PMI Portland Chapter Newsletter January 2012pmi-portland.org/assets/newsletter/2012/pmi pdx... ·...

January 2012

Headline ArticleNext Chapter Meeting•ChapterMeetingSponsor•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics

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Articles•BestPracticesforMeetings•SolidTechnologyExperienceinDemandDespiteEconomy

PMI•President’sLetter•NewsletterDirector’sLetter•AboutPMIPortland

www.pmi-portland.org

LastmonthyoureadabouttheNewPortofPortlandHeadquartersproject.Thismonthhearfromthefourkeyteammemberswhowereinstrumentalinthecompletionofthisproject.

Project DescriptionLead Project Team:

KarlSchulz,SeniorProjectManagerDougSams,LeadArchitectDerrickBeneville,ConstructionProjectManagerSteveReidy,PrincipalProjectEngineer

Description:

10-storystructureincludingsevenstoriesofpublicparkingandthreefloorsofofficespace

Office:205,000SF,478workspaces,conferencerooms,andpublicmeetingspaceParkingGarage:1,200,000SF,3,500parkingspaces(500forrentalcars)

Construction:

Approximately2,500workers1.2millionhoursofconstructionrelatedwork24%SmallBusinessparticipation:$45.8millionincontractstoover70smallbusinesses

20%laborhoursperformedbyapprentices,40%ofwhomwerewomenorpeopleofcolor

TotalProject:$236millionParkingGarage,pedestriantunnelsandrelatedutilities:$156millionOffices:$80million

ThePortofPortland’snewHeadquartersbuildingresidesontheupperthreelevelsofthenewsevenstorylongtermparkingstructure.EmployeesfromthetwoPortofPortlandofficelocationsweremovedinjusttwoweekendswithoutanyinterruptioninday-to-dayoperations.Thisprojecthasgeothermalheatingandcooling,sandfiltersforstormwatertreatment,nativelandscapingandastateoftheart“livingmachine”fortreatingwastewater.Withitssustainablefeatures,theHeadquartershasachievedLEEDPlatinumcertification.

ThePortcontractedKarlSchulztotakeoverthisprojecttoprovidenewleadershipinmanagingacomplexproject.Successincludedreturningtheprojectbacktobudgetwithover$20millionofvalueengineeringandsoftcostmanagement,resolvingdesignissues,addressingthePort’sstaffrequirements,andrepairingthecommunicationbreakdownoftheprojectteammemberstoapositiveinteractionandcommunication.inicigroupwasalsohiredtoaugmentthePortteamandprovideconstructionandprojectmanagementservices,designreviewaswellasfurniture,equipmentandtransitioncoordinationservices.

HQP2–The View From Those Who Got the Job Done!

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PMI Portland Connection January 2012

January 2012

Tuesday, January 17 Chapter Meeting

Keynote PresentationPeople or Process, Which One Makes a Project Successful, with Todd Williams

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Educational PresentationScrum Project Management, with Laura Howley

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Chapter Meeting SponsorCollabNetCollabNetistherecognizedleaderinenterpriseClouddevelopment,poweringglobalsoftwaredevelopmentformorethan7,000companies,fromworkgroupstoenterprises.OursolutionsincludeTeamForge®,theindustry-leadingAgileALMplatformfordistributeddevelopers,theCodesioncloudhostingandintegrationplatform,ScrumWorks®ProAgileprojectmanagement,SubversionEdgeformanagedSCM,andAgiletrainingandtransformationservices.

CollabNet’sAgiletrainingdivisionhashelpedthousandsoforganizationssuccessfullyadoptandscaleAgilepracticesacrosstheirorganizations.WeemploymoreScrumtrainersthananyone,andhavecertifiedthousandsofScrumMastersandProductOwnerswithfrequentpublicandprivateclassesavailable.Formoreinformationortofindaclassnearyou,visitusatwww.collab.netorcontactusatscrumtraining@collab.net.

January 2012

The TeamKarl Schulz, AIA, LEED AP

Principal,inicigroup,Inc

KarlearnedaBachelorofArtsDegreeinArchitecturefromNewYork’sPrattInstituteofTechnology.

Current & Recent Project ExperienceChildren’sHospitalatLegacyEmanuelPortland,Oregon$250million,334,000squarefeet

AdventistMedicalCenterPavilionExpansion&ParkingGaragePortland,Oregon$105million,198,000squarefeet430-carparkinggarage

PeterO.KohlerPavilion,OHSUPortland,Oregon$216million,450,000squarefeet

TriMetTriCountyArea,OregonOnCallConstructionManagementServices

Achievements

U.S.GreenBuildingCouncilLEEDAccreditedProfessional

Member,AmericanInstituteofArchitects(licensedinOregonandMontana)

Trustee,PrattInstitute

HelenTownleyMemorialScholarshiprecipient,PrattInstitute

Speaker,numerousprofessionalconferences,includingthenationalconferenceoftheInternationalFacilityManagersAssociationinNewOrleansin2000,TheWorldConferencefortheInternationalFacilityManagersAssociationinParisin2002,andEcoroofPortland2010

Background

Karlisthefoundingprincipalandsoleownerofinicigroup,Inc.Karlhasbuiltareputationforcultivatinglastingrelationshipswithclientswhorelyonhisexpertise,creativityandcommitmenttodeliversuccessfulprojectsontimeandunderbudget.

Karlhascompletedsomeofthemetroareaslargestbuildingprojects,includingthe$216millionPeterO.KohlerPavilion.Karlservedasseniorprojectmanagerforthe$116million,407,500squarefoot(SF),fast-trackconstructionoftheOregonConventionCenterExpansioninPortland,whichwascompletedaheadofscheduleandunderbudget.

Duringthelastdecade,hehasworkedonthemasterplanningfortheOHSUSchnitzerCampusStrategicFramework,OHSUKohlerPavilionTwoandPacificUniversity’sHealthProfessionCampusinDowntownHillsboro.KarlhasbeeninvolvedinseveralmasterplanningandpreliminaryplanningprojectsthroughouttheNorthwest.

Douglas Sams, AIA, CSI, CDT, LEED APAssociatePartnerZGFArchitectsLLP

DougSamsisanassociatepartnerofZGFArchitectsLLP,withmorethan25yearsofprofessionalexperience.SincejoiningZGFin1989,hehasworkedonavarietyofhealthcare,institutionalandtransportationfacilities.Doughasbeenresponsibleforthedesignandcoordinationoflarge,complexprojectsworkingcloselywithclients,consultants,

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January 2012

andcontractorsinallaspectsofdesign.Manyofhisprojectsfocusedondaylightingandenergy-efficientstrategiespriortotheestablishmentoftheLEEDprogram,andhecontinuestoexplorenewtechnologiestofurtherasustainablebuiltenvironment.

Currently,DougservesasprojectmanagerforthePortofPortland’snewheadquartersofficefacilityandparkingstructureatthePortlandInternationalAirport.HisrelationshipwiththePorthasspannedmorethan18years,contributingtoapartnershipbetweenZGFandthePortthathaslastedmorethan50years.Doug’srecentexperiencealsoincludestheLegacySalmonCreekHospital,namedoneofAmerica’sTop10GreenestHospitalsbyTheGreenGuide;theLEEDGoldcertifiedKanekoCommonsatWillametteUniversity;andIndigo@Twelve|West,anurbanmixedusebuildinginPortland,Oregon,designedtoachieveLEEDPlatinumcertificationsunderNewConstructionandCommercialInteriors.DougreceivedaBachelorofArchitecturefromtheUniversityofTennesseeandaMasteroftheBuiltEnvironmentinSustainableDevelopmentfromtheUniversityofNewSouthWalesinSydney,Australia.

Speaking Engagements

Co-Presenter,EarlyStageSimulationTools–ViewsFromAllSides,2005USGBCGreenbuildConference,Atlanta,GA

PanelMember,NaturalWastewaterTreatmentSystemsWorkshop,CityofPortlandDepartmentofEnvironmentalServices,HQP2-CaseStudy,Portland,OR

Co-Presenter,ReinventingWaterRe-use:EcologicalWastewaterTreatmentProvidestheCenterpieceforNewCommercialDesignsinPortland,2010USGBCGreenbuildConference,Chicago,IL

Derrick Beneville, LEED APProjectManager,HoffmanConstructionCo.

DerrickearnedhisBachelor’sDegreeinConstructionManagementfromColoradoStateUniversity.

DerrickisaProjectManagerforHoffmanConstruction.His25yearcareerwithHoffmanhastakenhimtoCalifornia,Washington,OregonandeventoAlaskatoworkonmanyofHoffman’sprominentprojects.Derrick’sportfolioofprojectsincludeswater&sewertreatmentplants,healthcarefacilities,institutionalandtransportationfacilitiesrangingfrom$30mto$200minsize.

DerrickhashadtheprivilegeofworkingonmanylargeandcomplexprojectsworkingcloselywithOwners,Architectsandcontractorsonallaspectsofconstructionincludingdesigninput,estimating,andconstructionmanagement.Manyoftheprojectsincludestate-ofthe-arttechnologiesthathavefocusedonsustainabilityandtheachievementofGold&PlatinumLEEDcertificationincludingtheOHSUBiomedicalResearchBuildingandPortofPortland’snewheadquartersbuilding.

