pmi portland connection june 2012pmi-portland.org/assets/newsletter/2012/pmi pdx... · daimler uses...

June 2012

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Headline ArticleNext Chapter Meeting•KeynotePresentation•EducationalPresentation•ChapterMeetingLogistics

Professional Development•NeverBeLateAgain!•BookReviewersWanted•RoederOnlineCourses•FallPMP/CAPMPrepCourse

Chapter News & Events•EventCalendar•RoundtableMeetings•2012AnnualConference•Welcome2012-13Board

PM News BriefsMembership•JoinPMIPortlandChapter•BecomeaVolunteer!•WelcomeNewVolunteers•PMJobPostings•MembershipNews•Photos

Articles•ProvidingGreatProjectManagementService•BookReview•CommunicationTechniquesforManagingExpectations

PMI•NewsletterDirector’sLetter•President’sLetter•PresidentElect’sLetter•AboutPMIPortland

www.pmi-portland.org

Rolling Down the HighwayDaimler Trucks North America’s Interpretation of Project ManagementAsastudentofProjectManagementandasanewemployeeofDaimlerTrucksNorthAmerica,IwantedtofindouttheprocedureandpracticesusedinDaimlerprojectmanagement.Daimler’smethodologyisdifferentthanthe5processgroups/9knowledgeareastructureoutlinedinthePMBOK.Daimlerusesthemajorityoftheideology,philosophyandideasoutlinedinthePMBOK,butaddstoitLeanProcessPrinciples.Inaddition,engineeringneeds,ratherthanmarketingdrivetheprojects.Therearemethodsforintegratedplanning,steeringandreportingofproductprojectsaswellaspredeterminedtemplatesusedtoreporttheprogressoftheproject.TheprocessusedbyDaimleriscalledtheCommercialVehicleDevelopmentSystem(CVDS).

What is CVDS?TheCommercialVehicleDevelopmentSystem(CVDS)laysdowntheTruckandAggregateCreationProcessacrossallfunctionalareas,fromthebeginningofaproductprojecttoseriesproduction.ItiscontinuouslyimprovedbytheknowledgeandexperienceofthemanylineandproductprojectexpertsofDaimlerTrucks.

CVDSislocatedwithintheProductCreationProcess(PCP)andfacilitatesProductPlanning,Steering,andReporting.AkeyfeatureofCVDSisthecapabilitytomeasure/steertheresultsofactivities.Inaddition,itfacilitatesglobalcollaborationbycreatingacommonunderstandingofthecontent,timingandinterdependenciesoftaskswithintheProductCreationProcesstoreachprojecttargets.

continued...

PMI Portland Connection June 2012

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Process-oriented integration of PM-methodsCVDS

Product Creation ProcessMethods of the Daimler Trucks PM

OfficeLean Project Management

What mustbedone?

Whendoesithavetobedone?

• LeanProcesses• QualityGates/Milestones• ProcessModules&Steps• KnowledgeDatabase

Howmustitbedone?

• 9LeanPrinciples• Methods• Standards• Templates&Guidelines• Reporting• BestPractices

Integration of 12 PM Modules into the CVDS Framework

1. Leadership2. Objectives3. Organization4. RiskManagement5. Structure6. Scheduling7. Resources8. Costs9. Communication10. Maturity11.ChangeManagement12. Marketing

continued...

Keynote PresentationThe Unbreakable Rules of Leadership, with Cathey Armillas

Readmore...

Educational Presentation107 Skills we need in our PM Tool Kit, with Connie Plowman

Readmore...



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DaimlerusesamodifiedGanttchartusing“QualityGates”asmilestonemarkers.Eachgaterepresentsadifferentphaseoftheproject.TheDaimlerprocesshas13gates.AtDaimler,atypicalprojectcantake2.5to3yearstocomplete,butcanbecompletedassoonas18monthsifneeded.(Fast-Tracked)

OnesuccessfulprojectwastheimplementationoftheEPA2010requirementsforFreightlinerHeavyDutytrucks.Belowaresomeofthehighlightsandresultsofthisproject

takenfromtheFreightlinerSCRbrochure.

EPA 2010 Requirements

In2010,theEnvironmentalProtectionAgency(EPA)standardsrequirethatNOxemissionlevelsfromnewtrucksbereducedto0.2g/bhp-hr.Atnear-zero,that’san83%reductionfromEPA2007emissionlevels.

The Industry Solution

Today,therearetwoapproachesformeeting2010emissionrequirements:

SelectiveCatalyticReduction(SCR)andIn-cylinderEGR

(ExhaustGasRecirculation).SCRisthemainstreamtechnologythatmanufacturersof90percentofallNorthAmericanon-highwayengineswillusetomeet2010emissionstandards.It’sbeentested.It’sproven.

