands, Norway, Poland, Portugal, Slovak

Republic*, Slovenia*, Spain, Sweden*, Switzerland, United

Kingdom, Vatican City

00 800 4414 3100: Cyprus, Greece

07 810 800 7464 8490: Russia*

+31 320 239 539(toll number): Andorra, Belarus, Bosnia andHerzegovina, Croatia, Liechtenstein, Macedonia, Moldova,

Monaco, Romania, Serbia and Montenegro, Ukraine

*Use the toll number (+31 320 239 539) from mobile phones in

these countries.

Other Locations

PMI and members of the influential Global Executive Council believe that project, program and portfoliomanagement deliver a strategic advantage that helps organizations do more with less. The elite organizationsselected for participation in the Council are well-positioned to have the most direct influence on the directionand future of the project management profession.

To learn more, please visitwww.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 Associatein 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 forcontact details.

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

2014 PMIBoard of Directors

Chair

Ricardo Triana, PMP

+1 305 778 9091 [email protected] 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


Mark Dickson, MBA, FAICD, PMP


Jane Farley, MSc, FPMINZ, CMC, PMP


Deena Gordon Parla, PMP


Todd Hutchison, MCom, MBA, PMP


Victoria S. Kumar, MM, PMP


Deanna Landers, MBA, PMP,Immediate Past Chair


Jon Mihalic, PMP


Peter Monkhouse, BSc(Eng), MBA, PEng, PMP


Cheryl J. (CJ) Walker Waite, PhD, PMP


Al Zeitoun, PhD, EVP, PMI-RMP, PMI-SP, PMP


Staff Executive

President and Chief Executive Officer

Mark A. Langley+1 610 356 4600 [email protected]
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PMITodayApril 2014 Page 3

wo members of the PMI Boardof Directors discuss the

importance of protecting

PMI intellectual property.

What are some of PMIs most important

intellectual property assets?

Mr. Traczyk:In its 45 years of history,PMI and its members and volunteershave developed many valuable assetsin project management including itsname, its certifications and credentials,its standards, published white papers,books, presentations, etc. A strong

PMI brand was also built with globallyrecognized credentials. Our responsibilityas directors on the PMI Board but alsoas individual members is to protectthe intellectual property of PMI, as thiswas built by members and volunteersfor members to help advance theart, science and practice of projectmanagement.

from theBoard

Continued on page4

Assets Worth

T

Why is it essential to protect that brand

and intellectual property?

Mr. Traczyk:The PMI value propositionis built on its premiere reputation asa credible resource and innovator forproject management knowledge,trends and practices. A key elementin establishing PMIs unique positionwithin the profession is protectingour intellectual property.

PMI BRAND, PMI KNOWLEDGE:

By Zbigniew J. Traczyk, MSc, MBA, PMP,Secretary/Treasurer and Chair,

Performance Oversight Committee, andVictoria S. Kumar, MM, PMP

Ms. Kumar:PMIs brand andintellectual property provide value toour members and credential holders.

It assures credential holders that theirachievements will not be reduced

Protecting


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Day OneA Broad View

Gain insights into the newest research findings around the value ofproject, program and portfolio management. Case studies will enableyou to interact with your peers and discuss the wins and challengesand how to position your projects for success. Explore the nuances ofworking in a global economy and how to enhance your organizational agility.

portfolio management skill building.Day 3focuses on leadership andembracing change as a strategy.

The information that will be presented

over the course of these three days willprovide you with new understanding,

a stronger global professional networkand skills that you will be able to applyimmediately in your daily job.

As always with PMI global congresses,

in Dubai you will be inspired by dynamic

keynote speakers, engage with yourpeers during educational sessions, andlearn from and explore the products andservices presented in the exhibit hallthat will help foster success at work.

Connecting You to Knowledge in Dubai One Day at a Time Continued from page1

Day ThreePutting It All Together

Regardless of yourtitle, you are aleader and an agentof change. Youwill compile theinformation gathered on days one

and two and consider how youwill apply them to your everydaywork managing projects, programsand portfolios.

Inspirational speakers will helpyou envision strategies forembracing change and developingapproaches to assist you in usingyour new or enhanced skills duringthe coming year.

Day TwoA Closer LookUnderstand the value of innovation and how it is rooted in areasthat you can control and/or influence. Build your specific skills withinnovation top-of-mind.

Ten unique topic areas will be available to enable you to create acustomized scheduled to meet your individual professional needs as an advanced,intermediate or new project manager.

This years presenters will challenge you to think of ways to apply the informationprovided. In addition, opportunities will be provided for you to practice new skillsand share ideas and insights through collaboration and interaction.

Learn more and register at congresses.PMI.org/EMEA2014.

Educational Sessions Highlightsn Integration Means Results: Why Systems Engineering and Program Management

Must Align

n The Inside View on Effective Engineering Program Management

n Systems Thinking as a Tool for Navigating Complexity

n Making the Move to Organizational Project Management

n The Organizational Cube: Designing Sustainability into a PMO

n Implement Strategy by Strategic Initiatives with Effective Program andChange Management

Register today to attend this premier project management forum and enjoythese benefits:

n A customized learning experience based on your professional needs and interests

n A chance to build your network with hundreds of practitioners in project manage-ment from across the globe, representing all industries and levels of experience

n Tools and resources to bring back to your projects and teams

n The opportunity to maintain your credential by earning up to 18 professionaldevelopment units (PDUs) and more with PMI SeminarsWorldDubai

n A chance to explore the city of Dubai, a model of project management

Deepen Your Knowledgein a Single ProjectManagement Topic!Participate in a two-day, in-depthtraining course at PMISeminarsWorldDubai, followingthe congress, from 89 May. Earn 14PDUs and gain fresh ideas, new skillsand proven techniques in a key topic

that impacts your organization andcareer. Training courses includes:

nBusiness-Aligned Programand Management

n Leadership Governance andDecision Making

n Program Management toDeliver Strategies

Visit congresses.PMI.org/EMEA2014/Seminarsfor more

information and to register.
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MI invites you to join us as wediscuss current academic research,trends and scholarly ideas shaping

the future of project management.Portland, Oregon, USA will be thevenue of the 2014 PMIResearch andEducation Conference (REC), to be heldon 2729 July.

