Newsletter OCTOBER 2009

u Improving the Performance u Using Agile Project u Tips

for “ gringos ” u PMI
establishes a B ridge
of your PMO . . . . . . . . . 2 Management . . . . . . . . . 3 conducting B usiness S outh between A cademia and the
of the B order . . . . . . . . 4 Business Community . . . . 7

ONE BIG THANK YOU, LEADS TO ANOTHER

President’s Message
As a result of the election, we have four elected VPs for the period
Ricardo Triana, PMP
2010-2012 and we also have approved a change in the Bylaws that
President PMI South Florida Chapter
allows the President to name an Advisory Council composed by
Mr. Triana is a seasoned PMP professional with members of the Business Community, Academia, Government and
more than 15 years of experience in Program and PMI community to support the Board of Directors in the Sound-
Organizational Quality Management (OPM3, CMM, ISO) Decision Making process. For the remaining two months of the year
with a strong background in establishing strategic and I have asked Mr. Hugo Perez, CEO of Datacorp and Dr. Weidong
tactical vision in project portfolios in several industries Xia, Assistant Professor at FIU to help us forming this Advisory
across North America, Latin America and Europe. Council.
During the last PMI Global Congress in Orlando, our Chapter was Maybe I’m talking too much of our achievements but the reality
honored with a Recognition of Excellence Award from PMI showing is that NONE of them would have been possible without the
that we are offering an adequate value to the stakeholders of our participation of both our members and a wonderful group of
professional community (partners, members, companies, media and volunteers. Behind every event, behind every program or benefit we
universities) and that all the hard work of the volunteers who have receive as a member; we have a dedicated and committed team of
participated in committees or in the board of directors through the volunteers who dedicate any additional time they have (balancing
years is really paying off. (See Page 12) the time with their family, day to day job and friends) to improve our
profession and make a real difference in our community.
Previously to the Congress, a team of volunteers from our Board of
Directors was participating during the PMI Leadership Meeting where This is also the moment where I have to do my sunset and do
volunteers from all over the world come together to discuss how to the transition to the Board of Directors 2010. I feel honored for
use our skills and ideas by executing projects and programs in our having the opportunity to work with everyone of the volunteers and
communities that will increase our value to the stakeholders. (See specially the Board of Directors during 2009, they were my first
Page 5) team, the ones I trusted more; we knew that people who are part
of a team and share a common direction get where they are going
This year, our Chapter was co-hosting the Congress in conjunction quicker and easier because they are traveling together.
with the Florida Chapters and we were lucky to count with the
support of a large team of volunteers who went to Orlando to help Unfortunately next year I cannot be around helping the Chapter
in several activities ranging from Registration to Room Monitor. We because I have accepted other professional responsibilities, so
also had a booth, attended by volunteers, where we were able to according to our Bylaws the Past President role and responsibilities
showcase our benefits to the attendants and one of the things that will be covered entirely by our President in 2010, Bernie Saenz.
we realized is that the PMI South Florida Chapter is recognized as Bernie is not only my personal friend but I trust him as a capable
one of the leaders in services and value within the PM World. leader that will continue capitalizing the successes of our Chapter
and will be working together with everyone of you executing his
Just one day before heading to Orlando, we held our PM Day of vision, a vision that I share since the first day and support as a
Excellence that conveyed an Executive Roundtable with more than member and as a professional.
35 executives from large companies in the region, our traditional Job
Fair / Career Day and a Tri-County Dinner Meeting. Attendants were Wishing you the best for 2010 and beyond, I really hope to see you
able to listen to wonderful speakers, have one-on-one sessions with around...
Career Coaches, discuss job opportunities with potential employers Ricardo
and hiring companies and learn from global and local leaders on how
to use project management as a differential value in the market. (See
page 13)
Images from our PM Day of Excellence -10/06/09

1
Improving the Performance of your PMO
“
Connie Maldonado, PMP
Director, SoftKey pmU at Softkey Inc.
Now more than ever, given
the current economic
Mrs. Maldonado is a Project management consultant climate, executives are
and trainer and oversees and manages the activities very careful about how they