Optimal combustion temperatures mean better fuel efficiency

FreightlinerTrucksandourenginepartners,DetroitDieselCorporationandCumminsInc.,haveworkedhardtomeetimportantnewcleanairmandates,whilemaintainingmaximumfuelefficiencyandengineperformance.SCRmeetstheserequirementsbyusingtheexistingenginearchitectureand

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dieselparticulatefilter(DPF),plusSCRhardware,toreduceNOxemissionstonear-zero.Italsoallowstheenginetofunctionatoptimalcombustiontemperatures,whichincreasesfuelefficiencyandreliability.

SCRisaNOxreductiontechnologythatalsodeliversenginereliability,increasedfueleconomyandrequiresfewerregenerations.ThatmeanswithSCRtechnologyyoucanfeelgoodaboutyourimpactontheenvironment–andyourbottomline.

Visitwww.truthaboutscr.comtolearnmoreaboutSCRemissionstechnology.

FormoreinformationaboutFreightlinerCleanDriveTechnologiesgoto:www.freightlinertrucks.com/TruckInnovation/Clean-Drive-Technologies

Inconclusion,Daimlerprojectmanagementmethodology,CVDSdoesnotfollowthePMIPMBOKexactly.Daimlerhasdevelopedaneffectiveprojectmanagementsystemtailoredforthespecificproductstheyproduce–effectivesolutionsforon-highwayvehicles.

continued...



http://www.truthaboutscr.com

http://www.freightlinertrucks.com/TruckInnovation/Clean-Drive-Technologies

http://www.freightlinertrucks.com/TruckInnovation/Clean-Drive-Technologies

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CreditsProjectEPA2010informationandphotostakenfromFreightlinerSCRBrochure.

SpecialthankstotheseemployeesofDaimlerTrucksNorthAmericafortheirassistancewiththisinformation:

AmySills,Manager,DTNAPublicRelations&CorporateCommunications

MattGuilfoyle,Manager,Project2020

AndrewMcLandress,Sr.Manager,EngineeringPlatformManagement–FreightlinerHeavy-Duty

ClaireMak,ProjectLeader–MediumDuty&VocationalGroupEngineering

TobiahHalter,ProjectLeader–EngineeringPlatformManagement

RandyDeBortoli,ChiefEngineer,CabEngineering,formallyEPA2010ProgramManager

Laura Sakaguchi, Newsletter Director PMI Portland Chapter



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Keynote PresentationThe Unbreakable Rules of LeadershipLeadershipisaboutconnectingwithandinspiringpeople.It’snotabouttellingpeoplewhattodo.Andit’scertainlynotaboutmanaging.Greatleadershipresonatesandcreates.Whilepoorleadership,orlackofleadership,diminishesanddevastates.

TheUnbreakableRulesofLeadershipuncoversthefundamentalsofgreatleadership,andhighlightsthebenefitsofapplyingitinallyoudo,whetheritbeatwork,homeorplay.Findouthowyourleadershipcaninfluence,motivateandultimatelycreatemoreleaders.

About the PresenterCatheyArmillasistheauthorofthebook,TheUnbreakableRulesofMarketing,andCEOofPURAMarketing,acompanysheformedafterdecidingthattraditionalmarketingapproacheswerenotenrichingherclients.Herapproachtoleadershipwaslearnedatanearlyage.HerDad,amilitaryman,toldhertimeaftertime,eitherdoyourbestorgohome.She

remembersthoselessonsandappliesthemonadailybasis.Cathey’sleadershipstyleisacombinationofwell-learnedlessons,anintuitivesenseofwhatworks,andtheabilitytoinspireotherstofollowherlead.Whethersheiscreatingviralvideos,leadinganorganizationof4,000volunteers,orhelpingherclientsachievemarketingsuccess,Cathey’sleadershipstylehasbeenrecognizedinternationallyasfun,engaging,andveryeffective.

June 19 Chapter Meeting



http://www.pcc.edu/climb/training

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Educational Presentation107 Skills We Should Have in our PM Tool KitInPMI’sCareerFramework(PathPro®),PMIhasidentified107skillsthatweshouldhaveinourtoolkit.Sowhatarethey?Howmanydoyouhave?Andwhatisyourskillscompetencylevel?Thisinteractivesessionisdesignedforalllevelsinprojectmanagement–forindividualsjustgettingstartedinprojectmanagement,toteammembers,projectmanagers,programmanagersandportfoliomanagers.Ifyouareinterestedingrowingyourskillsandadvancingyourcareer,thissessionisforyou.Attendeeswillwalkawaywith107Skillslist,plusatemplateandresourcesforSkillDevelopment.Startgrowingyourskillstoday–it’snevertoolate!

