NewsletterNovember 2010
President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
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NewsletterNovember 2010
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Two Special RoundtablesAgilePMMasteryin60Minutes,Guaranteed!November12LeadershipSkillsandPoliticalSavvyforITProjectManagers,December3
Mentoring ProgramFollowtheredballoontolearnaboutmentoring.
Two New WorkshopsCollaborationSkillsResolvingConflictsResolvingOptions,January5
Requirements--Definition,Acceptance&Traceability,February9
Career Tips for Project ManagersLearnhowtogetassignedtothehigh-profileprojects.
Welcome New VolunteersToddMerkel,DirectorofBusinessOutreachLindaRead,DirectorofCommunityOutreachSuzanneMalek,DirectorofEPMA
Volunteer of the MonthCongratulateTaraBackes,DirectorofEvents
Chapter Meeting November 16, 2010
Meeting sponsorGISI Marketing & CommunicationsEducational PresentationProjectManageYourWaythroughtheJobSearchJungle,byBarbaraBarde
Keynote PresentationFlexibleProjectManagement:ExtendingAgileTechniquesBeyondSoftwareProjects,byPrestonG.SmithandJeffOltmann
PMI PortlandNovember Newsletter
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Large;JeffBrummel,VPOutreach;DianeBrady,VPProfessionalDevelopment.RachelPaulson,PastPresidentpresented“Pas-siveAggressiveBehavior–HowtoDealwithit.”
WehadasolidcontingentrepresentingPMIPortland.WhatwedidnotexpectwasmeetingotherPortlandersthere.
CarolTaylor,ourformerDirectorofQuality,andSujithaSeevarat-nam,formerDirectorofVolunteeringwerethererepresentingtheQualityVirtualCommunityofPractice(COP).Bothplantoattendanearly2011ChapterdinnermeetingtotellusaboutthisandotherCOPs.
ConniePlowman,formerChapterPresident,ChapterFellow,andlong-timePMIPortlandsupporterwastheretopresent“GoingfromGoodtoGreatasaVolunteerLeader.”
Finally,JeffOltmann,lastyear’sVPAtLargeandfrequentChap-terdinnermeetingspeaker,presented“FlexibleProjectManage-ment:ExtendingAgileTechniquesBeyondSoftwareProjects”attheGlobalCongress.
Itisasmallworld.AndPMIPortlandhasanexcellentreputa-tionthroughoutNorthAmerica,thankstoalloftheseexceptionalchapterleaders.
Joseph Marietta, Chapter [email protected]
Itcertainlyisasmallworld.InPortlandyoucangotoHomeDepotandrunintoacolleagueorsomeoneyouworkedwithtenyearsago,butinWashingtonD.C.?
Eachyear,PMIholdstwomajorconferencesinNorthAmerica,theNorthAmericanLeader-shipInstituteMeeting(LIM)followedbythePMIGlobalCongress.ThisOctobertheywere
bothheldinWashingtonD.C.attheprestigiousGaylordNationalResort&ConventionCenter,overlookingthePotomacRiver.
TheLIMisapremiertrainingandnetworkingeventwhereChap-terBoardmemberslearnandhoneleadershipskills.TheGlobalCongresshasageneralprojectmanagementfocuswithaglobalviewpoint.TheGlobalCongresskeynotespeakerthisyearwasformerPresidentBillClinton.
TheLIMwasanexcitingtraininggroundandknowledge-sharingopportunitywherePMIPortlandChapterBoardmembersjoinednearlyathousandotherChapterleadersfromacrossNorthAmerica.Eachhourfortwoandahalfdays,wewereabletochooseamongsixsessiontopicstoattend.Theserangedfrom“12TechnologyTips,Tricks,andTechniques”to“GoingfromGoodtoGreatasaVolunteerLeader.”Threeoutstandingandinspirationalkeynotepresentationseachdrewastandingova-tion.Thereweremanynetworkingandknowledge-sharingses-sions,includingmeetingswiththecurrentandincomingPMIPresident&CEO,GregoryBalestreroandMarkLangley.WealsometwithourfellowPMIRegion1Chaptercolleagues,wheretheannouncementwasmadeourownRachelPaulson,lastyear’sPortlandChapterPresident,wouldbecomeourRegion1MentoronJanuary1,2011.
MembersofourBoardofDirectorsareeligibletoattend,andeachyearwesendasmanyBoardmembersasourbudgetallows.ThankstoexcellentplanningbyPresidentElectSteveThornton,andbystayingattheComfortInnnearbyratherthanattheprestigiousGaylord,wewereabletosendsixBoardmembers:ShancySaban,VPFinance;TerriHagmann,VPAt
Joseph Marietta
Thought for the Month “Value is in what a member chooses to do with the benefits of membership.”
—Troy Hazard, Keynote Speaker at the 2010 North American Leadership Institute Meeting
President’s Letter
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
From The PMI Brand Standards GuidelinesPMIistheworld’slargestprojectmanagementmemberassociation,representingmorethanhalfamillionprojectmanagersinover185countries.
Ourbrandpositionis“OrganizedAdrenaline.”ThisreferstotheuniquecombinationofskillsandattributesthatonlythoseaffiliatedwithPMIbringtoanorganization.
Projectmanagersarenotjustdisciplined;they’reenergeticandcreative.Bringingauniquecombinationofdeliberateskillandinspiredproductivity,they’reabletohelporganizationscompleteahigherpercentageoftheirprojects.
Introducing new branding for PMI PortlandTheupdatedlooktothenewsletterispartofthenewbrandstandardsPMIintroducedseveralmonthsago.PerhapsyouhaveseenthenewPMIwebsiteandsomeofthebrandingappliedtosomeChaptermaterials.Throughthenextmonthsournewlogo,colorsandbrandstandardswillbeappliedtoChaptermaterialsaswerolloutthebranding.Thenewsletterisoneofthefirstprojectsundertaken.ThenewsletterwasdesignedbySuzanReed,VPofMarketing,whowillbeleadingthebrandingeffortasitexpandstootherChapterassets.Wehopeyouenjoythenewsletter’seasiertoreadtypography,andtheexpandedcontentwewillbeaddingoverthenextmonths.Pleasesendcommentstovp_marketing@pmi-portland.org.
