Newsletter

Newsletter September 2011

HR professionals and headhunters classify skills into two categories, hard skills and soft skills. ―Hard‖ skills are easier to define because they apply to a specific function – computer programming, database management, driving a truck, piloting a plane, designing a house or office building (architect), building a cabinet (carpenter) or wiring a building electrician). Soft skills, on the other hand, embrace all the inter -personal relationships vital to selling a company‘s products or services. In the past, many organizations considered hard skills more important than soft ones when considering job candidates. While an IT or engineering company may initially put more weight on technical skills when evaluating job candidates, they look for candidates who have both. They‘re ultimately the most valuable because they have the potential to go the furthest. People Skills Open Career Doors The quality of interpersonal or people skills is one of the important reasons rank-and-file employees are promoted to management positions,‖ according to John Agno, an Ann Arbor, Mich.-based executive coach and career counselor. ―As they move up the organizational ladder people skills become even more important. ―Executives are promoted for their abilities to ‗bring in the numbers,‘ take tough stands and create strategic plans,‖ says Agno, ―But when they bomb, it is usually because of poor or mediocre people skills.‖

Webinar (1 PDU) How a Portfolio, Program, and Project Management Maturity Assessment was used to achieve a Business Transformation with Greg Gavarkovs on Thursday, September 8, 2011 PMP Review Sessions with various instructors Saturdays, September 10 to November 26, 2011 Continuing Education (4 PDU’s) Welcome to Your Brain - Master Class in Memory Development with Bob Gray, CSP on Saturday, September 17, 2011 Monthly Event (1 PDU) Running Against the Wind and Getting Nowhere with Chala Dincoy-Flajnik on Thursday, September 29, 2011 Career Development Day (7.5 PDU’s) on Saturday October 1, 2011 (See page 6 for full details)

WHAT’S INSIDE Four Tips for Improving People Skills by Bob Weinstein, PMP . ........................................ 1 Everything You Ever Needed to Know about Running a Project, You Could Learn by Climbing a Mountain by Catherine Daw, PMP . ....................................... 2 The Value of Holding Multiple Project Management Credentials by Gareth Byatt, Gary Hamilton, and Jeff Hodgkinson . ........................................................................ 3 Get Out There! by Michelle LaBrosse, PMP ...................................... 4 New Members ............................................... 10-12 PMI-SOC Corporate Sponsors .............................. 13

(Continues on Page 7)

SOC Executive List .............................................. 13

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Everything You Ever Needed to Know about Running a Project, You Could Learn by Climbing a Mountain By Catherine Daw, PMP Deciding to climb Mount Kilimanjaro in January 2005 was a conscious decision and part of my life list of goals. It was an experience of a lifetime and certainly has made me view life from an entirely different dimension. And that’s what this kind of experience should do! In planning, executing, reaching the summit and reflecting back on the adventure I realized the parallels with running a project. First, you must set goals. Setting goals in life and on a project are critical as they give us energy, a sense of direction, confidence and a sense of meaning. Simply thinking about them or verbalizing them is not enough. When we write them down they become real. For me, committing the goal to paper – in this case the Kilimanjaro climb - and then starting to talk with others about my decision made the situation very real. That is when the journey to the summit really began. The goal itself had a number of parts: physical; personal development; its application in the work place and

generosity (it was a climb for charity). All of these had to be taken into consideration as I began on the next stage, planning. Personally, I need goals that will stretch me well beyond what I think I am capable of doing. This allows for tremendous growth, realizing I can go much further than I ever thought possible and, along the way, learn as I prepare for reaching my next goal. In projects we need to do the same. With a stretch or a stride we can constantly amaze ourselves and achieve far more than imaginable. Ordinary folk really can achieve extraordinary results. With a clear and real goal in mind, we must plan. Whether it be a project or a personal goal, time spent on upfront planning is crucial and typically pays off with the resulting achievement. In our case, we booked our trip in May 2004 with a departure date of January 15, 2005. This gave us plenty of time to plan, prepare, budget and ensure all of the right components were in place for ultimate success. Preparation really is everything. It ensures you are ready, willing and able. It provides the means to visualize the end result, giving you an idea of what is needed to

succeed. If you are at the bottom of the mountain you have an idea of what it will take to climb. And so you plan accordingly. For our climb we needed to not only train (an average of five days/week for five months including a hike on the weekend averaging four to five hours) but also needed to meet other requirements including shots, medications, equipment, flights and tools. We had to be prepared for the risk factors and ensure contingencies and mitigation strategies were put in place. Wills were updated, cancellation insurance acquired, backup staff were given responsibility for the business while we were away and a route was chosen that would be longer than usual but boasted a higher rate of success at summiting (our ultimate goal). In planning we often forget to include flexibility; the concept of re-planning along the way. In other words, you begin to execute your plan and find, through some experience or additional information, that you need to make adjustments in order to assure your ultimate success.

