DECEMBER 2014A SUPPLEMENT TO PM NETWORK® PUBLISHED BY PROJECT MANAGEMENT INSTITUTE

PMI Professional Awards

Continued on page 7

As attendees enjoyed a seated dinner, the winners were called to the stage. Here is information on who were “the best of the best” this year:

2014 PMI Project of the Year Award

This award recognizes the accomplishments of a project and the project team for superior performance and execution of exemplary project

gala event held just prior to PMI® Global Congress 2014—North America was the setting for honor-

ing the best projects and leading practitio-ners in the world, as selected by volunteer judges. Also honored were literature au-thors, training programs and organizations, and contributions to the community.

The ceremony was almost upstaged by a transformer fire and subsequent power failure in the hotel housing the event and many congress attendees. PMI President and CEO Mark A. Langley acknowledged the resilience of PMI staff—and a risk man-agement plan—for the success in transfer-ring the ceremony to a different venue on half-day’s notice.

A

Available online for PMI members only at PMI.org

A Conversation with the Chair

CONTENTS

Introducing the 2015 PMI 6 Board of Directors

Call for Nominations for Open 14 Positions on the 2016–2018 PMI Board of Directors

PMI India News: National 17 Conference Explores Project Management as Tool for Sustainable Growth

Grants Total US$550,000 for 19 2014; Total Grant Investment Since 2012 is US$1.9 Million

Events Calendar 21

PMI China News: Change and 22 Innovation is Theme of Fifth China Congress

Chapter Links 24

From the Board:Volunteers Convert Passion to ActionPage 3

The 2014 PMI Project of the Year winning team from Rio Tinto Alcan, SNC-Lavalin and Hatch poses with PMI Chair Ricardo Triana, PMP (far right) and PMI Vice Chair Steve DelGrosso, MSc, PMP (far left)

Projects and Practitioners Feted

PMI-421 PMITodayDec2014(final).indd 1 11/13/14 4:49 PM

Page 2 PMI Today December 2014

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

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

To learn more, please visit www.PMI.org/Business-Solutions/PMI-Global-Executive-Council.aspx.

PMI GLOBAL EXECUTIVE COUNCIL

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

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

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

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

2014 PMI Board of Directors

Chair

Ricardo Triana, PMP+1 305 778 9091 ricardo.triana@bod.pmi.org

Vice Chair

Steve DelGrosso, MSc, PMP+1 919 848 6986 steve.delgrosso@bod.pmi.org

Secretary/Treasurer and Chair, Performance Oversight Committee

Zbigniew J. Traczyk, MSc, MBA, PMP+48 601 606729 zbigniew.traczyk@bod.pmi.org

Chair, Strategy Development Oversight Committee

Antonio Nieto-Rodriguez, PMP+32 479 80 94 18 antonio.nieto.rodriguez@bod.pmi.org

Directors

Margareth Carneiro, MBA, MSc, PMP+55 61 8175 3455 margareth.carneiro@bod.pmi.org

Mark Dickson, MBA, FAICD, PMP+61 407 933 110 mark.dickson@bod.pmi.org

Jane Farley, MSc, FPMINZ, CMC, PMP+64 21 890 254 jane.farley@bod.pmi.org

Deena Gordon Parla, PMP+90 533 511 4462 deena.gordon.parla@bod.pmi.org

Todd Hutchison, MCom, MBA, PMP+61 422 532 775 todd.hutchison@bod.pmi.org

Victoria S. Kumar, MM, PMP+1 919 924 1013 victoria.kumar@bod.pmi.org

Deanna Landers, MBA, PMP, Immediate Past Chair+1 303 378 8459 deanna.landers@bod.pmi.org

Jon Mihalic, PMP+1 703 216 2548 jon.mihalic@bod.pmi.org

Peter Monkhouse, BSc(Eng), MBA, PEng, PMP+1 416 702 9574 peter.monkhouse@bod.pmi.org

Cheryl J. (CJ) Walker Waite, PhD, PMP+1 206 551 5307 cj.walker.waite@bod.pmi.org

Al Zeitoun, PhD, EVP, PMI-RMP, PMI-SP, PMP+971 50 688 6346 al.zeitoun@bod.pmi.org

Staff Executive

President and Chief Executive Officer

Mark A. Langley+1 610 356 4600 mark.langley@pmi.org

PMI-421 PMITodayDec2014(final).indd 2 11/13/14 4:49 PM

PMI Today December 2014 Page 3

from the Board

Todd Hutchison, MCom, MBA, PMP, Director, PMI Board of Directors

Mark A. Langley, President and Chief Executive Officer

olunteers continue to be among PMI’s most valuable assets. PMI Board member Todd Hutchison,

MCom, MBA, PMP, and PMI President and CEO Mark A. Langley tell why PMI volunteers turn passion into action, and review some 2014 PMI volunteer accomplishments. Additionally, Mr. Hutchison reveals a bit of his volunteer story.

Continued on page 4

VolunteersActionPassionTOCONVERT

V

Thank You for Your Service to Our Growing Profession

PMI Today: Why is it said that “volunteers are the lifeblood of PMI”?

Mr. Langley: There are 8,000 PMI volunteers all around the world who give their time, talent and considerable experience to making a difference in their profession—and they are indeed making a difference! Here’s just one example: There is a growing demand for project management as more and more

organizations see the benefits of mature project practices. And there is a talent gap, a shortage of project managers. PMI volunteers are making a difference by mentoring younger, less-experienced project managers and those coming into the profession. They are encouraging project-based education and the creation of project management courses in universities.

PMI-421 PMITodayDec2014(final).indd 3 11/13/14 4:49 PM

Page 4 PMI Today December 2014

The members of PMI’s Board of Directors, all of whom are volunteers themselves, know that volunteers are PMI’s lifeblood and are essential for delivering value to our stakeholders. That’s why volunteerism remains a centerpiece of PMI’s core values and that is why PMI’s Strategic Plan states that “Volunteers and effective volunteer partnerships with staff are the best way to accomplish the Institute’s goals and objectives.”

PMI Today: Many volunteers say they get more out of volunteering than they give. As a long-time PMI volunteer, can you elaborate on that?

Mr. Hutchison: There are many reasons to become a volunteer. Key drivers often include a desire to share knowledge, to be part of a professional or social network, and a hope to give back to the profession or contribute to others in a positive way. The connections you build with other volunteers can certainly lead to lifelong relationships, as it has for me.

PMI as an organization gives so much back to volunteers, including access to education and professional develop-ment opportunities, exposure to multiple cultures and unique event experiences, award programs, and the camaraderie of being part of a professional community.

In my own case, it started with a desire to contribute beyond the leadership experience. I found that going on the local chapter board had a positive impact on my profile in the profession. Then I moved to a national role that led to national connections, and finally the PMI Board, where people connect with you on a weekly basis from all over the globe.

I personally gained a lot from helping grow a chapter through tapping into my professional speakers network to increase the quality of presenters, setting up a PMI Registered Education Provider, negotiating a state and national conference, developing joint ventures for events with other profes-sional associations, and assisting in estab-lishing Project Management Professional (PMP)® examination preparation courses.

PMI is serious about mentoring, and chapter board members are keen to provide their guidance and advice freely. I certainly have enjoyed speaking at events, running workshops and serving on boards. I also know I have a network of profes-sionals and friends that I can call on for advice and guidance anytime, and that is priceless.

I have found that it is only when you take up volunteering that you get exposure to the depth and breadth of PMI’s resources and opportunities. I was certainly blind

to the extent of opportunities when I was only a member. It has helped me with both my personal relationships and my professional development.

PMI Today: Why do you think PMI volunteers are so passionate about project management and PMI?

Mr. Langley: PMI is unique in that we represent a growing profession and have been able to point out ways in which organizations can succeed using project management. We know there are 51 mil-lion people out there who are connected with projects and project management, whether they know it or not, and that means much more growth. We have more volunteer leaders than many professional organizations have members. And yes, our volunteers have an intense passion and enthusiasm for their profession and for PMI. I think our global diversity may be part of the reason why our volunteers are passionate about their work. Volunteers get to work with colleagues from around the world, build their professional and per-sonal networks and gain new perspectives.

Mr. Hutchison: What I love most about the project management discipline is its diversity. It crosses every industry and sector, across every country border and is applicable to corporate, government and not-for-profit environments. Speakers

From the Board Continued from page 3

Statistics through 31 October 2014

PMI Fact File

PMI has 273 chartered and13 potential chapters in

105 countries and territories

TOTAL MEMBERS CREDENTIALS/CERTIFICATIONSTotal Active Holders of: PUBLISHING

454,379

4,716,331Total copies of

all editions* of the PMBOK® Guide in circulation

*includes PMI-published translations

More than 4 Million PMBOK® Guide Editions Now in Circulation!

CAPM® Certified Associate in Project Management 26,490PMP® Project Management Professional 636,384PfMP® Portfolio Management Professional 162PgMP® Program Management Professional 1,123PMI-RMP® PMI Risk Management Professional 2,932PMI-SP® PMI Scheduling Professional 1,242PMI-PBASM PMI Professional in Business Analysis 182PMI-ACP® PMI Agile Certified Practitioner 6,885

NEWIN 2014

NEWIN 2014

PMI-421 PMITodayDec2014(final).indd 4 11/13/14 4:49 PM

PMI Today December 2014 Page 5

I have found that it is only when you take up volunteering that you get exposure to the depth and breadth of PMI’s resources and opportunities. I was certainly blind to the extent of opportunities when I was only a member. It has helped me with both my personal relationships and my professional development.