”
of SoftKey PM U., the training wing of SoftKey, Inc spend their project dollars
A Project Management Professional (PMP) since
1998, she has over 15 years of project management
experience.
As organizations clamor to implement initiatives that will help overall cultural barriers that exist with a newly formed PMO and will
project performance, Project Management Offices (PMOs) have help increase the organization’s project management culture.
taken on a whole new meaning in the business world. Indeed, The PMO help desk does not have to be complicated or formal,
many organizations have implemented PMOs to enjoy the benefits but should exist to provide on-demand project support to the
of centralized project management, repeatable processes, best projects using appropriate channels of communication. I have
practices, standardized processes as well as many other tangible always said that “The PMO is your friend”. Implementing a PMO
benefits. Now more than ever, given the current economic climate, help desk, no matter how formal or informal, will help expel
executives are very careful about how they spend their project dollars. the perception of the PMO as a whistle blower and allow the
PMOs have proven to be a tangible benefit to organizations and a way organization to embrace the PMO as the helpful resource it is.
to improve overall project performance.
4. Ensure projects are aligned with business strategies. This is
something I hear over and over, but I rarely see it accomplished.
There have been many studies done regarding the effectiveness and
The PMO should take an active role in mapping the objectives
benefits of a PMO. Studies have been conducted by CIO Magazine,
of the projects with the strategic objectives and strategies of
the Project Management Institute (PMI), and others. Regardless
the organization. This alignment should be documented and
of how the surveys were conducted, they all point to the same
understood by the project team.
conclusion: over time, PMOs do improve project success rates.
5. Ensure that lessons learned are integrated and utilized! This
A question I’m asked often is “What do we do now? We have a PMO, is another suggestion we hear over and over, but often fail
but what can we do to improve its performance?” Like anything else, to implement. I recently worked with a PMO and found that
a PMO needs attention, nurturing, focus, and a plan. I have interacted while lessons learned were being compiled and documented,
with many PMO leaders who are currently managing the efforts of they were not being utilized by subsequent project teams.
PMOs within their organization. I have highlighted below the tips and This is vitally important and efforts should be made to ensure
suggestions I feel are the most useful in improving the performance of that project teams review and discuss lessons learned as well
the PMO. as other historical data from prior projects (or even projects
currently in process). I even recommend that project managers
1. Ensure that the PMO has an adequate level of authority in interview other project managers from prior projects to gain
managing not only project resources but also non-project an understanding of how the prior project went, what traps to
resources. This makes a huge difference in balancing the avoid, tips and suggestions for vendor management, etc. It’s
PMO and effectively utilizing resources across projects. The also important to document lessons learned during the project
typical PMO does not have information on the complete (at the end of each phase, for example), in addition to the end of
work effort required; and thus cannot possibly determine how the project to better understand not only what processes can be
resources are being utilized for competing projects and priorities. improved, but also what best practices should be documented.
Managing both project and non-project resources also helps In my experience, the area of lessons learned can be greatly
curtail resources being pulled from assigned projects and allows improved to help overall project success rate. If you are currently
the PMO and projects to run more smoothly and focus on the a PMO leader, ask yourself - “Are we really utilizing lessons
task at hand -- successful project delivery. Of course, the level of learned to the greatest extent possible?”
authority must be implemented and supported by the executives
Continued on page 11
of the organization.
2. Understand and leverage the tool sets utilized by the organization.
As PMOs become more integrated into the organization, it is
important that the PMO understands the lateral tool sets used
by business and functional units, and in addition the language,
so that the PMO can utilize outputs from these tools as inputs
when compiling and overseeing project plans. Taking this step