About the PresenterLeadingthissessionwillbeCONNIEPLOWMAN,PMP.ConnieisanactivevolunteerleaderinPMI,currentlyservingonPMI’sProfessionalAwardsProgramMemberAdvisoryGroup.SheservedasPMI-PortlandChapterPresidentin2004-2005.HerpastvolunteerleadershippositionsincludevariousboardrolesforPMI-Portland,Region1

ComponentMentor,andPMI’sLeadershipInstituteAdvisoryGroup.Sheisa2007graduateofPMILeadershipInstituteMastersClassandearnedherPMPcertificationin2002.

WhennotvolunteeringforPMI,ConnieistheInterimExecutiveDirectorwithPortlandCommunityCollege,Oregon’slargestinstitutionofhighereducation.SheisresponsibleforthemanagementofPCC’sCLIMBCenterforAdvancement,the“businessarm”ofthecollege.CLIMBstandsforContinuousLearningforIndividuals,ManagementandBusiness.

PriortojoiningPCC,ConniewastheChiefOperatingOfficerforCadenceManagementCorporation,aninternationalprojectmanagementtrainingandconsultingfirm.In2009,CadencewashonoredasPMI’sContinuingProfessionalEducationProvideroftheYear.After22years,sheretiredfromCadence,whichlasted6weeksbeforejoiningPCC.


Have you thanked a volunteer today?PMIPortlandChapterisrunalmostentirelybyalargegroupofdedicated,hard-working,professionalprojectmanagers.TheyvolunteertheirtimetosupportthemissionoftheChapterandtonetworkwithotherslikethemselves.

DuringthesummerthenewBoardofDirectorswillbeseekingtofillmanyvolunteerpositionsfortheupcomingyear.Ifyouareinterestedinjoiningthiselitegroup,takealookattheVolunteerFAQandVolunteerOpportunititeswebpagesontheChapterwebsite.Orcontactvolunteer@pmi-portland.org.

You’llbegladyoudid!



http://pmi.memberclicks.net/volunteer-faqs

http://pmi.memberclicks.net/volunteer-opportunities

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

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June Agenda4:00 Registration table opens 4:30 Educational presentation 5:30 Networking 5:35 New member welcome meeting 6:05 Dinner begins 6:10 Volunteer Recognition presentation 6:25 EPMA winners announced 6:45 annual business meeting report 7:10 Keynote presentation

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

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

Non-MembersKeynotepresentationwithmeal$35Educationalpresentation$10

RegistrationAt10a.m.theMondaybeforetheChaptermeeting,theregularonlineregistrationpriceincreasesby$10.At4:00p.m.thedayofthemeeting,regularregistrationpriceincreasesby$20.

No refundswithin24hoursofthemeeting.Contactregistration@pmi-portland.org.* ChapterMembersandChapterStudentMembersarecurrentmembersofPMIandthePortlandChapter.StudentMembershipisdefinedbyPMIGOC,anddoesnotapplytonon-memberswhomaybestudents.PMIPortlandChapterStudentOutreachProcess

New Member Welcome MeetingWemeetdirectlyaftertheEducationalPresentation,inthesameroom.Joinustolearnaboutwhoweareandwhatweoffer,andtomeetothernewmembers.

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

MenuAlderSmokedPorkMedallions,MashedPotatoes,CaramelizedSweetOnions&SunDriedTomatoAioli

Or

VeganLasagnaServedwithTofuRicotta,RichTomatoes&FreshBasil

BavarianÉclair

2012-13 Chapter MeetingsDon’tmissathing!Markyourcalendarsnowfornextyear.

September 18 October 16 November 20




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

https://pmi.memberclicks.net/index.php?option=com_mc&view=mc&mcid=form_118583

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Professional DevelopmentNever Be Late AgainHow to Achieve Dominating Lockdown Control for Maximum Business Results

Friday, August 17, 2012Learnhowtoimplementbasicgovernancecontrolsforprojectdeliverysothatyourprojectsareneverlateagain.Ifyoueverprojectmanagedadifficultproject,youwillwanttoattendthisworkshopandlearncriticaltechniquesthatwillalwaysensuredeliverysuccess.Sometimesprojectproblemsarenotasaresultofthescopeortheresourcesbutpoorcontroloverallinfluences.Learntotakechargeofyourprojectandneverbelateagain!

Inthisworkshop,Mr.RollinswillutilizeMSProjecttodemonstratethe“How-Tos”.Bring your laptopequippedwithMSProjectandwalkawayattheendofdaywithareadytogoimplementationroadmaptailoredtoyourneeds.