—Todd Hutchison, MCom, MBA, PMP

at events could come from any industry, working on so diverse projects from aero-space, underwater archeological recovery, natural disaster rebuilds and through to discovering the human genome.

I believe we are all passionate because we are applying the project management process to projects we love to do and environments we enjoy. The project pro-cess and people challenges are common, but the different applications of projects makes us all very interesting people.

PMI volunteers are passionate by nature. Project managers are people who take the lead, get involved and get things done. We are doers, and people love achievers.

PMI Today: Can you speak to some of the leading volunteer-supported achievements of the past 12 months?

Mr. Langley: As always, PMI’s volunteers in 2014 contributed their time, expertise and amazing passion toward the vision of the organization. Just a few examples:

The hallmark of a profession and a professional association such as PMI is a codified Code of Ethics and Professional Conduct. The PMI Ethics Member Advisory Group has been working on an “ethics toolkit” that will help chapter leaders, region mentors, and ultimately PMI members and credential holders, advance ethical and professional conduct awareness and behavior.

To “feed the talent pipeline,” some PMI chapter leaders are conducting outreach activities with academic institutions in their local markets, supporting efforts to expand teaching of project manage-ment in colleges and universities. Other volunteers play critical roles in the execu-tion of PMI’s academic programs, includ-ing overseeing and making site visits for the PMI Global Accreditation Center for Project Management Education Programs. Volunteers serve as mentors to teams of college students creating entrepreneurial projects for competitions.

Continued on page 6

PMI’s certification program ensures that project, program and portfolio managers are ready to meet the demand of projects large and small, around the world. Behind this program are the thousands of volun-teer hours provided by practitioners who ensure balanced representation in the structure and content of certification ex-aminations. These global volunteers work with PMI to create examination questions, rigorously review these questions and re-fine PMI’s certifications, ensuring that the examinations reflect current practice.

The PMIEF Liaison Program continues to grow, with more than 160 PMI chapters appointing volunteers to act as their PMI Educational Foundation liaisons. These volunteers are the communications links between their PMI community and PMIEF. PMI chapter volunteers are often so in-spired by PMIEF that they gather together other volunteers and create programs sup-porting initiatives in their local schools and nonprofit/nongovernmental organizations.

Another key PMI activity is our standards program, the foundation of the profes-sion. Teams of volunteer practitioners enhance this program with their expertise. The Standards Member Advisory Group, in support of the overall program vision, provides marketplace, subject matter ex-pertise and other member and stakehold-er input. Global teams spent thousands of hours collaborating on projects such as the PMBOK® Guide and other standards and practice guides.

PMI’s professional awards program is supported by volunteer evaluators who spend countless hours sorting through award applications in order to pick the “best of the best.” Our social media member advisory group provides advice

to PMI staff on how to best engage with practitioners through the use of social media. The Registered Education Provider (R.E.P.) program and Registered Consultant Program (RCP) both have volunteer advisory groups that support staff in providing participant perspective and making recommendations.

PMI’s chapters, which are the face of PMI to our membership locally, are enriched by 3,500 volunteers who help deliver value to local members every day, wherever they are—whether it’s professional development, networking events, job fairs, advocating the profession to local businesses or many other types of initiatives. Assisting and guiding these are volunteers on the Chapter Member Advisory Group, and our Region Mentors.

I could go on, but it would consume the entire article since, as noted, PMI has more volunteers than many associations have members.

PMI Today: Can you describe the function of PMI’s Board of Directors — the 15 volunteer leaders that govern the Institute and set strategy?

Mr. Hutchison: Accountable to the PMI membership, the PMI Board is responsible for long-term strategic planning and establishing policy that governs the activities of the Institute. The Board is also responsible for upholding the Institute’s core purposes. This is a complex task, given PMI having stakeholders in over 185 countries, 275 chartered chapters, 450,000 members, 625,000 certified practitioners, 1,600 registered training organizations and 142 registered consultants.

PMI-421 PMITodayDec2014(final).indd 5 11/13/14 4:49 PM

Page 6 PMI Today December 2014

Leading Projects and Practitioners Feted Continued from page 1

Continued on page 8

Election Results Announced

Introducing the 2015 PMI Board of DirectorsThe results of the recent Board of Directors elections were announced at the PMI Annual Membership Meeting held in connection with PMI Global Congress 2014—North America in Phoenix, Arizona, USA. Your votes have resulted in five new members joining the Board. This volunteer group, which governs the Institute and sets and executes PMI’s core ideology, will be led in 2015 by a new group of Board officers, selected by the Board itself.

The election winners will join these returning members of the 2014 PMI Board of Directors:

J. Davidson Frame, PhD, PMP, PMI Fellow

Caterina La Tona, BCS, PMP, PfMP

Wagner Maxsen, PMI-RMP, PMP

W. Stephen Sawle, PE, CMC, PMP, PgMP

Joining the Board for a term of service beginning 1 January 2015 through 31 December 2017:

Jennifer Tharp, PMP

n Margareth Carneiro, MBA, MSc, PMP

n Steve DelGrosso, MSc, PMPn Mark Dickson, MBA, FAICD, PMP n Deena Gordon Parla, PMPn Todd Hutchison, MCom,

MBA, PMP

n Victoria S. Kumar, MM, PMPn Antonio Nieto-Rodriguez,

MBA, PMPn Ricardo Triana, PMPn Cheryl J. Walker Waite, PhD, PMPn Al Zeitoun, PhD, EVP, PMI-RMP,

PMI-SP, PMP

Serving as PMI chair in 2015 will be Steve DelGrosso, MSc, PMP. Serving as vice chair will be Antonio Nieto-Rodriguez, MBA, PMP. Serving as secretary/treasurer and chair of the Audit and Performance Oversight Committee will be Mark Dickson, MBA, FAICD, PMP. Serving as chair of the Strategy Development Oversight Committee will be Deena Gordon Parla, PMP.

The Board operates a number of Standing Committees that enable the Board to fulfill its duties, from compliance and governance to strategy. Standing Committees are supported by other more operational committees.

Having been exposed to many global organizations myself, I must say that I have been very impressed with the professionalism and collaboration that occurs at the PMI Board of Directors level. We are always striving for improvement and taking ideas from concept to implementation.

PMI Today: Do you have any final thoughts for PMI volunteers as we end the year?

Mr. Langley: Thank you for taking time out of your busy professional and personal lives to advocate for project management, to share your knowledge and dedication, for being passionate—and for making PMI the leading project management association in the world. PMI couldn’t accomplish what it does without our dedicated volunteers.

Mr. Hutchison: Volunteers are the ones who build chapters that support local

communities, bring awareness to the pro-fession and help spread the word about good project management practices.

Through our collective passion, our collaboration and listening intently to one another, this organization will continue to grow and have a meaningful impact on the profession globally. There are many differing volunteer opportunities at local, national and international levels. It continues to be such a pleasure to serve and be surrounded by like-minded professionals who make a difference. Thank you for being part of our team.

From the Board Continued from page 3

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PMI Today December 2014 Page 7

AP60 Phase 1, Jonquière, Quebec, Canada. A CA$1.3 billion project aimed to design and build a new aluminum plant to demonstrate the industrial viability of a proprietary smelting technology. Rio Tinto Alcan executed the project, with assistance from SNC-Lavalin and Hatch. After the global economic downturn in 2009 resulted in cost reductions to keep the project alive, the project survived a scope change when aluminum demand grew rapidly. The project, completed ahead of schedule, showcased how to scale a new technology while improving safety standards.

management. The project budget must be more than US$100 million and could be of any type, from any industry, in the public or private sector.

The three finalists were:

Energy Systems Integration Facility, Golden, Colorado, USA. This was a US$135 million U.S. Department of Energy project to design and build a large research lab for renewable energy technologies and large, megawatt-scale research. The purpose of the facility was to help figure out how distributed energy systems and renewable power can be integrated into the grid. The project’s design-build approach helped fast-track the schedule and significantly reduce project risks, allowing the project to finish ahead of time and under budget.

Detailed case studies profiling all three 2014 PMI Project of the Year Award finalists appeared in PM Network® magazine beginning in November and will continue through January. See videos on each of the finalists on PMI.org.

Access Health CT, Hartford, Connecticut, USA. US$180 million was the budget to create an online marketplace for Connecticut residents to purchase health insurance, as part of the U.S. Affordable Care Act. Everything that wasn’t the team’s core strength was outsourced, with KPMG engaged as the technical adviser while Deloitte served as the system integrator. A scope reduction at the end helped the team meet the deadline and budget. The site launched without a hitch despite an unmovable deadline, compressed schedule and fluctuating scope.

And the Winner Was… AP60 Phase 1. Michel Charron, project director, Rio Tinto Alcan, accepted the award.

Leading Projects and Practitioners Feted Continued from page 1

The PMI Award for Project Excellence

This new award recognizes and honors a successful project and the achievements of the project team for superior performance of project management. Eligible projects have budgets less than US$100 million and could be of any type, from any industry, in the public or private sector.