(Continues on Page 8)

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The Value of Holding Multiple Project Management Credentials By Gareth Byatt, Gary Hamilton, and Jeff Hodgkinson Whether you are a current practitioner in program or project management or you are considering a career in this profession, you may have thought about the value of obtaining one or more project management credentials. If you are already certified and/ or have one or more credentials, you may be contemplating ‘broadening your armory’ by seeking additional credentials or certificates in program or project management. For many reasons, the three of us are believers in holding credentials. To prove our point, a quick review of our bios at the end of this article shows that we all have several program and project management credentials. So what is the benefit of obtaining one or multiple credentials? Is there a typical value against the investment in time and money? As we discuss the value of program/project management credentials, we will approach it from the point of view of varying levels of one’s career. Let us first consider the viewpoint of a recent college graduate in our profession. A recent four-year college graduate will have invested significantly in real money and time to obtain their degree. During the course of their undergraduate education, they have likely had some exposure to a real-life project. Nowadays, even elementary school students sometimes work on

research, business, IT or other types of real-life projects as assignments, either individually or as a group. The majority of today’s employers will typically look for evidence of project work and the ability to successfully work on projects. Yet, how many recent college graduates also seek out entry level credentials in project management, such as CAPM, IPMA Level D, PRINCE2 Foundations or Projects+ as part of their education? When compared to the average cost of a typical four-year undergraduate education in any country, one or more of these ‘entry level’ project management credentials can be obtained for a relatively small additional amount. In the current job markets worldwide, competition for good jobs is fierce, especially amongst those entering the market for the first time. Having an entry level Project Management credential not only shows initiative, it may also allow new graduates to differentiate themselves, especially within professions in which project work entails a significant percentage of the role. Let’s now approach the question from the prospective of the young professional who has been employed for three to eight years, and may be growing into (if not already in) a mid-level position. Over the course of their professional career to date, they have probably worked on one or several projects, perhaps having led a project for their employer. How does the young professional

Gareth Byatt

Gary Hamilton Jeff Hodgkinson

know what expectations exist of them, either as a project contributor or as a project lead? Organizational assets to guide people exist in most companies, but, assuming they are present, they can only serve the professional to a degree. Gaining experience is an important ingredient of managing projects, and blending experience with professional study/skills development can help move them forward. By seeking higher level credentials, the young professional is demonstrating a keenness to learn standard practices in project management. Lastly, let’s consider the mid to senior level project professional that has been in their career for more than eight years. You may be asking yourself, “If I have eight or more years of experience within an industry and already hold a project management degree and/or credential from a chosen organization, what, if any, benefits exist if I expand my credentials? Surely, for me, it’s experience that counts.” To answer this question, you must first consider your own long-term career ambitions and your work situation. Will your employer be conducting business with organizations that ascribe to a project management methodology different than their own? (Continues on Page 9)

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Get Out There! By Michelle LaBrosse, PMP

A serious condition is spreading like fireweed across corporate America. The symptoms include glazed-over eyes, droopy shoulders, cramped hands, aversion to natural lighting, and a permanent butt print in your office chair. This condition is called Corporate Zombie Syndrome. It can strike when one spends far more time looking at a computer than not, or hasn’t talked to a real coworker—except through WebEx meetings—in months. But don’t worry, there is a simple cure that can alleviate these symptoms and get you out of your Corporate Zombie state. That cure is to Get Out There! The technology age that we live in provides everything imaginable at our fingertips, which creates an environment by which we can do many jobs without leaving a desk. There are days when I am quite productive without leaving my office, or even my chair. Although, some very important components of your professional career are lost when you hide behind your computer screen, so it’s important to make sure you take the time to get out there to advance your career.

Don’t eat alone. It is a common scene in many businesses— people eating lunch hunched over their computers, dripping mustard in their keyboards, and trying to type with one hand while eating with the other. This type of rushed food frenzy is not only bad for your digestive track, but bad for your professional life as well. While it is OK to eat lunch at your desk when you are on a tight deadline, make a habit of taking the time to eat lunch outside of the office with coworkers, prospective clients, your boss, or your team. Everyone has to eat lunch. So why not make this a time when you can build rapport with people you work with, or whom you work for? Be visible. If you are hiding in your office, you will definitely not have a random chance encounter that will lead to great business or networking opportunities. While the chance of meeting someone you could help or who could help you varies depending on where you go, there is at least a possibility of a fantastic chance encounter occurring, but only if you leave your office. While working in your office, be visible by keeping your door open. People will more likely come in and talk to you without feeling they are disturbing you. If you, like many professionals nowadays, work from home, switch up your scene every now and then by going to a coffee shop near a business park to get your work done. When you are visible, you are accessible to the