Key Learning Objectives

• Howtotameadisparateprojectdeliveryenvironment• Howtouseprojecttransparencytoachievedominatinglock-downcontroloveryourprojectorportfolio• Howtocreatestatisticallyvalidprojectschedules• Howtocontrolprojectscopethroughoutthelife-cycleover-nightatyourspeed• Howtoassessprojectsfordeliveryrisk• Howtointegratewithprojectportfoliomanagement• KeyResourceCapacityManagementProcessesyoucan’tlivewithout• WhatResourceManagersneedtoknowinsupportofprojectdelivery• Howtodeterminecostandeffortfromunplannedprojectimpactwhenitoccursonyourprojectand/orotherprojects

• Buildyourownroadmapduringtheworkshoptoplantheimplementationofmanyofthesecriticalconceptstoraisethevaluepropositionofprojectmanagementforeverythingyoudo.

PresenterStevenC.Rollins,MBA,PMP,PMOCChiefProjectStrategist,ALLPMONetworkInc.

SteveRollinsisaprojectdeliveryspecialistwith40+yearsofindustryprogramandprojectdeliveryexperience.Mr.RollinsisaleadingPMO/PPMsubjectmatterexpertandbest-sellingauthor.

Mr.RollinsistheKeynoteSpeakeratthe11th Annual Managing Project, Programs and Portfolios ConferenceonAugust16.Clickhereformoreinformation.

Workshop DetailsFriday, August 17, 20128:00a.m.to4:30p.m.

Location DoubleTreeHotel–LloydCenter1000NEMultnomahPortland,OR

CostPMI Portland Chapter Members*By6/15/20125pm:$2396/155pm–7/31/20125pm:$2697/315pm–8/16/20121:00pm:$299Non-MembersBy8/16/20121:00pm:$369* A current PMI Portland Chapter membership is required at the time of registration to take advantage of member pricing.

Register Now!



http://pmi.memberclicks.net/managing-p,-p-&-p


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Business Driven Project Portfolio Management: Conquering the Top 10 Risks That Threaten Success,byMarkPricePerry

Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed,byGeraldI.Kendall,StevenC.Rollins

Value-Based Metrics for Improving Results: An Enterprise Project Mangement Toolkit,byMelSchnapper,StevenC.Rollins

Agile Project Management with Scrum,byKenSchwaber

Program Management Professional (PgMP): A Certification Study Guide With Best Practices for Maximizing Business Results,byCraigJ.Letavec,StevenC.

Rollins,DianeAltwies

A Project Manager’s Book of Forms: A Companion to the PMBOK Guide,byCynthiaSnyderStackpole

Earned Value Project Management,byQuentinW.Fleming,JoelM.Koffleman

Process Mapping, Process Improvement and Process Management,byDanMadison

Workflow Modeling: Tools for Process Improvement and Application Development,byAlecSharp,PatrickMcDermott

Essential Project Investment Governance and Reporting: Preventing Project Fraud And Ensuring Sarbanes-Oxley Compliance,byStevenC.Rollins,RichardB.Lanza

Professional Development

Earn PDUs by writing

a book review!

Book Reviewers Wanted Wouldyouliketowriteabookreviewanddon’tknowwhichbooktoreview?HereisalistofsomesuggestedProjectManagementbooks.Wewelcomeyourinputonanyofthesebooks,[email protected].

Fourofthesebookswerewrittenbythekeynotespeakeratour11th Annual ConferenceinAugust.Readmore...

To-Complete-Performance-Index



mailto:newsletter_dir%40pmi-portland.org?subject=Book%20Review

June 2012

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Professional DevelopmentRoeder Online CoursesBesuretocheckthePMIPortlandChapterwebcalendarforallthenewonlinePMrelatedtrainingatadiscounttomembers.

OnDemand Online Courses360 Awareness: UnderstandHuman&EnvironmentalFactors4hours,4PDUs

Whole Body Decisions: SynthesizeBrain,Heart&Gut4hours,4PDUs

Project Management Fundamentals: LayingAStrongFoundation8Hours,8PDUs

Live, Instructor-Led Online CoursesInternational Project ManagementFridays,June15&June22,20128PDUs

Project Management Negotiation Tuesdays,June19,June26&July3,201215PDUs

Communicate With Confidence And Competence Saturday,sJuly7&July21,20128PDUs

Agile Project Management Wednesdays,July11&July18,andFridays,July13&July20,201215PDUs

Advanced Project Stakeholder ManagementFriday,July20&July27,20128PDUs

Fall PMP/CAPM Prep CourseTuesdays and Thursdays, September 11–October 19, 2012 6:00–9:00 p.m.PrepareforPMPorCAPMcertificationthoughthePortlandChapterofProjectManagementInstitute.ExperiencedprojectmanagersreadytobecomecertifiedProjectManagementProfessionals(PMPs),andthoselookingtoestablishcredibilityintheapplicationofprojectmanagementprocessesasaCertifiedAssociateinProjectManagement(CAPM),willbenefitfromthiscoursewhichwillhelpyoupreparefor—andpass—theProjectManagementInstitute(PMI)examination.