CLP Power Hong Kong Limited was chosen to be the award recipient in the Asia Pacific region for its myEnergy Program. This program aims to enable electricity users to reduce their overall electricity consumption at peak demand times through the use of smart meters and communication technologies. This is the first advanced metering infrastructure system in Southeast Asia that works from billing system all the way through to the meters in the field, and it was delivered

in nine months under challenging budgets and schedules.

“The myEnergy Program is one of CLP’s most complex projects to date,” said

Anthony Lo, Senior Smart Grid Business Manager at CLP. “We are introducing new services to our customers, and they require significant changes in

The CLP myEnergy Program team

Continued on page 8

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Page 8 PMI Today December 2014

Leading Projects and Practitioners Feted Continued from page 7

the customer's business processes and systems that involve numerous departments. To be able to successfully deliver such a complex program under a very aggressive timeframe, good project management practices are essential.”

Mr. Lo specifically cited proactive risk management and formal change request management to control the scope of the project, and a structured approach to stakeholder management as being crucial to the success of the program.

In the Latin America region, this year’s recipient was Padrones 2013, Republica Argentina. The project was spurred by a changeover in identification documents required for Argentine citizens to receive a voting receipt. More than 50 million photos needed to be printed in less than

In the North America region, a recipient was the Kleinfelder ERP Platform Replacement. The engineering company embarked on a two-year, US$3 million project to overhaul its enterprise resource planning (ERP) system, which it had outgrown. The new system aimed to improve efficiencies of key processes. A primary objective was to launch the new system without business disruption. The project was completed within the 22-month timeline.

“The value of strong project management was realized in two huge ways,” said Ellen Dailey, PMP, project manager for ERP platform replacement/Deltek Implementation Program. “First, we enacted strategies to control positive outcomes. We carefully managed risks, changes and constraints by dividing the scope into smaller, valuable production ‘launches’ over the two-year timeline. Secondly, we fostered effective team communications. We created a unifying team culture, grounded in guiding principles and success factors, and used many virtual team collaboration tools.

two months. The project involved handling processes and logistics. The objectives were achieved through a concrete methodology, and served as a change paradigm for future projects.

“Good project management practices allowed us to anticipate and manage the potential risks and to manage the constraints we had,” said Gabriel Romano, PMP, project manager, NT Advisors—Kodak, Argentina. Regarding scope, said Mr. Romano, project deliverables were 52 percent higher. The project closed 10 days earlier than the due date, and had a budget with less than five percent deviation. “It served as a change of paradigm for future projects in an environment where this kind of management was not usual (government of an emerging market), and was an example on how project management methodology can be applied in any industry and culture,” he concluded.

Padrones team, from left, Gabriel Romano, PMP, Esteban Sánchez, Fernando Petiti, Tomás Casella and Matias Castano

Ellen Dailey, PMP, project manager

Linda Lannen, CIO and executive sponsor

Mary Loden, PE, PMP, change/training lead

PMI-421 PMITodayDec2014(final).indd 8 11/13/14 4:49 PM

PMI Today December 2014 Page 9

Continued on page 10

“The company had never before executed a project of this magnitude, requiring a cross-functional, cross-geography team effort,” continued Ms. Dailey. “By applying good project management practices, I was able to handle complexity, keep the team focused on priorities, bring visibility to key decisions, and direct the final cutover. Effective project management was key to our success.”

Also in the North America region, a recipient was Du Boisé Library, one of the most visited public libraries in Montreal, Quebec, Canada. The building was constructed for CA$24.7 million, and is working toward obtaining Leadership in Energy and Environmental Design (LEED) gold certification. The project included an exhibition center and the collection conservation facility of the Quebec Museum of Masters and Artisans.

“The integration of exemplary project management practices was essential in delivering an outstanding project,” said Marie-Claude Le Sauteur, PMP, division manager, real estate assets/architect, city of Montreal, Borough of Saint-Laurent. “Ultimately, the implementation of a structured management framework allowed for continuous monitoring of all knowledge areas and ensured that

all project goals and objectives were reached. This proactive tracking allowed for adjustments to be made, therefore eliminating potential obstacles. The project was renowned for its exceptional application of PMI processes in an innovative and original manner, the rigorous management of the triple constraint and the exemplary integration of stakeholders.

“The project management processes helped to create a performing project team and extended team, which functioned as a highly effective unit,” continued Ms. Le Sauteur. The processes mastered “the art of using all the individual’s expertise, ultimately allowing for the delivery of a highly complex project. The complimentary and multidisciplinary team composition was essential to project success.”

The PMI Eric Jenett Project Management Excellence Award

This award recognizes and honors an individual who has made outstanding contributions to the practice of the project management profession and who has demonstrated leadership and initiative while advancing project management concepts, techniques, practices, or theories.

The two recipients were:

Ginger Levin, DPA, PMP, PgMP, OPM3 Certified Professional for her impressive contributions as an academic and consultant as well as her inspirational work as a mentor to aspiring

project manager professionals. Dr. Levin is a pioneer of education and mentoring on project management topics. Her significant roles authoring books, involvement in standards definition and teaching have helped in the evolution of the profession and left an important legacy.

“Dr. Levin is an exceptional individual who has devoted her professional career to advancing the project management profession,” said a nominator. “Her contributions can be observed through the many courses she has designed and

developed. She has mentored 17 doctoral candidates at three institutions in project and program management thesis topics.”

Discussing her career achievements, Dr. Levin said, “Getting my DPA (doctor of public administration) and my other two degrees over 16 years while working full-time was to me the key to success in work in government, from then to being co-owner of a consulting firm in the Washington, DC area, and then to working primarily as an independent entrepreneur, educator, and mentor to others since 1997. In working toward this

Du Boisé Library team, from left, Francis Charron, Christine Côté, Chantal Laverdière, Édith Tremblay, Louise Robichaud, PMP, Marie-Claude Le Sauteur, PMP, and François Beaudoin, PMP

PMI-421 PMITodayDec2014(final).indd 9 11/13/14 4:49 PM

Page 10 PMI Today December 2014

Leading Projects and Practitioners Feted Continued from page 9

The PMI Distinguished Contribution Award

milestone…I had the opportunity to be exposed to some outstanding professors and books, and I learned the value of critical thinking.”

Dr. Levin was asked what the importance of passion is to a seasoned project manager. Her reply:

“Throughout my career, I have had tremendous passion for the work I was doing and am doing. If I found I lacked passion for my job, I knew it was time for me to move to something new. The focus for me is one of continuous improvement, learning from one’s mistakes and reflecting how something could have been done more effectively, having a network of trusted friends for ideas, and looking for a better way. Passion is critical for success as we work to do our best for our customers and our team, and as we work toward strategic agility.”

Michel Thiry, PhD, PMP, PMI Fellow, for his diversified project management knowledge and contribution to the evolution of the project management profession. Dr. Thiry has been promoting and developing in the field of program management for 20 years. His contributions have impacted the development of PMI widely and deeply.

A nominator said: “To say Dr. Thiry’s contributions have made a substantial and lasting impact in multiple communities and business is understating the significance and importance of his work. Dr. Thiry’s clearly articulated vision for project and program management concepts and practice are regularly referenced as the leading writing onthe subject.”

Remembering some of his memorable career achievements, Dr. Thiry said “As an architect, [it was] the first building I designed that was actually built; as a program consultant, my three-year involvement in an airport capacity improvement program for Eurocontrol;

my first book, published by PMI in 1997; and my nomination as PMI Fellow was one of the highlights of my professional and volunteer career. Probably my greatest achievement was the completion of my PhD, a six-year journey that enabled me to reflect on the evolution of the profession from the management of single projects to the context of organizational project management.

“Passion has driven my whole career,” he continued. “I have always followed my instinct, which … has meant that I have often found myself in difficult

situations, but also that I have experienced immense rewards. My involvement with PMI is such an example: I became a member in 1992 and immediately got involved with the PMI Montreal Chapter. For the last 20 years, I have assumed numerous volunteer roles without

interruption, culminating in [the awards]. Without passion this would not have been possible.”

This award recognizes and honors a particularly significant achievement or sustained performance by an individual who contributes to the advancement of the project management profession or PMI.

The two recipients were:

Walter Ginevri, PMP, PgMP, PMI Fellow, for his exemplary work in spreading the knowledge of project management throughout the world. Mr. Ginevri has moved beyond his regional chapter to support A Guide to the Project Management

Body of Knowledge (PMBOK® Guide) and the PMI Educational Foundation. He has continually shown his commitment to

the principals of project management, PMI and society as a whole for a legacy of lasting and profound impact.

A nominator characterized

Mr. Ginevri as “experienced, open minded and [promoting] teamwork and enthusiasm for the profession.” Since 2007, noted the nominator, he has been conducting an educational project for applying project management methodology within the primary school, developing a toolkit that is available in several languages and used in different countries.

Mr. Ginevri said that his most memorable career achievement was his 2004 decision to leave a profitable position within an ICT company in order to start a new professional life as

Walter Ginevri, PMP, PgMP, PMI Fellow

Michel Thiry, PhD, PMP, PMI Fellow

Ginger Levin, DPA, PMP, PgMP, OPM3 Certified Professional

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PMI Today December 2014 Page 11

Continued on page 12

a freelancer. “It can seem a paradox, but it’s the evidence that risks and opportunities are simply two sides of the same coin.”

“Passion for a project manager is like inspiration for an artist,” he said. “You can’t do anything without it. After more than 30 years in the project management arena, I can say that passion in managing projects helps me answer this fundamental question: ‘What are the dreams that allow you to live?’”