opportunities that the world has in store for you. Be Proactive. Getting out there is not just about passively waiting for opportunities to arrive at your doorstep. Be proactive by getting involved in organizations. Project Managers can do this by approaching the local PMI chapter and seeing how they can help. The more you help others succeed in their initiatives, the more likely you are to succeed. Give this idea a try and offer to help out at the very next local PMI chapter meeting you have— you might be surprised by the results. Build Your Social Capital. As a society, we need to be more aware of the forms of capital that are accessible to us besides monetary capital. Social capital, which is made up of the people you know and the connection you have with them, is a very important source of capital that you need to cultivate throughout your career. The book Influencer by Kerry Patterson, introduces something called the Network Quotient (NQ). You can use your NQ to measure your social capital. Start with drawing your NQ by creating a mind map on a piece of paper, with a circle in the middle that represents you, and the names of everyone you know coming out from that. The closer the person is to you and the more influence they have in your life, the bigger the circle is around their name. (Continues on Page 12)

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SOC Events and News Career Development Mentoring Fall Program On September 18, 2011, PMI-SOC will launch its next Career Development Mentoring Program. The PMI-SOC Career Development Mentoring Program is a one-on-one relationship and will focus on developing and enhancing project management careers, while earning PDU’s. The program will run for three months and is planned to be completed by January 14, 2012. As part of the program, mentors and mentees will be required to complete nine (9) hours each of a face-to-face mentoring. The Career Development Mentoring program will offer mentoring to interested SOC members in all aspects of Project Management career development, such as: moving from one level to another, job search, career changes. As well, the program will help newcomers to Canada, with respect to Project Management career development and orientation. Mentors/Mentees can earn up to 15 PDUs. This program is subset of the existing Mentoring Program. For additional details, please follow link to Fall Program or click here now to register! Congratulations! Maria Vaccaro of Ceryx Inc. has won a set of PMP Exam Prep books at the Power of Women - Live in Toronto prize draw on August 11, 2011.

PMI-SOC Newsletter Call for Articles Would you like to sharpen your written communications skills? We are looking for articles of interest relating to Project Management, Industry Best Practices, etc. Contributions are eligible for PDUs.

To submit a newsletter article, please email:

[email protected]

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2011 Career Development Day PMI Southern Ontario Chapter is proud to announce the 2011 Career Development Day to be held on Saturday, October 1, 2011. Don't miss this event filled with networking, great job seeking/development tips and fun! Opening Keynote Speaker: Sunjay Nath The 10-80-10 Principle – Unlocking Dynamic Performance The 10-80-10 Principle is a framework that allows you to increase performance and results by focusing your energy and efforts on highest yielding activities. Engaging Hands on, Sunjay works with the audience to identify their 10 Top behaviors and eliminate Bottom 10 actions and then A.C.T. with the 1080-10 Principle to create greater performance levels in their lives, or within their organization.

Closing Keynote Speaker: Dennis Stauffer The Mental Game: Positioning Yourself for a Rapid and Fulfilling Career Transition Join Dennis for this interactive look at some research-based insights and leading edge strategies to help you reframe where you are and where you’re headed. You will: - Discover the mental models that drive adaptability and personal effectiveness. - Gain insights into how to pragmatically apply imagination and creativity to achieve your objectives. - Identify and leverage those behaviors that are most likely to produce a smooth, rapid career transition and sustained future success. Looking for PM role

Time

Mid-career/ Advancement

Transition to Executive

PM Consultants

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Breakfast and registration

8:30

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Welcome – SOC President, Lynn Shannon, PMP

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Closing Keynote Dennis Stauffer: The Mental Game, Positioning Yourself for a Rapid 17:10 Fulfilling Career

Opening Keynote Sunjay Nath: The 10-80-10 Principle - Unlocking Dynamic Performance Break (10 min) Session 1.1

Session 2.1

Session 3.1

Session 4.1

Coffee break (15 min) Session 1.2

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Networking Lunch / Executive Lunch Session 1.3

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Coffee break (15 min) Workshop

Workshop

Workshop

Workshop

Break (10 min)

Participant Type

Student / Retiree / Unemployed

Early-bird Registration (until Sept.16)

Regular Registration

SOC Member

$100+HST

$200+HST

$250+HST

PMI Member

$125+HST

$225+HST

$275+HST

Non-Member

$150+HST

$250+HST

$300+HST

7.5 PDU’s For full details and to register, click here!

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Four Tips for Improving People Skills… Continued from Page 1.