CertifiedPMPswillbringtheProjectManagementBookofKnowledge(PMBOK)methodologyandreal-worldexperiencesintofocus.Theywillwalkyouthroughwhatyouneedtoknow,step-by-step.Corestudymaterialswillbecovered,withcompletereviewonthelastdayofthecourse.Takingthetestimmediatelyafterthecourseisrecommended.

AttendanceinthecoursewillsatisfytheeducationrequirementforboththePMPandCAPMapplication.StudentswillreceiveacopyofthePMIPMBOK(4thedition),third-partysamplequestions,andcoursestudyguide.Self-studyoutsideofcoursehoursisrequired.

Clackamas Community CollegeOregonCity,OR

Registration Opens SoonWatchthePMIPortlandChapterwebsiteandyouremailformoreinformation.



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

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Chapter News & EventsMON TUE WED THU FRI SAT

SUN

11 12 13 14 15 16

1718 19 20 21 22 23

2425 26 27 28 29 30

July 12 3 4 5 6 7

89 10 11 12 13 14

1516 17 18 19 20 21

2223 24 25 26 27 28

2930 31 Aug 1 2 3 4

56 7 8 9 10 11

1213 14 15 16 17 18

19Fordetails,seethecalendarontheChapterwebsite.

RoundtableNorth@Clark

RoundtableWest@Nike

Annual Conference

RoundtableNE@PublicHealth

RoundtableWest@SolarWorld

RoundtableNW@Con-Way

PMIWVSalemMeeting

PMIWVEugeneMeeting

SuperEarlybirddeadline-AnnualConfandNeverBeLate

Chapter Meeting

Workshop–NeverBeLateAgain

EPMAAwards

RoundtableNE@PublicHealth

SAOEvent

RoundtableNE@PortofPortland

OODNEvent

Earlybirddeadline–AnnualConferenceandNeverBelate

RiskManagementWorkshop#1

RiskManagementWorkshop#2

RoundtableWest@Nike

RoundtableNorth@Clark

RoundtableNW@Con-WayMark your Calendar

Next Chapter Meeting is September 18!




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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.

No meetings June-August

Roundtable West Nike

NikeWorldHeadquarters,Beaverton,ORNolanRyanBldg.,AirHuarache,1stFloor

3rd Thursday 7:30 a.m.

Roundtable West SolarWorld

25300NWEvergreenRd.Hillsboro,OR

2nd Thursday 4:00 p.m. June 14 will be our final meeting.

Roundtable North Clark

1200FortVancouverWay,Vancouver,WACommunityRoom

4th Friday 7:15 a.m.

Roundtable NE Port of Portland

7200NEAirportWayPortland,ORAnchorRm.,1stfloor

1st Wednesday 4:30 p.m. No meeting July 4.

Roundtable NE Public Health

PortlandStateOfficeBldg. 800NEOregonStreet,Port-land,ORRoom1C–30

4th Tuesday 7:30 a.m.

Chapter News & Events



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

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Register Now for the 2012 Managing Projects Programs & Portfolios Conference

Thursday, August 16, 2012LloydCenterDoubleTreeHotel,Portland,Oregon

ca technologiesisourconferencesponsor.

Hereisatasteofspeakersandtopicsforthisyear’sconference:

Keynote: Steve Rollins, ALLPMO Network IncGrowing the Business: The Value Proposition of Project Managers

• Learntouseyourprojectmanagementskillstobringvaluetothebusinessconditionandyourself.• Learnthetruevaluepropositionofproj-ectmanagementandwhatyouneedtodotoapplyit.• Gainimmediate“hair-on-fire”desiretoapplythisnewknowledgeinyourjob.• Immediatelyimproveyourknowledgeofhowtoimprovetheself-certaintyofyourjob

roleonthebusiness.• Understandtheuseofprojectmanagementsciencesonbusinesstransparency,organizationaltrust,andvalue-gainthathelpsthebusinessconditiongrow.• Learntherealintrinsicvalueofaprojectmanagerthatyoucanuseforevermore.