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
11/11 SolarWorldRoundtable
11/12 NWRoundtable
11/12 WestRoundtable(change)
11/16 Chapterdinnermeeting
11/17 SalemChapterlunchmeeting
11/18 EugeneChapterdinnermeeting
11/19 CorvallisChapterlunchmeeting
11/23 NERoundtable
11/24 DowntownRoundtable
12/01 PortofPortlandRoundtable
12/03 NorthRoundtable(change)
12/03 SouthRoundtable
12/03 WestRoundtable(change)
12/09 SolarWorldRoundtable
12/10 NWRoundtable
12/14 Chapterdinnermeeting
Fordetails,seethecalendarontheChapterwebsite.
Joinotherprojectmanagerstodiscussissuesthattheyarecurrentlyfacing.HeldinvariouslocationsacrossthePortland-Vancouverarea,eachhasapersonalityofitsown.
Meetingsstartwithintroductionsfollowedbyasolicitationfortopics.ThetopicsareselectedbasedontherulesofthespecificRoundtable.Roundtablemeetingsareworth1PDU,arevaluableandalwaysfun.Thereisabalanceofjuniorandseniorprojectmanagersfromavarietyofdisciplinestoprovideaneclecticviewofasubject.
AnyonecansignuptojoinoneormoreRoundtables,receiveroundtablenoticesandminutes.ContacttheDirectorofRound-tablesatroundtable@pmi-portland.org.Fordetails,maps,andmoderators,seetheChapterwebsite.
1st Wednesday Port of Portland Roundtable 4:30-6:00p.m. PortofPortland
1st Friday South Roundtable 7:15-8:45a.m. MentorGraphicscampus,Wilsonville
2nd Thursday SolarWorld Roundtable 5:30-7:00p.m. SolarWorldUSA,Hillsboro
2nd Friday NW Roundtable7:15-8:45a.m. Con-way,Portland
3rd Thursday West Roundtable7:30-9:00a.m. NikeWorldHeadquarters,BeavertonNovember Meeting held Friday, 11/12. December meeting held Friday, 12/03. See pages 5-6 for details about these special events.
4th Tuesday NE Roundtable 7:30-8:30a.m. PortlandStateOfficeBuilding
4th Wednesday Downtown Roundtable 7:30-8:45a.m. UnitusPlaza,Portland
4th Friday North Roundtable 7:15-8:45am ClarkPublicUtilities,VancouverNovember and December meetings will be held 12/03
Upcoming Events Roundtable Meetings
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Speaker: John G. Stenbeck, PMP, CSM
Friday, November 12, 2010 7:30–8:45 a.m.
Nike World Headquarters, Beaverton
Pete Sampras Bldg, Courtster Conference Room
JohnStenbeckrecentlypresentedtostandingroomonlyses-sionsatthePMIGlobalCongressinWashingtonDC.ThroughspecialarrangementwiththePMIPortlandChapter,Johnhasagreedtosharehis“AgileMasteryin60Minutes”presentationwithus.
InadditiontohispassionforAgile,JohncurrentlyservesasthepresidentofthePMISanDiegoChapterandjustcompletedanAgileWorkshopinPortland.
Thispresentationwillimmerseyouinanincredibledepthofinfor-mationprovidedinawaythatiseasyforyoutounderstandandassimilate.Evenbetter,itwillgiveyouthebasictoolstoimple-mentthepartsofAgilethatarebestsuitedtoyourenvironment.Ifyoulikehigh-impact,slingshot,rocketlaunchlearningthisRoundtableisforyou!
Learning Objectives
• DefinethedifferencesbetweenAgileandtraditionalprojectmanagement.• Analyzekeyvariablestodecideif,andwhen,Agileisrightforprojectsandteams.• IdentifythekeystosuccessfullyexecuteprojectsusingAgileinanon-Agileworkenvironment.• HaveyoubeenquestionedrecentlyaboutAgileorScrumproj-ectmanagement?• Areyoulookingforawaytohandleprojectswithdynamic,changingscopesbutfixeddatesandcosts?• HasthelaunchofPMI’snewAgileCommunity-of-Practice(COP)piquedyourinterest?
InthispowerfulpresentationyouwilllearnhowAgilehasbecomeentrenchedatcompanieslikeQualcommandtheEuropeangiantTeleAtlas.
AgileProjectManagementisaskillsetthatisrapidlygrowingintohighdemandamongemployers.ThemostrespectedandbestrecognizedAgilecertificationistheScrumMasterfromtheScrumAlliance,Inc.PMIhasrespondedbylaunchingitsfirstnewCOPinmanyyears,evencoiningthenewterm“Agilists”todescribepractionersofthisdiscipline.ThatmeansAgilePMistheskillsetyouneedtoacquirein2010.
Special Roundtable Event
Agile PM Mastery in 60 Minutes, Guaranteed!
MoreinformationcanbefoundatJohn’swebsitewww.pm8020.com
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Speaker: Bill Hagerup of Ouellette & Associates.
Friday, December 3, 2010 7:30–8:45 a.m.
Nike World Headquarters, Beaverton
Nolan Ryan Building, 2nd floor Air Raid Conference Room
PleasejoinusonDecember3rdforacompellingpresenta-tionandgroupdiscussionledbyBillHagerupofOuellette&Associates.
SuccessfulleadersrecognizethatITisnotjustatechnicalfunction.TheyunderstandITmustpartnerwith,andestablishstrongrelationshipswith,thebusiness.ITprojectleadersneedtoexpandtheirskillsetbeyondtechnologyandprocesstoincludeconsultingandcommunicationskillswithprojectstakeholders.
ThissessionwillcovercriticalaspectsofsuccessfulITprojectmanagementincluding:
1. Whyinteractionswithpeoplearemoreimportantthanprocess ortools.
2. Howtohandleprojectoppositionandorganizationalpolitics.
3. HowtobuildyourInfluenceQuotient.
4. Theimportanceofunderstandingyourclient’spersonal interests.
Besuretoinviteyourorganizationalleadershipandprojectmanagementteamtotheseuniqueevents.ThisisanexcellentopportunitytodemonstratethatITServiceManagementcanbeagamechangerforyourorganization.