will help ensure smooth translation and consolidation of not
only the project plans, but also any other deliverables produced
by the PMO. For example, suppose an organization uses SAP
for finance components and another package for issue ticket
management. Understanding the outputs of these tools will allow
the PMO to better integrate the [project?] Results and will position
the PMO to better help the projects deliver successful results.
3. Implement a PMO Help Desk. Taking this step will help
permeate the PMO throughout the organization and enhance
the acceptance of the PMO. It also helps overcome some of the
2
3
Agile Project Management
Businesses all over continue to struggle implementing the
PMBOK or PRINCE as a whole or parts of them claiming that
they are too complex, too involved and substracts from the
time it takes to produce the project deliverables. Adaptive
Project Framework (APF) comes to the rescue by adapting to
the ever changing business environments.
I read and re-read “Effective Project Management –
Traditional, Adaptive, Extreme” by Robert K. Wysocki every
time I get a chance. It is an excellent book that I always carry
with me. This book dedicates a few chapters to APF. APF is
an iterative and adaptive (and I add agile) approach designed
to deliver maximum business value to clients within the limits
of their time and cost constraints where the always variable
scope is adjusted at each iteration. The client decides what
constitutes maximum business value and, at the end of each
iteration, the client has an opportunity to change the direction
of the project based on what was learned from all previous
iterations therefore, embracing and managing change, not
avoiding it.
Only five phases define APF:
Version Scope
• Develop the Conditions Of Satisfaction (COS) to define what is needed
and what will be done to meet that need
• Develop the Project Overview Statement (POS) which summarizes the
problem/opportunity, what will be done and how, the business value
and risks, assumptions and the obstacles to success
• Prioritize functional requirements; this list may change but currently
reflects the best information available
• Develop mid-level Work Breakdown Structure showing goal, major
functions, and sub-functions
• Prioritize scope triangle (consisting of time, cost, resources, scope, and
quality, customer satisfaction is left out)
Cycle Plan (iterative)
• Extract from the WBS those activities that define the functionality to be
built in this cycle
• Decompose the extracted WBS down to the task level and establish
the dependencies among these tasks
• Partition the tasks into meaningful groups and assign teams to each
group
• Each team develops a micro-level schedule with resource allocations
for the completion of their tasks within the established cycle timeline
and budget constraints
Cycle Build (iterative)
• Conduct detailed planning for producing the functionality assigned to
this cycle
• Begin cycle work and monitor and adjust cycle build
• This cycle ends when its time has expired. Any functionality not
completed during this cycle is reconsidered as part of the functionality
in the next cycle
• Create a Scope Bank to record all change requests and ideas for
improvements
• Create an Issues Log to record all problems and track the status of their
resolution
Client Checkpoint (iterative)
• Client and project team perform a quality review of the functionality
produced in the just completed cycle against the overall goal of
maximum business value, and adjustments are made to the high-level
plan and next cycle work if needed
• The sequence Cycle Plan / Cycle Build / Client Checkpoint is repeated
until the time and cost budgets for this version have been expended
Post-Version Review
• Determine if the expected business outcome was realized
• Determine what was learned that can be used to improve the solution
• Determine what was learned that can be used to improve the
effectiveness of APF
A very simple framework that, as the book author says, is
client-focused, client-driven, shows incremental results early
and often, utilizes continuous questioning and introspection,
implement changes better and progressively, and strips out
all non-value-added work. Everything the business has been
looking for!
I am willing to give APF a try. Don’t you think so…? Well, I do.
Jorge Dominguez, PMP
President, Expiriance Corp.
Founder and President of Expiriance Corp. - An
experienced professional in program / project
management coming up through the ranks of software
development and business analysis, working in small,
medium and large size organizations, Fortune 500
companies, and first line consulting companies.
4
Our Chapter co-hosted the PMI Global Congress
in Orlando and had a great participation during
the Congress and the PMI Leadership Meeting

