PMI Atlanta Chapter - Forums Summaries

"Project Management and Technical Assistance in Support of the transition to Zero Emissions in the Medium- and Heavy-duty Vehicle Markets" by Dan Raudebaugh, Executive Director at CTE: February 2023 Transportation Forum Summary

Written by: Horatio Morgan

Medium to heavy duty vehicles transition to zero-emission is the way to the future of transportation. This is essential to solving our current energy crisis. It is a more efficient, less costly, and an affordable alternative to more expensive carbon-based energy options.

Presentation Overview CteDan

The Center for Transportation and the Environment (CTE) is a national leading non-profit organization in the development and deployment of battery-electric and hydrogen vehicles in the medium and heavy-duty transportation markets. The speaker was not only passionate and charismatic, but most notably, Dan Raudebaugh is a founding researcher in the application of renewable transportation.

There was a high-level of engagement with attendees throughout the event. Dan shared his industry expertise and spoke on the future state of technology within the sector. He also gave an overview on some of the 100 plus projects CTE managers are completing across the country in this critical space with special emphasis on progress-to-date of Georgia projects. Attendees learned about the deployment of battery-electric transit buses at MARTA and at the University of Georgia, as well as the CNG (compressed natural gas) stations and refuge trucks deployed with Waste Management in Savannah and other parts of the southeast.


  • CTE has more request for projects than can currently be handled as request for assistance has multiplied over-time
  • CTE is the home and world leader for research, development, and innovation in the battery-electric and hydrogen vehicles sector
  • CTE aims to create a vehicle that is zero-emission free by 2050-2060

Next Event

Join us at the next PMI Atlanta Transportation forum on TBA

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"Governance Forum Lean Coffee Discussion" presented by Lee Suzanne Jordan: February 2023 Governance Forum Summary

Written by: LeDerrick Bouknight

Presentation Overview LeeSJordan

After a brief opening and introduction among all attendees, the presenter, Lee Jordan, opened with the meeting purpose to gather and prioritize PMI Atlanta Governance Forum topics for 2023 using the Lean Coffee format. After an overview of the Lean Coffee concept was completed, a poll was conducted to gather and rank all potential topics. The top three topics were transferred to the Lean Coffee template for an in depth discussion. Concurrence was received to proceed with all topics. Towards the end of the meeting, Lee reviewed the potential speakers for these topics and reviewed lower ranked topics with the audience. The overall Lean Coffee process was successfully executed.


2023 Top Topics from the Lean Coffee results:

  • Governance in Agile
  • Working with Project Sponsors
  • Data stewardship, organizational assessment, and capability mapping

Next Event

Join us at the next PMI Atlanta Governance forum on Wednesday, March 22, 2023

Keynote Presentation: The Predictable Outcome Model by Nelson Ingle

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"Forecasting with Monte Carlo Simulation" by Andrew Fuqua: February 2023 Agile Forum Summary

Written by: Alex Leonard, PMP

Presentation Overview Picture1-agile202301

On February 21, 2023, the Agile Forum of the PMI Atlanta Chapter hosted the “Forecasting with Monte Carlo Simulation” Special Interest Forum Event as presented by Andrew Fuqua. With over 35 years of professional experience in product development, product management, and project/portfolio management, Andrew provided new levels of insight into project planning and forecasting. Triangulation is the practice of utilizing 3-4 forecasting methods, for example Points/Velocity, SWAG Approach, or the Monte Carlo Simulation, to make accurate forecasts and estimates.

The Monte Carlo Simulation is considered one of the most accurate ways to forecast project or sprint completion. This is because it simulates outcomes based on the analysis of a wide range of available historical data from similar projects previously performed, whether internal or external to an organization. Some of the data analyzed through the simulation includes previous project completion timelines, project complexity, and probability of stories splitting into multiple stories (e.g., one story becomes two or more).

Once the Monte Carlo Simulation has been completed, those responsible for forecasting project completion timelines are able to complete their projection through various levels of confidence. For example, a mid-July timeline projection may have an 80% confidence level, while an early-July projection may be acceptable at a 70% confidence level. Andrew does, however, suggest that a confidence level of 80% is the most common benchmark because it gives project planners the flexibility to adjust forecasting based on the risk appetite within their respective organizations.

Andrew also presented and demonstrated a useful spreadsheet tool that aids in performing Monte Carlo Simulations. See link to the free resource below for more information:


  • To make effective estimates & forecasts, it is paramount to use multiple forecasting tools through the Triangulation method. This will include the use of 3-4 different forecasting tools.
  • When making estimates, avoid giving a single date. Actual results tend to be on the pessimistic side.
  • Utilizing Monte Carlo Simulation allows you to make estimates for project/sprint completion based on assumptions around complexity, historical data, and ranges of story splits.