14yearsofhiscareerincludedworkingcloselywithDougSamsandTomPetersonsuccessfullycompletingallphasesofConcourseCandnowtheHQP2projectatPDX.DerrickreceivedaBachelor’sdegreeinConstructionManagementatColoradoStateUniversity.Hasbeenmarriedfor24years,hasa20yearolddaughterattendingUofOanda16yearoldsonattendingOregonCityHighSchool.AnyfreetimethatDerrickhasisspentsupportinghischildren’ssportactivities,RVingandhackinghiswayacrossagolfcourse.

Steve Reidy, PE, LEED APPrincipal,PAEConsultingEngineers

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January 2012

StevehasworkedwiththePortofPortlandformorethan25yearsandservedasPrincipalinChargeforPAE’seffortsatthePort’snewHeadquartersbuilding.Hehas30yearsofexperienceinmechanicalsystemdesignandprojectmanagement.AsaprincipalatPAE,Stevehasextensiveexperienceinmanagingprojectteamsthatincludebothmechanicalandelectricalengineersaswellaslightingdesigners.Hisbackgroundincludesawiderangeoffacilitytypes,fromofficebuildings,touniversityfacilities,tohigh-techmanufacturingandresearchspaces,tohealthcarefacilities.SteveholdsaBachelorofSciencedegreeinMechanicalEngineeringandisaregisteredprofessionalengineerinsixstatesincludingOregon.HeisalsoaLEEDAccreditedProfessionalthroughtheU.S.GreenBuildingCouncil.

Q and A1. What portion of the project was the most difficult? What methods did you use to solve these problems?

ThisPortofPortlandHQP2projecthadmanyfactorsthathadtobemanagedthroughouttheproject.Thecomplexityoftheproject,tightbudget,andfixedschedulemeantthatallportionsoftheprojecthadtobemanagedinaholisticwaytopreventdisproportionalenergybeingspentonleastcriticalissues.

Oneofthemajordemandsfortheprojectteamwastomaintainthecorrectprojectbudgetduringdesignandbidding.Atthetimeofdesignandbidding,muchofthebiddingmarketwasinfluxwithincreasesincostbeingexperiencedinthemarketplace.Giventheearlyestimatesfortheproject,theteamrealizedtheywouldhavetoreducetheprojectcostwithoutcompromisingtheprojectrequirementsforprogramspaceandfunction.

Wetookonthisissueinstepswithdetailedtrackingandassignmentsofresponsibilityformanyoftheteammembers.

TheContractorcompletedestimatesofthedesigndocuments.Thecostingpeerreviewteamcompletedasecondreview.Agoalamountforthebudgetwasestablished,theprojectteamagreedandruleswereestablishedonwhatfeaturescouldandcouldnotbeexplored.

Theteamasawholebrainstormedallissuesthatcouldbeconsideredforthecostreviewprocess.Thisincludedthedesignteam,contractorsestimatingexpertsandaselectedgroupofowner’suserswhohadexperienceindesignandconstruction.Amasterlistwascompletedthattrackedtheissuesandpotentialcostssavings,designimpacts,scheduleanddecisiontrackingdocumentation.Eachissuewasfullyvettedanddocumented.

Thisprocessprovidedtheteamthetooltofind$20millioninsavingsfortheprojectandwascompletedduringdesignandbeforebiddingtomaximizethesavingsfortheprojectandprovidedasolutiontooneofthemostdemandingissuesforamajorproject–keepingthedesiredfeaturesandcostswithintheestablishedbudgets.

2. What methods / or how did you define risks? How did you monitor them?

TheProjectLeadersfromthePort,ZGF,andHoffmanConstructionastheLeadershipTeammanagedtheriskissuesbyfocusingoncommunicationandidentificationofissuesearly.Everyissueanddecisiononadailybasishasrisk,somelargeandsomesmall.TheLeadershipTeamunderstoodtheneedtoproactivelyaddressallrisks.Thisrevampedleadershipteamtookproactiveearlystepsintheprojectwithanewmessagefortheproject,communication.

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January 2012

Theteammemberswereencouragedtobringupissuesand/orconcernsthatwouldhaveriskimpacttotheproject.Teammemberswhohadexperiencewithothermajorprojectsorsystemsthatwouldbeprovidedintheprojectwereencouragedtodefinewhatpotentialissuesmightimpacttheproject.Noissuewasdiscouraged,andtheteamwouldrelyontheexperienceoftheteammemberstolookattheissuesbasedonotherprojectstheyhadcompleted.

Asanexample,safetyteammemberswhohadworkedatthePortbroughtforwardissuestheyhadexperiencedinearlierprojectsthatmightimpactairportoperations.Theseissueswerecriticaltoaddresssinceanyimpactstotheoperationoftheairportwouldreflectnegativelyonthesuccessoftheproject.

TheLeadershipTeamreviewedeachissueandeitheranexperiencedtaskforceteamwasselectedtoaddressthepotentialriskbytheLeadershipTeam,oraspecialmeetingwasneededtodefineagreementstoreducerisk.AllissuesweretrackedinmeetingminutesorviaanIssuesTrackingLogkeptbythePortProjectManager.Aseachissuewasaddressedandsolutionsvettedoutregardingtherisk,theteamwouldaddressthemasdirectedbythePortProjectManagertoreducetherisktotheprojectandtothePortofPortland.

3. How did you identify all the project stakeholders?

Thelistofstakeholdersonalargeprojectcanbeextensive.Organizingandmakingsureyouhavethecorrectmemberscanbedifficultandmaychangeduringthecourseofaprojectthatlastsovermultipleyears.Forthisreason,thestakeholderlistshouldalsobeconsideredflexibleforeachstageofaproject.

Aprocessusedonthisprojectwastoidentifyprocessandauthorityoftheorganization,thePortofPortland.ForthePort,itwasimportanttounderstandtheorganizationstructureandtheapprovalprocessfromthePortofPortlandCommissiontothestaffthatapproveddocumentationfortheproject.Adocument

definingtheapprovalprocessandthestaffmembersresponsibleforapprovalandtheirauthorityisthebestmethodtotrackwhothestakeholdersare.Thisdocument,definingtheauthority,providesaroadmapdowntheapprovalprocessfortheentireprojectandalsoidentifiesthestakeholder.ThisdocumentwasapprovedbythePortDirectorsandwasreferencedwhentherewasanissueonstakeholder’sauthority.

Thesameprocesswasusedfortheotherteammembers.Aclearmapofwhohadwhatauthorityoneachteamwascreatedtomakesurethateachorganizationhadthecorrectunderstandingofhowtheotherprocessworked.

Theotherfactorinmanagingstakeholdersfortheintegrationintoaprojectdeliverywascommunication.Aswiththeriskmanagementsolution,theLeadershipTeamsoughtmembersoftheDesignandConstructionteamsandPortofPortlandtoprovideinputontheproject.Basedontheexperience,willingnesstoprovideproactivesupportandtimeavailability,theLeadershipTeammemberwouldrecommendselectedmemberstojointheteamasstakeholdersbasedonhowthestakeholderwouldhelptheproject.WithapprovalbytheLeadershipTeam,

thepersonwouldjointheteamasastakeholderandassistonthedesignatedtasks.Thisprocessallowedforchangesinstakeholdersbasedonexperienceoravailability.TheProjectsuccessfullyincorporatedanumberofdifferentstakeholdersduringthecourseoftheproject.

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LivingMachineLayout

LivingMachine

January 2012

4. How were the team members selected? How was the information disseminated to other members of the project team?

TheProjectTeamrealizedthatcertaindesign,constructionorprojectlogisticissuesneededtobeaddressedduringconstructiontoreducerisk,delaystotheproject,andcostexposures.Asolutionwasneededtoexpeditetheresolutionsasquicklyaspossibletoreduceprojectimpacts.

ThethreeProjectLeadersforthePort,ZGF,andHoffmanConstructionsetuptheTaskForceProgramfortheteam.Whenanissuewasdiscoveredandneededtobeaddressed,theLeadershipTeamwouldaddressitintheirweeklymeetings.ItcouldberaisedinanumberofwaysfromRFI’s,meetingdiscussions,orothernotices.Theteamsupportedtheraisingofissuestothemanagementteamtomakesureallpotentialissuesthatmightimpacttheprojectwherevetted.OneofthebiggestelementsofthetaskforceswastogettheOwner,DesignTeam,GC&subcontractorsmeetingtogether“rollinguptheirsleeves”toworkoutconstructabilityissuesallowingforthebestqualityinstallation.Firststepwastoidentifythevarioustaskforcesrequired(i.e.facade,archwoodwork,etc.)wherehighestexpectationofqualityisnecessary.

Basedondiscussionandinputfromeachmember,thetaskforcewouldbeestablishedwithagoalofresolvingtheissuebeingdefined.Prioritieswouldbeset,includingcosts,schedule,orconstructabilityimpactsbytheLeadershipTeam.

Oncethetaskforcecompletedtheirefforts,theywouldprovidetheLeadershipTeamwiththerecommendationfortheproposeddirectiontoresolve.TheLeadershipTeamwouldweighthebestmethodtocompletethedisseminationoftheinformationtotheteam.TheLeadershipTeamwouldbasetheinformationdistributiononcontractingrequirementsandefficiencyofdistributingtheinformationquicklytothepeopleneedingtheinformation.Ateammemberwouldbeassignedtocompletethefollowupandcompletionoftheissuetoberesolvedbythetaskforce.

Thisprocessprovidedatechnicalmethodtomakesurealloftheissuesthathadbeenraisedorrequiredadditionalworkto

addresswerecompletedusingtheexperienceoftheteamtoresolveasquicklyandcosteffectivelyaspossible.