To improve people skills, Agno offers four tips: 1. Learn to Conduct Productive Conversations. Comfortable people skills open the door for easygoing conversation, says Agno. Excellent rapport between people is built through conversation. |Initially, conversation may be hard to start. That’s why it’s important not to think about the structure of a conversation, “Be open to conversations that you are unprepared for. Focus on the interests of the other person rather than your own. And look for opportunities to ask non-threatening questions.” “It may seem awkward at first, but it sets the stage for a respectful exchange,” Agno adds. Good decisions are usually made when the right questions are asked. And don’t let anxiety or tension stand in your way. It’s normal to be nervous when interacting with people for the first time. Most people mistakenly dwell on discomfort, failing to realize that the other person is nervous as well. So take it as a given and use small talk (the weather, the economy, sports) as a bridge to relaxed and comfortable rapport. 2. Read Body Language. Successful salespeople have learned how to get a reading on people based upon their facial expressions, gestures, posture and eye contact.

Once they read the body signals in others, they can apply it to themselves. A relaxed expression and constant eye contact communicate a sense of self-confidence and poise that relax the person you’re dealing with, making it easier to sell a product or rally support for a position. 3. Seek Feedback and Criticism. It takes time and hard work to build strong people skills. Learning can only take place if you’re constantly seeking feedback and criticism. Open yourself up to the notion of lifelong learning and bettering yourself. 4. M a s t e r Listening. Masterful communicators have learned that building a comfortable rapport is finding the divine balance between speaking and listening. Most people are too intent on speaking. They don’t realize that the only way to get a true reading on another person is to listen to what they have to say. It sounds obvious. But listening often involves learning how to be silent and waiting for the other person to express his viewpoint. Silence often opens the door to active, fruitful conversation. In time, you’ll learn to be an empathetic listener. Empathetic listeners are listening not just to be polite, but because of a genuine desire to understand the person they are speaking with. As soon as honest con-

cern is sensed, the door is opened to sharing information. It’s a simple concept that leads to winning contracts, solving technical and business problems and mediating interpersonal conflicts – even saving lives. About the Author Bob Weinstein is editor-in-chief, Troy Media. Based in New York, Bob has been covering the workplace, consumer electronics, technology, project management, corporate and small business marketplaces for more than 30 years. [email protected] www.projecttimes.com

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Everything You Ever Needed to Know about Running a Project, You Could Learn by Climbing a Mountain… Continued from Page 2.

Executive and Manage. Finally the day to leave arrived and we were officially into full execution. It took two days just to get there and a day of acclimatizing before we began the trek. Nervous, anxious (someone had died on Kilimanjaro the day we arrived – about 15 people die annually on Kilimanjaro) and with some apprehension we headed off to the trail and into the rainforest (the first of five different zones we would encounter). During execution of any project and in climbing a mountain, there are five key tenets I live by. These creeds relate well to our project lives. Strength: Strength helps ensure you are up for the task – fit and on your game. You need strength for the ‘heavy lifting’ along the way. In our case, it was to deal with the extreme verticals, the change in altitude and what it does to your physical and mental state. Endurance: Some days were long and the going can get tough. Having the stamina for those long hauls was critical. We needed to be willing to go the extra mile without necessarily knowing when the end was in sight. Adaptability and Flexibility: You need to adapt to the conditions around you – in our situation, it was weather, terrain, and what happened on the trail. The flexibility to adjust as required is important. While you may have a

plan and are executing correctly there is always the chance that change or adjustments will be needed. Risk: Undertaking a trip of this nature is fraught with risks. I needed to be willing to take risk that was well outside my comfort zone. Taking risk allows you to stretch - even to the point of being willing to ‘leap before you look’ - relying on other’s assurance that it will be fine on the other side. Then there are those situations, those unknown risks that pop up, regardless of how well you have planned and prepared your mitigation and contingency plans. This requires trusting your intuition and using your “edge” to break through those barriers and continue on. Communicate: You can’t do it alone. You will always need a team of experts to complement your strong suits and to provide support. Make sure they are right for you, know what they are doing and have the confidence in their capability and competence. Communicate with them - early and often, both up and down the line. On the climb we met each morning to check in with the guides and our team. We discussed our physical situation (how we were feeling) and the itinerary for the day. In the afternoon we met with other climbing teams to discuss their experiences and what was working for them. Communication is essential to key decision making, gaining confidence and knowing that others are facing similar situations.