Anca Eugenia Slușanschi, PMP, for her consistent focus on volunteer work. Ms. Slușanschi’s efforts have led to benefits for PMI chapters in Australia and New Zealand. She helped to integrate various Region 10 chapters and is leading the effort to investigate the establishment of a single PMI Australia chapter, seeding the start of national initiatives. Her membership in several

PMI global committees extends the reach of the PMI brand and furthers the impact of project management.

In the opinion of one nominator, having a single PMI chapter in Australia “is essential for successfully positioning PMI as the ‘go to’ body for project

management. Ms. Slușanschi’s patience and perseverance managing and coaching very strong-minded characters ensuring that they are committed to the ‘big picture’ has been instrumental in bringing us together” to start the project to investigate the one-chapter option.

“My most memorable career achievement has been leading the successful creation

of the systems that support the New Zealand Emissions Trading Scheme,” said Ms. Slușanschi. “The New Zealand

Emissions Trading Registry helps fulfill New Zealand’s obligations under the Kyoto accord; it…is akin with a banking or trading system. Account holders may transact various kinds of carbon credits both within New Zealand as well as internationally, interacting with other account holders in any registry around the globe.”

Commenting on the importance of passion, Ms. Slușanschi said that “passion is vital for a satisfying life, both professional and personal. Passion is an emotional choice that makes what you do more enjoyable. Passion focuses your attention, so you forget any weariness, and you go above and beyond more frequently, all the while enjoying the journey. Passion is also infectious; when people witness your passion, it becomes much easier to inspire them. People then develop passion themselves; they become energized; they join you on the journey, becoming more creative. Ultimately, you get better and better at both driving the boat and making it go faster. And best of all, everyone gets to enjoy the process as well.”

The PMI Community Advancement through Project Management Award

This award recognizes a particularly significant achievement that improves the well-being of a community by completing a project or multiple projects, or by applying project management principles to the pro bono delivery services.

This year’s recipient in the individual category was Jessica Aldrich Berrada, PMP, for her spirit of volunteerism that resulted in measurable improvement to the social well-being and quality of life of the community. Ms. Berrada’s application of project management principles and tools

provided measureable improvement to communities from building maintenance to distribution of food and clothing to those in need.

Ms. Berrada is pro bono president and CEO of the Catholic mission organization Commissioned by Christ (CBC). The communities where the organization worked were in the United States, the Dominican Republic, Jamaica and Peru. She used various project management good practices in organizing volunteer teams and worked with local stakeholders to execute community improvement projects.

Anca Eugenia Sluşanschi, PMP

Jessica Aldrich Berrada, PMP

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Page 12 PMI Today December 2014

Leading Projects and Practitioners Feted Continued from page 11

The PMI David I. Cleland Project Management Literature Award

This award recognizes the authors of a publication for significant contributions and for advancing project management knowledge, practices, procedures, concepts or other advanced techniques that demonstrate the value of using project management.

For Project Think: Why Good Managers Make Poor Project Choices, this year’s recipients were authors Lev Virine, P.Eng and Michael Trumper. Project Think identifies and explains the paths of intentional and unintentional actions and explains how “choice engineering” can facilitate decision-making and encourage collaborative work.

The authors say that over the years, they have looked at the reasons why projects succeed or fail. “It seemed to us that a significant number of projects were great examples of Murphy’s Law—if something wrong might happen, it eventually will,” said Mr. Trumper. “We even thought of calling this this book ‘The Dark History of Project Management.’ But what is more amazing that in all these stories, the projects were run by good project managers with experience, knowledge and good intentions.

“Typically the success of these projects hinged on decisions made or not made,

“Project management is vitally important for volunteer activities because—unlike paid work—volunteer work is supremely finite in resources,” noted Ms. Berrada. “Project management principles applied to community service projects ensure that we don’t waste valuable donor dollars or volunteers’ time. All of us like to know that we’re making a difference when we volunteer, and using solid project management ensures that our volunteers know that every hour they spend is an hour we appreciate and use wisely.

“Project management is also valuable for volunteer activities in the community because it ensures that all of the stakeholders’ needs are taken into consideration,” continued Ms. Berrada. “One of the things that we’re very cognizant of at CBC is ensuring that the work we do is something that the community needs and wants. Because we are only a part of a community for a short period of time, we work with local missions and organizations to ensure the work that we do brings value to the community we’re serving. Engaging the people who know the community and its needs better than we do ensures that we’re not building a chapel when the

community really needs a new school with desks and chairs.”

In the organization category, the recipient was Dell PM4LIFE. This novel initiative was introduced to enable Dell project managers to give their time and expertise and transfer their project management skills to voluntary organizations in Ireland. The program involves on-site classroom training taking place at the voluntary organizations and based on PMI Educational Foundation material.

2013 PMI Ireland Chapter President Colum Horgan, PMP, noted the importance of the initiative: “When project management is done well, it is invisible.

Projects cycle through their planned stages on an anticipated schedule, bringing about the best possible results in the expected timeframe. This project … looks out from the professional sphere to the local community, where voluntary groups do essential work every day. Leveraging the expertise of project managers is vital to ensuring that the success of any voluntary effort is maximized.”

and we found that a lot of bad decisions were made due to poor or inadequate analysis,” he said. “As people, we make decisions, and therefore mistakes, every day of our lives. Because we are all cut from the same basic cloth, we all tend to make similar mistakes. By understanding the limits of our abilities and how they can affect our decisions, we can develop frameworks and processes to minimize their impact. Readers of our book will learn about the underlying reasons for the common mistakes and steps they can take to minimize the impact of our poor decisions and improve their projects.”

Dell team

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PMI Today December 2014 Page 13

Recognize excellence in projects, practitioners, community advancement, research, literature and project management education! Nominate entrants for the 2015 PMI Professional Awards. Nomination deadline for all awards is 1 March 2015. Learn more about the PMI Professional Awards Program at PMI.org/Awards.

The PMI Education Provider Award

This award recognizes and honors exceptional skills in the delivery and implementation of a professional development program in project management. In the corporate, government and association category, the recipient was IBM Corporation and its Project Management Skills Acceleration Program. IBM takes a strong technology role in project management and training, encompassing the PMI standards into its project framework. It considers the skills necessary for industry, business and geographic locations when designing its programs for skills acceleration, and its curriculum is available through the classroom and online.

Etsuko Mizui, PMP, Japan IOT PM Profession Leader, IBM Japan Ltd, said that “Project management training and education is of particular importance to an enterprise like IBM, given its global nature. By having a consistent curriculum, clients are assured that the same level of skills and experience are applied, no matter what the country and or industry. The development in our skills acceleration programs, of which training and education is just part, underscores IBM’s commitment to career development and progression.”

The PMI Education Product Award

This award recognizes exceptional professional development instruction or training material for project management students, trainees or practitioners.

This year’s recipient was Scrum Droid for its creative and highly interactive training approach to agile project management. This group activity to build a robot to assist in the rescue of workers in a collapsed mine is a tool to learn practices from the PMBOK® Guide. It allows pre- and post-testing of

project managers’ knowledge as well as “hands-on” experience. The product includes use of simulation in a real-time team environment, and learners are supported in a structured progression to test learning objectives and outcomes.

Marcin Żmigrodzki, PhD, PMP, PgMP, owner of the training company Octigo, said “We wanted to create a training that will not only teach principles of Scrum methodology, but also will demonstrate them in practice and convince the participants that it is worth applying them in agile projects.

“We believe that the objective of business training should be to transfer knowledge and above all convince the participant that a certain best practice, technique or methodology can actually help,” he continued. After all, “What is the value of knowledge if it is not applied on everyday basis? To our surprise, we discovered, when developing our previous business trainings, that motivation and practical demonstration are very key aspects of modern trainings. Maybe this is the reason why we received PMI awards in 2007, 2009, 2010 and 2013 for our trainings.”

Coverage of PMI Global Congress 2014—North America and its associated meetings will appear in January’s PMI Today®.

Scrum Droid in action

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Page 14 PMI Today December 2014

Please read the Call for Nominations carefully and in its entirety to ensure full understanding of the process.

In 2015, members of the Project Management Institute (PMI) will elect five individuals to serve on the PMI Board of Directors for a term spanning 2016-2018. Board member duties are as defined in the Bylaws of the Institute, Article VI, Section A, Board of Directors and the election process is governed by Section B, Directors of the Institute.

Bylaws Article VI: Section A. Board of Directors.1. General. The Institute shall be governed by an elected PMI Board of Directors. It is the duty of the PMI Board of Directors to carry out the purposes and objectives of the non-profit corporation.

2. Authority. The PMI Board of Directors shall be vested with the powers possessed by the non-profit corporation itself, includ-ing the powers, accountability and authority to: uphold and execute the organization’s purposes; appoint and remunerate agents and employees; disburse funds of the Institute; purchase, lease, sell, transfer and otherwise convey property; and establish and adopt such policies, rules, and regulations for the conduct of its business, responsibility, and authority as will be deemed advisable, insofar as any ex-ercise or delegation of authority is consistent

Call for Nominations for Open Positions on the 2016–2018 PMI Board of Directors

with, and does not conflict with, the Articles of Incorporation or Bylaws of the Institute (in their present form or as amended), or applicable law.