Special Roundtable Event
Leadership Skills and Political Savvy for IT Project Managers
Home of Portland’s Leading Project Management and Advanced Project Management Programs
Learn more.Clickhere.
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
4:00 Registration table opens 5:00 Educational presentation 5:30 Networking 5:35 New member orientation 6:30 Dinner and announcements 7:00 Keynote presentation
Register online and savePriceis$10moreafter10a.m.Monday,andatthedoor.
Meeting and dinner pricingPMI Portland Chapter Members*Keynotepresentationanddinner$25Educationalpresentation$10
PMI Portland Chapter Student Members*Entiremeeting$10
Non-MembersKeynotepresentationanddinner$30Educationalpresentation$10
Keynote Presentation only, without meal$12
MembersandStudentMembersmustprovidePMInumberatthedoortoreceivememberpricing.Norefundswithin24hoursofthemeeting.
New Member Welcome
Joinustolearnaboutwhoweareandwhatweoffer,andtomeetothermembers.
HeldduringtheNetworkinghourattheChapterdinnermeeting,wemeetdirectlyaftertheEducationalPresentationsat5:35p.m.inoneoftheEducationrooms.Listenfortheannouncementsatthebeginningandendofeachsessionfortheroomandjoinus!
1. Register online before 10 a.m. Monday, November 15th and save $10.2. You will be entered to win a free dinner meeting when you register online.3. Online registration after 10 a.m. Monday is an additional $10. 4. Registration at the door is an additional $10.
5. You help dinner meeting volunteers reserve enough tables, chairs and meals for everyone. November Dinner Meeting MenuChickenMarsala:Pan-searedBonelessChickenBreastandSauteedMushroomsfinishedwithMarsalaSauceServedoverGarlicMashedPotatoes,LemonMousseCakeorWildMushroomRavioli:ServedoverGrilledAsparagusandRoastedTomatoeswithaSmokyRogueRiverBlueCheeseCreamSauce,LemonMousseCake
Doubletree Hotel—Lloyd Center1000NEMultnomah,Portland,OR97232(503)281-6111Free Parking
Chapter Meeting Logistics
•ChapterMembersandChapterStudentMembersarecurrentmem-bersofPMIandthePortlandchapter.StudentMembershipisdefinedbyPMIGOC,anddoesnotapplytonon-memberswhomaybestudents.PMIPortlandChapterStudentOutreachBenefit&Process
Five Good Reasons to Register Online—Today!
Upcoming Meeting DatesNovember 16 Register today
December 14 The2ndTuesdayinDecemberJanuary 18 OnlineregistrationopensthedayafterthepriorChapterdinnermeeting.
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
November 16th Dinner Meeting SponsorGISI Graphic Information Systems, Inc.
Pleasevisitourmeetingsponsor,GISIGraphicInformationSystems,Inc.atthedinnermeeting.Theywillhaveatablewithinformationduringnetworkingfrom5:30to6:30p.m.
GISIprovidedallthematerialsforProfessionalDevelopmentDayheldinAugust—fromposters,tobannersandtheextensiveprogramguide.
GISI is a one-stop marketing and graphic communications resource for business and organizations of all sizes. With six specialized “companies” under one roof-clients have single-point access to an unparalleled array of products and services:
• Marketing & Graphic Design Services• Commercial Offset & Digital Printing• Complete Bindery & Finishing Services• Traditional Copying, Disc Duplication & Packaging
• Signs, Banners, Posters & Display Systems• Customized Promotional Products & Apparel
www.gisicompanies.com | 503.598.0636 | [email protected]
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Project Manage Your Way through the Job Search JungleProjectManagershaveauniqueandvaluablesetofskillsthatcanbeusedwhensearchingforemployment.BarbaraBardewillexploretechniquesforjobhuntingspecificallydesignedfortheProjectManagementarena.Topicsinclude:
• Currentemployment/careerstatistics• Definingskillsandabilities• Identifyingstrengthsandweaknesses• Conductingtheresearch• Buildingtheplan• EffectivenetworkingforPMs• The“right”resuméforPMs• Interviewing–whattoaskandhowtoanswer
About the Presenter
Barbara Barde, Owner and Founder of Barde Career Solutions, started her business in 2007 after realizing her passion involved helping career professionals discover their true career paths and connecting them to top organizations that would anchor and bridge their talents. For over 17 years Barbara has dedicated herself to the growth and development of career profes-
sionals and companies throughout the United States and abroad. She brings an exceptional range of skills in building personal and business relationships, identifying and recruiting top professional talent, directing and managing teams and organizations, and project management and implementation. Besides running her business, Barbara is also involved in her local community and volunteers her time with several local nonprofit organizations, active PTO board participant at Raleigh Hills Elementary, past board member for WEO-Women Entrepreneurs of Oregon, and is an accredited member of the Better Business Bureau. Barbara has a Bachelor of Arts degree in Psychology and Sociology from the University of Portland.
November 16th Dinner Meeting—Educational Presentation
Job Hunting?Chapter Members—signupforthePMIPortlandJobPostingService.Membersreceivejobopeningsdirectfromemployerslookingtohire!
SeethePMIPortlandwebsitefordetails.
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Flexible Project Management: Extending Agile Techniques beyond Software ProjectsInthelastdecade,agilemethodshaverevolutionizedITandsoftwaredevelopmentprojects,bringingimpressivesuccesses,especiallyinvolatileoruncertainenvironments.However,soft-wareprojectsareonlyasmallpartoftheprojectmanagementworld.Canthesuccessofagilebetranslatedtotheseothertypesofprojects?Non-softwareprojectssharemanyofthesamechallengesthatagilehassolvedforsoftwareprojects:
• Turbulentenvironmentswherechangesinevitablyhappenat themostunwelcometime• Unstablerequirementsthatarenevercomplete• Customerswhodon’tknowwhattheywantandconstantly changetheirminds• Technologythatmovesfasterthantheprojectcanreact• Nimblecompetitorsthatputtheprojectmanagerina continualcatch-upmodeDespitethecommonchallenges,agiletechniquescan’tbetrans-lateddirectlytonon-softwareprojects.Agiledependsonseveraluniquecharacteristicsofsoftware,suchasobjecttechnologies,automatedtesting,andtheabilitytomakeincrementalchangesquicklyandatlowcost.Non-softwareprojectsdon’thavethebenefitofthesecharacteristics.However,agileprovideswonder-fulinsightforunderstandinghowtodealwithchaos.Therefore,thispresentationfeaturesasetoftoolsinspiredbyagilebutbuiltfromthegroundupspecificallyfornon-softwareprojects.