5. Since the construction was such a short timeline, what methods were used to keep the schedule on track?

ItwasnotanoptionfortheprojecttosliptheschedulebasedonafixeddatewhenthePortofPortlandwastovacatetheirofficebuilding,sinceitwastobeturnedovertothenewoccupants.

Basedonthisrequirement,eachissuethatwasaddressedduringdesignandconstructionwasweighedbytheLeadershipTeamonhowitmightimpacttheprojectschedule.Thiswasafixedquestionthathadtobeansweredbytheteamforeachissue.Withtheidentificationofapotentialscheduleimpact,theteamwouldaddresshowtheissuewouldimpacttheschedule.

Schedulereviewwascompletedwiththecontractortakingaleadershiprole.Theywouldprovideanoverallprojectschedulethattheteamusedtomeetmilestones.Fromthisdocument,theteambasedtheirdecisions.

Theprojectusedanumberofdifferentsolutionstomeetschedule.First,thePortofPortlandusedaContractorManager/GeneralContractordeliverymodelforconstruction.Thisallowedforthecontractortojointheteamearlyandassist

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January 2012

withdecisionsfortheproject.Thisincludedschedulingthemilestonesfortheproject.

ItwasclearthattomeettheneedsofthePortofPortlandtheprojectwouldneedtouseafasttrackprocess.Thecompletionofearlybidpackagesandearlystartofconstructionbeforethedesignwascompletedshortenedtheprojectduration.Inaddition,forlongleadissues,thePortofPortlandusedDesignAssistcontractingforcriticalbidpackages.Anexampleistheproject’scurtainwallsystem.ThemanufacturerandinstallerofthecurtainwallsystemwasselectedonanRFPprocessthatincludeddesignbuildprocessforthecurtainwallsystem.Thevendorwasselectedonexperienceandpricingstructure.Thissaveddesigntimebythedesignteamandreducedthebiddingduration.Also,theordercouldbeplacedmuchearlierintheprojecttomakesurethatthematerialswouldbedeliveredandinstalledontime.

CreativeprocessesliketheonesdefinedaboveprovidedtheLeadershipTeamtoolstomanagethescheduleduringthedesignandconstructionphasesoftheproject.

6. What suggestions / tips / methods would you recommend to others who have large projects?

ThemostcriticalissueisthesetupoftheProjectTeamatthebeginningoftheprojectwhowillworktogetheronadailybasisforyearstocompleteaproject.Theteammember’sleadershipneedstohaveexperienceinthedeliveryofsimilar,largeandcomplexprojects.Thisskillaloneprovidestheabilityto

anticipateissuesandprovidetheconfidencetotherestoftheteamthattheissuesoftheprojectwillbemanagedsuccessfully.

Thesecondissueistheabilitytocommunicateatmultiplelevelswithallofthemanyteammemberswhointeractinthedeliveryofalargeproject.TheTeamLeadershipneedstomakesurethattheycannotonlyprovideclearcommunicationtoalargediversegroupofpeoplewhohavedifferentlevelsofunderstandingprojectconstructionanddelivery,butdeliveritinapositiveandteamsupportingmethod.Toomanytimes,negativecommunicationisused.Thismethodleadstocompromisedcommunicationswhenteammembersfeeltheyarenotbeingsupported.

ThePortfoundthattheydidnothavethecorrectpeoplemanagingtheprojectwhentheyfirststartedtheproject.Theirmanagementteamdidnothavetheexperienceandcommunicationskillstoprovideateamworkenvironmentfortheprojectoveralongperiodoftime.ThePortofPortlanddeterminedthattheyneededtobringinanewprojectmanagerwhohadtheexperiencetocompletelargeprojectsandprovidecommunicationprocessesthatwouldbeabletoconnectthethree-teamgroupsofdesigners,contractorsandPortofPortlandstaff.Withanewenvironmentofcommunication,theteamevolvedintoateamwhoworkedtogetherwithmuchbettercommunication.Thisledtoamuchstrongerdeliveryoftheprojectbyallpartiesandistherecommendationthathadthemostimpactonthesuccessofalargecomplexproject.

January 2012

People or Process, Which One Makes a Project Successful?Whydowerelyonprocesssomuchwhenpeopledothework?Weknowprocesshelps,butthenpeoplegetinvolvedanditbecomesamess.PeopleorProcess,asthenameimplies,looksdirectlyattheroleofpeopleversusprocessinaproject’ssuccessorfailure.Thefocusonprocessisaneededcomponent,butdoesnotobviatetheneedtomanagepeople.Unfortunately,thetrendoverthelastfifteenyearshasbeentofocusonprocessandreducetheprojecttoachecklistoftasks.Thishascreatedaculturethatneglectsthevalueofamanagerwithpeopleskills.

Thispresentationusescasestudiesandclassinteractiontounderscorethehowpeoplemakeorbreaktheproject.Attendeeslearntheimportanceofworkingcloserwiththepeopleontheprojectbylookingatfourareas:

• TheProjectManager.• ProjectInception.• ProjectMethodology.• Technicalteammembers.

Bytheendofthepresentation,attendeeswillunderstandtheimportanceofbalancingpeopleandprocess,wheretofocustheirefforts.Thebenefitofbeingmoreinvolvedwiththeinnerworkingsoftheprojectwillbeevident.

About the PresenterFortwenty-fiveyearsPresidents,V-Level,andC-LevelexecutivesofmanufacturingandservicecompanieshaveaskedMr. Todd Williamstohelpthembuildleading-edgesystems,improveorganizationalefficiency,andrescueproblemprojects.Fromthisexperience,hehasdevelopedmethodsto

streamlineorganizations,turn-aroundtroubledprojects,andhelppreventrecurringfailures.

Inhisbook,RescuetheProblemProject:ACompleteGuidetoIdentifying,Preventing,andRecoveringfromProjectFailure,publishedbytheAmericanManagementAssociation(AMACOMBooks2011),hedefinesaprojectauditandrecoveryprocessforrescuingredprojectsthatfocusesonrootcausecorrectionandprevention.

AsPresidentofeCameron,Inc.andaprofessionalmemberoftheNationalSpeakersAssociation,heisanexpertinrescuingprojectsandfailureprevention.Hemaintainsablogathttp://ecaminc.com/index.php/blogthathasbeenquotedonCIOUpdate,ZDNet,ITBusinessEdge,CenterforCIOLeadership,CIOEssentials,amongothers.HehasbeenchosentospeaktoNASA,AMA,PMI,APICS,FEI,FENG,IMA,ASQandnumerousothercompaniesandorganizations.

ContactMr.Williamsattodd.williams@ecaminc.com.

January Chapter Meeting Keynote Presentation

January 2012

Scrum Project ManagementProjectManagementisaboutmanagingtheproject,notmanagingthepeople.Intoday’sworldofconstantlyshiftingresourcesandchangingrequirements,weoftenlosesightoftheactualprojectgoal.Scrumhelpsyouregainyourfocusontheproject’spurpose:deliveringvaluetoyourcustomer.LearnwhybusinessesarechoosingAgilemethods,thebenefitstheyhavegainedandtheroadmaptoachievingahealthierorganizationwithAgile.

About the PresenterLaura HowleyisaCertifiedScrumProfessionalwiththeScrumAllianceandhasbeenactivelypracticingScrumforfouryears.AtCollabNet,sheworkswithadiverserangeofclientshelpingthemmovefromtraditionalworkflowstomoreagilepractices.SheisespeciallyinterestedinapplyingScrumprinciplestoindustries

beyondsoftwaredevelopmentandhasworkedwithclientsinmanufacturingandadvertisingindustries.

WhennotpracticingScrum,LauraenjoystherunningtrailsinForestPark,playingthebassinherbasementwithfriendsandcookinguncomplicated,deliciousfood.

January Chapter Meeting Educational Presentation

January 2012

Agenda4:00 Registration table opens 4:30 Educational presentation 5:30 Networking 5:35 New member welcome meeting 6:30 Dinner and announcements 7:00 Keynote presentation

Meeting PricingPMI Portland Chapter Members*Keynotepresentationwithmeal$25Educationalpresentation$10

PMI Portland Chapter Student Members*Keynotepresentationwithmeal$15Educationalpresentation$5

Non-MembersKeynotepresentationwithmeal$35Educationalpresentation$10

Note change to Late and Walk-in registration: Seepage19fordetails.

No refundswithin24hoursofthemeeting.Contactregistration@pmi-portland.org.

* ChapterMembersandStudentMembersmustprovidePMInumberinordertoreceivememberpricing,ifregisteringatthedoorthedayofthemeeting.

* ChapterMembersandChapterStudentMembersarecurrentmembersofPMIandthePortlandChapter.StudentMembershipisdefinedbyPMIGOC,anddoesnotapplytonon-memberswhomaybestudents.

PMIPortlandChapterStudentOutreachProcess

New Member Welcome MeetingWemeetdirectlyaftertheEducationalPresentation,inthesameroom.Joinustolearnaboutwhoweareandwhatweoffer,andtomeetothernewmembers.

Register Online and SaveAt10a.m.theMondaybeforetheChaptermeeting,theregularonlineregistrationpriceincreasesby$10.At4:00p.m.thedayofthemeeting,regularregistrationpriceincreasesby$20.Seepage19fordetails.