The REC is a biennial international projectmanagement research and educationevent that brings together scholars,

reflective practitioners and studentsof project management and allieddisciplines. The conference provides anopportunity to present and discuss newproject management research findingsand teaching methods.

For the first time, the conference callfor submissions centered on a theme.Standing on the Shoulders of Giants: InSearch of Theory and Evidence reflectskey issues facing the field of project man-agement research and education.

Innovative Academic ResearchPresented in Papers, Symposiaand PostersThe conference will feature multipletracks of different topics, including papersessions, poster presentations, symposia,featured discussion sessions, as well asplenary speakers and networking events.The Project Management JournalEditorial

Board will discuss new directions for theJournal, and 2014 PMI academic researchawards will be announced and presentedduring an awards luncheon at the confer-ence. Additional pre-conference work-shops will take place on 2627 July, in-cluding a doctoral colloquium; a teachingcase workshop led by Gina Vega, editor ofThe CASE Journal; and an academic forum.

The overall conference program andtrack contents will be composed ofsubmissions received earlier this year

Standing on the Shoulders of Giants: In Search of Theory and Evidence

Learn About Trends and IdeasShaping the Future of the Profession

P

from scholars, students and advancedpractitioners. All submissions weredouble-blind peer reviewed by membersof the project management researchcommunity and the PMI AcademicMember Advisory Group. Selected paperswill be presented at the conference by theauthor(s) and published in the conferenceproceedings, which will be available toattendees. The best papers presented

at the conference will be published in aspecial edition of Project ManagementJournalin late 2014. There will also be abest student submission prize.

In Search of Theory and EvidenceThe three important issues to bediscussed at this conference center onthe search for theory and evidence. Thefirst concerns how research and educationcan stand on the shoulders of giantsenabling us to see further and with

greater insight because of the knowledgeplatform that is being built.

The second is the role of theory andwhether the field has moved on from the2002 Koskela and Howell paper, whichquestioned whether or not there is atheoretical basis to project management.

The third issue is the increasinguse and practice of evidence-basedproject management and systematic

attention to organizational facts, whichwas highlighted in Professor Denise

Rousseaus keynote address at the 2012PMI Research and Education Conference.Dr. Rousseau argued that projectmanagement can capitalize on the useof more scientific principles, criticalthinking and evidence-based research.

Both papers mentioned promptedthe academic project managementcommunity to ask:

n Is the field as a whole moving forwardif there is limited use of theoryin the current knowledge beingdisseminated?

n Where does the project managementcommunity look for theory?

n Why are theory and evidenceimportant, and how can the academicproject management communityraise the rigor and impact of academicresearch in the field as a whole?

We invite you to join the conversationaround these key issues at the 2014Research and Education Conference.

2014 PMIResearch and Education Conference2729 July Portland, Oregon, USA

PMI.org/REC2014

Registration is Now Open Reserve Your Spot Today!Visit PMI.org/REC2014to getmore details on the conference orto register now. Complete details onthe conference program, schedule,plenary speakers and more will be

posted as they are confirmed.
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Continued on page18

s the global environment

becomes more complex, thepressure is on to deliver the

right results, on time and on budget.You can't afford failures caused by weakor inaccurate requirements.

Research data demonstrate the needfor strong requirements managementpractices. PMIs 2014Pulse of theProfessionstudy points to inaccuraterequirements management as a majorcause of project failure, second only

to changing organization priorities.In fact, when projects fail, inaccuraterequirements is cited as a primaryreason 37 percent of the time,according to the 2014 Pulsesurvey.

Several studies provide more evidenceof the importance of requirementsmanagement:

n PMIsBest Industry Outcomes(2012)found that between 10 and 50

percent of companies have an activerequirements management program;yet if the project or program scopeis not defined correctly, and therequirements are not analyzed, man-aged and validated correctly, theproject or program can fail.

n Business Analysis Benchmark 2009:The Path to Success, a study byIAG Consulting, found that lowmaturity in requirements defini-

tion and management undermineorganizational competitiveness.Organizations with low require-ments maturity expend far moretime, budget and managementeffort to achieve the sameresult as organizations withhigh maturity, and, more oftenthan not, never achieve thedesired result.

Requirements Management to SeeExpanded Focus in 2014

nAccording to 2011 Strategies for

Project Recovery(PM Solutions), thenumber one reason for troubled proj-ects is related to requirements.

nPoor requirements management alsomade the list of Top 5 Project FailureReasons, or Why My Project Fails, ablog post by Eric McConnell, whichincludes data from blogs, articlesand studies.

An Essential Competency

PMI believes that requirements man-agement is an essential competency forthe most effective practice of programand project management. It is not as aseparate role or parallel process that isadded to project management. Rather,it is integral to effective project andprogram management and continuesto be a longstanding area of knowledgeat PMI. In fact, PMI was one of thefirst organizations to embed require-ments management practices within

its standards and professional

certifications and credentials. For practi-

tioners, the ability to lead requirementsmanagement on projects and programsis a critical competency that comple-ments their business acumen and helpsto deliver success.