Basedonresearchintoflexibleproductdevelopmenttechniquesandinspiredbyadecadeofagileexperience,thesepracticaltoolswillhelpyoumakeyournon-softwareprojectsmoreflexible.
• Leadvolatileprojectsinachaoticworldwherechange isinevitable.• Accommodateemergingandchangingrequirements.• Takeadvantageofchangeandreducethedisruptiveness ofchanges.
• Bemoreresponsive–rollwiththepunches–oractuallylead thechange!• Increasethepotentialforinnovationandbreakthroughs.
About the Presenters
Preston G. Smithwon the 2003 PMI David I. Cleland Project Management Literature Award for his book Pro-activeRiskManagement. For the past 25 years, he has worked with companies to improve their product development, giving over 100 work-shops on product development techniques in 26 countries. Preston’s early work centered on time to market, and he coauthored the classic in the
field, DevelopingProductsinHalftheTime. More recently, he has rebuilt agile software development techniques as tool kit of flex-ibility techniques for non-software projects, resulting in the book, FlexibleProductDevelopment. Prior to his consulting career, Preston spent 20 years in engineering and engineering manage-ment. He is a Certified Management Consultant and holds a PhD in engineering from Stanford University.
Jeff Oltmannis a project executive and portfolio manager with over 25 years of experience developing new products and managing successful programs. His specialties include strat-egy deployment, operational and project excellence, and proj-ect portfolio management. He is principal consultant at Synergy Professional Services (www.spspro.com) and previously ran the Program Management Office (PMO) and a $60M project port-folio for IBM’s xSeries development facility in Oregon. Jeff is a frequent national speaker on project and program topics. He is on the graduate faculty of the Division of Management at Oregon Health & Science University. In addition to consulting with clients in a wide range of industries, Jeff teaches project management and portfolio management. He holds an M.Eng degree and is a certified Project Management Professional (PMP®).
November 16th Dinner Meeting—Keynote Presentation
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
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Excellence in Project Management AwardsThe2011EPMAapplicationswillbeavailablesoon.
There are three awards to apply for this year:
• Student Project of the Year• Project Manager of the Year• Project of the YearApplicationdeadlineisApril15,2011.DetailedinformationandapplicationformswillbeavailableonthePMIPortlandwebsitesoon.
Program Manager for PDD Event NeededGrowyournetworkasyouworkwithbusinessleaders,localandnationalspeakers,andtheexcellentChapterleadersandvolunteers.TheProgramManageroverseesallaspectsoftheProfessionalDevelopmentDayflagshipevent,summer2011.
Seedetailsonthewebsite,[email protected].
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Collaboration Skills Resolving Conflicts/Resolving Options January 5, 2011
Collaborationcanbesomuchmorethanjustassemblingasateamtodowork.Donepoorly,theresultsarehalf-bakedideassort-ofsupportedbysomeoftheteam’smembers.Donewell,theresultsaredecisionsbetterthananyoneexpectedsupportedenthusiasticallybyallofateam’smembers.
Productivecollaborationincludesthepresentationofdifferentpointsofviewandsubstantiationwithdatawhenpossible.Therearebothordinaryandnot-so-ordinarytechniquesandapproacheswhichgenerateawidevarietyofalternativeswhiledeliberatelybuildingsupportforthosealternatives.
Effectivetechniquesallowtheteamtophysicallyplacetheissueoutinfrontofthegroup,whileminimizingdistractingpersonalityissues.Effectivetoolshelpteamsbuildandsupportgreatdecisions.
Effectivetechniquespromotebetteralternatives,bettersupport,andbetterresults.
Collaborationisthekeyskillsetthatdriveseffectiveteamstoimprovebusinessperformance.Supportingskillsetsincludesideagenerating,decisionmaking,andimplementing.
Learner Outcomes and Objectives
Thisnewapproachhelpsorganizationstoconsiderandreduceaneighthsourceofwaste,possiblythemostexpensivesourceofwaste–conflict.Thisnewseminarhelpsyoulearnhowtothinkandbehaveinwaysthathelpyoumovepastconflictanddevelopgreatdecisionseveryonesupports.
Requirements–Definition, Acceptance & TraceabilityFebruary 9, 2011
Learnhowtogatherandmanageprojectrequirementssuccess-fully!Thisworkshopteachesreadershowtoelicit,characterize,document,analyze,validate,verifyandmanagerequirementsfornewprojects,products,andservices.
Attendeeswilllearnhowtodefineanddocumenthigh-levelbusinessrequirements,identifyuserclassesandrepresentatives,selectelicitationtechniques,differentiateandprioritizefunctionalandnon-functionalrequirementsfromusers,identifybusinessrules,andhowtoreviewandverifyrequirementswithstakeholders.
For more information about these workshopsPleasecheckthePMIPortlandwebsite,Educationwebpageforworkshopdetails,deadlines,andlinkstoregistration.
Professional Development Workshops
PMP/CAPM Prep Course Instructors NeededJoin the Prep Course team and train future PMPs while building your network.
Orientationandsupportensuresyoursuccess.
Seedetailsonthewebsite,[email protected].
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
What’s with the Red Balloon?Pam Banning, PMP, Co-Director, Mentoring Program
Redisthewarmestofallcolors.Ithasstrongsymbolismforvitalityinlife,bringingfocustotheessenceoflifeandsurvival.Itisassociatedwithenergy,strength,anddetermination.Itisanaccentcolortostimulatepeopletomakedeci-sions(“buynow”or“clickhere”).Thereisalsotheinteriordecoratoradagethatnoroomiscompletewithoutaredaccentpiece.