LocationDoubletreeHotel–LloydCenter1000NEMultnomah,Portland,Oregon97232(503)281-6111Free Parking

January MenuChickenSaltimbocca:ChickenBreastFilledwithMozzarella,Peppers&TomatoSauce,MushroomChiveRisotto,FreshVegetables

TwiceBakedYukonGoldPotatoes,WithRicottaCheese,Chives,AgedCheddar,MustardPicattaSauce,BraisedGreensandParmesanCrisp

RedVelvetCake

Chapter Meeting Logistics

January 2012

Professional DevelopmentPMI–Agile Certified Practitioner (ACP) Exam Prep Thursday and Friday, Jan. 26–27, 2012 Two-days, 21 hours, homework required!AgileProjectManagementisthehottesttopicinourfieldtodaybecausesomanyemployersarelookingfornewhireswithagilecertificationandexperience.PMI’snewestcertification–theAgileCertifiedPractitioner(ACP)–is“settingthebar”foragileprojectmanagementprofessionals.UnlikethebetterknownScrumMastercertificationwhichfocusesononly1agileframework,onlyrequiresa2-dayclasswithano-failassessment,andhasnoworkexperience,theACPcovers3frameworksandhasstandardsthatemployersrespectforeducation,experienceandarealexamination!

IamverypleasedtoannouncethatwehavearrangedtoofferPMI-ACPExamPreparationwitha100%Money-back,First-timePassGuaranteefromtheGR8PMtrainerstoourChapter.

YoudonothavetobeaPMPoraScrumMastertogetgreatvalueoutofthisclass.Thisclassisdesignedtohelpyouclearthetwohurdlesstandinginfrontofyou–completingtheapplicationandpassingtheexam.Thiscoursealsohelpsyougotothenextlevelwithsolid,realworldpracticesbecauseafteryouhavepassedtheexamyourboss,co-workers,andcustomerswillhaveraisedexpectationsaboutyouasanagileexpert!

The2-dayseminarprovides21hoursofinstructionand21PDUsbuthomeworkisrequired!ItwillbedeliveredonThursdayandFriday,January26thand27th.Thatmeansyoucangetgreatcareer-enhancingtrainingand21 PDUsinjust2-days!ButyouhavetohurrybecausetheregistrationpriceexpiresonJanuary16,orwhensoldout.

ThePMIPortlandChapterBoardofDirectorsfeelsakeyresponsibilitytobringhigh-qualitytrainingatagreatpricetoourChapter.Wehopeyouagreeandwilljoinusforthisterrificseminar!

Ihopeyou’lljoinusforthisseminar.AndIreallyhopeyou’llletusknowhowtheChaptercanserveyoubetter…andthencomegrowwithus!

Diane Brady, VP of Professional Development

Workshop Details21 PDUs

CostPMIPortlandChaptermembers:$1495(Members–Watchyouremailfordiscountcode!)

Non-members:$1645

Location

RedLionHotelPortland-ConventionCenter1021NEGrandAve.Portland,OR

Presented by GR8 PM

Youcangetmoreinformationonourwebsite,orgotohttp://www.gr8pm.com/events--class-registrationtoregisternow!.

January 2012

Professional DevelopmentPMP/CAPM Spring 2012 Exam Prep Course Saturdays, February 18–March 31, 2012

HostedbyDeVryUniversity,KellerGraduateSchoolofManagement

PrepareforPMPorCAPMcertificationthoughthePortlandChapterofProjectManagementInstitute.

ExperiencedprojectmanagersreadytobecomecertifiedProjectManagementProfessionals(PMPs),andthoselookingtoestablishcredibilityintheapplicationofprojectmanagementprocessesasaCertifiedAssociateinProjectManagement(CAPM),willbenefitfromthiscoursewhichwillhelpyoupreparefor–andpass–theProjectManagementInstitute(PMI)examination.

CertifiedPMPswillbringtheProjectManagementBookofKnowledge(PMBOK)methodologyandreal-worldexperiencesintofocus.Theywillwalkyouthroughwhatyouneedtoknow,step-by-step.CorestudymaterialwillbecoveredoversixSaturdays,withacompletereviewonMarch31th,thelastdayofthecourse.Takingthetestimmediatelyafterthecourseisrecommended.

AttendanceinthecoursewillsatisfytheeducationrequirementforboththePMPortheCAPMapplication.StudentswillreceiveacopyofthePMIPMBOK(4thedition),third-partysamplequestions,andcoursestudyguide.

Seatingislimitedsoregistertoday.

Workshop DetailsSaturdays, February 18–March 31, 20129:00a.m.to5:00p.m.

Location

DeVryUniversity9755BarnesRoad,StHelensRoomPortland,OR

CostPMIPortlandChapterMembers:

12/30through1/155p.m.–$7951/15after5p.m.through2/65p.m.–$8952/6after5p.m.through2/135p.m.–$945

Non-Members:

12/30through2/65p.m–$10952/6after5p.m.through2/135p.m–$1145

(A current PMI Portland Chapter membership is required at the time of registration to take advantage of member pricing.)

Register today!

Fordetailsandregistration,visitthePMIPortlandChapterwebsite,oremailcertification@pmi-portland.org.

Roeder Courses–Online, LiveBesuretocheckthePMIPortlandChapterwebcalendarforallthenewonlinePMrelatedtrainingatadiscounttomembers.Coursesincludesuchtopicsas:

• ProjectManagementNegotiation(new)• ManagingVirtualTeams• DynamicLeadershipSkills• InternationalProjectManagement(new)

Andmore...

January 2012

Events CalendarMON TUE WED THU FRI SAT

January 9 10 11 12 13 14

1516 17 18 19 20 21

23 24 25 26 27 28

30 31 February 1 2 3 4

6 7 8 9 10 11

13 14 15 16 17 18

20 21 22 23 24 25

Fordetails,seethecalendarontheChapterwebsite.

RoundtableNorth@Clark

RoundtableWest@Nike

Chapter Meeting

Registrationdeadline–PMI-ACPExamPrep

RoundtableSouth@MentorGraphics

RoundtableWest@SolarWorld

RoundtableNW@Con-Way

RoundtableWest@Nike

RoundtableNE@PublicHealth

RoundtableWest@SolarWorld

RoundtableNW@Con-Way

PMIWVCorvallisMeeting

PMIWVSalemMeeting

PMIWVEugeneMeeting

SAOEvent

OODNEvent

RoundtableNE@PortofPortland

Chapter Meeting

Superearlybirddeadline–PMP/CAPMExamPrep

Earlybirddeadline–PMP/CAPMExamPrep

Registrationdeadline–PMP/CAPMExamPrep

PMI-ACPExamPrepCourse

PMP/CAPMExamPrepCourse

RoundtableNorth@Clark

January 2012

Roundtable Meetings

Join Us!Formoreinformation,toseemaps,tojoinaroundtable,tocontactthemoderator,ortoRSVPformeetings,seethePMIPortlandChapterRoundtablewebpage.

Roundtable NW Con-Way

2055NWSavierPortland,ORAskforroomatdesk

2nd Friday 7:15 a.m.

Roundtable South Mentor Graphics

8005SWBoeckmanRd.,Wilsonville.ORCommonsBldg.,BigMuddyConf.Rm.

1st Friday 7:15 a.m.

Roundtable West

NikeNikeWorldHeadquarters,Beaverton,ORNolanRyanBldg.,AirHuarache,1stFloor

3rd Thursday 7:30 a.m.

Roundtable West

SolarWorld25300NWEvergreenRd.Hillsboro,OR

2nd Thursday 5:30 p.m.

Roundtable North Clark

1200FortVancouverWay,Vancouver,WACommunityRoom

4th Friday 7:15 am

Roundtable NE Port of Portland

7200NEAirportWayPortland,ORAnchorRm.,1stfloor

1st Wednesday 4:30 pm

Roundtable NE Public Health

PortlandStateOfficeBldg. 800NEOregonStreet,Portland,ORRoom1C-30

4th Tuesday 7:30 am

January 2012

FairyTalesaremorethantrue:notbecausetheytellisthatdragonsexist,butbecausetheytellusdragonscanbebeaten.–G. K. Chesterton.

Irecentlyattendedaclass,wherethecoursematerialfocusedonthePMBOK.Whatbroughtthematerialbackfromthetheorytoactualpractice,wastheconversationaroundtheclassroom.MybackgroundhadneverrequiredEarnedValuecalculations.Eithertheprojectswerenotlongenough,orlargeenough,towarrantthatexerciseinplanningandreporting.Thensomeonedescribedtheirexperienceandopenedthewindowintoanewcommunicationtool,whichIanticipateusingsoon.

TheChapterRoundtablesresumethismonth,andtheycontinuetovarybetweenpresentationsandself-selectedtopics.Thepresentationsdrawthemostpeople,liketheAgileclassesatNike,theBlackSwanpresentationatSolarWorldlastfall,ortheAirportRunwayProjectinJanuaryatthePortofPortland.

Buttheself-selectedtopicsdrawthemostactiveandlivelydiscussions.Currenttopicsoftenincludeavolunteerwho

outlinesprojectchallenges,whichtheyhavebeenunabletoresolve.Thepracticeofdescribingjusttherightamongofdetail,withoutglossingovertheenvironmentalchallenges,bringsuptopicsthatarebroaderthanjustoneproject,orwithinoneorganization.Youmaylearnthingsthatyoushouldn’ttry.It’sthisdiscussionthatbringsouttheexperienceofourcommunity,andthedragonsthatweallencounter.