Crossing the finish (reaching the Summit).

line

This part of the journey was beyond description. It was quite spiritual being above the clouds and looking out. We had our moment to reflect on the achievement, celebrate (with a tiny amount of champagne), take mad pictures and finally realize the extent of what is possible. Stretching ourselves forces oneself to step outside of the comfort zone and grow in very positive ways that have far reaching impact not only for our own lives but for those around us. Contrary to what most would think reaching the summit, while amazing, was not the end of the journey. The true completion was the descent. For projects this is also the case. Often initiatives are celebrated upon delivery whereas proof of whether or not success has truly been achieved often happens the day of use or when put into practice (i.e. a software tool). And like descending the mountain focusing on that component in our project lives is just as challenging.

(Continues on Page 9)

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Everything You Ever Needed to Know about Running a Project, You Could Learn by Climbing a Mountain… Continued from Page 8.

Take a moment to look back (lessons learned). Celebration is essential as we achieve our goals. Capturing the lessons we have learned along the way is equally important. The time to reflect needs to be done intentionally and with the future in mind. What worked; what do we do differently and how does it apply to achievement of our next goal? This is the key ingredient to consistent,

repeatable success. Would I do it again? Absolutely! Will I? Not on Kilimanjaro. There are way too many other ‘mountains’ to climb. My life list of goals is rich, long and challenging. If I get to the end then maybe Kilimanjaro will get another visit. For now I am thrilled with the result, the experience and the opportunities to apply learnings to both my business and personal life.

About the Author Catherine Daw, PMP is President and co-founder of SPM Group. A project management pioneer with over twenty-five years experience, Catherine’s expertise spans project management, strategic planning, organizational and operational review, implementation planning and execution. www.projecttimes.com

The Value of Holding Multiple Project Management Credentials… Continued from Page 3.

What if you suddenly find yourself out of a job? With each flag planted up the mountain you have a clearer picture of the end and increased accuracy in timing, what is left to do and the resources to make it happen. Certainly on the climb we faced a number of issues (some expected and others not) that required adjustments to our progress. The “preferred” project management credential will vary from employer to employer, the industry, and, in many cases, the geographic region in which you work. The senior practitioner of project management can potentially stand out by having multiple credentials from various certifying organizations. And also, remember that these credentials offer some good fundamentals in the basics and advanced techniques of our profession. Whether you choose to actively use them in your work is a separate topic. For the experienced professional, holding credentials also demonstrates to peers with whom you may want to create a network that you are serious about your

profession. This can “open doors” to expand your professional network and to learn from each other. No one has a crystal ball that will predict what the job market in your geographic region will be like in 6 months or 6 years. However, if project management is the career in which you plan to remain throughout your working years, holding more than one credential may allow you increased mobility and security, and mitigate risks found in unforeseen situations such as changing jobs. Given that the majority of employers offer professional development as part of employment, the question becomes, “Why not add multiple credentials to your professional toolkit?” Through our interactions with many program and project managers, we can state that having multiple credentials can only benefit your career, in some way, shape or form. Regardless of your current stage of career development, seeking new training and knowledge for personal growth is always looked upon favourably by employers.

In conclusion, whether you believe their value to be intrinsic or monetary, having at least one program / project management credential/certification can be beneficial, regardless of your current career level. There is a saying, ‘What is great today is the norm for tomorrow ...” There are numerous globally recognized PM and PM-related credentials and certifications available today. Given the increasingly competitive job market and the growing recognition of project management as a profession, we think that this trend will continue. About the Authors Gareth Byatt, Gary Hamilton, and Jeff Hodgkinson are experienced PMO, program, and project managers who developed a mutual friendship by realizing they shared a common passion to help others and share knowledge about PMO, portfolio, program and project management. They can be contacted at: [email protected] [email protected] [email protected]