The PMI Board of Directors may establish and maintain boards and similar bodies that will serve as independent boards within the Insti-tute. Any such board may be granted certain autonomous authority and responsibility by the PMI Board of Directors through formal charter, to develop Bylaws, policies, programs and procedures concerning the operation of the autonomous board. All such boards shall operate consistent with these Bylaws and sub-ject to the limitations of their formal charter.

3. Functions. Accountable to the PMI mem-bership, the PMI Board of Directors shall be solely responsible and accountable for strategic planning and the establishment of policy with respect to activities of the Institute. The PMI Board of Directors shall oversee the manage-ment, control and supervision of the business, as well as other lawful activities and affairs deemed necessary to further the objectives of the Institute, including an annual report to PMI members.

4. PMI Board Composition. The PMI Board of Directors shall be comprised of twelve (12) to eighteen (18), at large, voting PMI Board of Directors. Three (3) of these voting PMI Board of Directors shall be elected and serve as Officers of the Institute.

5. PMI Board of Directors Limitations/Conduct. The PMI Board of Directors shall be granted the authority to establish policies and procedures specifying PMI Board of Directors limitations and conduct including, but not limited to, the following:

a. Compensation for Services. Directors (including Officers) shall not receive any compensation, or other tangible or financial benefit for service on the PMI Board of Directors. However, the PMI Board of Directors may authorize payment by the Institute of actual, reasonable expenses incurred by Directors regarding attendance at PMI Board of Directors meetings and other approved activities.

b. Compensation from Institute Activi-ties. Directors (including Officers) shall not receive any compensation, or other tangible or financial benefit from any element or activity of, or related to, the Institute, except as reimbursement for actual, reasonable ex-penses directly associated with such Institute element or activity, when authorized by the PMI Board of Directors.

c. Corporation and Director Independence/ Loyalty. All PMI Board of Directors (including Officers) shall act in an independent man-ner consistent with their obligations to the Institute and applicable law, regardless of any other affiliations, membership, or positions.

Nomination and Election Action Items and Timetable

PMI members in good standing for two consecutive years interested in seeking a nomination will need:• Two recommendation forms completed by members in

good standing for at least two consecutive years;• A signed Candidate Acknowledgement form; and• A completed Initial Nomination Evaluation form.

Forms may be found on www.PMI.org/nominations and must be submitted to the Nominating.Chair@pmi.org no later than 5:00 p.m. Eastern Standard Time (UTC -5) 1 February 2015.

Call for Nominations for Open Positions on the 2016–2018 PMI Board of Directors

Members selected to

interview will be notified

by the end of March 2015.

December January February March April May June July August September October

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PMI Today December 2014 Page 15

Continued on page 16

Section B. Directors of the Institute.1. Director Qualifications. All Directors of the Institute shall be eligible members in good standing for the past two (2) consecutive years. The PMI Board of Directors may, in its discretion, determine additional qualifications for Directors consistent with these Bylaws.

2. Length of Terms. Each Director shall be elected by the voting membership of the Institute and shall serve a term of three (3) years. Unless otherwise and specifi-cally authorized by these Bylaws, no PMI Board Director shall serve more than two (2) consecutive terms nor more than six (6) consecutive years.

3. Nomination/Election. Candidates for election will be nominated by the Nominat-ing Committee. The terms of the Directors shall be staggered to ensure that approxi-mately one-third of the Director terms of office expire each year. All PMI Board of Directors shall be elected by secret ballot by the voting membership of the Institute, the results of which shall be announced at the Annual Membership Meeting.

When functioning on behalf of PMI, each potential PMI Board candidate must be willing to serve and protect the interests of PMI. Additionally, each potential PMI Board candidate must have a high level of integrity and professional conduct (as stated in the current PMI Code of Ethics and Professional Conduct and the PMI Rule of the Board 12.1).

Per Rule of the Board 6.0.3, each candidate is expected to possess and will be evaluated against the following set of characteristics:

a) An appreciation of the value of the profession served by PMI.

The candidate has a good understanding of the profession served by PMI, along with its challenges, benefits and opportunities; and can articulate the value the practice of the profession brings to the successful performance of the strategic plan and/or goals of an organization.

b) The visionary strategic thinking capability to be able to understand the interests of diverse stakeholders, to assess the impacts of environmental and marketplace trends, and then to translate those interests and impacts into strategy.

The candidate can help formulate a future vision for an organization and can help to describe a strategy to achieve it; has the ability to identify and understand strategic risks and offer strategic guidance for resolving them; and has the capacity to provide a strategic perspective without needing to be engaged in the operational details.

c) The ability to operate effectively in global environments.

The candidate has a breadth of knowledge, understanding, and appreciation of global, regional, and local trends and can effectively interpret and use the information; is able

to recognize that one’s own viewpoint may be locally/culturally based and is able to be sensitive and open to views of others with a different local/cultural base; and has the capacity to think and contribute with a global viewpoint.

d) The experience of assisting in transformational change driven by strategic issues in a similarly sized or larger organization.

The candidate is able to understand, deliberate, and describe the benefits and challenges associated with a potential transformational change for a fast-paced organization; has held a leadership role in at least one significant strategically driven change in an organization; and has the ability to contribute to the identification and management of the consequences of such transformations.

e) The willingness and experience to serve others.

The candidate possesses passion and energy to understand and respond to the needs of others in an open, honest, humble, and altruistic manner; has actively participated in achieving constructive outcomes for others without regard to personal benefit; and has a strong interest in working on the advancement of PMI, its stakeholders, and the profession.

Election results will be announced at PMI Global Congress 2015—North America.

Interviews will likely be scheduled in early to mid-April via Skype (mandatory).

Biographical Summary Template and a digital color photograph for all nominees placed on the ballot must be received no later than 6 May 2015. Failure to comply may invalidate candidacy.

Election information will be electronically transmitted on or before 3 August 2015 to all eligible voters who have a valid e-mail address in the PMI database as of 30 June 2015. Visit https://my.pmi.org/Pages/ ContactInformation.aspx to update your contact information.

All electronic ballots must be returned by 5:00 p.m. U.S. Eastern Daylight Time (UTC-4 Hours) on 14 September 2015.

December January February March April May June July August September October

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Board of Directors Call for Nominations Continued from page 15

Page 16 PMI Today December 2014

For further information to obtain forms, to view “Becoming a PMI Board Director: A Video Overview” and take a short interactive course: “PMI— Becoming a Board Member,” visit www.PMI.org/nominations.

Address all nominations and inquiries to:2015 Nominating Committee ChairNominating.Chair@pmi.org

f) The experience and appreciation of working in a collaborative, collegial, respectful, and productive way with people having diverse backgrounds and viewpoints.

The candidate can work in a team environment; exhibits a spirit of inquiry by seeking, understanding, and valuing multiple viewpoints so that all issues are considered in the decision-making process; has the willingness and ability to clearly articulate a personal position, while being able to participate in achieving a more beneficial group-driven outcome; is able to protect the confidential nature of discussions; is willing to represent and accept accountability for group decisions with “one voice”; and can be open to constructive feedback on performance.

g) The experience of performing governing duties to meet legal and regulatory requirements inherent in the fiduciary oversight role of a board.

The candidate has the experience of performing a governance role performing fiduciary oversight of an organization; has the ability to independently evaluate the performance of an organization including financial, legal, leadership, and management; appreciates and understands the role of the PMI Board in regard to the proper caretaking/ stewardship of the organization; and is able to differentiate between board level work and staff-level work and to be comfortable performing only board level work.

h) The ability to use, in an appropriate manner, a network of contacts for the purpose of serving as an advocate for PMI and the profession.

The candidate has demonstrated the ability to use a network of contacts in one or more stakeholder communities relevant to the profession served by PMI; already uses the network professionally; and is willing and able to access the network in a selective and respectful way in order to serve as an advocate for PMI and the profession.

i) The willingness and ability to be an ambassador for PMI and the profession served by PMI.

The candidate has the willingness, capability and experience to speak in front of small and large groups using both self-prepared and externally prepared material; and possesses an appropriate demeanor when serving in public.

All candidates are obligated to abide by the established Nomination and Election Directors Rules of the Board as follows:

n Use of PMI Funds or Resources. No funds or resources of the Institute, or its components or employees, shall be used to support the nomination or election of any candidate or group of candidates except for information posted on the official PMI Election and Nominations Site or published through other PMI media in direct support of the election process.

n Candidates’ Communication. Candidates may only communicate one-on-one in response to communications initiated by another PMI member regarding their candidacy and only if the communication focuses on their qualifications. Mass communications by any means (e.g., postal mail, telecommunications, e-mail [regardless of whether the message is sent one at a time or simultaneously to a mailing list], meeting announcements, all social networks, etc.) are prohibited. If candidates have questions regarding communications, they should seek advice from the Nominating Committee or staff before responding to any communication. Candidates may not make reference to any other candidate or any existing or past Directors.

n Campaign Materials. No candidate or PMI member may utilize any campaign materials such as posters, buttons/lapel pins, digital communications, social media, group activities or sponsorships to promote a candidate.

n Candidates’ Communications with the Institute. Candidates should discuss the position with former Directors or a member of the Nominating Committee. Specific requirements of the position in terms of time, expense, meeting schedules, and administrative assistance should be explored.

n PMI Promotion of Particular Candidates. PMI and its components may not participate in any activity or provide opportunities at any PMI-sponsored or PMI component functions that promotes or negatively impacts a particular candidate.

n Election Material Acceptance. The President and Chief Executive Officer will accept only election material provided by the Nominating Committee.

n Compliance with Election Activity Rules of the Board. The Nominating Committee will ensure that all nominees, as a condition of expressing their interest in being a nominee, will submit a signed copy of this Rule of the Board verifying that they have read, understand and agree to abide by these policies and rules. This includes the following statement: “As a condition of my potential nomination or candidacy, I agree that I will not

initiate, encourage, accept or endorse conduct on behalf of my potential nomination or candidacy which is in violation of the policy relating to the election as adopted by the PMI Board. To violate this policy may result in revocation of my nomination or candidacy for office.”

n Nominating Committee and PMI Communications with Candidates. The Nominating Committee Chair, with the President and Chief Executive Officer’s assistance, shall supervise all communication to potential nominees, nominees and candidates, including any requests for the completion of the Nominee Qualification Form and the candidate package.

n Violation of Election Activity Rules of the Board. Any alleged violations of these Rules shall be addressed in accordance with PMI Bylaws Article VI, Section C, 6: “Disputes.”