PMPs–youcanalsoearn1PDUforeachroundtableyouattend.Joinin,asaparticipantorobserver,andseeifthisisn’toneofthemostinterestingresourcesavailable.

Bruce Rosenblatt Director of Roundtables

Roundtables–Help to Conquer Dragons?

January 2012

Chapter Meeting Late Fee ChangesThePMIPortlandChapterBoardofDirectorshasdeterminedthereisaneedtorestructureourChaptermeetingfeestorewardthosewhoregisterearlyforthemeetings.WerecentlysentanoticeoffeechangestoourChaptermeetinglatefee.Earlyregistrationgreatlyfacilitateseventplanningandreducesregistrationlinesthenightofthemeeting.ThePortlandPMIChaptersubsidizesthecostoftheChaptermeetingstokeepthecostaslowaspossibleforourChaptermeetingattendees.YourChapterleadershipiscommittedtoprovidingqualityeventsatreasonablecostsbutweneedyourhelptosucceed.Asavolunteerorganization,wehavelimitedresourcesandtimetoaccomplishourgoalsandtaskseachmonth.Yourearlyregistrationwillgreatlyhelpthevolunteersplanandexecuteaqualitymonthlyeventforyoureducationandenjoyment.

EffectiveJanuary1,2012theChapterMeetingfeestructurewillbeasfollows:

• Regular Registration:Before10a.m.Monday(daybeforemeeting)-regular registration price

• Late Registration:Between10a.m.Mondayand4p.m.Tuesday(dayofmeeting)-add $10 to regular registration price

• Walk-in Registration:After4p.m.Tuesday(dayofmeet-ing)-add $20 to regular registration price

ThechangeintheChapterMeetingFeestructurewasaBoardofDirectorsdecision.Ifyouhavequestionsorconcernsaboutthenewfeestructure,pleasecontacttheChapterVPPrograms,President,orPresidentElect.Thankyouforyoursupportandwelookforwardtoseeingyouat2012events.

Gearing Up for the 2012 Managing Projects, Programs & Portfolios Conference! Inordertoprovideahighqualityandenjoyableeducationalconferenceforprofessionals,PMIPortlandChaptervolunteersarestartingtoplanthisyear’sannualManagingProjects,Programs&Portfolios(MP3)conference.AlthoughtheeventtakesplaceinlateAugust,planningnowensureswewillhavequalityspeakersandpresentersprovidinginformationoncurrentindustrytopicsandstateofthearttechnologiesandprocesses.Wealsohopetosecuremoresponsorsandexhibitorsthisyear.

However,thePMIPortlandChapterneedsyoutomakethiseventasuccess.Volunteerteamswillformtoplaneachpartoftheeventandthemorepeoplewehaveonourteams,themoretheworkcanbespreadout.Anyonewhoisinterestedinhelpingorhasexperienceandknowledgetocontributecanhelpinoneofthefollowingareas:

• Marketing• SolicitingSponsors• Identifying&recruitinggoodspeakerstopresentwork-shopsinoneoftheidentifiededucationaltracks• VolunteerRecruitment!(Thisisanespeciallyimportantroleforasuccessfulconference.)• Registration• Venueplanningandlogistics

Therearemanybenefitstovolunteeringfortheconferenceincluding:

• NetworkingwithotherProjectManagementProfessionals,• Gainingnewexperienceandskills,and• Eligibilityforfreeattendanceattheconference.

Ifyouwanttohelp,pleaseemailKristenFunk-Tracyatannual_conf@pmi-portland.orgorcall503.502.8145.OryoucancontactDianeBradyatvp_prof_devel@pmi-portland.org.

January 2012

PM News BriefsPMI Willamette Valley ChapterSalem Branch Monthly MeetingWednesday, January 18, 2012 Presentationstartsat12:00p.m.(pleasearriveby11:40am)

Location Roth’sConferenceCenter,WestSalem1130WallaceRd.NWSalem,Oregon97304

SpeakerBenKahn,MBA,PMP

TopicStakeholderCommunicationManagement

Cost $15(withlunch)or$12(speakeronly)forPMIMembersand$17(withlunch)or$14(speakeronly)forNon-Members

SeewebsiteformoredetailsSalem

Eugene Branch Monthly MeetingThursday, January 19, 2012 6:00-8:00p.m.

Location RedLion–Eugene205CoburgRoadEugene,OR97401

SpeakerKimLiegel

TopicTeamCollaboration–BridgingtheDivideBetweenIndividuals

Cost $20(bothPMIandNon-PMImembers)Includesabuffet-styledinnerpreparedbyRedLionHotel.Ifyourequirevegetarian,vegan,orotherdietaryrequirements,pleasespecifyintheregistrationformorcontacttheVPPrograms(VPPrograms@EugenePMI.org)48hoursinadvanceofthemeeting.

SeewebsiteformoredetailsEugene

Corvallis Branch Monthly MeetingFriday, January 20, 2012 Presentationstartsat12:00p.m.(pleasearriveby11:50a.m.)

Location CorvallisDepot700SWWashingtonAve.CorvallisOR97333

SpeakerDebraLavell

TopicDeliveringGreatUserExperience,ConnectingStrategiesandStories

Cost $10forPMIMembersandstudents.$15fornon-PMImembers.**NEWRATE**$5forunemployedProjectManagers.

SeewebsiteformoredetailsCorvallis

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Keep your E-mail Address Current! Members–weuseyourprofileinformationfrompmi.org.PleasecheckyourprofileonthePMIGlobalsitetobesureyouremailaddressiscurrent–itwillthenbeloadedintoourdatabase.

Non-members–youcanlogintothePMIPortlandwebsite,gotoMyProfile,andchangeyouremailaddresshere.

Roundtable and Job Posting members–rememberthatyoumayhavesetadifferentemailaddressfortheseposts.LogintothePMIPortlandwebsite,gotoMyProfile,thenMyE-Liststochecktheemailaddressthatisbeingused.

January 2012

PM News BriefsOODN Meeting

Creating a Strengths-Based Leadership Culture January 11, 2012

“Ourcompany’sgreatestassetisourpeople!”It’sanicemotto,butit’smeaninglesswithoutintrospectionandapplication.Andthetruthis,peoplearen’tyourgreatestasset,unlessthey’reinpositiontoleveragetheirgreateststrengths-thosethingstheydowellconsistentlyandenergetically.Thesinglebestpredictorofaconsistentlyhigh-performingteamistheanswertothisquestion:“Atwork,doyouhavetheopportunitytodowhatyoudobesteveryday?”Researchrevealsthatonly12%ofpeopleintheworkplaceplaytotheirstrengths“mostofthetime.”Ingeneral,societyisfascinatedbyweaknesses(mostemployeereviewsbearthisout),andwetakestrengthsforgranted.

Speakers:

PatriceAltenhofen,PresidentoftheCascadeEmployersAssociation

BillSwift,LeadershipFacilitatorwiththeCascadeEmployersAssociation

When: Wednesday,January11,2012from6–8:30p.m.

Where: Con-Way(Fremont/StJohn’srooms)2055NWSavierStPortland,OR97209

Pricing: FreetoPMImembers.Non-members,$10.

Contact: RSVPtopresident@odnoregon.org.

OregonODNetwork14780SWOspreyDrive,Suite365Beaverton,OR97007

info@odnoregon.orgwww.odnoregon.org

SAO Special Event

An Evening With Jonathan Medved, Israeli Technology Entrepreneur and Investor January 11, 2012

TheSoftwareAssociationofOregonispleasedtoannouncethatwe’vepartneredwithourfriendsattheOregon-IsraelBusinessAlliancetobringoneofIsrael’sleadingtechnologyentrepreneursandinvestors,JonathanMedved,toPortlandonJanuary11th,2012.JonathanisinterestedingettingtoknowOregon’stechnologycommunityandsharinghisinsights.

When: Wednesday,January11,2012from6–8p.m.

Where:Webtrends851SW6thAve.,Suite1600Portland,Oregon97204

Pricing: SAOmembers$25,Non-members$35

Registerhere

Contact:SonyaDuffin(sonya.duffin@sao.org)

Formoreinformationwww.sao.org/

January 2012

Join the PMI Portland ChapterPMIPortlandChapterisalocalChapteroftheinternationalorganization,PMI(ProjectManagementInstitute).ThePMIPortlandChapterpridesitselfonbeinganactiveandgrowingprojectmanagementcommunityandisoneofthelargestchaptersinthePacificNorthwest.

How to JoinTobecomeamemberofthePortlandChapter,youmustfirstjoinPMIGlobal.Youcanjoinonlineordownloadanapplication.

ClickheretojoinPMIGlobal.Youwillbegivenanopportunitytojoinachapter.SelectthePortlandChapter(C031)fromthelist.

Ifyou’realreadyaPMImemberandwanttojointhePMIPortlandChapter,youcanrenewusingthelinkabove.

Wearehonoredtowelcomeyouasanewmember!Youwillbeginreceivingthebenefitsofmembershiprightaway!

Membership Benefits• NetworkwithProjectManagementProfessionals• ProfessionalDevelopment• DiscountsonChapterEvents• MonthlyRoundtables• PMIPortlandChapterMonthlyNewsletter• CurrentJobListings• VolunteerOpportunities

Membership CostsJoin: PMIMembershipcosts$129/year.PMIPortlandChaptermembershipcosts$25/year

Renew: PMIMembershiprenewalcosts$119/year.PMIPortlandChaptermembershiprenewalcosts$25/year

Discounts: Retiredmemberspayjust$60peryearforPMImembership.MustbeaPMImemberingoodstandingforfiveconsecutiveyearsandhaveretiredfromactiveemployment.

