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

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

Professional Development•PMI-AgileCertifiedPractitioner(ACP)PrepCourse•PMP/CAPMPrepCourse•RoederOnlineCourses

Chapter News & Events•EventCalendar•RoundtableMeetings•HelptoConquerDragons?•ChapterMeetingLateFee•Gearupfor2012MP3

PM News BriefsMembership•JoinPMIPortlandChapter•BecomeaVolunteer!•YourPMIPortlandVolunteers•MembershipNews•Photos

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

Size:

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

Construction:

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

20%laborhoursperformedbyapprentices,40%ofwhomwerewomenorpeopleofcolor

Cost:

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

http://www.pmi-portland.org


http://pmi-portland.org

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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,[email protected].



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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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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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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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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



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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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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.



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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.

[email protected].

January Chapter Meeting Keynote Presentation



mailto:todd.williams%40ecaminc.com?subject=

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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



http://www.gisimarketing.com

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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

Or

TwiceBakedYukonGoldPotatoes,WithRicottaCheese,Chives,AgedCheddar,MustardPicattaSauce,BraisedGreensandParmesanCrisp

RedVelvetCake

Chapter Meeting Logistics



mailto:registration%40pmi-portland.org?subject=

http://www.pmi-portland.org/assets/portfolios/outreach/bod-proc-students.doc

http://www.pmi-portland.org/index.php?option=com_mc&view=mc&mcid=form_109494

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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!.



http://www.pmi-portland.org/index.php?option=com_content&view=article&id=331:pmi-acp-exam-prep-seminar&catid=21:workshops&Itemid=246

http://www.gr8pm.com/events--class-registration

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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,[email protected].

Roeder Courses–Online, LiveBesuretocheckthePMIPortlandChapterwebcalendarforallthenewonlinePMrelatedtrainingatadiscounttomembers.Coursesincludesuchtopicsas:

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

Andmore...



https://pmi.memberclicks.net/index.php?option=com_mc&view=mc&mcid=form_112078

http://www.pmi-portland.org/pmpcapm-course

mailto:certification%40pmi-portland.org?subject=

http://www.pmi-portland.org/event-calendar

January 2012

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Events CalendarMON TUE WED THU FRI SAT

SUN

January 9 10 11 12 13 14

1516 17 18 19 20 21

22

23 24 25 26 27 28

29

30 31 February 1 2 3 4

5

6 7 8 9 10 11

12

13 14 15 16 17 18

19

20 21 22 23 24 25

26

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

PMP/CAPMExamPrepCourse

RoundtableNorth@Clark




January 2012

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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



http://www.pmi-portland.org/roundtables

January 2012

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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?



http://www.cdi-its.com

January 2012

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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.



mailto:annual_conf%40pmi-portland.org?subject=

mailto:vp_prof_devel%40pmi-portland.org?subject=

January 2012

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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([email protected])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

continued...

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.



http://sites.google.com/site/pmiwvc/Home/salem-branch

mailto:VPPrograms%40EugenePMI.org?subject=

http://sites.google.com/site/pmiwvc/Home/Eugene-branch

http://sites.google.com/site/pmiwvc/Home/corvallis-branch

January 2012

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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: [email protected].

OregonODNetwork14780SWOspreyDrive,Suite365Beaverton,OR97007

[email protected]

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([email protected])

Formoreinformationwww.sao.org/



mailto:president%40odnoregon.org?subject=

mailto:info%40odnoregon.org?subject=

mailto:www.odnoregon.org?subject=

http://www.sao.org/events/attendees.asp?id=200360

http://sao.site-ym.com/events/event_details.asp?id=168923

January 2012

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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.



http://www.pmi.org/en/Membership/Membership-Types-of-Memberships.aspx


https://pmi.memberclicks.net/index.php?option=com_mc&view=mc&mcid=form_68428

http://www.pmi-portland.org/join-pmi-portland

http://data.memberclicks.com/site/pmi/ao-mv-membership-brochure.pdf

http://www.pmi-portland.org/brochure

January 2012

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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.



http://www.pmi-portland.org/volunteer-opportunities

mailto:volunteer%40pmi-portland.org?subject=

mailto:newsletter_dir%40pmi-portland.org?subject=

http://www.pmi-portland.org/job-posting-sign-up-process

January 2012

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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.

[email protected].

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.

[email protected].

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

withhelpfromhismentorandhaslongexperiencewithtraining/mentoringprograms.OnweekendsChristeachesacademicsuccessseminarstohighschoolandcollegestudents,.goesforalongbikerideandenjoystimewithhisfamily.

[email protected].



mailto:annual_conf%40pmi-portland.org?subject=

mailto:certification%40pmi-portland.org?subject=

mailto:mentoring%40pmi-portland.org?subject=

January 2012

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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!

[email protected].

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



http://www.pmi.org

mailto:newsletter_dir%40pmi-portland.org?subject=book%20review

January 2012

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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

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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

continued...



https://docs.google.com/viewer?a=v&pid=explorer&chrome=true&srcid=0B7fy2uYC5aItMGZlNGZkMjMtOTgwOC00ZDgxLThmZDgtMmQ0MzJlOWNlZWI2&hl=en_US

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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



https://docs.google.com/viewer?a=v&pid=explorer&chrome=true&srcid=0B7fy2uYC5aItZWM1Njg3M2YtZGI2ZS00ODg0LWE5MmUtMzZmYjk2ZGEwODU5&hl=en_US

http://www.spiritedventure.com

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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

continued...



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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.

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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

[email protected].



http://www.dorigan.com

mailto:condor1%40dorigan.com?subject=

http://www.pdc.pdx.edu/projman

January 2012

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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



mailto:newsletter_dir%40pmi-portland.org?subject=

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







31



http://oracle.com/goto/bizsoftware

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

President [email protected]

President Elect AlanJohn,[email protected]

Secretary [email protected]

VP Finance JeffHenderson,[email protected]

VP at Large RobertBondaruk,[email protected]

VP MarketingDaveMolinari,[email protected]

VP MembershipKarelRasovsky,[email protected]

VP OperationsBradTaylor,[email protected]

VP OutreachLindaRead,[email protected]

VP Professional DevelopmentDianeBrady,[email protected]

VP ProgramsChristiLoya,MBA,[email protected]

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

Speak at an EventIfyouwouldliketospeakataChaptermeetingcontactspeaker@pmi-portland.org.IfyouwouldliketopresentaworkshopforthePMIPortlandChapter,[email protected].

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

Quick Links JoinPMIandthePortlandChapterEventCalendarChapterBrochureChapterBylawsPMIPortlandEditorialPolicyNewsletterArchive

MissionTopromotetheprofessionofProjectManagementbycreatingacultureandcommunitythatfacilitatesprofessionalgrowththrougheducationandvolunteerism.

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



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