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Welcome to our June-July 2011 New Members Mohammad Ayoub Abdel Salam, MD, PMP  Premier Group W.L.L  Rosella Acosta, PMP  JTI Macdonald Corp.  Christina M Addorisio  cm2r Inc.  Richard Khee Chen AH SEN, PMP  DCDM Consulting  Sholeh Alemi, PMP    Omar AlFaqih  Itergy  Abdulaziz Alghamdi  McMaster Universiy  Brian Alipour  Rainbow Mechanical Servics Ltd  Stephanie M Allen  Digital Project Manager  Gail Aller‐Stead  Haines Centre for Strategic Management  OSC Telecoms  Fiorella Carmen Alva  Safaa Alzubaidi, PMP  Masdar  Tahsin Aman  Aman Spinning Mills Ltd.  Jose Arcilla  Carl Zeiss Canada Ltd.  Veera Nageswara Rao Arikati, PMP  TELUS Communications Inc.  John Atienza  CAPS‐ACEAU  Indira Bains, PMP  Bains Professional Services  Siddhartha Barthakur, PMP  Cognizant Technology Solutions  JP Black Stone Capital Management  Jerry Basansky  Berno Bastiampillai  6895344 Canada Corp  Amar Bawagi  Bank of Montreal  Andrew Duncan Bennett  Toronto Hydro  Bill Betournay  Community Care Access Centre  Ronak Bhatia  Hatch Mott McDonald  Riffat Ali Shahzad Bhatti, PMP  Fales Grand General Trading LLC  Marie‐Claude Toufic Bishara  Toronto Transit Commission  David Black, PMP  General Motors of Canada  Katrina Blom  City of Toronto  Maziyar Bolour, P.Eng.  Nikaan Ltd.  Samantha E Bould, PMP  Rogers Communications  Trevor Charles Brenham  Giffels Associates Ltd./IBI Group  Melloney Campbell  Enterprise Content Solution  Cheryl Anne Castator  Softchoice Corporation  Subhro Chakraborty  CSQR Inc  Eric Chan  Viva Marketing (Canada) Ltd.    Frederick Chan, PMP  Bhavesh Chauhan  Humber College  Kristina Chong  The Canadian Inst of Chartered Accountants  Lih Ling Chung  University Health Network  Kevin Chung  Qualicom Innovations, Inc  Wendel Clarke  RBC Royal Bank  Gerardo Cordero  Centennial College  Victor C. Curtis  GE Energy  Alexander J Da Costa    Mahdi Daneshpour  Centennial College  Angus M Dawnes, PMP  Idealogical Systems Inc.  David C Delves    Stewart Dickson, PMP  Genivar  Ross W Dixon, PMP    Laura Dougherty  The Data Group of Companies  Dan Dragos, PMP  Dan Dragos  Gerard Jerome D'Souza, PMP    Alexander G. Duff  FORMotion Systems  James Brian Durling    FNU EL Haddad  Memouza 

Christina Elder  Lorne Emery  Marcel Eschenmoser  Pourya Etemadzadeh  Nathan Farr  Miles P Faulkner, PMP  Roysten Fernandes  Antonio Fernandez  Marcus Fingerle, PMP  Enzo Florio, PMP, CAPM  Audrey Forbes  Erin Leanne Fotheringham  Francis Fredrick  Bruno C. Freitas, PMP  Malik Ghaswala  Nancy Godin  Gopala Gokeda, PMP  Ivy Hidalgo Gomez, PMP  Heidy gomez  meenadevi gopalakrishnan  Barbara Gordon, PMP  Brigita Grahovac  Emily Groves  Arif Gulamhusein  Ravindra Gunturi  Ming Kin Hai  Loretta R Heron, PMP  Kevin Hai Hoang, PMP  Rosemarie Letetia Hoilett  Sharon Ho‐Sang, PMP  John C House  Ana Sylvia Huertas Carrillo  Ken Hung  Riaz Hussain, PMP  Feruza Irani  Nitesh Jaiswal  Umair Jalil  Mona Janmohammadi  Jill Claudette T Javier, PMP  Manoj Jayaswal, PMP  Karthika Jeganathan  Dan Jonker  Srdjan Jovanovic  Leonardo Justiniano  Jatinder Kalsi  Mohammad kamali, PMP  Koral Kartik  Timothy P. Kelly, PMP  Saadeddine Khaled  Elliott Khan  Arash Khodadadi  Erik Kipper, PMP  Lisa Kirshner  Andrew Joseph Klochek, PMP  Karen Klug  Jan Kochman 

Advanced Micro Devices, Inc.  AECOM  Storsys  Caniran  CBC  Faulkner Consulting  Student  BNS  TD Canada Trust  Enzo Florio  Self‐employed  SIRT  TD Canada Trust  UI2 Tecnologia  TD Canada Trust  Foresters  Sensor technology Limited  IBM Solutions Delivery Inc.  ERNST & YOUNG  TCS  RSA  Telus Communications  Metro News  Portserv  Wipro Technologies  Service Tec Airport Services  TD Bank Financial Group  Morneau Shepell Ltd.  CIBC      Imason  Bank of Montreal  Arcon Metal Processing Inc.  IBM Canada  HCL Technologies Ltd  WAM  Thales Canada Inc.  Hewlett Packard (Canada) Co.  Rogers  Altus Group  Accent Building Sciences Inc.  Camino Modular Systems  Goliat International Corp.  Buck Consultants  CIBC  Rogers  Aberdeen Technical Services Ltd.  IBM  UM Financial  Hydro One Networks Inc.  Symcor Inc.  Altus Group  Baxter Corporation  CapGemini  FRCOM 