TheMentoringprogrambringstogethermenteesandmentorsvisuallybyhavingaredballoonon
thetable.WithaChaptermembershipnearing1400people,itiseasyfornewpeopletogetlost.OurinformalgatheringsduringOctoberandNovemberhavebeenmarkedwitharedballoon,andwewillcontinuethisintotheChaptermeetings,whilemen-tor/menteepairingsgainfacerecognition.AfewofthesepairshavebeeninteractingonthetelephonesinceSeptember,withoutyetmeetinginperson.
Mentoringsessionsstartwithsettingthepersonalgoalsofthementee.Whatareasofpersonaldevelopmentorprojectman-agementdotheyfeelarehinderingtheirprogress?Theyworkwiththementortodrawuptacticstoaddresstheseissuesandgettowork.Communicationisbytelephone,Skype,WebEx,inpersonmeetings…whatevermeansareavailabletothatpairing.
Thelengthofthepairingisdeterminedbythementorandmen-teethemselves.OncethegoalsareattainedthecommitmenttotheChapterisover.However,someofthepairingshavedevel-opedontofriendships.Distancesduetoremotesitejobdutieshavebeenovercome,andifunexpectedjobchangesoccur,theprogramstrivestokeepadditionalpersonnelavailableformid-sessionchanges.Inmostcasesithasonlybeentemporaryandthememberaskstoparticipateagaininthenextsession.
Asoneveryexperiencedprojectmanagernoted,hecouldjustaseasilybeamenteeoramentor.Soevaluateyoursituationandyouraspirations,andfigureoutwhatitwilltaketogetyouwhereyouwanttobe.Doyouneedassistancewithpersonalskillsorbusinessstrategies?Whereareyounotfeeling“red”,
confident,energetic,strong?Whereareyouseeing“red”,frustrated,baffled,stymied?
Look for our red balloon and say “Hi!”
Oneofthepeopleyousay“Hello”toatourtablemaybethehelpinghandyouhavebeenseeking.Or,ifyoufeelaneedtopayitforwardwithrespecttothepeoplewhohavehelpedyoutobecomeasuccessfulprojectmanager,alsolookforourredballoon.Wearelookingforyou.
This2010-2011season,theChapterisofferingasecondSpringMentoringsessionthatwillrununtilMay2011.Applicationsforbothmentorsandmenteesarebeingacceptedbyreturningthemtomentoring@pmi-portland.org.TheapplicationtemplatesareavailableontheChapterActivities>MentoringProgrampage.
ThoseseekingPMPcertificationshouldcontactcertification@pmi-portland.organddownloadthecertificationhandbookfromwww.pmi.org.
“Use the talents you possess, for the woods would be a very silent place if no birds sang except the best.” –HenryVanDyke
Personal Development Reading
CoachingandMentoring:Your Mentor and Guide to Doing Business Effectively.HarvardBusinessEssentials.HarvardBusinessSchoolPress2004
ExecutingStrategyforBusinessResults.The Results Driven Manager.HarvardBusinessSchoolPress2007
TurboCoach:A Powerful System for Achieving Breakthrough Career Success.BrianTracyandCampbellFraser.AmericanManagementAssociation2005
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Membership News
MembershipinformationisprovidedtotheChaptermonthlybyPMIHeadquarters.Theremaybea1to2monthdelayinseeingyournameonthispageduetonewsletterpublishingconstraints.ContactPMIHeadquartersatwww.pmi.orgtochangeormanageyourmembershipinformation.
Welcome New Members!Lich,MarkMcDonald,RyanMolinari,DavidMyers,WadeNiec,JohnOrth,ErichPacifico,ToninoPedersen,BettyQuan,TracyRobertson,JohnRosener,TimRubel,ScottSasser,MichaelScheller,JamesSchlee,JoshuaSeiffert,ArdnaSims,LarrySinha,AmitSloan,JamesSmith,PatriciaSteed,TimothyThoma,LarryTichy,T.Tidmarsh,PatValentine,DonWeber,KimberlyWhitlow,ConnieWingard,TeriZelinsky,BenjaminZhang,Lulu
Arion,EmilyBarrow,JeffBurnell,ElizabethCade,EricaCameron,BradClouse,TarynConnelly,BrendaDavis,DaleDevarajulu,KrishnaKumaranDiGenova,JeffreyDoak,LauraDover,GeorgeDowney,MistyErwin,KathyEvans,MichelleFox,MatthewGardner,KellyGilmour,JeffreyGonzales,ValerieGrant,AlanHavens,JohnHewson,KylieHunziker,CJaramillo,EmmanuelJohnson,LeeJohnston,HeatherKailasam,SuzanneKeith,NathanKline,SandraKuhn,Shana
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Would you like to volunteer? Growyournetworkandyourskillset!Thesearesomeofthevolunteeropportunitiescurrentlyavailable:
• Director of Assets• Professional Development Day Program Manager details• Instructor, PMP Prep Course details• Volunteer Database Manager
Formoreinformation,gototheVolunteeringwebpage,[email protected].
Youwillbegladyoudid!
PleasejoinincongratulatingourNovemberVolunteeroftheMonth,TaraBackes.
AsDirectorofEvents,sheisakeyplayerincoordinatingourChapterdinnermeetingsandpresentations,actingasaliaisontotheDoubletreestaffandvendorsaswellassettingupthecomputersandaudio-visualequipment
forthemeetings.ShehasalsovolunteeredseveralhourstotheRegistrationandMembershipgroups,helpingtomaketheirjobalittleeasier.
Tarahasdemonstratedoutstandingprofessionalism.Sheisatirelessworkerandhighlyreliable.Whengivenajobshewillseeitthroughtotheendandshewillunfailinglyproducequalityresults.Shehasthemakingsofanincredibleprojectmanager.
Volunteer of the Month Tara Backes
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
PleaseextendToddMerkelawarmwelcomeasournewDirectorofBusinessOutreach.InthisrolehewillbecreatingmeaningfulconnectionsbetweenPMIPortlandChapterandourbusinesscommunity.
ToddisaprovenleaderinthefieldofProgram/ProjectManagement,withacareerspanningalmost15yearsofexperienceinanumberofindustriesincludingFinancialServices,Manu-
facturing,SoftwareDevelopment,SupplyChainLogistics,andHealthcare.Toddhasanemphasisinprojectandsystemslifecycleprocessimprovement,ITinfrastructure,PortfolioManagement,andmentoring.