PMI Board of Directors Culture, Principles, and ProtocolsIn addition to the guidance provided in the Bylaws, Rules of the Board and other governing documents, the PMI Board of Directors embraces the PMI Board of Directors Culture, Principles, and Protocols, found at www.PMI.org/en/About-Us/~/media/PDF/Governance/Board-Culture-Principles-and-Protocol.ashx, for review and awareness.

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PMI Today December 2014 Page 17

s India prepares for change from the previous government to a state of swift action of the new

government, it needs to stay focused on long-term development and not mere short-term measures for populist rea-sons. To attain Prime Minister Narendra Modi’s promise of “achche din” (good days), the mantra must be sustainable growth. PMI India’s Project Manage-ment National Conference 2014 used “Project Management—the Mantra for Sustainable Growth” as a timely theme to discuss how project management can provide the country the competence it needs to plan and execute projects well.

The sixth annual conference, organized by the PMI Pearl City, Hyderabad Chap-ter, took place in Hyderabad. Delegates from around the country attended to gain knowledge and insights on project management from the experts, share their experiences and network with peers and seniors.

While keynotes by PMI leaders, industry experts and senior government officials added to delegates’ knowledge bank, talks by a spiritual leader, a theater personality and a cricket star provoked thought and ideas on life-skills improve-ment. There were project management lessons to learn not just from the experi-ences of others but also in the stories of wit and wisdom from ancient times that many of the speakers recounted.

The coveted PMI India Project of the Year awards were presented during the conference. These annual awards recognize and honor organizations for their outstanding project management practices. Larsen & Toubro won the Project of the Year in the large category, the Indian Oil Corporation Ltd. won in the medium category, and National Thermal Power Corporation (NTPC) Ltd. won in the small category. The Evangeli-cal Fellowship of India Commission on Relief was awarded the winner of the

A

PMI India News

National Conference Explores Project Management as Tool for Sustainable Growth

Project of the Year for nongovernmental organizations, and NTPC picked up a sec-ond award, the Project of the Year in the contribution to the community category.

Insights from Keynotes During the inaugural session, PMI Chair Ricardo Triana, PMP, spoke about the need for organizations to be prepared to manage the skills deficit in the market in the coming years, and for practitioners to adapt to the changing business environ-ment and learn the necessary skills for career progression. “For new projects to take off, the real problem is not money but people,” he said. “Organizations and practitioners need to prepare to match skills with requirements. The economy is changing and you have to be prepared for any eventuality.”

Raj Kalady, managing director, PMI India, urged delegates to come forward for chapter volunteering activities. “Good things happen when you are involved with PMI. Rather than hearing it from me, learn about the benefits of be-ing with PMI from these long-standing members who have been with PMI for over 10 years,” he said.

Continued on page 28

PMI India Managing Director Raj Kalady

Evangelical Fellowship of India Commission on Relief team, winner of Project of the Year for nongovernmental organizations

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Page 18 PMI Today December 2014Advertisement

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PMI Today December 2014 Page 19

MI Educational Foundation (PMIEF) grants strengthen education worldwide by promoting the

integration of project management into secondary school curricula. As a result, young people not only develop skills to help them more smoothly transition to college and career, but they also identify connections between classroom studies and the real world. This year, PMIEF awarded eight grants totaling US$550,000 for initiatives expected to reach at least 250,000 individuals in 20 countries. With the addition of these initiatives, PMIEF grants since 2012 total US$1.9 million and have reached 346,000 individuals in 23 countries.

Organization: Destination Imagination (DI)

Initiative: PMIEF-DI Initiative for PM-Rich Student Competitions

Grant: US$99,790 for 2 years

Purpose: This grant integrates project management into both DI’s competition and the Conrad Spirit of Innovation Challenge. Secondary school students, teachers and volunteers will acquire and strengthen skills that can be applied to these competitions, educational and occupational pursuits, and everyday life. Funds will underwrite the creation of new tools and templates that leverage PMIEF’s no-cost educational resources. The grant will also enable the organization to develop Web-

P based training to facilitate use of the revamped curricula. DI will reach an estimated 200,000 youth and 38,000 adult mentors in 17 countries through these PMIEF-funded activities.

Organization: Education Service Center Region 10 (ESCR 10)

Initiative: Introduction to Project Management for Educators

Grant: US$13,520 for 6 months

Purpose: ESCR 10 adopted and adapted PMIEF’s “Introduction to Project Management for Educators,” an online training course developed in 2012 in partnership with Boise State University to support teachers’ instruction. One of 20 regional service centers established by the state legislature in 1967, ESCR 10 serves more than 650,000 teachers and 53,000 students in northeast Texas, USA. Through a pilot with regional secondary school teachers, ESCR 10 provided professional development for educators as well as determined how best to customize the course to meet teachers’ needs statewide. The initiative particularly targeted career and technical education teachers, since Texas now requires that project management be integrated into these curricula. The PMI Dallas Chapter collaborated with PMIEF to help the foundation create this partnership.

Grants Total US$550,000 for 2014; Total Grant Investment Since 2012 is US$1.9 Million

Organization: Integrated Community Development Initiative (ICODI)

Initiative: Project Management Skills for Primary and Secondary School Teachers

Grant: US$50,000 for 1 year

Purpose: This initiative builds on a 2012 PMIEF grant to ICODI that delivered project management training to 500 Ugandan youth ages 13 to 20. By utilizing PMIEF’s no-cost resources such as Project Management Toolkit for Teachers® and Project Management Skills for Life®, this year’s grant will equip 200 primary and 200 secondary school teachers and administrators with project management skills so that they can integrate this knowledge into curricula. In addition, ICODI will develop a series of train-the-trainer modules so that the 400 educators can transfer their project management knowledge to colleagues, parents and people in the community, thereby increasing the reach and impact of this grant.

Organization: Junior Achievement USA (JA USA)

Initiative: JA Online Project Management Module on Demand (MOD)

Grant: US$122,000 for 1 year

Purpose: This grant will support JA USA to develop and pilot a Web-based module so that the organization can integrate project management into its

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Page 20 PMI Today December 2014

signature initiative, the JA Company Program, and a myriad of other JA USA programs. By leveraging PMIEF’s Careers in Project Management™, JA USA will reach an estimated 10,000 middle and high school students during the pilot and 1 million young people in North America following the MOD’s full rollout. The project management MOD will be among the first that JA USA implements and will be linked to all other JA USA MODs, which are currently under development. This grant boasts the potential to reach 10 million young people, pending Junior Achievement Worldwide’s adoption of the project management MOD.

Organization: Ladies of Virtue (LOV)

Initiative: LOV CARES

Grant: US$6,900 for 6 months

Purpose: In partnership with the PMI Chicagoland Chapter, this initiative delivered project management training to young women ages 10 to 18 with special attention paid to the 2014 LOV CARES theme, Healthy Lifestyle. LOV leveraged PMIEF’s Project Management Skills for Life® to foster young people’s civic engagement by preparing them to use project management to create community workshops aligned with this year’s focus. The knowledge that program participants acquired promoted their understanding of teamwork, problem-solving and leadership for 21st century success.

Organization: Teen S Team Plus (Teen S)

Initiative: Un-Bully-Able We

Grant: US$13,000 for 7 months

Purpose: A second grant to Teen S following PMIEF’s 2013 funding will enable the organization to again deliver project management training to high school students so that they can research, develop, implement and monitor a middle school anti-bullying program. Reaching approximately 1,000 youth in the Sacramento, California, USA region, Teen S will partner 9th and 12th grade students in peer mentoring relationships so that they collaboratively apply their lessons learned to support the social and emotional development of 7th and 8th graders. This grant also leverages PMIEF’s no-cost educational resources to showcase how project management can be applied to address a significant challenge that students may encounter.

Organization: Veterinary Association for the Cooperation of Developing Countries (AVEC-PVS)

Initiative: Kubunina: A Sustainability Model for Schools in the Congo, Part II

Grant: US$80,458 for 2 years

Purpose: The foundation’s support of this initiative will enable AVEC-PVS to lead intensive project monitoring, offer technical assistance and purchase necessary equipment to further support the activities funded by PMIEF’s 2012 grant. In collaboration with the PMI Northern Italy Chapter, AVEC-PVS has helped mitigate the detriments of poverty in the Democratic Republic of the Congo by helping youth and adults develop and apply project management skills to income-generating agricultural activities. The money raised helps underwrite young people’s schooling costs. The 2012 grant has reached more

than 1,500 youth and 300 parents. It has also paired Congolese and Italian students in 14 schools (seven per country) in a cultural twinning program to help them learn more about one another and the world in which they live.