By keeping a focus on requirementsmanagement as an essential part ofyour projects and programs, as theresearch suggests, youll increase yourchances of:

n

Meeting expected project benefitsnAchieving tangible business outcomes

nExceeding stakeholder expectations

nHelping your organization establishprocesses to improve its performance

As part of our ongoing commitment tomeeting the needs of the project man-agement community, PMI is expandingits focus on requirements manage-ment. In February, PMI launched a new

Requirements Management KnowledgeCenter of Excellence (COE), whichyou can access atwww.PMI.org/requirementsmanagement.

PMIs Requirements ManagementKnowledge Center of Excellence bringstogether or will bring together a signifi-cant volume of resources, including:

nTools and templates

nThought leadership research reports,

white papers and case studiesnOpportunities for discussion through

an online community of practice

nProfessional development courses

PMIs Requirements ManagementKnowledge Center of Excellence isdesigned as a one-stop shop to helppractitioners and organizations improvetheir requirements managementcapabilities and maturity in order to

improve project outcomes.

A
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MI and many other organizationshave conducted research onhow organizations translate

their strategies into action throughprojects. This research has shown thatorganizations that use standardizedproject management practices fitted tothe organizations specific context andsituation have more successful projectsand are more likely to achieve theirintended outcomes.

While many organizations recognize theimportance of project management, somecontinue to execute projects without amethodology or with a methodology thathasnt been fitted to the organization.A methodology is a standardized,organization or situation-specific approachthat encourages efficient use of resourcesin order to enable the organization tofocus on its most important tasks, suchas leading, innovating and delivering

products and services.Even if an organization has embraced or-ganizational project management (OPM)as a critical driver for business success,thus tying projects to the organizationsstrategy and needs, a company needs astrong project management methodologyto make its OPM strategy work.

An effective methodology is one thatcan align organizational goals across

the portfolio of projects, all the whilesupporting consistent application ofproven OPM practices.

PMIs 2014Pulse of the Professionstudysupports the importance of standardizedproject management practices. The studyfinds that high-performing organizationsare almost three times more likely thanlow-performing organizations (45 percentvs. 15 percent) to use standardizedproject management practices throughout

the organizationand have better projectoutcomes as a result.

Methodology Practice Guide Helps You Achieve Consistency

Standardized Project ManagementPractices = Success

PConsistent ApplicationFor organizations, a projectmanagement methodology integratesglobally accepted best practiceswith business-specific processes andtechniques. This creates custom-fitapproaches for consistent managementfor all of its projects.

An effective methodology also alignsproject management practices acrossthe organizations

portfolioof projects.After projectcompletion, theorganizationsproject leadershipuses lessonslearned to captureorganizationalknowledge andlearning and then

make regularupdates andrefinements tothe methodology.

Most importantly,the methodologysupportsconsistentapplication of project managementpractices within the organization andthe methodology fits the organizationalcontext and situation.

A methodology usually incorporates andintegrates three important elements:

1. How an organization conducts itsbusiness, including its requirementsand processes.

2. Key aspects of the organizationsculture and capabilities, as well asthe environment, industry sector

and context within which theorganization operates.

3. Proven, recognized best practicesor techniques for accomplishingintended results.

A Living, Evolving ResourceFor practitioners, a methodologyprovides consistency for both projectmanagers and project team members;it provides common tools, templatesand other resources to help the projectmanager successfully guide the project.

It also supports

a commonlanguage anda frameworkin whichindividualteam memberscan gain anunderstandingof their rolesand expectedcontributions

to the project.

More than justa static list ofpractices, amethodologyis a living,evolvingresource.

As organizations and practitionersimplement the methodology, they mustevaluate how well defined the intendedpractices are and how well the companyis executing the intended practicesacross projects. Those assessmentslead to constant improvements inthe methodology as organizationsmove closer to being best in classperformers.

A methodology is based on a standard.Because they are developed undera process based on the concepts of

consensus, openness, due process andbalance, PMI global standards provide
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the ideal guidelines for achievementof specific project, program andportfolio management results.

A Guide to the Project ManagementBody of Knowledge (PMBOKGuide),

developed by a diverse communityof experts to provide guidance formost projects most of the time, isan ideal starting point and frameworkan organization can use to developits methodology. It can apply thisuniversal guidance by adapting itto its specific situations, contextsor needs.

PMI now has a new resource to helpyou in developing a methodology.

Members can download ImplementingOrganizational Project Management:A Practice Guideat no charge. Visitwww.PMI.org/methodology anddownload your copy today.

EU Regulations Increase Importance ofProject Managementhe European Union (EU) has approved regulations that increasethe importance of applied project management skills andmethods as criteria for selecting beneficiaries of EU cohesion and

structural funds. These two funds are the financial instruments of EUregional policy. The regulations see project, program and portfolio man-agement skills as part of the solution to the challenge of authoritiesinvolved in the management of control of programs and beneficiarieslacking the proper skills to get projects completed successfully.

The new rules, which govern the next round of EU cohesion policyinvestment for 20142020 support, mark the end of two and a half years of negotiations among the EU institutions(European Parliament, the Council of the European Union and European Commission). They will make available up to366.8 billion to invest in Europe's regions, cities and the real economy (the part that produces goods and services).

The purpose of the cohesion policy is to reduce disparities among the levels of development of the EUs various regions bypromoting economic growth, job creation and competitiveness. The cohesion package includes six regulations defining theconditions of eligibility and the criteria for the allocation of the EU cohesion policy.