ToddiscurrentlyManagerofITInfrastructureProjects,intheInfrastructureandOperationsDept.atKaiserPermanenteInformationTechnologyNorthwest.InadditiontoobtaininghisPMPcertificationinSept2001,ToddisaLeanSixSigmaCertifiedYellowBeltandcurrentlyworking(slowly)towardBlackBeltCertification,withtheintentofcreatingasustainableprocessformarryingProjectManagementwithBusinessProcessImprovementmethodologies.
Inhispersonallife,ToddlivesinSellwoodwithhiswifeand4yearoldgirl,andenjoysbackpacking,mountainclimbing,snowboard-ing,andjustaboutanyotheractivitythatallowshimtogetoutandenjoythePacificNorthwest.HealsoappreciatesOregonpinotnoirandtheloveofawienerdogortwo.
Please welcome Todd Merkel, Director of Business Outreach
Please welcome Suzanne Malek, PMP, Director of EPMA (Excellence in Project Management Awards)WeareverypleasedtowelcomeSuzanneMalek,PMPasournewDirectorofEPMA(ExcellenceinProjectManagementAwards).SuzannewillbeleadingateamtorecognizetheProject,ProjectManagerandStudentoftheYearinthePortlandareaduringaspecialawardspresentationnextspring.
SuzannegraduatedwithaB.S.degreeinMarketingandMan-agementfromIndianaUniversity.AfterraisingtwosonsshereturnedtoschooltoearnanMBAinInternationalBusinessfromPSUwhereshealsotaughtFinanceandManagementclasses.
ShehasbeenemployedasaProgramManagerintheplasticsindustry(SPM),anAccountExecutivewithCoca-Cola,aSalesRepresentativeforsurgicalinstrumentation,PortlandFoodDriveExecutiveDirector,aConsultantandInternationalEducator,anInstructionalDesigner/TechnicalWriterandaGlobalProductManageratIntelCorporation.
Suzannestartedanecommercebusinesswhichspecializedinresumeandinterviewservices.SuzannehastaughtGlobalBusiness,ProjectManagement,CorporateFinance,ecommerce,Statisticsandotherbusinessclassesatdifferentuniversitiesinbothon-campusandonlineenvironments.
CurrentlysheisanadjunctandassistantProfessorwhilepursu-ingherPhDatCapellaUniversity.SheplanstoearnherDoctorateinBusinessandTechnologybeforetheendof2011.ShehasPolishandRussianlanguageskills,andhasearnedherPMPcertification.
SuzannelovestotravelandgrewupinasmalltownoutsideofChicagoinNorthernIndiana,calledNewChicago.Suzannehasdevelopedanappreciationforamulti-culturalenvironmentandsharesherhomewithawhiteManxcatnamedSherrie.
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
WeamveryhappytoannouncethatLindaRead,PMPhasacceptedthepositionasDirectorofCommunityOut-reach.InthisroleshewillbecreatingmeaningfulconnectionsbetweenPMIPortlandChapterandlocalcommunityorganizations.Lindawillbeleadingateamtocontributetosocialandcivicinitiativesbyprovidingvolunteersandexpertisetocommunitygroupsinthe
Portlandarea.
Secondgenerationintheelectricutilityindustry,LindahasaBachelorofScienceDegreeinBusinessAdministrationfromPort-landStateUniversity,andhasfurtherformaleducationinHumanResourcesManagement,Marketing,andProjectManagement.SheearnedherPMPcredentialin2009.
SincejoiningPGEin1982,LindahasgainedadiverseelectricalutilityexperiencewithpositionsheldwithinHumanResources,InformationTechnology,Telecommunication,andEconomicDevelopment,andcurrentlyworksasaBusinessUnitManagerforPortlandGeneralDistributionServices.Shehasutilizedherbroadutilityknowledgeandprojectmanagementexperiencetofocusondeliveringthehighestqualitydistributionproductsandserviceswithanobjectiveofon-timeandwithin-budgettargets.
Lindaoffersanddeliverscost-effective,comprehensivesolutionstocustomersforalltheirelectricalneeds;servicesrangefromdesignandinstallationofpreventivemaintenance,construction,andoutagerestorationservices.Sheisanenthusiasticresourceforenvironmentalissuesrelatingtoelectricalequipment,ensur-ingthattheenvironmentissafeguardedandassociatedregulatoryrequirementsaremet.Lindahasvaluableexperienceandinsightsintoeconomicvitalityandworksdirectlywithbusinesscustomersonabroadrangeoftopicsaffectingtheirbusinessoperations.
Please welcome Linda Read, PMP, Director of Community Outreach
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
JeremyBlackVicePresidentofMembership
LynnJesus-OlhausenPMPandcolleague
ThankstoErikOdegardforthesephotos.
Have your photo taken at the next Chapter dinner meeting for our volunteer database by portrait photographer Erik Odegard.
Erik will provide you with a copy of this business portrait for your own use, too!
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Calling All Talented PMs– Setting The Stage For a Lasting Impression By Barbara Barde, Owner and President, Barde Career SolutionsAllgreatProjectManagerswanttobeassignedtothehighprofileprojects.Onewaytoensurethatyouareselectedfortheseprojectsistobea“standout”andmakeapositivelastingimpression.BelowareseveralsuccessfulcareertipsforProjectManagers:
1. Know when and how to delegate.Usingover-eagernesstoprovetheirskills,manyprojectmanagerssometimesfindthemselvesoverwhelmedintheworkplace,managingtoomanyprojectsatonceandnotdelegatingenoughtosupportprojectsuccess.WhatiscriticalforPMstoconsiderishowtoeffectivelycommunicatetheprojectneedsandgoalstotheirteam,andthenbeopentoassigningcertaintaskstootherprojectteammem-bersusingandrelyingupontheirtalentsandexpertisetohelpcompletetheproject.Bydelegatinginthisway,thePMwillhelpbuildconfidence,respect,peopleandteamskills,andsupportprojectmotivation.Bytakingthesenecessarysteps,thePMwillensureasuccessfulprojectisachieved.