5
Getting to know Project Management and PMI
Nelson Milian, Senior at Florida International University
President of the Project Management Student Chapter at FIU

“As the semester at Florida International University (FIU) was about to begin,
I picked up a class called Project Management. Having no clue what project
management actually entailed, I was naturally curious and excited to see what
trouble I would be getting myself into. I now stand as the President of the
Project Management Student Chapter at FIU and a dedicated volunteer to the
PMI South Florida Chapter.

Now, you may be wondering, how does someone who knew nothing about
project management end up in a situation like mine? Well, for starters, I must
give credit to my professor, Xia Weidong. Without his guidance and dedication,
I honestly believe the student chapter would have never come into existence.
The chapter now has over fifteen members and is continuing to grow.
Currently, the chapter is getting ready to implement a mentoring program and
a competition against the University of Miami during the spring semester.

These programs would not be possible without the support of the South
Florida PMI Chapter. They have embraced the student chapter with open arms
and a caring heart. My first experience with the chapter was actually in school.
The president of the South Florida PMI Chapter, Ricardo Triana, spoke about
the benefits of project management, PMI and the volunteering initiative. After
the presentation, I spoke to Ricardo about wanting to volunteer and he asked
me to sign up through the South Florida PMI Chapter website.

A week later I get an e-mail from Ricardo stating that he has volunteered
me for the PMI Congress of 2009 in Orlando, Florida. I was hesitant at first
because I was going to volunteer with people I had never met before. I am
happy to say that attending the congress was the right decision. Two other
students from FIU accompanied me to the event, and it was a memorable
experience because we got an opportunity to share in the knowledge of the
brightest speakers in the project management field while we helped out the
organization.

Coming back from the PMI Congress, it struck me that project management
is all about synergy because, to quote Aristotle, “The whole is more than the
sum of its parts.” Project management is about bringing together the right
people and using that synergy to bring value. It is relevant to say that project
management has changed my thought process and would recommend the
methodology to anyone I meet. And as the saying goes, there is no I in team
and neither in project management. Set goals, bring value and synergize your
life.”

Enterprise project management tools,

training and Process Improvement

6
7
Tips for “Gringos” Conducting Business South
of the Border
If countries in Latin America and the Caribbean are not at the
top of your list for business opportunities, maybe they should
be. There are some great advantages to conducting business
in Latin America. With China becoming more expensive by
the day, our southern neighbors are now able to compete
on price and offer many advantages over Asia. Time zone,
culture and proximity to North America are some. Below are
some cultural tips that will aid in success there.
1. Most speak Spanish, except in Brazil where the national
language is Portuguese. There are some country to
country differences in the Spanish language in Latin
America. Some words that are offensive in one country
are acceptable in others.
2. With e-mail, recognize that the use of jargon or
colloquialisms could cause confusion and your tone
may be misinterpreted. Business correspondence is
more formal in Latin America, where the use of elegant
language denotes good manners.
3. Ensure that your translations are properly done. When
planning product specifications, remember the story
of Chevrolet’s attempt to promote a new car called the
Chevy Nova. No one anticipated that, in Latin America, it
would be seen as “No va” (which translates roughly into
“won’t go”). The car was quickly renamed the “Caribe”.
4. In all Latin countries, the attitude toward time is less
rigid than among North Americans. Delays should not
be a surprise. Do not show up on time for a social event,
arrive at least 30 minutes late.
5. Latinos will usually stand closer together during
conversations, so be prepared for that plus casual
touching and, of course, the “abrazo”, or embrace,
among good friends.
6. Latinos are very warm and friendly people and enjoy
social conversation before getting down to business.
This is a calculated process aimed at getting to know
you personally and become friends. Latinos tend to
be more interested in you, the person, than you as a
representative of some faceless corporation.
Mark Hehl
Independent Consultant
Mr. Hehl is an independent consultant that serves clients
such as Motorola, Duracell, Johnson & Johnson, Timex
and Lufthansa while performing interesting and diverse
projects in North America, Asia and Latin America.
7. Avoid using a business associate’s first name until you’re
invited to do so. Such an invitation usually won’t take
long, as Latinos are generally warm and friendly. In the
meantime, use the more formal “Mr.” or even better
“Señor”. If your associate has a title, use it.
8. Wait until your host takes his seat before sitting down at
the table. Always stand when a lady joins or leaves the
table, and don’t eat until everyone is served. Here’s a
surprisingly different thing to remember: keep your hands
on the table, not in your lap, when dining with Latin
Americans.
9. Negotiations may appear difficult, and it’s wise to get
everything in writing. Ensure you are meeting with the
decision-makers, otherwise your contract or bid approval
may take much longer than anticipated as it will have to
make its way up the corporate hierarchy.
10. In all Latin American countries, it is expected that
any business discussion will be preceded by social
conversation. You must build a friendly relationship first if
you hope for any success in negotiating a business deal.
Avoid a hard-sell approach. You don’t want to risk failure
by creating resentment. It’s also important to make and
retain eye contact if you want to be seen as trustworthy.
11. It’s always considered good form in Latin America to ask
about your associate’s family and remember such details
as the names and ages of children.