Next Event

Join us at the next PMI Agile Forum on March 21, 2023

Keynote Presentation: TBA, Varun Anand

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"Strategies for Data Modernization of the Nation's Vital Statistics Ecosystem": February 2023 Healthcare Forum Summary

Written by: Rishea Middlebrooks MHI, CAPM

Complex data collection systems and interoperability challenges and varying levels of data standardization, oh my! Take a look at the CDC’s National Center for Health Statistics’ (NCHS) data modernization efforts of the National Vital Statistics System to produce timely and accurate data on mortality and it’s causes in the United States.

Presentation Overview PrachiMehta  CindyBush

This month’s speakers will describe the foundational building blocks that have facilitated the on going success of the NVSS Modernization Initiative across the 57 state vital records offices, NCHS, and its national partners. Ongoing community engagement through the NVSS Community of Practice (CoP) and the availability of robust funding through the 2020 Coronavirus Aid, Relief and Economic Security Act (CARES Act) have been important drivers in the vital records data modernization space. The presentation will highlight strategies and project management approaches that have contributed to this success while sharing upcoming plans to strengthen the vital records ecosystem with EHRs, surveillance systems, and medical examiner/coroner case management systems.


Challenges faced:

  •  Lack of real-time data
  • Varying levels of technical capabilities across 57 vital records offices
    • Batch/Flat file upload v. sending data via an HIE or single file upload
  • Extremely complex National Vital Statistics System mortality data flow


  • CARES Act funding relief
  • Data modernization using HL7 Fast Healthcare Interoperability Resources (FHIR)
    • Benefits
      • Data quality
      • Standardization and integration
      • Process efficiency
      • Modernizing data flows
      • Large developer community and support
  • RESTful Application Programming Interface (API)

Goals of the NVSS:

  • Improved interoperability
  • Data modernization
    • Standards development, policy, regulation
    • Technical tools and assistance
    • Testing and systems strengthening
    • Community engagement and connection
    • NCHS certification

Lessons Learned:

  • Not all workflows are created equal
  • Organizational level change management is crucial for the success of the project
  • Modernization IT systems and identifying bottlenecks within internal IT systems
  • Connecting people and existing projects within the organization leads to a more formalized program framework

Next Event

Join us at the next PMI Atlanta Healthcare forum on Wednesday, March 15th, 2023

Keynote Presentation: Lauren Gohde, the Global Lead, Inclusion & Diversity for Philips Healthcare will present: “The Power of Diverse Team in Project Management”

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"If The Shoe Fits – The Case for Situational Leadership": November 2022 AEC Forum Summary

Written by: Catherine Binuya, Ed.D.

Presentation Overview CherylBennett

Cheryl Bennett is PMO Director of New Wave Technologies ( and Owner of Just Swim Consulting ( a leadership training and
personal development company. Cheryl led the AEC Forum in a discussion of the application of Situational Leadership, a theory developed by Ken Blanchard and Paul Hersey. Situational Leadership Theory articulates how leaders can vary their leadership approach to directiveness and support according to a team member’s level of work competency and confidence in completing a task.


  • Four (4) Development Levels of a Team Member
    • D1- Excited Beginner: characterized by low competency, high confidence
      • Traits: Inexperienced, curious, optimistic, eager
      • Needs: Give them clear goals, rules & directions, step-by-step guidance, frequent feedback, positive reinforcement, concrete examples
    • D2- Frustrated Learner: characterized by higher competency, lower confidence
      • Traits Some competence, confusion, discouraged, overwhelmed, demotivated
      • Needs: Encouragement, support and reassurance, advice, coaching, give perspective and help analyze mistakes
    • D3- Capable/Cautious: characterized by moderate competency, moderate confidence
      • Traits: Contributors, self-critical, cautious, insecure
      • Needs: Sounding board, validation, encourage them to problem solve solutions, confidence building, remind them of past successes
    • D4- Expert/Achiever: characterized by high competency, high confidence
      • Traits: SMEs, inspired and inspiring, autonomous, self-directed/self-reliant/self-assured
      • Needs: Acknowledgement, appreciation, trust, challenge growth, autonomy, opportunities to teach and mentor other members
  • Four (4) corresponding Leadership Styles associated with each Development Level of working team member
    • S1- Directive: characterized by high direction, low support “Tell them what to do”
    • S2- Coaching: characterized by high direction, high support “Coach them on what to do”
    • S3- Supportive: characterized by low direction, high support “Encourage them on what to do”
    • S4- Delegator: characterized by low direction, low support “Challenge them on what to do”

Next Event

Join us at the next PMI Atlanta Architectural, Engineering, & Construction (AEC) Forum on December 13, 2022

Keynote Presenter: Yvonne Dragon, Co-Founder, COO, Chief Strategist of the Dragon Group

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