The regulation includes the verbiage building the capacity of local actors to develop and implement operations includingfostering their project management capabilities.

EU member states now move to finalize their strategic plans with investment priorities for regional development, followingmonths of preparation. These partnership agreements are expected to be adopted in 2014.

T

Research Supports Use of Standardized PracticesSome key research findings supporting the use of standardized practices include:

n Nearly six out of 10 organizations use standardized project management practicesthroughout most or all of their organization. The 2014 Pulse of the Professionstudy

finds that organizations that used standardized project management practicesthroughout the organization report an average project success rate of 71 percent,compared with 55 percent in organizations that do not use standardized practices at all.

n PMIs Pulse of the ProfessionIn-Depth Report: Organizational Agilityfinds thatwhen organizations standardize their project management practices throughoutall departments, they are three times more likely to report high levels oforganizational agility than their counterparts who did not. Organizations reportinghigher agility also report being more successful with new initiatives over the pasttwo to three years. Furthermore, over half of organizations (57 percent) that usestandardized project management practices across the enterprise report increasedsuccess in meeting the original goals and business intent of their projects.

nPMIs 2014 Pulse of the Professionstudy finds that organizations having high projectmanagement maturity, using standardized practices throughout the organization andreporting high level of organizational agility:

naverage significantly more projects that meet original goals and business intent;

naverage significantly more projects completed within budget and on schedule; and

naverage significantly fewer projects experiencing scope creep or deemed failures.
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EventsCalendar

PMI Today Deadlines:

JUNE 2014 ..............................................15 APRILJULY 2014.................................................. 15 MAY

Free listings in the PMI TodayEvents Calendarare reserved for activities organized by PMI, itscommunities and its cooperating organizations.For information on how to advertise in thiscalendar, please email [email protected] see PMIs online Events Calendar formore events, including those sponsored byRegistered Education Providers and other

suppliers of related goods and services.

SeminarsWorldEventsLeading subject matter experts sharetheir experience and deep knowledge on avariety of emerging topics. Whether youare looking to build your leadership skills,work on soft skills such as communicationsand collaboration, or delve deeperinto agile, these events provide uniqueopportunities to learn and connect with

the project management community.Date Location

1417 April Seattle, Washington, USA

89 May Dubai,United Arab Emirates

1213 May Brussels, Belgium

1922 May Philadelphia,Pennsylvania, USA

1112 August Nairobi, Kenya

Learn more about PMI SeminarsWorldcourses being held in these locations andthroughout the world. Use PMIs search

tool for project management trainingmatched to your specific needs.Visithttp://learning.PMI.org.

APRIL 2014

11 AprilPMI South Florida ChapterDynamic Leadership for BetterProject Results

Fort Lauderdale, Florida, USA. Quite often,project/program managers are viewed as lead-ers, but often lack formal "position authority."In this course, you will gain an understanding

of your power, influence and formal/informalauthority. http://southfloridapmi.org.

8 April 3:00 p.m. to 4:30 p.m.Eastern Time (GMT -4)PMI Innovation and NewProduct Development Communityof PracticeMarket ResearchThe Job To Be DonePresenter: Frank Harris

More information and to register:http://inpd.vc.pmi.org

Links to PMI communities of practice webinars scheduled for April may be found at

www.PMI.org/Get-Involved/Communities-of-Practice/Knowledge-Cafe.aspx.

24 April 12 noon to 1:00 p.m.Eastern Time (GMT -4)PMI Requirements ManagementCommunity of PracticeIts the Goal, Not the Role: TheWork of Agile Project Manage-ment and Business AnalysisPresenter: Mary Gorman

More information and to register:http://requirements.vc.pmi.org

PMI communities of practice webinars are available exclusively to PMI members and atno additional cost. Participants may claim one professional development unit (PDU) perone-hour webinar.

Learn and Earn PDUs with Communities ofPractice Webinars and Events

offer tracks focusing on project skill develop-

ment, leadership, virtual/social media andagile techniques and will include a live Skypesession with our PMI partners in Bangalore,India. Earn 12 PDUs. www.pmi-cic.org.

12 MayPMI Israel ChapterProject Insight

Holon, Israel. Holon Institute of Technologyand the PMI Israel Chapter offer a series ofconferences aimed at students and profes-sionals. This event deals with stakeholders andproject management, coming at the subjectfrom an academic perspective and a profes-sional perspective. www.pmi.org.il.

JUNE 2014

12 JunePMI Netherlands ChapterPMI Netherlands Summit 3rd Edition

Zeist, Netherlands. This event is a greatopportunity for networking, offering a full dayof presentations, talks and workshops spreadacross multiple tracks. Keynote sessions by

international thought leaders include expertinsights and lessons learned. The centraltheme of this years edition is The thin linebetween project success and failure.www.pmi-netherlands-summit.com.

11 April

PMI North Saskatchewan ChapterProfessional Development Day 2014

Saskatoon, Saskatchewan, Canada. Don't missthis event filled with learning, networking,great professional development and fun! This

years workshop will feature communicationexpert Skip Weisman with strategies for in-fluencing stakeholders and achieving projectsuccess. The keynote address will be by award-winning explorer and adventurer, Bruce Kirkby.www.pminorthsask.com.

2830 AprilPMI Frankfurt Chapter2nd Annual Project Zone Congress

Frankfurt, Germany. This event features morethan 25 corporate experts to provide you withadvice and tips. The conference features aspecial project portfolio management day andfour pre-conference master classes.www.projectzonecongress.com.