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New Members… Continued from Page 11. Roman Kolesnikov, PMP  VesnA Kondic  Daniel K Kwapong  Richard Kyereboah Junior  Devin Ladewig  christine langley  Julie Leiper, PMP  Jason Leung, PMP  John Leung  Paul M Leunissen, PMP  Chester Li  Ena Liu  Ngar Ying Liu, PMP  Deborah Elaine Longshaw  Zulmira S. Lopes  Brian Loroway, PMP  Hui Ma  Julia MacCheyne, PMP  Louise mackinnon  Tom Madden, PMP  Mimosa Tantamco Mallillin  Shanavas MammakkanathAlikunhi  Anne Mark, PMP  Hamid Reza Mazaheri  M Mazinani, PMP  Eliscia Monique McPhee  Shehnaz Meghani  Raafat Metwaly  Hossein Mivehchi  Stacy Moccia  Sharif Mohammadi  Ansar Mohammed  Lynda Monteith  Chase Montgomery  James Moolecherry  Rita Moore  Valdery F Moura Junior, PMP  Asif Muhammad  Michael G Murphy  Mueni Musau Kithuka  Rajganapathy Sevugaperumal Nagasaami  Sameh Victor Naguib, Sr., PMP  Sanaullah Nawazani, PMP  Lan Nguyen  Luc D Nguyen  William Noble  Jahan Noor  Mazen Nuwwareh, PMP  Sidney Ebite Odu, PMP  Jacob Ohizua, PMP  Rodrigo Oliveira  Vijay Panja  Marco Pascucci  Paran Pat, PMP  Jitendrakumar Patel  Nimesh Patel, PMP  Imran Pathan, PMP  Hettiarachchige Sudarshana Perera 

Loblaw Companies Limited  RBC Dexia  eHealth Ontario      Renosense Renovaton  Chubb Insurance Company of Canada  Ridout & Maybee LLP  Cast Software    1799188 Ontario inc  TCEMC  Chi‐Tech  Rogers Cable  WSIB  The Carbon Accounting Company  City of Toronto  Cervelo Cycles Inc.  Ontario Realty Corporation  Madden Real Estate Services  The SalesForce Group of Companies  Financial Corp  Bank of Montreal  Ontario Ministry of the Environment  Canac Kitchens  Canadian Management Centre  Loblaw Companies Limited  Norconsult  OES Co.  Ernst & Young LLP  Afilias  Humber College  Plexity Consulting Inc.  Outotec  Humber River Regional Hospital  BMO Fiancial Group  Global Crossing  Barrick Gold Corporation    Canadian Broadcasting Corporation  Infor Global Solutions  Orascom constuction industries  LTU  City of Toronto  George Brown College  Ontario Ministry of Health and LTC  Frost & Sullivan  millennium energy industries  Ericsson South Africa  Shell Canada  Bridge Intelligence Inc  Oracle Corp  Dufferin Construction Company  Trimble Canada Ltd.  DSS Business Solution Inc    GE Hitachi Nuclear Services Inc.  Humber College 

Rafael Perez  Alby Peter  Bruno Petitti  Manav Phull, PMP  Constantine George Politis  Giri Ponnumani, PMP  Tony Porfilio  Rachna Puri  Rooheena Quadri, PMP  Arif Rafiq  Friedrich Heinrich Rahm, PMP  Mythili Rajanathan  Devanand N Ramcharan, PMP  Ashima Rastogi  Olga Ravikovich, PMP  Roxanne Reyes Gill  Najmeh K. F Farahnaz Riyahi  Knut Rodne  Eric Rodriguez  Mohsen Rostami  Shahid Saleem  Mohannad Samara, PMP  Heather Sargent, PMP  Ragunathan Satgunanathan, P.E.  Rafael Alberto Savarain, ing.  Jeff Searle  Peter Sen, PMP  Somit Seth, PMP  Faisal Shaikh, PMP  Evgeny Shiro, PMP  Hema Sickand  Radha Singh  Eraj Sirisena  Becky Slater  Harneet Kaur Sohi  Farshid Solimanpour, D.M.D.  Gerry Som  Steven Somersall, PMP  Andre Sousa  Kiran K Subbayya  malik i Sule, PMP  Jason Tabuas  Abdel Tahir  Changlong Tang, PMP  Stephan M Tardif, PMP  Chris Tasker, PMP  Jim A Tawse, PMP  Justin Tessier  Mikael Thakur  Mythile Thirukesan  Jason Tingley  Rossana Tomazini  Chi‐Hung Tran  Xuan Ngoc Tran Ngo, PMP  Douglas Raymond Traynor, PMP  Ronen Tzadok 