Shelley Gaddie, ProjectCorpsNot My Project, Not My Problem: A Fresh Perspective

• Identifyandevaluatetheimpactofprojects“external”totheoneforwhichyouareresponsible.• Assesstheriskofprojects“external”toyourindividualproject.• Incorporateintoyourmitigationplansyourproject’sdepen-denciesonthese“external”projects.

John Stenbeck, GR8PMRolling Out Full-Scale Agile Practices: Moving Beyond Scrum Into Scalable Agile Practices

• LearntoanalyzeandapplyCycle-timeBestPracticestoimproveorganizationalagility.• Seehowtoacceleratespeed-to-marketusingWork-in-Pro-cessLimitsandaKanbanFramework.• Discoverhowtoamplifyinnovationwhileintegratingorgani-zationalcontrolandreportingusingAgileEVM.

Steve Brook, Mike Gunter & Tom McKivor, Gunter Group ConsultingThe Right Way to Make the Right Choice

• Understandhowtosetupasolutionselectionprocess.• Managetheexpectationsofstakeholders.• Bemorefamiliarwiththedecision-makingprocess.

Katie Dozier, Marie Tjernlund & Halley Bock, Fierce Conversations3 Ideas & 7 Principles for Fierce Conversations

• Shiftyourbasicunderstandingofconversations.• Learnhowtoprocesstheskillandwilltotackleandresolveyourorganization’stoughestchallengeswhilebuildinganopen,directandrespectfulculture.

Chapter News & Events

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Chapter News & EventsWelcome 2012-2013 PMI Portland Board Members!CongratulationstotheindividualswhohavecommittedandwereelectedtoleadtheChapterforthe2012-2013Boardyear!ThenewBoardwilltakeofficeonJuly1withtransitionsbeginningJune23.

Thankyoutothemanymemberswhotookthetimetovote–yourvotescount!Weareexcitedtoreportthatwemetourgoalofapproximately10%membershipparticipationinthevotingprocess.Ifyoudidnotvote,wewouldliketounderstandwhyandencourageyoutosendaquicknotetopresidentelect@pmi-portland.orgsothatwecancontinuetoimproveourprocessesgoingforward.

AsthenewBoardsetsitsstrategyandtacticalplansfortheupcomingyear,wewillbefillingthevolunteerrosterfortheyear.IfyouareinterestedinservingtheChapteronceorinarecurringrole,[email protected].

2012-2013 Elected Board of DirectorsPresident–AlanJohn,PMP

PresidentElect–DianeBrady,CSM

Secretary–WillemStoeller,PMP

VPFinance–JeffHenderson,PMP

VPAtLarge–RobertBondaruk,PMP

VPMembership–Sarabjeet(Saby)Waraich,PMP

VPPrograms–ChristiLoya,MBA,MPM

VPProfessionalDevelopment–PatriciaKelley,PMP

VPMarketing–DaveMolinari,PMP

VPOutreach–LindaRead,PMP

VPOperations–BradTaylor,PMP

Grow your skills–become a volunteer next year.

Readmore...

• Learnthewayweconnectwitheachother,alterourper-ceptionsofwhatitmeanstolead,andbecomethebehav-iorthatpropelsindividualsandteamstowardsuccessthroughFierceConversations.

Kimi Ziemski, Energizing EnterprisesUnder the Tyranny of the Urgent: The Value of Critical Thinking

• Usecriticalthinkingtoolsinacompressedtimeframe.• Communicatethevalueofusingcriticalthinkingskillsinacompressedtimeframe.• Learnhowtocoachteammembersintheuseofcriticalthinkingskills.

RENEW your energy! | REFRESH your memory and your vision! | REINVEST in your future!

Register Now! SuperEarlybirdpricingformembersendsJune15.

PMIPortlandChapterStudentmembers $99PMIPortlandChaptermembers(by6/15) $209PMIPortlandChaptermembers(by7/31) $249PMIPortlandChaptermembers(after7/31) $299Non-members $349You must be a current PMI Portland Chapter member prior to registering in order to receive member pricing.

SeetheChapterwebsiteforcompleteinformation.



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


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


http://www.pmi-portland.org/managing-p,-p-&-p

June 2012

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PM News BriefsPMI Willamette Valley ChapterSalem Branch Monthly MeetingWednesday, June 20, 2012 Presentationstartsat12:00p.m.(pleasearriveby11:40a.m.)

Location Roth’sConferenceCenter,WestSalem1130WallaceRd.NWSalem,Oregon97304

SpeakerTimRahschulte,Ph.D.

TopicDemystifyingProgramandProjectManagement

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

SeewebsiteformoredetailsSalem

Eugene Branch Monthly MeetingThursday, June 21, 2012 6:00–8:00p.m.