MAY 2014

78 May

PMI Central Illinois ChapterPMI Central Illinois Chapter Conference

Normal, Illinois, USA. The conference willfeature keynote and general sessions by na-tionally renowned speakers. Breakout sessions
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UPCOMING>

PMIGLOBALCONGRESSESAND EVENTS

PMIGlobal Congress2014EMEADubai, United Arab Emirates57 May 2014http://congresses.pmi.org

See cover story for more information

PMIResearch andEducation ConferencePortland, Oregon, USA2729 July 2014http://www.PMI.org/REC2014

PMIGlobal Congress2014North AmericaPhoenix, Arizona, USA2628 October 2014

http://congresses.pmi.org

PMO Symposium 2014Miami Beach, Florida, USA1619 November 2014http://congresses.pmi.org

congresses | conferences | seminars | symposiums | webinars

Instructor-Led e-LearningBuild your project management knowledge without leaving

your home or office with interactive online courses.Current eSeminarsWorld courses:

Advanced Risk Management317 April; 115 May; 1024 July; 418 September

Agile Project Management1024 April; 822 May; 519 June; 721 August

Project Management

IntegrationSimulation317 April; 115 May; 519 June; 721 August

Requirements Management:Investigate Your Project1724 April; 815 May; 2128 August; 411 September

Understanding Organizational Change1724 April; 1724 July; 1421 August;1825 September

Visit http://learning.PMI.orgfor more information.

16 June

PMI Israel ChapterPMI Israel Chapter Annual Conference

Tel Aviv, Israel. This flagship event hosts morethan 850 participants attending lectures, tracksand exhibition stands. Its a great platform fornetworking and experience exchange along withgetting updated on leading-edge methodologies.www.pmi.org.il.

30 June3 JulyInternational Council on SystemsEngineering (INCOSE)INCOSE International Symposium 2014

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

NOVEMBER 2014

13 NovemberPMI United Kingdom ChapterSynergy 2014

London, England. Synergy 2014 is a day-longprofessional development event themed Proj-ect ManagementWhats New, Whats Oldand What Works. Join practitioners acrossindustries and sectors to exchange ideas on thechallenges and emerging trends in projects thatare contributing to national and internationalobjectives. www.pmi.org.uk.

17 NovemberPMI Munich, Germany ChapterPM-Summit 2014

Munich, Germany. Under the theme The Pulseof Project Management, the PM-Summit 2014offers a platform for networking and experienceexchange. A program of seminars, workshopsand exhibition stands, will present on leading-edge methodologies and soft skills.www.pm-summit2014.de.
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Page 12 PMITodayApril 2014Advertisement
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hanks to the contributions of severalPMI communities and donors, thePMI Educational Foundation (PMIEF)

administers an array of scholarships andawards for college/university studentsand practitioners. These programs supportboth students enrolled in degree studies

and professionals engaged in continuingeducation as well as recognize outstand-ing contributions to the field. Applicationdetails in addition to the informationbelow may be found atwww.pmief.org.

Academic ScholarshipsNominations Due 1 JuneHigh school seniors who plan to pursuecollege/university studies in either projectmanagement or a related field and indi-viduals currently enrolled in these kindsof bachelor, master and doctoral degreeprograms may apply for various academicscholarships. While the PMIEF websitespecifies the eligibility requirements foreach, all students may apply for the fol-lowing academic scholarships:

n Colorado Technical University Colorado Springs Campus-OnlyScholarship

n Dr. Harold Kerzner Scholarships

n

PMI Eric Jenett Memorial FellowsScholarship

n PMI Information Systems Communityof Practice Global Scholarship Fund

n The Gaylord E. (Gary) ChristleScholarship

n The Matthew H. Parry MemorialScholarship

n The PMI Eric Jenett Founders Scholarship

n University of Management andTechnology (UMT) AcademicScholarship Program

Applications Due Soon

Scholarships and Awards SupportLearning and Professional Development

T n The Robert J. YourzakScholarship AwardThe deadline to apply for all academicscholarships is 1 June 2014. Visitwww.pmief.orgfor more information.

Professional Development

ScholarshipsProject management practitioners whowish to enhance their abilities may applyfor a professional development scholar-ship. The PMIEF website specifies the ap-plication criteria and deadlines for thesescholarships, which include:

The Eric Jenett ProfessionalDevelopment Scholarship Fund:The PMI Houston Chapter and friends ofEric Jenett donate this scholarship, whichhonors a champion of project manage-ment education and the project manage-ment profession. It provides a maximumof US$1,250 each year either wholly orin part to either one or more individuals.Practitioners who seek to either obtainor maintain a PMI certification and/orcredential receive preference.

The George Patton MemorialScholarship:The PMI Washington, DC

Chapter donates this scholarship, whichprovides a maximum of US$2,000 twiceper year either wholly or in part to eitherone or more individuals in the spring andfall. Members of the PMI Washington, DCChapter received special consideration.

The Jerry King Memorial Scholarshipfor Project Management Excellence:Friends of Jerry King donate this scholar-ship, which honors the former leader ofthe PMI San Diego Chapter. It provides

US$1,000 with preference given to PMI

chapter members, active volun-teers or family members of either amember or volunteer in PMI Region 7 (i.e.,California, Hawaii, New Mexico, Nevadaand Arizona).

The Kerzner Award

Nominations Due 16 MaySponsored by the International Institutefor Learning (IIL), The Kerzner Awardrecognizes a project manager who mostemulates the professional dedication andexcellence of Dr. Harold Kerzner, MS,MBA, PhD.