Plant/Manufacturing Engineer  Workers Health & Safety Center  BDO Canada LLP  Citigroup ‐ CitiBank  EllisDon  Oracle Corporation  Porfilio & Associates  HyperQuality  SIGMA  Deighton Associates Limited  draftFCB Healtchare    Rogers Wireless Partnership      Bank of Montreal    NORTH Management Group  Bombardier  Mohsen Rostami (Sole Proprietorship )  eHealth Ontario  Etisalat Group    AECOM  Syncrude Oil    Consultant  Intellix Consulting  TD  Freescale Semiconductor  Canadian Imperial Bank of Commerce  Ontario Teachers Pension Plan  Bank of Montreal  Wilkinson  Centennial College  Perimeter Financial  Somgroup  Rogers Communications  CB Richard Ellis Limited  Subbayya & Asso Consulting Services Inc.  Firston Tech Ltd  Rexel  UHN  SGS‐CSTC Standards Technical Services   OSFI  Barrick Gold Corporation  2025045 Ontario Limited  Outotec (Canada)  eBigMedia Inc  Centennial College  TD Bank  Ontario Public Service ‐ MCSS  Miad  RBC Financial Group  Connections Canada Inc   

12

Get Out There!… Continued from Page 4.

Work on growing your NQ as avidly as you would work on expanding your investment portfolio—it is that important! Below is an example of my NQ:

If you follow these tips, you just might be able to avoid the Corporate Zombie Syndrome that has afflicted so many. But it takes perseverance and an unwavering belief that today, and every day, you will make an effort to just Get Out There. About the Author Michelle LaBrosse, PMP, is an entrepreneurial powerhouse with a penchant for making success easy, fun, and fast. She is the founder of Cheetah Learning, the author of the Cheetah Success Series, and a prolific blogger whose mission is to bring Project Management to the masses. www.michellelabrosseblogs.com

New Members… Continued from Page 11.

Rockwell Automation 

Bella Wong, PMP 

L&T Infotech Financial Services Technologies Inc. 

Satar Vafapoor, CAPM 

Self‐employed 

Edward Wong, PMP 

Thoughtcorp Systems Inc. 

Jason John Vanzante, PMP 

Geodis Global Solutions 

Nancy Xue 

Thales 

Stephanie Francine Vincec 

Blue Bamboo Yoga Inc. 

Miguel Emilio Yeara, PMP 

Santo Domingo Motors 

Aleksandr Volohov, Sr. 

Ericsson 

Khalid Zafar, PMP 

KASB BANK 

Campus Guru 

Maryia Zarouskaya 

United World Capital Limited 

Zhengji Zhuge 

MMM Group Ltd 

Mark C. Underwood, PMP 

Daniel Warner 

Wendy Elizabeth Williamson, PMP    Dennis J. Wilson 

MicroAge 

13

Thank you to our 2011 Sponsors Bronze Sponsor

PMI-SOC Executives President Lynn Valerie Shannon, PMP [email protected] Past President Michael Flint, PMP [email protected] Secretary / Treasurer Felix Moshkovich, CMC, PMP [email protected] DIRECTORS-AT-LARGE Andre Cardoso, PMP [email protected]

Corporate Supporter of SOC

Natalie Dance, PMP [email protected] John Estrella, Ph.D., CMC, PMP [email protected] Jennifer.Graham, PMP [email protected] George Jucan, MSc., PMP [email protected] Farhad Khurshid, PMP [email protected]

For sponsorship opportunities, please contact Shari Bricks at [email protected]

Murray Dalgleish, Vice President Finance [email protected] Bob Heggie, Vice President Communications [email protected] Mary McDermott, Vice President, Communities [email protected] Suresh Ponnan, Vice President, Professional Development [email protected] CHAPTER OFFICE 300-1370 Don Mills Road, Toronto, ON M3B 3N7 Tell: (416) 381-4058 ; Fax: (416) 441-0591 Emails: [email protected] ; [email protected] Website: www.soc.pmi.on.ca Newsletter Editor: [email protected]

Debra Krar, PMP [email protected] Nicolai Salcedo, PMP [email protected] Firoozeh.Zahraei, PMP [email protected] BRANCHES Ed Streich, PMP, Chair, GTIS Branch [email protected] Farrah Riyahi, Chair, Healthcare Branch [email protected] Parveen Nath, Chair, PMO Branch [email protected] Iain Cruickshank, PMP, Chair, York-Simcoe Branch [email protected]