UPCOMING CHAPTER EVENTS

Nov. 6 Project Management that Works
Nov. 20 MS Project Advanced
Dec.2 Miami-Dade Dinner Meeting
Dec. 3 Palm Beach Dinner Meeting
Dec. 10 Broward Dinner Meeting

8
PMI South Florida Chapter helps establishes a
bridge between the Academia and the Business
On August 1, 2009, PMI South Florida Chapter took part in
Florida International University’s Distinguished CIO Lunch &
Learn Session. The workshops, hosted by the College of
Business Administration’s Master of Science in Management
Information Systems Department, was launched to facilitate
debate between MS MIS students and some of the most
prominent and dynamic CIO’s in the South Florida area
on the state of Information Technology today. This was
an outstanding opportunity for students to hear firsthand
what is critical to the success of today’s CIO’s, how Project
Management is paramount for that success and also for
these CIO’s to interact with tomorrow’s emerging leaders.
The session, which is usually held three times a year during
the spring, summer and fall semesters, had an excellent
turnout with approximately 75 attendees. The Chapter
had been invited by the Department’s representative, Dr.
Weidong Xia, Assistant Professor for Decision Sciences and
Information Systems, to cosponsor a panel presentation on
“Project Management and Business Community: Challenges
and Benefits.”
The Chapter provided the distinguished panelists for the
event: Ms. Doris Crain, Vice-President/CIO of North Broward
Hospital District; Mr. Conrado Morlan, Portfolio Manager
for Latin America, DHL; and Mr. Raj Rawal, CIO of Burger
King. In addition, two PMI board members served as
panelists and represented the chapter: Ms. Myra Patino,
Director of Outreach Education, Marketing; and Mr. Samir
Wong, Director of Certifications, Education and Professional
Development.
The panel discussion was moderated by Dr. Kaushik Dutta,
Associate Professor for Decision Sciences and Information
Systems, and included the following topics: organization-
wide portfolio management, management of specific
projects, management of offshore projects, career paths for
project managers, and project manager certification.
Myra Patino, PMP
Director
Outreach Education Programs
PMI South Florida Chapter
During the panel discussion, students were encouraged to
ask questions. One student asked about the tools being used
from a technology standpoint to achieve successful projects.
Burger King Corporation has just implemented Microsoft
Project Server within their organization, which is being shared
globally and has cross-functional application and ties in
with MS Project. Mr. Rawal extended an offer for a class or
group of students at FIU to coordinate with their PMO for a
demonstration of the tool if so desired. Broward Health is
using MS Project and SharePoint for collaboration and sharing
of information.
The event was perceived as a success by all parties involved.
FIU acknowledged the contribution that PMI South Florida
Chapter made towards the event being successful and
encouraged continued education outreach by the chapter,
including a student competition to be scheduled during the
fall semester. In addition, there has been student interest in
forming a PMI student chapter on campus.
Special thanks also went out to the members of the
distinguished panel, who took time out of their busy schedules
to participate in the session, and the rest of the FIU staff
including Ms. Zuzana Hlavacova, MS MIS Program Manager.
The event not only allowed PMI to gain exposure within the
university community, but it also provided students with an
opportunity to express their interest in learning more about
PMI, the project management profession and volunteering for
the Chapter.
9
PMI Honors PMI South Florida Chapter with
Component of the Year Recognition of Excellence
Miami, Florida, October 8, 2009 The PMI South Florida
Chapter of the Project Management Institute (PMI®) was
recognized with the PMI Component Award for Component
of the Year Recognition of Excellence, Category III, for
contributions to its community, project management and
PMI.
PMI South Florida Chapter was established in 1986 and
serves Miami-Dade, Broward and Palm Beach Counties
by providing educational opportunities for professionals
interested in the Project Management Profession. Through
various programs, the Chapter holds dinner meetings
in all three counties, executive breakfasts, professional
development seminars, PMI certification preparatory courses,
job fairs, project competitions at local universities and
collaborative events with other professional organizations.
“The PMI Awards Program recognizes excellence in
project management across a broad array of categories
for organizations, individuals, community advancement
and our chapters and their volunteers,” said Gregory
Balestrero, president and CEO of PMI. “Winning this award
is a testament to the value project management brings to our
varied stakeholders.”
The Component Award for Component of the Year
Recognition of Excellence was given during the PMI Awards
Ceremony and Reception at PMI® Leadership Institute
Meeting in Orlando.
A RECOGNITION TO THE TEAM THAT
MADE IT POSSIBLE !
BOARD OF DIRECTORS 2008
Patricia Garofano, PMP 2008 Chapter President receives the
award ion behalf of the Chapter
President - Patricia Garofano, PMP
President Elect - Ricardo Triana, PMP
Past President - Teresa Colon, PMP
VP Administration - Marlene Rodriguez, PMP
Education & Certification
Greg Chavarria, PMP | Vice-President
Liz Alonso | Director Certification
Diogenes Reales | Director Logistics
Anita Rahon | Director Administration
Programs
Linda Horstmyer, PMP | Vice-President
Richard Browne | Director Palm Beach
Julian Nathaniel | Director Dade
Claire Marrero | Director Speakers
Marketing
Jack Wilkinson, PMP | Vice-President
Myra Patino | Director Outreach Education
Bernie Saenz | Director Outreach Corporations
Roy Vincent | Director Marketing Operations
Don Kocher | Director Partners & Sponsors
Wendy Nesbeth | Director Research
Membership
Katherine Ericsson, PMP | Vice-President
Connie Maldonado | Director Membership
Simon Silfinger | Director Volunteers
Kim Caruthers | Director Job Opportunity Program
Communications
Shea Heaver, PMP | Vice-President
Tina Hayden | Director Publications
Rob Segredo | Director Internal Systems
Finance
Arline Hruschka, PMP | Vice-President
Jeff Mahon | Director Financial Analysis
10
Improving the Performance of your PMO (from page 2)