StudentsmayjoinPMIforjust$30peryear,plusa$10applicationfeefornewmembers.Membershipisopentoanystudentenrolledinadegree-grantingprogramatanaccredited,orglobalequivalent,collegeoruniversity.

Test Drive a MembershipWouldyouliketocometoaPMIPortlandChaptereventtomeetsomeofyourfellowprojectmanagementprofessionalsandseewhattheChapterisallabout?You’rewelcometoattend,evenasanon-member!

Getonourmailinglist!PMIPortlandmembersautomaticallyreceivee-mailannouncementsofallChaptereventsandmonthlynewsletters–andyoucantoo.IfyouwouldliketoreceiveChapterannouncementsandnewsletters,filloutourNon-MemberSignupform.

For More InformationPleasevisitthePMIPortlandChapterwebsite.ReadtheChapterbrochure.

January 2012

Become a Volunteer Growyournetworkandyourskillset!Thesearesomeofthevolunteeropportunitiescurrentlyavailable:

• Assistant Vice President–ProfessionalDevelopmentteam

• Assistant Director of Workshops–ProfessionalDevelopmentteam

• Document Management System Project Manager–Operationsteam

• Contact Management System Project Manager–Operationsteam

• Director of Technology–Operationsteam • Quality Team Members (4)–Membershipteam • Program Manager, Annual Survey–Membershipteam • Instructor, Certification Prep course–ProfessionalDevelopmentteam

• Mentoring Program Administrator–Outreachteam

Formoreinformation,gototheVolunteerOpportunitiespageontheChapterwebsite,orcontactourDirectorofVolunteersatvolunteer@pmi-portland.org.Youwillbegladyoudid!

We Want to Profile Interesting Local ProjectsHaveyourecentlyclosedonaprojectinthePortlandareathatotherPMIPortlandChaptermembersmightbeinter-estedinhearingabout?Wearelookingforstoriesaboutlocalprojects.Youdon’tevenneedtodothewriting.Wewillinterviewyouandcapturethefascinatingdetailsthatdescribeyourmethods,approach,outcomesandlessonslearned.FinalcopywillbepublishedinthePMIPortlandChapternewsletter.

Pleaseletusknowyouareinterestedbysendingashortnotetonewsletter_dir@pmi-portland.org.

PM Job PostingsThesearethefourmostrecentjobopeningssenttoPMIPortlandChaptermemberswhohavejoinedourJobPostingService.

• SeniorDirector,ProjectManagementOffice• TechnicalBusinessAnalyst• SoftwareReleaseProjectManager• ProjectManagerII

ForcompleteinformationabouttheJobPostingService,includinginstructionsabouthowChaptermemberscanparticipate,visittheJobPostingSignupwebpage.

January 2012

Get to Know Your PMI Portland VolunteersWithamembershipofover1500people,oneofthegoalsofthisnewsletteristogetourmemberstoknowoneanotherbetter.

Professional DevelopmentKristen Funk-Tracy, Director of Annual ConferencePleasewelcomeKristenFunk-TracytotheProfessionalDevelopmentportfolioasthenewastheDirectorofAnnualConference.Kristenwasinstrumentalingettingtheconferenceoffthegroundlastyearwhenwelostakeyindividualontheteam.

Kristenhasgreatlyenjoyedmanagingprojectsandworkingwithpeoplethroughouthercareer.ShehasbeenfortunatetohavetheopportunitytomanagemanydifferentprojectsinherjobsandvolunteerworkandiscurrentstudyingforherPMP.

Kristen’sbackgroundisinsocialservices;Oregonstatepolitics;andprogramdevelopment,fundraisingandpublic/mediarelationsfornon-profithumanserviceorganizations.KristenreceivedherMaster’sinSocialWorkin2008withafocusonorganizationalleadershipandadministration.

Manyofyouhavealreadybeenluckytoworkwithher.IamdelightedthatshewillcontinueintheProfessionalDevelopmentPortfoliointhisnewrole.

ContactKristenatannual_conf@pmi-portland.org.

Ron Karsten, Director of CertificationOneofRon’sstrengthsishisabilitytograspdetailsandquicklyorganizeprojects.Hispassionforthisworkisimmediatelyevidenttothosewithwhomhecomesintocontact.RongainedhisProjectManagementexperiencein

successiveleadershiproles.Heservedhiscountryfor24yearsfirstasamemberoftheUSMarineCorpsfromtheVietNam

erathroughthePersianGulfincursionandsubsequentlyasamemberoftheOregonArmyNationalGuard.HewasaregionalmanagerforSchneiderNationalTransportation,thendirectedthesaleseffortforautomotivediagnostictrainingintheWesternU.S.forSnap-onToolsandwasanowneroftwosuccessfultrainingcompanies.Followingthat,hewastheDirectorofFieldOperationsforElectricLightwaveVancouver,WA,andVicePresidentofOperationsforIntegraTelecominPortland.HewasmostrecentlytheDirectorofthePortlandCampusofDeVryUniversityandKellerGraduateSchoolofManagementinPortland.Hedescribeshismostinterestingexperiencesasthechallengeshefacedworkinginaustereenvironmentswithdiverseelementscompetingforscarceresources.

RontaughtProjectManagementcoursesformanyofPortland’slargerbusinessandhaspresentedclassroomtrainingforPCC,UniversityofPhoenixandMarylhurstUniversity.HehasbeenrecognizedasPractitionerFacultyoftheYearthefortheOregonCampusoftheUniversityofPhoenixandearnedUniversityPresidentialHonorsasamemberoftheAdjunctFacultyatMarylhurstUniversitywhereheiscurrentlyteachingandisamemberoftheAdjunctFacultyCommittee.

ContactRonatcertification@pmi-portland.org.

Chris Tobias, Director of MentoringChrisTobiasservesasaLeadServicesIntegratorwithGEHealthcare’sInformationTechnologiesgroup.Heleadsprojectsandprogramstopreparespecializedhealthcaresoftwareformarketaswellasprojectstoimproveservicesdeliveredtohealthcarecustomersalongproductsafetyandreliabilityefforts.HerecentlygainedPMPcertification

withhelpfromhismentorandhaslongexperiencewithtraining/mentoringprograms.OnweekendsChristeachesacademicsuccessseminarstohighschoolandcollegestudents,.goesforalongbikerideandenjoystimewithhisfamily.

ContactChrisatmentoring@pmi-portland.org.

January 2012

Membership News

Alexander,TinaBanga,BalbinderBell,AllenBerry,TheresaBrock,RobertBrown,FredBuchser,RochelleCallaway,GeorgeCarter,LawrenceDaly,DavidDayton,CristiElliott,SabrinaGreger,RondaHarriff,SethHart,ColinHickey,WilliamHunt,DebraJensen,TammyJohnson,GaryKemppainen,MikaelKohl,ErnestLaird,CarolynLiegel,KimberlyMarshall,TimothyMcCauley,Starla

McGowan,TrishMohammad,TauseefMoss,JeffreyNystrom,JillOShea,GregoryParikh,AlpeshPatch-Putt,StephenPerez,JaredPies,RossPonomarenko,PavelPrett,MichaelPsiropoulos,MichaelRademacher,CraigRappleyea,KimRaymer,ClydeRowe,PilarSenthilathiban,VidhyaSharma,AlokShipe,TamaraShoemaker,BrandeeStewart,KevinWalker,AllenWilliams,AmandaZenger,Linda

Welcome New Members!

Membership information is provided to the Chapter monthly by PMI GOC. There may be a delay in seeing your name on this page due to newsletter publishing constraints. Go to PMI GOC at www.pmi.org to change or manage your membership profile information.

Congratulations New Credential Holders! Fitouri,Ammar,PMPHayes,Rick,PMPKorsness,Mark,PMP

Montano,Andrew,PMPNyehart,Charles,PMPPerez,Jared,PMP

Book Reviewer Needed!ThePMIPortlandChapterNewsletterwouldliketoadda“BookReview”section.WeinviteyousendareviewofaProjectManagementrelatedbook,alongwiththefollowinginformation:

• BooktitleandAuthor• ISBN#(optional)• Yourshortbioandphoto

Remember-youcanearnPDUsfornewslettersubmissions!

Sendyourreviewtonewsletter_dir@pmi-portland.org.

A New Years Wish“Twentyyearsfromnowyouwillbemoredisappointedbythethingsthatyoudidn’tdothanbytheonesyoudiddo.Sothrowoffthebowlines.Sailawayfromthesafeharbor.Catchthetradewindsinyoursails.Explore.Dream.Discover.”–Mark Twain

January 2012

Photos from December Chapter Meeting

Many thanks to Erik Odegard and Laura Sakaguchi for the photos.

MattWilbur,CDIITSolutions

TomCox,speaker

JohnPatton,speakerandAnneChalmers

MattBuchman

JamesLawrence

JerryYoung,JobsManager;SabyWaraich,DirectorofVolunteering;PrakashAcuthan,GizzelleWilliams

January 2012

Best Practices for Meetings–5 Structural ElementsMostmeetingssuck.Yourscansuckwayless.Hereare5structuralelementsthatwillmakeyourmeetingsfast,fascinating,andeffective.