Dr. Kerzner is senior executive director atIIL. In addition to his distinguished aca-demic, training and consulting contribu-tions to project management, he is a glob-

ally recognized expert on project, programand portfolio management, total qualitymanagement and strategic planning and abestselling author on these topics.

The recipient of The Kerzner Award ex-emplifies superior performance as well asoutstanding project management meth-ods and skills. Furthermore, the individualprovides important contributions in abusiness, industry, government, commu-nity or nonprofit environment.

The recipient of The Kerzner Award willreceive:

n IIL training valued at US$5,000;

n An expenses-paid trip to the PMIGlobal CongressNorth America,where he or she will be recognized; and

n If applicable, a gift of US$3,000 to hisor her PMI chapter.

Nominations are due 16 May 2014. Visit

www.pmief.orgfor more information.
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Advertisement

Bring a Project Management CouContact Erica Schmidt For Details at +1.952.846.4484 ext. 405

Chapter Links news |people |projects

ver 160 attendees joined thePMI Northeast Ohio Chapterat no charge for the chapters

first International Project Management(IPM) Daycelebration.Frank Saladis,

PMP, whopioneered IPM Day in 2004, spoke on theimportance of project management andthe need for skilled project managementpractitioners to take new ideas andcreative solutions from concept toreality, architecting a future environmentthat is sustainable and adaptable to meetthe needs of our global community.

PMI Northeast Ohio Chapter www.pmineo.org

IPM Day Founder Joins CelebrationAttendees competed for 10 raffle prizes,which included autographed books anda DVD from Frank Saladis plus seatsto our Registered Education Providerpartners classes. To further promoteproject management, two students

from Baldwin Wallace University, thevenue for the event, were presentedwith US$1,000 scholarships byJoseph Anastasi, CAPM, PMP, chaptervice president, student leadershipdevelopment.

O

From left, Todd R. Jones, PMP, vice president, member services; Frank Saladis, PMP, founder,International Project Management Day; Jill Borling, Baldwin Wallace student, scholarship recipient;Cory DePiero, Baldwin Wallace student, scholarship recipient; Joseph Anastasi, CAPM, PMP, vice

president, student leadership development; Ann Conrad, MBA, Baldwin Wallace University director ofundergraduate programs.Baldwin Wallace University scholarship recipients.
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se to Your Company or Chapter!RMC ProjectManagement, Inc.

01011010

www.rmcproject.com


he strategy was to have threetimes as many minds consideringeach topic, generating three times

as many ideas. This was the success-ful technique employed by three PMIchapters that planned and executed a

strategic planning weekend.

Board members from the PMI Buffalo,NY, Rochester, and South Western On-tario chapters gathered in Niagara on theLake, Ontario, Canada for a weekend-long joint strategic planning meeting.It was the second time that the PMIBuffalo and PMI South Western OntarioChapters had gathered, and the first timefor the PMI Rochester Chapter.

Gaining Insights from OtherChaptersMark Kwandrans, PMP, the president ofthe PMI Buffalo, NY Chapter and DanellePeddell, PMI-ACP, PMP, the president ofthe PMI South Western Ontario Chapter,had presented an educational breakoutsession at the 2012 North America PMILeadership Institute Meeting on thelessons they learned from their previ-ous joint strategic planning meeting.

Brian Gregory, PMP, president of thePMI Rochester Chapter, was eager tojoin because we are a new board witha challenging transition in process andwere therefore looking to learn and gain

PMI Buffalo, NY Chapter www.pmibuffalo.orgPMI Rochester Chapter www.pmirochester.orgPMI South Western Ontario Chapter www.pmiswoc.org

Three Chapters Complete Joint StrategicPlanning Weekend

T insight from other chapters. Ms. Peddellwas excited to add Rochester to the mixbecause making new connections willallow us to start collaboration for ournew volunteer leaders.

The attendees prepared for the day-and-a-half session by completing four pre-work assignments, ensuring that theirtime together would be spent compilingand discussing their responses, instead ofthinking about a topic from the groundup. For each topic, ideas were listed onadhesive paper and placed on easels.Attendees then voted for the three ideasthey viewed as most important, regard-less of which chapter generated the idea.

Results were tallied by chapter, allowingfor a review of where chapters overlappedand where they were different. Each topicconcluded with the attendees splittingup by chapter to discuss what the resultsmeant for their specific chapter.

Discussions also included required andoptional chapter activities, a reviewof chapter stakeholders and how wellthe stakeholders needs were beingaddressed, and what each stakeholderactually thought of the chaptersperformance.

Then came a SWOT (strengths-weak-nesses-opportunities-threats) analysis.

Continued on page 19

Attendees from three chapters participated in the strategic planning weekend.
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Congress speakers and volunteers from the PMI Poland Chapter

Jim Lawless presented Ten Rules forTaming Tigers.


ver 200 attendees came toWarsaw for the PMI PolandChapters eighth annual interna-

tional congress. This two-day event with10 famous international speakers hasbecome an important event in the projectmanagement calendar in Poland. Addi-tionally, the event marked the chapters

10th anniversary.In their opening remarks, Witold Hendry-siak, PMP, president of the PMI PolandChapter, and Agnieszka Gasperini, PMI-ACP, PMP, expressed their gratitude toall the volunteers who have been work-ing for the success of the PMI PolandChapter. Aleksandra Skowron receivedthe PMI Poland Chapter Volunteer of theYear Award as an example of professionalservice to the community.