6. Develop project management as a core competency within the organization. Many PMOs offer training to project managers and project
teams, but fail to develop a career path. Developing a career path with clear guidelines and responsibilities will help enhance project
management culture and acceptance of project management principles. Also important in developing project management as a core
competency is ensuring that the executives support the career development as well as understand project management and the
profession.
7. Continually assess the organization to identify and recommend cost savings and benefit enhancement initiatives. Given the unique cross-
functional perspective of the PMO, the PMO is in the best position to identify cost savings as well as benefit enhancement opportunities
for the organization. The PMO should not forget this important focal position and should always be leveraging its position to provide input
to appropriate entities. This is vitally important in rough economic times.
8. Step up when asked to take on additional roles. In the current economy, many PMO leaders are asked by senior management to take on
additional roles. In one example, the PMO leaders were asked to provide input to downsizing efforts to minimize the impact on operations
and to analyze the minimum resource levels required to keep the operations going. The latter required an operational analysis that the
PMO had never done. By stepping up to the challenge, the PMO not only demonstrated its usefulness, but also furthered its insight into
the organization. At the end of the exercise, the PMO better understood the organization’s needs and identified areas into which it might
potentially grow.
9. Outline a plan for the evolution of the PMO and constantly assess it. Where do you see the PMO in 1 year, 3 years, or 5 years? What are
strategies to get there? What resources, support, and infrastructure are required to get there? This plan should be made visible to upper
management and the appropriate entities. If the PMO is not working towards some type of plan, it could wander aimlessly and fail to
provide the overall benefits of which it is capable. After all, that’s what we do, right? Plan!

A PMO is an important component and should be used to as a differentiator to select and deliver strategic projects in organizations. PMO
leaders should analyze the PMO to ensure that it is aligned with the goals of the organization and that it continually adds value.

Thank you!
Because without your participation and willingness to collaborate,
we wouldn’t be able to execute excellent programs and make a
difference in our community, you deserve our gratitude
PM Day of Excellence - October 6, 2009 PMI Global Congress
(http://pmdayofexcellence.southfloridapmi.org) October 10-13, 2009
Counselors Management Team PM Day of Excellence Volunteers Management
Nicole Bassuk Sanjeev Jain Volunteeers Team Team
Marcia Dattoli Cynthia Hoyos Robbie Alexander Marlene Rodriguez
Alyse W. Egol Caroline Lee Dunia Arsuaga
Leticia Ferraro Katherine Ericsson Juan Arango Volunteers Team
Francisco Matos Jonathan Gart Milton Carvajal Robbie Alexander
Mary Ann McIlraith Ricardo Triana Maria Elvira Cipagauta Maria Elena Bauer
Stephen N. Karp Samir Wong Laura Grasser Lourdes Barbeito
Hans Meijer Francisco Crane
Panelists Chapter Shared Services Maria Matilde Rodriguez Sanjeev Jain
Cindy Oliver Victor Arenas Jessica Min Hans Meijer
Vielka Quintero Connie Maldonado Nelson Milian Carlos Lagares
Andrew Tawborne Shea Heaver Wendy Nesbeth Ramses Maldonado
Claire Marrero Carlos Lagares Julian Nathaniel Nelson Milian
Robin Lehman Gerry Parrish Gerald Metzger
Speakers Wendy Nesbeth Jamileth Rojas Nicolas Ospina
Katherine Ericsson Sandra Parras Marcia Wildner Myra Patino
Mark Hehl Lally Rivero Mariana Saslafsky Lally Rivero
Hugo Perez Marlene Rodriguez Simon Siflinger Jamileth Rojas
Deborah Vasquez Verra Roth Daniella Sforza Bernie Saenz
Ricardo Viana Vargas Valerie Slebi Christian Tinton Verra Roth