1. Purpose2. DesiredOutcome3. Agenda–withStartTimesnotDurations4. AssignedRoles5. WrittenMinutes,usingLanguageofAccountability

Here’showtoimplementeachone.

PurposeThePurposeistheeasiesttodo,andthemostoverlooked.Asameetingparticipant,startyour(previouslyawful)meetingwiththequestion,“What’sthepurposeofthismeeting?”Astheorganizer,askandansweritbeforethemeetingstartsbystatingthepurposeatthetopoftheagenda,andinthemeetinginvitation.Somesamplepurposes:

• “DecideonavendorforthenewCRMsystem”• “Findsomepossiblesolutionstothedelaysinourproject,andpickonetoworkon”

Desired OutcomeCloselyrelatedtothePurpose,theOutcomeisoftensomeformofDecision,Agreement,Brainstorming,ProblemSolving,orStatusSharing.Ofthese,themostboringisstatussharing.You’rebetteroffsharingstatusviaemailbetweenmeetings,andthentouchingononlythestatusexceptionsduringthemeeting,whilebrieflycelebratingthepositiveaspects.

Somesampleoutcomes:

• “Eitherdisqualifythisvendororagreetoadvancetothenextstageofthepurchase”• “Forthewidgetqualityproblem,agreeonacourseofaction,anowner,andaduedate”• “Eitheragreeonhowourtwodepartmentswilldividethework,ordeclareourselvesdeadlockedandescalatetoourboss”

Forpeopleusedtointerminablemeetingsthataccomplishnothing,theintroductionofaPurposeandanOutcomecanfeelshockingandexhilarating.

Agenda–with Start Times not DurationsCreateanAgenda–inadvanceoronthefly–thatincludesfourelementsforeachagendaitem:

1. Thestarttime(andbyimplication,thetimeallowed)forthatitem2. Thetopicorquestion3. Theownerorpresenter4. Desiredoutcome

Here’sasample:

Start Time

Agenda item or Question

Owner Desired outcome

9:00 Greetings,ReadValues,ShareGoodThings

Facilitator Bonding

9:05 DecideonVendorforCRM Jim VendorChosen9:50 ParkingLotItems Facilitator Closure10:00 Adjourn Facilitator EndonTime

(ForaMeetingFacilitatorCheatSheetincludingasampleagenda,clickhere.)

Assign RolesYourmeetingwillrunbetterwhenthereareclearlydefinedroles.

• Timekeeper–ensureswearestayingontime• Taskmaster-ensureswearediscussingtheissuewearesupposedtobediscussing• Notetaker–capturesmajorpointsincludingminutes• Facilitator–runsthemeeting–youmightrotatewhorunseachmeeting,soeveryonegetsashot

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January 2012

Minutes using the Language of AccountabilityTheminutesmustbetakenduringthemeeting,asdecisionsarereachedandactionitemsarederived.Theymustbewrittenverycrisply,withconcretenouns,activeverbs,andclearresults.Abadactionitemisvague–thepersonwhomustdoitwon’tunderstandit,andneitherwilltherestoftheteam.Facilitatorsmakemeetingsrunsmoothly.Thenotetakermakesthemeetingmatter.Withoutwrittenminutestomemorializethedecisionsreached,peoplewillwalkouthavingslightlydifferentunderstandingsofwhatwasdecided.Withinaweekthosewilldivergetobecompletelydifferentunderstandings.Onlyawrittenversionofthedecisioncanpreventthat.Actionitemsareifanythingevenmoreimportanttowritedown.TeammemberswillcometomistrusteachotherifJoedoeswhatherememberspromisingtodo,butJaneremembersthepromisedifferently–Joefeelshediditperfectly,whileinJane’seyes,Joeisascrew-up.Examplesofbadactionitems:

• “TalktoVendorX”• “ResolveJim’sissue”• “Researchcustomerpreferencesaboutcolors”

Betteractionitemsare:

• “GetfromVendorXthepricingandavailabilityoftheselectedwidgetandreportbackatnextmeeting”• “WorkwithJimtoresolvehis7/23issuere.lockwasherquality–haveitfixedtoJim’ssatisfactionby9/13″• “Discovertop3customerpreferencesforcolorsforthenextgenerationwidget,withinputfrombothmarketingandresearchdepts,by10/10″

Theactionitemsintheminutesshouldbewrittenin“StandardGoalLanguage”i.e.acleardescriptionofWhatistobeaccomplished,Whoownsit,andbyWhenitwillbedone.Bestpracticeistodistributetheminuteswithinonebusinessdayoftheendofthemeeting.(Foratemplateformeetingminutes,clickhere.HattiptoGabeFasolino.)

Note on Problem SolvingFirst,agreeonwhattheproblemis.Donotattempttosolveanyproblemuntilthereisanagreed,writtenproblemstatement.Thisonestepisthemostoftenomittedandcansaveyourorganizationcountlesshundredsofhours.AlbertEinsteinisquotedassaying,“IfIhadonehourtosavetheworld,Iwouldspend55minutesdefiningtheproblem.”

About the AuthorTom Cox isasuccessfulconsultant,authorandspeakerwhocoachesCEOsandProjectManagersonhowtogetbetterresultsthroughmoreeffectiveleadership.AgraduateoftheUniversityofChicago,Tomearnedhisfour-yeardegreeinpsychologyinjustthreeyears,withhonors.ForIBM,Tomonceranaprogramof24simultaneousprojects–with

zerostaff–thatfinishedearlyandunderbudget.Tom’sinternetradioprogram“TomonLeadership”isaTopFivehitonGoogle.Tomhashelpedclientsachieveresultssuchas:

• Forasecuritycamerafirm,triplingrevenuein3months• Forasalesmanager,increasingresults-per-hour250%in2months• Foramental-healthcallcenter,growingprofitfrom1/2%to8%in6months

January 2012

Solid Technology Experience In Demand Despite EconomyThephrase“joblessrecovery”isrampantinthenews.Yetjobsarethelifebloodofahealthyeconomy;fewofusareuntouchedbythehumanaspectoftoday’snearhistoricunemploymentlevels.What’sgoingongloballyandnationally?WhatdoesthatmeanlocallyandforProjectManagers?Whatseparatesthe“hired”fromthe“hunters?”

Employment OverviewWouldyoubelievethatnationally,thisNovember,3.4millionjobopeningswerepostedaccordingtotheBureauofLaborStatistics?That’sa38percentimprovementsinceJune2009.Yet,November’sjoblessratewasstill9percent–14millionunemployed!

OregonEmploymentDepartmentRegionalEconomist,AmyVanderVliet,reportedOregon’sOctoberunemploymentat9.5percent,andPortlandMetroarea’swas9.0.SinceApril,Portland’sjoblessrate’shoveredbetween9.0and9.2percent.

ThePortlandMetroareatypicallyboomswhentheeconomybooms,andbustswhenitbusts.MultnomahCounty,however,rankedsecondtolastinprivatesectorjobcreationontheWestCoast-198thoutof199citiesandcountiesinthefivewesternstatesfrom1997to2009.TheStateOfficeofEconomicAnalysis(OEA)predictsthatOregonwillgrowby1.3percentin2012.VanderVlietisoptimistic,andbelieves,ifso,Portlandwilllikelygrowabitfaster,inpartduetoourgreaterrelianceonAsiathanEuropeforexport.Yet,she’shesitanttobetoobullish,“Crystalballshavebecomeabitfoggierlately,giventheuncertaintyaboutEurope.”

Despitethesluggisheconomicrecovery,techisaparticularlybrightspot.That,alongwithanumberoffactorsisdrivingupthedemandforProjectManagers.

EmploymentthroughoutthetechnologysectoristrendingupinthePortlandMetroarea.

Six Key Project Management Employment TrendsNationallyandlocally,thesearethesixtrendsIbelievedefinethedifferencebetweenwhichPortlandMetroareaProjectManagerslandjobs,versusthosewhoarestilllooking.

1. LargerTempandContractorWorkForce2. CertificationandExperience3. ExperienceRequirementsinthePortlandMarket4. ImportanceofSoftSkills5. It’sWhoYouKnow6. HiringManagersOverwhelmedwithUnderQualifiedCandidates

Trend #1: Larger Temp and Contractor Work ForceOverhalf(54percent)ofallpositionsfilledsinceJune2009wereeithercontractsortemps,broughtinbytempstaffingcompaniesandtemporaryagencies.BenBaden’sNov.17,2011USNewsarticledubstemp/contractworkthe“newnormal.”It’sexpectedtogrowto5percentoftheoverallworkforce,withtempsandcontractorscomprising10-20percentoflargeremployer’s

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January 2012

workforce.Thosetempjobs,directlyorindirectly,sometimesprovideamuch-neededfootinthedoor.

Trend #2: Certification and ExperienceWithover400,000holders,theProjectManagementProfessional(PMP)certificatewillcontinuetobethemostpopularprojectmanagementcredentialintheworld.However,PMPcertificationswillnolongerbeenough;theyaretheicingonthecake,butnotthecakeitself.Gettinghiredislessaboutwhatyouknow(certifications),andmoreaboutyourabilitytodemonstratewhatyouknowhowtodo,basedonyourabilitytospecificallyarticulateyourpastsuccess.