Location RedLion–Eugene205CoburgRoadEugene,OR97401

SpeakerJeffOltmann

TopicRiskManagementforFastChangingProjects

Cost $20(bothPMIandNon-PMImembers)Includesabuffet-styledinnerpreparedbyRedLionHotel.Ifyourequirevegetarian,vegan,orotherdietaryrequirements,pleasespecifyintheregistrationformorcontacttheVPPrograms([email protected])48hoursinadvanceofthemeeting.

SeewebsiteformoredetailsEugene

Corvallis Branch Monthly MeetingNo Meetings June–August

Primavera Lunch & LearnAreyoulookingtobeintroducedtoPrimaveraforthefirsttime?Maybeyou

areanexistingcustomerwhowantstolearnaboutwhat’snewwithPrimaveraandreconnectwiththePrimaverausercommunitywithinthePortlandMetroArea?Thislunch&learnwillbeagreatopportunitytonetworkwiththePrimaverateamaswellaswithotherprojectmanagers,projectcontrolsprofessionals,directorsofprojectmanagementoffices(PMOs),ProjectManagementProfessionals(PMPs)andexecutivesinthePortlandarea.

EricaWalitsch,aPortland-basedsolutionsconsultant,willpresentonwhat’snewandexcitingaboutOraclePrimavera’slatestsolutionofferingincludinghowto:

• Selecttherightstrategicmixofprojects• Plan,schedule,andcontrollarge-scaleprogramsandindi-vidualprojects• Balanceresourcecapacitywithprojectdemand• Monitorandvisualizeprojectperformancevs.plan• Fosterteamcollaboration• Integrationwithfinancialmanagementandhumancapitalmanagementsystems• Customersuccessstories

The event will be offered on Thursday, June 21 for new customers and Friday, June 22 for existing customers from 12:00–1:30 at the Oracle office in downtown Portland @ 1211 SW Fifth Ave. Suite 800

Wehopeyou’lljoinusatthisexcitingevent!

TherearealsoopportunitiestogetinvolvedinaPrimaverausergroup.InNorthAmerica,informationonthePrimaveraSpecialInterestGroup(SIG)canbefoundhere.ThePrimaveraSIGsitsacrossthemainusergroupsandisdedicatedtoprovidingbestpractices,tipsandtechniques,andaforumfordiscussionandeducationforthePrimaveracustomercommunity.



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

mailto:VPPrograms%40EugenePMI.org?subject=

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

http://www.iouc.org/p/bl/et/blogid=2&blogaid=12

http://www.primaverasig.com/

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PM News BriefsOODN Meeting

Friends, Connections, Likes, Tweets, and Work: Social Media and Organizational DevelopmentWhen: Wednesday,June13,20126:00-8:30p.m.

Speakers: ErinFlasherandMichaelVanKleeck

Where: Con-Way(Fremont/St.John’srooms)2055NWSavierSt.Portland,OR97209

Pricing: FreetoPMImembers.Non-members,$10.

Contact: [email protected].

OregonODNetwork14780SWOspreyDrive,Suite365Beaverton,OR97007

[email protected]

SAO Events

SAO Event: Creating & Promoting A Culture of Innovation: An Evening With Beth SteinbergWhen: Thursday,June21,20127:00–9:30p.m.

Where: ZibaDesigns,Headquarters1044NW9thAve.Portland,OR97209

17th Annual Golf Tournament When:Friday,July13,2012GolferCheck-inopensat12:30pm

Where: LangdonFarmsGolfClub24377NEAirportRoad,Aurora,OR97002

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MembershipJoin the PMI Portland Chapter PMIPortlandChapterisalocalchapteroftheinternationalorganization,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.



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MembershipBecome a Volunteer Growyournetworkandyourskillset!Thesearesomeofthevolunteeropportunitiescurrentlyavailable:

• Dir. of Speaker Acquisition–ProgramsTeam • Director of Technology–Operationsteam • Quality Team Members (4)–Membershipteam • Program Manager, Annual Survey–Membershipteam • Instructors, Certification Prep course–ProfessionalDevelopmentteam

• Mentoring Program Administrator–ProfessionalDevelopmentteam

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

PM Job PostingsThesearethefourmostrecentjobopeningssenttoPMIPortlandChaptermemberswhohavejoinedourJobPostingService.

• Project Manager II • Project Manager, School Services • Teaching position, U of O • Project Manager III

ForcompleteinformationabouttheJobPostingService,includinginstructionsabouthowChapter memberscanparticipate,visittheJobPostingSignupwebpage.