Organization: World Federation of United Nations Associations (WFUNA)

Initiative: Mission Possible: Creating Global Change Agents—A PMIEF-WFUNA Global Education Program

Grant: US$195,000 for 1.5 years

Purpose: This PMIEF grant will help empower youth in India and Nepal to become change agents who implement societal projects that address local and global challenges. The initiative, which will leverage PMIEF’s Project Management Toolkit for Teachers®, will deliver project management training to secondary school teachers and at least 600 students in five schools. Young people will apply these skills through their design, implementation and assessment of societal projects that address local and global issues. The program is also expected to reach at least 6,000 indirect beneficiaries as participants share lessons learned through dialogs, activities and societal projects. The grant will culminate with an international convening at the United Nations in New York, New York, USA, where students will showcase their work.

Grants Total US$550,000 for 2014; Total Grant Investment Since 2012 is US$1.9 MillionContinued from page 19

For more information about PMIEF, including the no-cost educational resources that 2014 grantees used, please visit www.pmief.org.

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PMI Today December 2014 Page 21

Events Calendar congresses | conferences | seminars | symposiums | webinars

Free listings in the PMI Today® Events Calendar are reserved for activities organized by PMI, its communities and its cooperating organizations. For information on how to advertise in this calendar, please email advertising@pmi.org. Please see PMI’s online Events Calendar for more events, including those sponsored by Registered Education Providers and other suppliers of related goods and services.

SeminarsWorld® EventsLeading subject matter experts share their experience and deep knowledge on a variety of emerging topics. Whether you are looking to build your leadership skills, work on soft skills such as communications and collaboration, or delve deeper into agile, these events provide unique opportunities to learn and connect with the project management community.

Date Location16–19 February San Antonio, Texas, USA23–26 March Scottsdale, Arizona, USA27–29 April Seattle, Washington, USA18–21 May Philadelphia, Pennsylvania, USA15-18 June Toronto, Ontario, Canada

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

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

Learn and Earn PDUs with Communities of Practice Webinars and Events

JANUARY 2015

19−21 JanuaryPMI Arabian Gulf Chapter15th PMI-AGC Conference

Manama, Kingdom of Bahrain. PMI Arabian Gulf Chapter presents its biennial conference. The theme is “Delivering GCC 2030 Vision through Excellent Project Management.” This event serves as a forum for project management practitioners, engineers, planners, academicians and management to interact, share their experiences, improve their knowledge and showcase their projects and best practices. A number of parallel tailored pre and post-conference tutorial workshops will be held. www.pmiagcconference.com/2015.

MARCH 2015

25–27 March PMI Singapore ChapterPMI Singapore Chapter Regional Symposium 2015

Singapore. Regional Symposium is the premier conference for more than 1,000 project management practitioners, executives, and scholars in the management space. Symposium 2015 brings networking opportunities and features leaders from industry to inspire and motivate you to lead. The program theme is “Today to Tomorrow: Leading Vision to Reality.” pmi.org.sg.

UPCOMING > PMI® GLOBAL CONGRESSES AND EVENTSPMI® Global Congress 2015—EMEA London, U.K., 11–13 May 2015http://congresses.pmi.org

11 December— 2:00 p.m. to 3:00 p.m. Eastern Time (GMT -5)PMI Leadership in Project Management Community of PracticeVision to ValuePresenter: Todd WilliamsMore information and to register: http://leadershipinpm.vc.pmi.org

12 December—12:00 p.m. to 1:00 p.m. Eastern Time (GMT -5)PMI Requirements Management Community of PracticeThe Relationship Between the PM and the BAPresenter: Ori Schibi, PMPMore information and to register: http://requirements.vc.pmi.org

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

PMI Today Deadlines: FEBRUARY 2015 ....................... 15 DECEMBERMARCH 2015 .............................. 15 JANUARY

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

Advanced Risk Management4–18 December

Agile in the Project Management Office4–18 December

Agile Project Management4–18 December

Project Integration Management— Simulation 4–18 December

Understanding Organizational Change11–18 December

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

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Page 22 PMI Today December 2014

he 5th PMI China Congress, held in Shanghai, drew over 1,500 people from 650 organizations

in eight countries. With each PMI China Congress gathering over 1,000 people, this annual event has become one of the biggest and most influential project management assemblies in the Asia Pacific region. The theme of the event was “Project Management—Change and Innovation.”

The PMI China Congress serves as a timely informative platform for local project management practitioners from each field, allowing the dissemi-nation of advanced project manage-ment concepts, trends and hands-on case studies from subject matter ex-perts and seasoned project managers.

The two-day agenda comprised a first-day plenary session and four breakout sessions on the second day. The plenary session featured keynote speeches by PMI Chair Ricardo Triana, PMP, senior enterprise executives and subject matter experts from home and abroad, as well as panels carried out by PMI China Project Management Award winners and PMI chapter leaders in Asia Pacific.

Mr. Triana presented “Delivering Value: The Next-Generation Project Manager,” discussing global marketing changes and trends and what the next-generation project manager needs (leadership and strategic management skills) to succeed in the current complex business environment. He demonstrated via several case studies how high-performing organizations achieve their goals through talent management.

Liu Zhongsan, Director of the Train-ing Center of State Administration of Foreign Experts Affairs (TCSAFEA), PMI’s strategic partner in China, briefed on project management developments in China propelled by PMI and TCSAFEA. Ray Ju, past president, PMI San Francisco Bay Area Chapter and IS senior project manager, Sutter Health, shared his in-sight on the project manager career path from an innovation standpoint. Professor Wang Xiaojin, Yunnan University, stressed the concept of project man-agement driving organizational change through an analysis of PMI’s Managing Change in Organizations: A Practice Guide. Dr. Mohamed El-Refai, executive leader of the Architecture Center of

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PMI China News

Change and Innovation is Theme of Fifth China CongressExcellence at IBM Greater China Group, shared the results from Global Technology Outlook, an IBM report.

The second-day breakout sessions brought more diversified best-practice sharing under the topics of “Change and Agility,” “Project Management Office,” “Career Development” and “Innovation.” Experienced speakers from the automobile, IT, finance, energy, engineering and e-commerce industries shed light on project management adoption in their sectors.

The Career Center booth at the congress has been well received since its launch, and this year’s project management job information was collected from Comau,

From left, Bob Chen, PMI China managing director; Xu Jun, vice-director (biotechnology platform), Wilmar; Qi Yuemin, assistant president, UnionPay; Craig Killough, PMI vice president, organization markets

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PMI Today December 2014 Page 23

IBM, Huawei, BASF and ZTE. There was also a partnering with Liepin.com, a major job hunting website in China, listing project management jobs from their channel, some with annual salaries of over one million RMB.

Award RecipientsAs an influential project management organization in the Greater China

From left, Michael DePrisco, PMI vice president, academic and education programs; Chen Mingyou, deputy president, YGsoft; Roberto Guida, contract and project management vice president, Comau; Guo Yun, contract and PMO China manager, Comau China.

enterprises as well as organizations from each industry.

For 2014, the Project of the Year award went to Comau BMW Brilliance 30U Rear Floor Line Project and Zhuhai LNG Project by GuangDong ZhuHai Golden Bay LNG LTD (controlling shareholder CNOOC (China National Offshore Oil Corporation) Gas & Power Group). Outstanding project awards were given to Shenhua Group ERP System Construction Project, Michelin ERP Backbone China Project and South Xinjiang Natural Gas Pipeline Engineering Project by Tarim Oilfield Branch of China National Petroleum Corporation (CNPC).

In the PMO category, Huawei China region PMO won PMO of The Year. Wilmar Global R&D Center PMO and China UnionPay Data Center Project Management Office received the Excellent PMO award. Additionally, Bureau of Labor Insurance Mainframe Computer System Hire Case won the project award for the Taiwan region.

area, PMI China initiated its project management award program in 2010, taking PMI foundational standards as benchmarks and evaluating many leading domestic enterprises and China branches of multinationals with excellent project management performance. Since its launching, the program has been supported by China’s government sector, many state-owned

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Page 24 PMI Today December 2014

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Chapter Links news | people | projects

Ms. Farley also had the opportunity to speak to hundreds of engineering students from the Sriwijaya University and Binadarma University. Feedback indicated 20 students were interested in joining PMI.

The chapter is planning its biggest project management symposium next year at the 5th SymEx in the capital city of Jakarta.

ymEx is the annual premier event of the PMI Indonesia Chapter, designed to allow practitioners

to explore the many facets of the profession. SymEx is not only for Indonesian project managers, but also to show the world that Indonesia has a big concern in delivering proper projects.

Themed “Driving Sustainable Business Through Project Management,” the symposium facilitated the sharing of project experiences, knowledge and skills of notable speakers and project management experts. The chapter was honored to host prominent speakers including Jane Farley, FPMINZ, PMP, director, 2014 PMI Board of Directors; Hasnul Suhaimi, MBA, the CEO of XL Axiata; chapter leaders from the PMI Sydney, Australia Chapter, PMI Malaysia Chapter and PMI Austria Chapter; Associate Professor Aaron Chia from National University of Singapore; energy executive Rudianto Rimbono, and many more.