Trend #3: Experience Requirements in the Portland MarketJobhuntersarefindingprospectiveProjectManagementemployersinthePortlandareaaremoreinsistentthanintheBayAreawhenitcomestorequiringpreviousexperiencewiththeexactsametoolstheyareusing.LeeHechtHarrisonVPBusinessDevelopmentandPortlandHumanResourceManagementAssociationBoardofDirectorsPresidentNatalieMillerunderscoresthisisanemployer’smarket.“Ifacompanyhasalistoftenrequirements,theywantthemall,notjusteight.”Forexample,softwaredevelopmentgroupsworkinginJavawantaPMwho’smanagedJavasoftwaredevelopmentprojectspreviously,nototherlanguages.Whileemployersprefertobringonemployeeswithindustryexperience,specificprocessexperience,(suchasAgileandSCRUM),andtoolexperience(suchasSAP,CrystalReports)orprogramminglanguage(suchasJAVAor.NET)aremoreimportant,andoftenconsideredindustryindependentandtransferable.Savviercandidatesareactivelyfindingwaystogetthatexperience,evenifit’sunpaid.

Trend #4: Importance of Soft SkillsOnerecentlylandedITSeniorProjectManagerItalkedwithunderscoredtheimportanceofsoftskillsinadditiontotechnicalskills,experienceandcertifications.“Theysaidtheysaidthey

wantedasupertechnicalperson.Ultimately,mycommunicationskills,personalityandleadershipskillswonthemover.“

Trend #5: It’s Who You KnowMostcandidatesdon’tknowhowtopositionthemselvescorrectlyforthejob,becausetheycan’tfindoutwhatthehiringmanagerreallywants.MosthiringmanagersItalktostresstheimportanceof“fit,”butwhatthatmeansvarieswidelybetweencompanies.Recruiters(likeme)buildthosepersonalconnectionsandcanfindouttheinsidescoop.That’swhyanotherrecentlyhiredProjectManageradmitted“Imaintainedcloserelationshipswithseveralhead-hunters,whichkeptmetopofmindwhentheyheardaboutopportunities.”

Trend #6: Hiring Managers Overwhelmed with Under Qualified CandidatesIronically,prospectiveemployersandemployeesareplaguedwithaseeminglycontradictoryglobalhiringtrend….Despitehighemployment,employerscomplaintheyarenotfindingqualifiedapplicants,evenwhenthey’redelugedwithresumes.Experiencedfront-enddevelopersandthoseabletomanagebigdatawellareparticularlydifficulttofind.

If You Need to Hire…AccordingtoRecruiter.com,inthewarfortalent,recruitingProjectManagerswillbecomeakeydifferentiationpoint.Ifyou’refindingyourselfneedingtohireaProgramorProjectManager,considertappingatalentedtechrecruiter(likeme)tomakethatsearchasfast,painlessandsuccessfulaspossible.

What Does the Future Hold?“Projectmanagementisallaboutbuildingefficienciesinbusiness.Thedemandisthere.Technicalcertificationandbackground,theabilitytocommunicateandinfluence,managemeetings…especiallyatthemanagerorsupervisorlevel,employersneedthatnowmorethanever!”Milleremphasizes.

continued...

January 2012

Morecomputers,virtualteams,businessintelligenceandanalysis,socialmedia,cloudcomputing,securityconcerns….AllthismeansmoreopportunityforprogressiveProjectManagers.Opportunitiesandcompetitionwillbecomeincreasinglyinternational.Whereveryouwork,youwilllikelybeworkingwithvirtual,multinationalteams.Norestfortheweary,butifthere’sonethingnottoexpectanytimesoon,it’sboredom.

About the AuthorConnie Dorigan isaRecruitingExpert,Speaker,Author,

Trainer,ProfessionalResultsCoachandPerformanceConsultantwithover20yearsofexperience.SheistheFounderandPresidentofDorigan&Associates,aboutiquerecruitingagencyservingtheemergingsoftwaretechnologyindustryinCalifornia,OregonandWashington.

TolearnmoreaboutworkingwithConnieDoriganandDorigan&Associatesvisit

www.dorigan.comoremailConnieatcondor1@dorigan.com.

January 2012

Happy New Year !Ihopeeveryonehadagreatholiday,Iamlookingforwardto2012andourmanyChapteractivities.PlanningisalreadyunderwayfortheMP3event,andwewillhaveourfirstACPworkshopthismonth.Lookingbackon2011,wehadagreatMP3event,severalworkshops,andthenew

websitewentlive.

Astheyearbegins,theBoardisworkingtoimprovethewaywerecruit,recognize,andretainvolunteers.ThisisacriticalitemforuswiththeChapterseeingmembershipapproaching1,600people.WiththethemeofQualityandSustainabilitythisyear,oursuccessisprimarilydependentuponthegoodworkofourVolunteers.IwouldliketothankourVolunteersfortheirhardworkin2011.

Onchangein2012istherestructuringoftheChapterMeetingRegistrationfees.Inordertomanagetheeventregistrationandmealprocesseseffectively,weneedtodoeverythingwecantoencourageearlyregistration.ThefactweareavolunteerorganizationwithlimitedresourcescoupledwithPCIrequirementsformanagingcreditcardtransactionsputabottleneckintheregistrationprocessthatisbestsolvedwithearlyregistration.Iknowweallhavebusyschedulesthatmakeitdifficulttoplaninadvancetoattendthemeetings,buteventakingthefewminutesbeforeyouleavetheofficetoregisterwillhelptremendouslywiththesigninprocessattheevent.Pleasefeelfreetoreachouttomewithanyquestionsorcommentsregardingthischange.

IwouldliketothankourreturningmembersandwelcomeournewmemberstotheChapter,IhopeyoutakefulladvantageofallthebenefitsyourGlobalandChaptermembershipprovides.YourBoardandVolunteersarealwaysreadyandwillingtoansweranyquestionsyoumayhaveaboutmembershipbenefits,activities,andvolunteeropportunities.

Steve Thornton, President, PMI Portland Chapter

President’s LetterAnd the Secret Word is......DoyourememberGrouchoMarxin“YouBetYourLife”whentheduckcamedownwiththeSecretWord?Wearedoingsomethingsimilar.Comingsoon,intheFebruaryissueofthenewsletter,wewillbehavingamonthlycontest.Wewillhide

aprojectmanagementwordorphrasewithinthenewsletter.Ifyouarethefirstpersontoemailmewiththe“SecretWord,”youwillwinagiftcard!ThewinnerwillbeannouncedatthefollowingmonthlyPMIPortlandChaptermeeting.

Thecontestrulesare:

• MustbeacurrentPMIPortlandChaptermember.• Emailmustincludethe“SecretWord”andthepagenum-beronwhichitappears.• Emailmustincludeyourname,address,phonenumber,pmimembershipnumber,andemailaddress• Youcannotwinmorethanonceeachyear.

Again,Iamalwaysopentoanyfeedback,suggestionsorsubmissionstothenewsletter.Youcancontactmebyemailatnewsletter_dir@pmi-portland.org.Remember,thisisyournewsletter.

Laura Sakaguchi, CAPM Newsletter Director, PMI Portland Chapter

Newsletter Director’s Letter

January 2012Headline ArticleNext Chapter Meeting•ChapterMeetingSponsor•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics

January 2012

Board of DirectorsThe Board of Directors wants to hear from you. Click on the link to send them an email.

President SteveThorntonpresident@pmi-portland.org

President Elect AlanJohn,PMPpresidentelect@pmi-portland.org

Secretary ShancySabansecretary@pmi-portland.org

VP Finance JeffHenderson,PMPvp_finance@pmi-portland.org

VP at Large RobertBondaruk,PMPvp_at_large@pmi-portland.org

VP MarketingDaveMolinari,PMPvp_marketing@pmi-portland.org

VP MembershipKarelRasovsky,PMPvp_membership@pmi-portland.org

VP OperationsBradTaylor,PMPvp_operations@pmi-portland.org

VP OutreachLindaRead,PMPvp_outreach@pmi-portland.org

VP Professional DevelopmentDianeBrady,CSMvp_prof_devel@pmi-portland.org

VP ProgramsChristiLoya,MBA,MPMvp_programs@pmi-portland.org

Sponsor an EventBecomingaPMIPortlandChapterSponsorisanexcellentwaytogetinfrontofour4000+audience.SponsorshipgivesyourcompanyalivepresenceatPMIPortlandChaptereventsandavisualpresenceonthewebsiteandinthenewsletter.ContactourDirectorofSponsorServicesatsponsor_programs@pmi-portland.org.

Speak at an EventIfyouwouldliketospeakataChaptermeetingcontactspeaker@pmi-portland.org.IfyouwouldliketopresentaworkshopforthePMIPortlandChapter,contactworkshop@pmi-portland.org.

Submit an Article Writeanarticleorbookreviewforthenewsletter.YoucanearnPDUs!Clickherefordetailsorcontactnewsletter@pmi-portland.org.

Quick Links JoinPMIandthePortlandChapterEventCalendarChapterBrochureChapterBylawsPMIPortlandEditorialPolicyNewsletterArchive

MissionTopromotetheprofessionofProjectManagementbycreatingacultureandcommunitythatfacilitatesprofessionalgrowththrougheducationandvolunteerism.

VisionTobetheinnovativeleaderintheregionforadvancingprojectmanagement,makingindividualsandorganizationsmoresuccessful.Wearearesponsiveandcollaborativecenterofexcellencepromotingethics,quality,knowledge,skills,integrity,andleadership.

PMI Portland Chapter Newsletter January 2012pmi-portland.org/assets/newsletter/2012/pmi pdx... ·...

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