The congress started with a keynotespeech by Antonio Nieto-Rodriguez,MBA, PMP, PMI Board of Directors and2014 chair of the Strategy DevelopmentOversight Committee, who presentedkey findings from PMIs 2013 Pulse of theProfessionreport and shared his experi-ence in portfolio management at BNPParibas Fortis.

PMI Poland Chapter www.pmi.org.pl

Leadership, Trust and Global Projects Among

Congress Topics

O

During the talk delivered by HedleySmyth, PhD, attendees had the opportu-nity to explore the often uneasy relation-ship between trust, the moral economyand project management.

Ralf Mller, MBA, DBA, speaking onProject Leadership in Time and Space,discussed how the understanding ofleadership has developed in the last 250years. Avinash Chandarana offered a talk

on Crossroads of CultureHow to doBusiness and Work Together in a GlobalMarketplace. He explained the valuethat different cultures bring to yourwork and how to deal with interculturalwork environment.

Inspirational speaker Jim Lawlesspresented Ten Rules for Taming Tigers.

Anniversary CelebrationThe first day of the congress closed with

a panel discussion held by AgnieszkaKrogulec, volunteer vice president of

the PMI Poland Chapter, with the boardmembers of the first chapter in Polandcreated in 2003. This travel in time wasa perfect celebration of the chapters10th anniversary.

During the second day, attendees couldexpand their knowledge of The Organi-

zational Project Management MaturityModel (OPM3)based on the experienceof Jos Angelo Pinto, MIS, PMP, OPM3

Certified Professional, president of thePMI Portugal Chapter. Mr. Pinto sharedresults of the OPM3Portugal Project, aresearch project involving findings fromOPM3evaluations in over 100 differentorganizations.

Tom Mochal, PMI-ACP, PMP, PgMP, pre-sented Top 10 Organization Challengesthat Limit Project Success and explainedhow customers can get involved in proj-ects. The final presentation was by David

J. Anderson, who explained How to Im-prove the Service Quality with Kanban.
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n recognition of National MentoringMonth 2014, the PMI ChicagolandChapter offered an innovative

and interactive workshop event,Improvisation for Project Managers,designed specifically to enhance theprofessional skills and abilities of itschapter members. This members-only

event was provided free of charge tohonor and celebrate the commitmentand contributions of the mentorvolunteers who give back to the projectmanagement profession by participatingin the PMI Chicagoland Core ProjectManagement Mentorship Program, theflagship program of the mentorshipcommunity within the chaptersmembership department.

PMI Chicagoland Mentorship Director

Louisa J. Kim, PMP, and MentorshipAlumni Representative Bettina Davey,PMP, collaborated to charter this specialevent project. A project team was formedto plan, organize and execute a specialevent focused on providing a professionaldevelopment experience and networkingopportunities for chapter members andto encourage and promote mentoring

PMI Chicagoland Chapter www.pmi-chicagoland.org

Improv Workshop Helps Chapter Celebrate

National Mentoring Month

I within the chapter. The unique contentfor the event program was created inthe spirit of experimentation with newconcepts and application of creativity inproject management.

The goals of the workshop were to:

n Guide participants through

improvisational acting exercisesand techniques as applied skillsfor communication, leadership,mentoring and teambuilding.

nProvide interactive opportunitiesfor participants to practicethese techniques.

n Provide a supportive environmentwith immediate feedback.

n Equip participants with new and valu-able techniques that can be appliedto their personal and professionaldevelopment, their projectmanagement careers and practices,and mentoring partnerships.

The Improv Workshop Teamanswers

How did you achieve your goals?

We assembled a group of facilitatorsusing professional theaterpeople, experienced project

managers and graduatestudents from DePaulUniversity. After dividinginto small groups, wechallenged the participantsto introduce themselves byassociating their name witha physical gesture (jump,scratch your head or touchyour toes...) to emphasizethat improvisation has

mental and physicalelements.

The groups used word associationby adding one word at a time to acontinuous story and then moving to acomplete sentence using the last wordof their partner's statement to begina new sentence. During role playing,we started with relationships such asteacher-student, bus driver-passenger,parent-child, and evolved to workplacesituations such as manager-subordinate.

Participants were encouraged to stateYes and to their partner's statementsrather than a negative, No way...

The techniques used in these activitieshelped to:

n Show participants how to build rela-tionships through energy, creativityand humor.

n Give mentors additional tools forworking with their mentees.

n Improve problem-solving skills.n Learn the importance of listening

and focus.

nBuild communication andteambuilding abilities.

What was the response from workshop

participants?

The participants were enthusiastic inlearning and engaging in improvexercises that can be used by mentors

and project managers.Improvisation event participants and facilitators

Mentoring is as simpleas building relationshipsand being able to listen,ask and receive. PMI Chicagoland Chapter

Mentorship Alumni RepresentativeBettina Davey, PMP

Continued on page 18
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accepting interest from the communityto participate in the pilot credentialprogram, which commences in May. This

role-based credential will address thecritical role that business analysis playsin programs and projects.

PMIs PMI-PBASMcredential is a solu-tion to the critical business need forimproving requirements management.Developed by subject matter expertprofessionals in business analysis, thecredential is designed to include researchthat addresses the specific role businessanalysis serves that most directly im-

pacts project success. With this creden-tial, organizations will be able to validatethe skills, knowledge and competence ofbusiness analysis practitioners.

Practice Guide andPractice Standard

In conjunction with the PMI-PBA creden-tial, PMI will publish Business Analysis inOrganizations: A Practice Guidein 2014.This practice guide follows similar guideson the essential and practical compo-nents of business analysis within orga-nizations and will link good require-ments management practices fromA Guide to the Project Management

Body of Knowledge (PMBOKGuide).The practice guide is being developedand evaluated by business analysissubject matter experts.