2. Integrate clear communications.Asweallknow,poorcommunicationcanimpedeaPM’sabilitytoachieveprojectsuccess.Itisimperativetoinstillclearcommunicationchan-nelswithineveryprojectandprojectstage–askillallPMsmustmasterveryearlyon.Withoutthesechannels,projectissuesandchallengeswillariseandsabotageprojectsuccessonalllevels.Keepthecommunicationlinessimple,clear,andmostofall,transparent.
3. Rely on confidence to lead the way.KnowingwhentobeassertiveandunderwhatcircumstancesisanintegralpieceforallPM’stoknowandfeelcomfortablewith.Sometimesitisimportantfortheprojectmanagertobeassertiveandfirmwiththeircustomersorclients,walkingafinelinetoaccommodatetheirneedseffectiveandproficiently.ExperiencedPMswillgettoknowtheircustomerswell,proactiveanalyzeandassess
theirneeds,andsettheprecedenceonassertivenesswhenandifnecessarytoensurethatprojectschedule,goals,needs,demands,andcostsaremetandsuccessfullyachieved.
4. Know your talents and strengths.InorderforaPMtogainandearnrespectfortheirprofessionaswellastheirabil-itytosuccessfullyleadprojects,theymustobtainPMcertifica-tiontodayandalsoachieveonthejobtrainingandexperience.TalentedPMshaveasolidandessentialunderstandingofprojectmanagementterminology,tools,processes,andtechniques.ItisimperativeforPMstokeeptrackoftheprojectstheyworkon,documenttheirwork,role,outcomes,andachievements.Con-tinuingtobuildanddeveloptheircraft,knowledge,expertise,andtalentsisnotjustarequirementforsuccessfulPMs–itisanecessity.
Barbara Barde is the Educational Speaker at the November 2010 Dinner Meeting. Read her bio on page 6.
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Aligning Project and Corporate Risk Managementby Carl Pritchard, EVP, PMI-RMP, PMP
Whichisworse:losingateammemberonacriticalprojectorlosing$100,000acrossyourorganization?It’sreallynotafairquestion.Andtheanswercouldbe“either”.Thechallengecomesinthedefinitionofterms,andtheunderstandingofprojectsinagreaterorganizationalcontext.
APMIRiskManagementProfessional(PMI-RMP)®credentialholderrecentlyposedthequestiontoPMPPassport,askingforthedistinctionbetweenprojectriskmanagementandcorporateriskmanagement.Therealityisthatwhiletheyarehappeningatdifferentlevels(andthuswithdifferentlevelsofsensitivity),thereisaninherentneedforalignmentbetweenthetwo.
Thoserisksthatconcernmanagementatanorganizationallevelshouldalsoconcernprojectmanagersattheindividualprojectlevel.
Mostdiscussionsoncorporateriskmanagementtendtohingearoundthefinancialaspectsofrisk.Tragically,manyprojectsdon’tevenhavecost-trackingsystems,andthusdon’tcreateriskvisibilityforoneofmanagement’sgreatestconcerns.
Corporateriskmanagersalsotendtofocusonshareholdervalue.Projectmanagers(oftenservingasthedefactoprojectriskmanagers)inmanycasescannottietheirprojectsbacktothedirectorindirectinfluenceonshareholdervalue.Thesefailuresinalignmentmatter.
Reflect the Culture
Whileprojectriskmanagementmust,byitsnature,focusonthethreatsandopportunitiesattheprojectlevel,thecontextforthatinformationmustberootedbacktowhattheorganizationistrulypassionateabout.
Iftheorganization’simageandreputationareparamount,projectmanagersshouldbeconductingtheirqualitativeriskassess-mentsattheprojectlevelwithattentiontothosedetails.Ifcostisking,thenprojectmanagersshouldbeabletoevaluaterisksfromacostcontext.Ifcustomersatisfactionistheheartandsoul
oftheorganization,thenprojectrisksneedtobeassessedwiththatinmind.
MostofthisalignmentisaddressedinA Guide to the Project Management Body of Knowledge(PMBOK® Guide)PlanRiskManagementandPerformQualitativeRiskAnalysissub-processes.
Intheseareas,there’sanexpectationthattheprojectmanagerwillsettolerancesandthresholdsandevaluaterisksagainstthem.Thosetolerancesandthresholds,whileproject-specific,needtobeareflectionoforganizationalculture.
Make It Happen
Inordertobridgethegapbetweentheprojectandtheorganiza-tion,projectmanagerscantakealong,studiedlookattheesca-lationprocedures(orifnoproceduresexist,attheescalationhis-tory)oftheirorganization.Whendoesmanagementgetinvolved?Whendotheytakeseriousumbrageatrisksrealized?Thosecanserveasbellwethersforthethresholdsattheprojectlevel.
Forexample,ifmanagementconsistentlyraisesredflagswhencustomersthreatentotaketheirbusinesselsewhere,thatshouldbeakeyconcernfortheprojectriskmanageraswell.Anyactionthatmightcausethecustomertomakesuchathreatbecomesahigh-impactrisk.Thus,theorganizationalthresholdscanbecomethedeterminantsofhighimpactforaqualitativeanalysis.
Evaluatedconsistentlyandovertime,thelinesbetweenprojectriskmanagementandorganizationalriskmanagementeventuallybegintoblur.That’sagoodthing.Ifitbecomeshardertoseethedistinction,itmeansthatproject(risk)managersareservingaseffectivestewardsoforganizationalresourceswithintheorgani-zationalriskcontext.
Carl Pritchard, EVP, PMP instructs the e-SeminarsWorld® course, Managing Multiple Projects. He is president of Pritchard Management Associates, a presentation, training and consult-ing firm that firmly believes that project management should be fun and memorable. Mr. Pritchard is also a PMI SeminarsWorld® leader and a chapter author for A Guide the Project Manage-ment Body of Knowledge (PMBOK® Guide)—Fourth Edition. He has taught risk and project management around the world since 1993, and invites your questions or comments. © 2010 Project Management Institute. All rights reserved.
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
Negotiating Schedule Changes with Sponsors By James T. Brown, PhD, PE, PMPChangerequestsareinevitableinprojectmanagement.Oftentheprojectsponsormaynotgrasptheramificationsofthechange’simpact,especiallywhenthatimpactdelaystheproject’sscheduledcompletiondate.
