January 2012
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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
January 2012
2
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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].
January 2012
3
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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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January 2012
4
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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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January 2012
5
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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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January 2012
6
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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
January 2012
7
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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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January 2012
8
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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.
January 2012
9
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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.
January Chapter Meeting Keynote Presentation
January 2012
10
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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
January 2012
11
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
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
January 2012
12
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
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
13
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
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...
January 2012
14
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
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
15
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
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
16
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
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
17
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
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
18
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
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.
January 2012
19
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
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
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/
January 2012
20
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
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
21
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
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
22
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
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www.pmi-portland.org
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.
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.
Chris Tobias, Director of MentoringChrisTobiasservesasaLeadServicesIntegratorwithGEHealthcare’sInformationTechnologiesgroup.Heleadsprojectsandprogramstopreparespecializedhealthcaresoftwareformarketaswellasprojectstoimproveservicesdeliveredtohealthcarecustomersalongproductsafetyandreliabilityefforts.HerecentlygainedPMPcertification
withhelpfromhismentorandhaslongexperiencewithtraining/mentoringprograms.OnweekendsChristeachesacademicsuccessseminarstohighschoolandcollegestudents,.goesforalongbikerideandenjoystimewithhisfamily.
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!
A New Years Wish“Twentyyearsfromnowyouwillbemoredisappointedbythethingsthatyoudidn’tdothanbytheonesyoudiddo.Sothrowoffthebowlines.Sailawayfromthesafeharbor.Catchthetradewindsinyoursails.Explore.Dream.Discover.”–Mark Twain
January 2012
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Headline ArticleNext Chapter Meeting•ChapterMeetingSponsor•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics
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PM News BriefsMembership•JoinPMIPortlandChapter•BecomeaVolunteer!•YourPMIPortlandVolunteers•MembershipNews•Photos
Articles•BestPracticesforMeetings•SolidTechnologyExperienceinDemandDespiteEconomy
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www.pmi-portland.org
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
25
Headline ArticleNext Chapter Meeting•ChapterMeetingSponsor•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics
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PM News BriefsMembership•JoinPMIPortlandChapter•BecomeaVolunteer!•YourPMIPortlandVolunteers•MembershipNews•Photos
Articles•BestPracticesforMeetings•SolidTechnologyExperienceinDemandDespiteEconomy
PMI•President’sLetter•NewsletterDirector’sLetter•AboutPMIPortland
www.pmi-portland.org
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...
January 2012
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Headline ArticleNext Chapter Meeting•ChapterMeetingSponsor•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics
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PM News BriefsMembership•JoinPMIPortlandChapter•BecomeaVolunteer!•YourPMIPortlandVolunteers•MembershipNews•Photos
Articles•BestPracticesforMeetings•SolidTechnologyExperienceinDemandDespiteEconomy
PMI•President’sLetter•NewsletterDirector’sLetter•AboutPMIPortland
www.pmi-portland.org
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
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Headline ArticleNext Chapter Meeting•ChapterMeetingSponsor•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics
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www.pmi-portland.org
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
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www.pmi-portland.org
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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January 2012
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Headline ArticleNext Chapter Meeting•ChapterMeetingSponsor•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics
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PMI•President’sLetter•NewsletterDirector’sLetter•AboutPMIPortland
www.pmi-portland.org
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
January 2012
30
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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
January 2012Headline ArticleNext Chapter Meeting•ChapterMeetingSponsor•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics
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January 2012
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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].
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MissionTopromotetheprofessionofProjectManagementbycreatingacultureandcommunitythatfacilitatesprofessionalgrowththrougheducationandvolunteerism.
VisionTobetheinnovativeleaderintheregionforadvancingprojectmanagement,makingindividualsandorganizationsmoresuccessful.Wearearesponsiveandcollaborativecenterofexcellencepromotingethics,quality,knowledge,skills,integrity,andleadership.
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