OnProjectManagement.com,practitioners new to requirementsmanagement will find answers to basic

questions, content from subject matterexperts as well as tools and templates.Be sure to visit the RequirementsManagement Practice Area at www.ProjectManagement.com/Practices/Requirements-Management .

Professional in BusinessAnalysis CredentialPMI has announced its new Professionalin Business Analysis (PMI-PBA)SMcredential, to be launched later in

2014. PMI is now

Requirements Management to See Expanded Focus in 2014Continued from page7

Improv Workshop Helps Chapter Celebrate National Mentoring MonthContinued from page17

About the PMI ChicagolandChapter Mentorship ProgramOrganized under the chaptersmembership department, participationin our programs and services areconsidered a membership benefit.

In addition to our Core ProjectManagement Mentorship Program, a

formal six-month mentoring program,we have created and are building

capacity and maturity for programs andservices such as a mentorship network,alumni community, mentoring hotlineand group mentorship program.

The programs strategy includes:

n Creating a safe and supportive men-toring environment that fosters theprofessional development and practice

of project management and leaders inthe project management profession.

n Focusing on strategies to enhance,expand and promote the mentorshipvision that are rooted in increasingquality, not quantity.

nEncouraging problem-solving,innovation and experimentationin project management within thementoring context, including learningfrom experiences related to failure.

Business Analysis in Organizations:A Practice Guidewill focus on thepractice of business analysis; however,

requirements management encompassesmultiple disciplines in addition tobusiness analysis, such as value andsystems engineering, systems analysis,and agile and lean analysis.

Another forthcoming resource willbe Practice Standard in RequirementsManagement, a full consensus standardpresently in development. PMI iscollaborating with SAVE International(a value engineering society) and IEEE

Computer Society on this standard.This practice standard will present thecommon components of requirementsmanagement regardless of discipline.PMI has embarked on a collaborativeeffort with project managers, valueengineers, systems analysts, systemsengineers and business analysts toproduce this practice standard.

PMIs expanded focus on requirementsmanagement is driven by our desire

to enable organizations and theirpractitioners to improve project successand business outcomes. Project andprogram management is about a teamstriving toward achieving a commongoal. We collectively have to worktoward breaking down the barriers toproject success.
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The chapters were surprised to see theamount of similarity between them. All

three chapters cited their events as one oftheir strengths and we all noted a lack ofvolunteers as a weakness, said Mr.Kwandrans. But while Buffalo andRochester cited sponsorship programs asan opportunity, Rochester instead sawleveraging technology as a top oppor-tunity. From this session, we gainednew ideas to leverage, from communitypartnerships to focus groups to targetingretirees, noted Ms. Peddell.

The strategic issues discussed involvedfundamental policy choices affectingan organization. Again, commonalitywas exhibited because Buffalo andRochester both cited local companieslack of awareness of the chapters valuewhile South Western Ontario notedthe need for a clear governance andorganizational model.

The second days agenda started with

creating a vision for a Chapter of the Fu-ture. Mr. Gregory said that he wants hischapter to focus on the community andfind ways to solicit and build on the vol-unteer experience. This was followed by apresentation on balanced scorecards andanother on the chapter maturity model.

Overall, the attendees felt the event wasworthwhile. Ms. Peddell said that the PMISouth Western Ontario Chapter boardlearned that strategy is imperative,

however, hard to implement. As volunteerleaders, we need to continue to stayfocused and disciplined in our strategyfor it to be of benefit to the chapter.Mr. Gregory thought that Rochestersnew leaders successfully bonded in anenvironment focused on leading theirchapter into the future.

The groups committed to continuingtheir collaboration, sharing their

thoughts, strategies and lessonslearned with others.

he PMI China Shenzhen VolunteerCore Team had this years firstkick-off meeting in February,

drafting a guideline for communityactivities in 2014 and brainstorming foran upcoming event in April.

Members shared ideas on the fast-changing business environment inShenzhen: Following in the footsteps ofShanghais Free Trade Zone, the Shen-zhen Qianhai Special Economic Zonewas expecting further reform measuresto accomplish its goalto become aninnovation hub connecting the mainlandand Hong Kong economies.

Many challenges have been raised tolocal enterprises and it was a shared

sense among Shenzhen volunteers thatagility and change management wouldhelp them cope with changing tides.The core team drafted a guideline forcommunity activities in 2014, with agoal to better promote the value ofproject management and to deliver bestpractices, which would help with theirorganizational performance. The teamset up a project team for the April event,a workshop focusing on exchanging

experience and lessons learned infinance and information technology.

The PMI China Shenzhen VolunteerTeam was established in 2010. Sincethen, it has been committed toupdating knowledge and best practicesof project management for localpractitioners through different kinds ofactivities including workshops, forumsand business field trips.

T

PMI China News

Shenzhen Volunteer TeamKicks Off Years Activities

Three Chapters CompleteJoint Strategic PlanningWeekendContinued from page15

Shenzhen Volunteer Team
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MEGADIFFERENCE

Nows the time to reserve your place at thecareer-changing project management trainingevent of the year.

MEGAPOTENTIAL

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

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

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MEGAHOT TOPICSFocus on career-building skills that will impact your

next project.

MEGAKNOWLEDGEReal world solutions to the issues you face every day.

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Find out how

Next Gen project managers

are redefining success with

Keynote, Jake Greene

on Project Management

in the Age of Disruptive

Opportunities

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Documents

Revista Pmitoday Abril 2014