This event was attended by 150 people from Indonesia, Malaysia and Singapore, with more than 90 percent reporting being satisfied with

PMI Indonesia Chapter www.pmi-indonesia.org

“Driving Sustainable Business Through Project Management” at SymEx

S the event. The keynote speaker, Ms. Farley, presented a global perspective on how markets are transforming, with a broad overview of organizations and the challenges project managers face to stay competitive. Another keynote speaker, Mr. Suhaimi, talked about how project management supports telecommunication companies aiming to transform their business.

SymEx participants

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PMI Today December 2014 Page 25

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Chapter Links news | people | projects

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

Events Break Attendance Record Againhe two main events of the PMI Rio Grande do Sul Chapter keep breaking attendance records year

after year.

The 8th Annual Lecture Series, a four-day long event that happens at the Serra Gaúcha branch, has doubled its size this year. During four days, approximately 400 people attended training sessions and took advantage of lectures and discussions on project management.

The main chapter's event, 11th PMI-RS Project Management Seminar, took place over four days in September and featured a diverse program consisting of nine workshops and more than 20 lectures. Approximately 900 people attended the seminar, themed “The Future of Project Management: Trends and Changes in the Global Scenario.” PMI Vice President, Practitioner Markets Brian Weiss spoke on how companies can prepare for the shortage of talent and manpower in the project management field.

Both events were supported by a highly committed team of volunteers. The chapter counts on 130 active volunteers building professionalism by sharing their time and talents in several activities, including the organizing of these events.

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The chapter board and volunteers

Annual seminar audience

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Page 26 PMI Today December 2014

From left: Tatiana Rivera, NYU-SPS; Suzan Cho, PMP, PMINYC vice president of outreach; Larry Mantrone, CSM, PMP; Frank Saladis, PMP, PMI Fellow; Josh Lerner, CSM, PMP; and Charles Cirronella, ITIL

Chapter Links news | people | projects

PMI New York City Chapter www.pminyc.org

Panel Discussion Focuses on Project Management Careers

arly September was a good time for a panel discussion on project management careers.

Co-sponsored by New York University, School of Professional Studies (SPS), the event brought out an enthusiastic audience of 40 SPS graduate students and PMI New York City Chapter (PMINYC) members. Suzan Cho, PMP, vice president for outreach, moderated the panel discussion by PMINYC mentors Larry Mantrone, CSM, PMP; Frank Saladis, PMP, PMI Fellow; Josh Lerner, PMP; and Charlie Cirronella, ITIL.

The evening started with a lively conversation when panelists posed a question to the audience: Why are you interested in project management as a career? The desire for variety, innovation and challenge quickly emerged as a common theme.

Ms. Cho then engaged the panelists in a discussion of the global reach of project management. This topic led to the issue of virtual teams, along with challenges for communication and personal

management skills. Communication skills dominated the discussion as a key factor in the success (or failure) of projects. Panelists identified other qualifications for effective project managers: leadership, relationship skills, organizational skills, flexibility and political savvy. They said that aspiring project managers can also gain an

EBy Mimi B. Rosenfeld, MBA, PMP

Chapter Experts Meet with Delegation from China

advantage with Project Management Professional (PMP)® certification, business experience, industry expertise and technical knowledge.

Afterward, the panelists and audience networked over refreshments. A follow-up workshop was scheduled for November, with a focus on résumé writing and the job search.

Dr. Pan Kao, DTM, PhD, PMP, a past president of the PMI Los Angeles Chapter, contacted PMINYC to offer an opportunity to meet with a 24-member delegation of the Aviation Industry Corporation of China (AVIC) from Beijing for an exchange of experiences, methodologies and lessons learned from large-scale projects.

On short notice, Ms. Cho formed a small, high-performance team of four project management experts: Edward Kleinert, PMP; Lawrence Mantrone, CSM, PMP; Anita Dhir, PMP; and Te Wu, PMP, PgMP, PfMP. This special meeting of the minds took place at Touro College, Graduate School of Business in downtown Manhattan.

Ms. Cho extended a warm welcome on behalf of PMINYC to the AVIC delegation, presenting information on PMI and PMINYC, global connections and the abundance of resources.

Speakers from the chapter presented on the business case and the project management life cycle model; the project management framework,

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PMI Today December 2014 Page 27

Chapter Links news | people | projects

PMINYC speakers and Suzan Cho, PMI vice president for outreach (far left) with AVIC executives

PMI Los Angeles Chapter www.pmi-la.org

Volunteers Participate in Africa Trade Eventhe Pan African Global Trade Conference is an annual event conducted to discuss current

issues related to promoting and facilitating international trade and commerce between the United States and the African continent. It took place in 2014 near Los Angeles, California, USA. The conference emphasized many promising sectors in Nigeria and the Bauchi State of Nigeria, including agriculture, energy, information technology and tourism.

Conference organizers approached the PMI Los Angeles Chapter to participate in order to emphasize the importance of project management in economic and business development. The large and complex nature of the multiple projects to be undertaken in Bauchi State requires impeccable stewardship, governance and

accountability to ensure activities are completed on time and within budget.

Volunteers from the PMI Los Angeles Chapter hosted a booth over the two days. The team educated the audience on the PMI organization, the range of qualifications and the tools, techniques and processes necessary to bring projects to a successful conclusion. Chapter President Jerry Wang, PMP, served on the panel to address the key issue of product and project deliveries. Other chapter members supporting the event were Jacquie St James, Lilybeth Dee and Dennis Chang, PMP.

The conference is organized primarily by the Africa-USA International Chamber of Commerce and Industry. It is a catalyst for public/private partnerships that promote and develop the emerging

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Dr. Isa Yaguda (second from left) with officials from Nigeria

predictive to adaptive; the value-added services of project management and lessons learned; the impact of technology and procurement; and the enterprise project/program/portfolio management and strategic business execution.

This was a high-energy, high-impact event and well received by all. PMINYC is very grateful for all the speakers for their generous last-minute support to make this possible. We were happy to have had this opportunity to share project management insights with our special guests from abroad.

economies of Africa through multilateral trade and foreign direct investment.

A primary speaker at the event was His Excellency Dr. Isa Yuguda, the Governor of Bauchi State of Nigeria.

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Page 28 PMI Today December 2014

Expanding on the conference theme, conference chairperson Srinivas Kopparapu, PMI-ACP, PMP, said that to fulfill one’s vision, one has to achieve one’s goals repeatedly, and such sustainable success comes only through a deep sense of focus and commitment.

Through the next two days, speakers from industry, government, entertain-ment, sports and spirituality provided in-sights on ways to become more effective project managers. The experts included:

n Ramesh Iyer, managing director, Mahindra & Mahindra Financial Services Ltd., urged practitioners to take collective responsibility for project failure, just as they collectively create a project ecosystem.

n Alok Lall, business group director, Microsoft Office Department, enumer-ated ways in which an organization can leverage existing technologies and drive growth to achieve project success.

n NVS Reddy, managing director, Hyderabad Metro Rail Ltd., spoke about the challenges that this massive public-private-partnership project is facing and the measures that are be-ing adopted to complete the project within scope and schedule.

n Theater personality and advertising filmmaker Alyque Padamsee put his audience’s engagement skills to good use as he took delegates on a short journey through current politics, literature and history to show unique qualities in leaders.

n Former Indian cricketer VVS Laxman energized the audience with stories from his childhood, the cricket field, and the players’ dressing room, and some important lessons that helped him stay focused and motivated during his early, checkered career.

n Vedic preacher and founder of Jeeyar Educational, Sri Chinna Jeeyar Swami, spoke about the need for an emo-tional connection at work to achieve results in a de-stressed environment.

Other Knowledge SessionsEarly-bird registrants for the conference received a bonus session in the form of an engaging workshop on how to set up a project management office. The full-house, pre-conference workshop set the tone for the remaining three days of a highly participative event.

Through two other interactive sessions—an interview on entrepreneurial skills and a panel discussion on institutionalizing project management in the govern-ment—delegates got an up-close look at how different challenges need different, inventive approaches.

A key highlight this year was seven case study presentations on wide ranging topics, including a large IT moderniza-tion project at the 160-year-old Indian postal department, the making of a new terminal at Mumbai International Airport while the airport was still operational, and applying project management in mergers and acquisitions.

Delegates also looked forward to the technical paper presentations by peers. This year, 21 technical papers were pre-sented. For the first time this year, prizes were awarded for the two best technical paper presentations.

Not Just Knowledge GatheringEach year, the conference host chapter enhances the experience of delegates by adding a new touch to an existing con-ference feature. This year, the hosts had created new opportunities for delegates to network and some exciting ways to take back memories of the conference. They included a highly popular “selfie” contest in which delegates competed with each other to take the maximum number of “selfies.” The other must-do at the conference was a visit to the photo booth that had an image of Hyderabad’s historic Charminar mosque as a backdrop and placards with fun, pithy messages on project management as props.

There was excitement in store right up until the end of the conference. The project management quiz took an inventive form this year with the inclusion of a “practical round” in which contestants built a tower using spaghetti and paper cups.

At the end of the third day, the baton for hosting the conference was passed on to the president of the PMI Bangalore, India Chapter. The dates of the 2015 confer-ence will be announced later.

PMI India News Continued from page 17

Audience at PMI India Project Management National Conference 2014

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