Forachangethatsignificantlyaffectsthebaseline,theprojectmanagermustnegotiateasuitableenddatewiththeprojectsponsor.
Threetacticscanenabletheprojectmanagertobesuccessfulinnegotiatinganewprojectcompletiondatewiththesponsor:
Leverage your trust.Thedegreeoftrustyouhavewiththesponsorgoesalongwaytowardsuccessfulnegotiationofanewscheduleenddate.
Creationofthistruststartsoncetheprojectbegins.Ifyourtrustlevelwiththesponsorislow,expectamorechallengingnegotiation.
Abattle-scarredprojectmanagertoldmehehaslearnedtoacceptasmanyfundedchangerequestsatthebeginningoftheprojectaspossiblewithoutanimpacttotheschedule.Hesaidmostoftheseearlychangestendtobeeasyandhisinitialschedulehassomebuffertoaccommodatethese.
Theprojectmanager’sacceptanceoftheseearlychangeswithoutanyscheduleimpactprovidesclearevidencetothesponsorthatheorsheisawillingpartnerandhas“takenonefortheteam.”Ifandwhenthelate,difficult,ormajorchangerequestarises,itbecomesthesponsor’sturntohelp.
Communicate to assure understanding.Wellbeforetheprojectisbaselined,theprojectmanagerneedstoassurethatthesponsorunderstandshowthechangemanagementprocessworks.Makesurethesponsorknowsthatitisinhisorherbestinterest,andletthesponsorknowtoexpectscheduleimpactsforchangesthatoccurafterthebaseline.
Oncetheprojectisbaselined,communicatethechange’seffectbyclearlysharingtheramificationsoftheproposedchangeandidentifyingtheconstraintsthatdrivethenewproposedenddate.Oftensponsorsareunawareofthechallengesoftryingtomeetacertaindatebasedonthechangerequest,andthismustbemadecleartothem.
AVicePresidentofITforaFortune100companystatedtheyhavesuccessfullyusedthe“Ifyouwerebuildingahouse”analogytogettheirsponsorstorelatetothemagnitudeofpro-posedchanges.
Sponsorscanreallyfeeltheimpactiftheyimaginetheywouldnotbeabletomoveintotheirnewhomewhentheythoughttheywould,oriftheirhousemightbeunfinishedattheoriginalmove-indate,sotheyseewhyachangemightcallfornewscheduleenddates.
Know the principles of successful negotiations.Asaprojectmanager,youshouldbeskilledintheprinciplesofnegotiation.Oneofthoseprinciplesistomakehighinitialdemands.Highinitialdemandsenableyoutohaveflexibility,andthatfacilitatessuccessfuloutcomes.
Highdemandsarenotunreasonable,unrealisticorone-dimen-sional.Theyimplythatyouarepreparedandhavegiventhoughttoanassortmentofalternativesthatmayhelpyouandthespon-sorcometoagreementonanewdate.
Youasprojectmanagerwilldiscussthesealternativeswiththesponsor:Arethereaspectsorportionsoftheprojectthatcanbedelayed?Canadditionalresourcesbeprovided?Cantolerances,specificationsorconstraintsberelaxed?
Veryfewprojectsponsorsareunreasonable.Whenyoucomeacrossasponsorbeingunreasonable,itisoftenduetoalackofunderstanding.Alwaysaskyourselfwhatyouhavedoneandcandotoassurethatthesponsortrulyunderstandsthecircum-stances.Itistheprojectmanager’sroletocreatethisunder-standingandgainsponsoracceptanceofchangeimpacts.
Dr. James T. Brown is president of a project management training company, SEBA Solutions Inc, and of a web-based pro-vider of professional development units (PDUs) for PMI credential holders, OnePdu.com. © 2010 Project Management Institute. All rights reserved.
NewsletterNovember 2010
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President’s LetterNew PMI BrandingChapter Events• UpcomingEvents• RoundtableMeetings• SpecialRoundtableEvents• ChapterMeetingLogistics• EducationalPresentation• KeynotePresentation
Professional Development• EPMAAwards• CollaborationSkillsResolvingConflicts/ResolvingOptions• Requirements–Definition,Acceptance&Traceability• Mentoring:What’swiththe RedBalloon?
People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers• FacesofPMIPortland
Articles• CallingAllTalentedPMs--SettingtheStageforaLastingImpression• AligningProjectand CorporateRiskManagement• NegotiatingSchedule ChangeswithSponsors
PMI• AboutPMIPortland
Website: pmi-portland.org
NewsletterNovember 2010
22
Board of DirectorsTheBoardofDirectorswantstohearfromyou.Clickontheemaillinktosendanemail.
President JosephMarietta,[email protected]
President Elect [email protected]
Past President RachelPaulson,[email protected]
Secretary CarolHaertlein,[email protected]
VP Finance [email protected]
VP at Large TerriHagmann,[email protected]
VP MarketingSuzanReed,[email protected]
VP MembershipJeremyBlack,[email protected]
VP OperationsJimYan,[email protected]
VP OutreachJeffBrummel,[email protected]
VP Professional DevelopmentDianeBrady,[email protected]
Sponsor an eventBecomingaPMIPortlandChapterSponsorisanexcellentwaytogetinfrontofour4000+audience.SponsorshipgivesyourcompanyalivepresenceatPMIPortlandChaptereventsandavisualpresenceonthewebsiteandinthenewsletter.ContactKarelRasovskyatsponsor_programs@PMI-Portland.org.
Speak at an eventIfyouwouldliketospeakataChapterDinnermeetingcontactspeaker@pmi-portland.org.IfyouwouldliketopresentaworkshopforthePMIPortlandChapter,[email protected].
Submit an article Writeanarticleorbookreviewforthenewsletter.YoucanearnPDUs!Clickherefordetailsorcontactnewsletter@pmi-portland.org.
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MissionTopromotetheprofessionofProjectManagementbycreatingacultureandcommunitythatfacilitatesprofessionalgrowththrougheducationandvolunteerism.
VisionTobetheinnovativeleaderintheregionforadvancingprojectmanagement,makingindividualsandorganizationsmoresuccessful.Wearearesponsiveandcollaborativecenterofexcellencepromotingethics,quality,knowledge,skills,integrity,andleadership.
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