A special recognition to Sanjeev Jain (PM Day of Excellence) and Marlene Rodriguez (PMI Global11
Congress) for their dedication to these two special projects.
BOARD OF DIRECTORS 2009
® Thank you to Board Members
Completing their Service
Executive Team
Ricardo Triana | President 
Bernie Saenz | President-Elect  
Patricia Garofano |  Past President

Education and Professional Development

Albert John Cacace | Vice President Education 
Samir Wong | Director, Standards and Certification 
Mary Ann McIlraith | Director, Mentoring Program  Ricardo Triana, PMP Claire Marrero Marlene Rodriguez, PMP Patricia Garofano, PMP
Debra Forte | Director, Professional Dev. Seminars  President 2009 VP Programs 2008-2009 VP Operations 2008-2009 President 2008

Tricia Geary | Director, Dean of Education

Meet the Board of Directors 2010
Membership
Kathy Ericsson | Vice President Membership 
- Welcoming Newly Elected VPs (*)
Connie Maldonado | Director, Volunteers 
Ramses Maldonado | Director, Engagement & Retention 
Regina Santarcangelo | Director, Job Opportunity Program 
Marylin Marante  | Director, New Members 

Operations
Marlene Rodriguez | Vice President Operations
Arline Hruschka | Director, Governance
Jorge Dominguez | Director, Portfolio Management 
Lally Rivero | Director, Registration Bernie Saenz, PMP
President 2010
Katherine Ericsson, PMP
President Elect (*)
Sandra Parras | Director, Logistics & Facilities
Roy Vincent | Director, Administration

Finance
Robin Lenihan | Vice President Finance
Verra Roth | Director Finance Operations

Programs
Claire Marrero | Vice President Programs
Francisco Matos | Director, Broward
Julian Nathaniel | Director, Dade Francisco Matos
VP Programs 2010-2011 (*)
Al Cacace, PMP
VP Education 2010-2011 (*)
Angelo Gasparri, PMP Wendy Nesbeth, PMP
VP Membership 2010-2011(*) VP Marketing 2009-2010
Sean Kenny | Director, Palm Beach
Sazana Wedderburn | Director, Networking

Marketing and Development

Wendy-Ann Nesbeth | Vice President Marketing  
Valerie Slebi | Director, Research & Advertisement
Myra Patino | Director, Outreach Education 
Cynthia Hoyos | Director, Center of Excellence

Technology
Shea Heaver | Vice President Technology Shea Heaver, PMP
VP Technology 2009-2010
Sean Kenny, PMP Verra Roth, PMP
VP Finance 2010
Victor Arenas | Director, Online Presence  VP Operations 2010-2011 (*)

Carlos Lagares | Director, SaaS Applications 

Peter Walton | Director, Database Management 

OUR RECOMMENDATIONS
• A article - Quick and Dirty Guide to Getting Thins done An article from Bnet about how to get organized
when you are the one who plans, organizes, directs and controls company resources to complete specific
objectives (a.k.a. Project Manager). http://www.bnet.com/2403-13056_23-357106.html?tag=content;col1
• A book - Outliers: The Story of Success A book that poses an interesting question: why do some people
succeed, living remarkably productive and impactful lives, while so many more never reach their potential?
• A video - Greg Balestrero, PMI CEO on the importance of PMI Communities of Practice Check a
short video discussing how the recently launched communities of practice enhance the value of your PMI
membership. http://www.pmi.org/Movies/VCP/Video/default.htm
• A blog - Project Shrink Bas de Baar discusses Project Leadership in a global and virtual world through his12
popular blog and video podcast “The Project Shrink”. http://blog.softwareprojects.org