Welcome New Volunteers! Dottie Love, Director of ACP Certification

PleasewelcomeDottieLovetotheProfessionalDevelopmentteam!Dottiehasover12yearsofexperienceinmanagingandmentoringteamsintechnologyimplementationsonaninternationallevel.Herspecialtyisfulllifecyclesolutiondeliveryforworkflowapplications,voiceapplications,clientrelations

management(CRM)environments,billingandnetworktechnologiesforretail,supplychain,technology,financialandtelecommunicationsindustries.

Dottiehasanextensivebackgroundusingleanprocessimprovementinitiatives,requirementsgathering,businessprocessengineering,process/system/datamapping,andgapanalysestoprovidebothshorttermandlongtermsolutionrecommendationsandpolicydevelopment.DottiemajoredinBusinessAdministrationatNovaSoutheasternUniversity.ShejoinedPMIin2008andin2012tooktheroleofDirectorofACPCertificationforthePortlandChaptertosupporttheexpansionofACP(Agile)knowledgewithinthePMIcommunity.

Thought for the Month“Nobodycangobackandstartanewbeginning,butanyonecanstarttodayandmakeanewending.”

–Maria Robinson



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Membership

Anderson,BonnieAnzaldo,GinaBaird,PatriciaBarnett,KristinaBreslin,ChristopherCadmus,HenryCalderin,PilarCalhoun,BarbaraCalora,JoseMartynovCavanagh,ChrisCiville,KristinaClifford,JeremyCoe,ChristineCostley,SusanDeMarre,ThomasDeHaart,SteveDrahota,MikeDugas,DonaldFisher,BrianGourley,TimGuan,LeonardHanna,SeanHaring,RandyHarris,KatieHathaway,KimberlyHirtler,ElizabethHolt,Jack

Kelley,BenKing,KathleenLane,MargaretMarsh,JohnMasat,LisaMcKelvey,PaulMullick,ManishOpiel,SherriParies,KatherinePrasad,AshwiniReed,LoriReyes,AlexRobertson,TeresaRoletto,DaveRoss,PennyScifres,AaronSmith,MontejonSnethen,ChrisStockard,SuzanneTorgeson,ChristyWilson,KatherineYeager,Rachelle

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 member-ship profile information.

Anderson,Sara,PMPBurke,Charla,PMPClark,Amanda,PMPCoe,Christine,PMPDixon,Matthew,PMPHalbert,Erik,PMPHalladay,Charles,PMPJacobson,Julie,PMP

Kendall,Joan,PMPLoya,Christi,PMPLum,Meei,PMPPotter,Nathan,PMPRessler,Kristian,PMPShepherd,April,PMPShoemaker,Brandee,PMP

Congratulations New Credential Holders!

Keep your E-mail Address Current! Don’tmissathingfromPMIPortlandChapter.

Members—Weuseyourprofileinformationfrompmi.org.PleasecheckyourprofileonthePMIGlobalsitetobesureyouremailaddressiscurrent–itwillthenbeloadedintoourdatabase.

Non-members—YoucanlogintothePMIPortlandwebsite,gotoMyProfile>MyProfiletab>EditProfile,andchangeyouremailaddresshere.

Roundtable and Job Posting members—Rememberthatyoumayhavesetadifferentemailaddressfortheseposts.LogintothePMIPortlandwebsite,gotoMyProfile>MyFeaturestab>E-Liststochecktheemailaddressthatisbeingused.



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Membership

Many thanks to Erik Odegard and Laura Sakaguchi for the photos from the May 2012 Chapter Meeting

Bonnie Starkey PCC CLIMB Program

Christine Richards, Keynote speaker

David Angel, Educational Speaker

Chapter Elections Ballot Box

Joan DuNard and Colleague

Pamela Bernard, PMP

Hoang Nguyen

Willie Fisher, PCC CLIMB Program



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ArticlesProviding Great Project Management ServiceBehavioral Science Gives Us Important CluesInApril,IgavetheeducationalpresentationatthePMIPortlandChaptermeeting.Thetitleofthepresentationwas,“CreatingaGREATProjectManagementServiceExperience.”

InmypresentationIpointedoutfirstthatprojectmanagementisinmanywaysprimarilyaserviceendeavor.Weservenotonlyclientsandsponsors,butourorganizationsandtheprojectstakeholders.

Iwrappedupbytalkingaboutthefactthatourmemoriesofservicearestronglyaffectedbyfactorsthathavebeenidentifiedbybehavioralscientists.TheresearchIusedtodiscussthebehavioralaspectsofservicecamefromanintheJune2001HarvardBusinessReview,“WanttoPerfectYourCompany’sService?UseBehavioralScience”.TheauthorsareRichardB.ChaseandSriramDasuoftheUSCMarshallSchoolofBusiness.

Theauthorsidentifyanumberofpatternsinourrecollectionsofeventsthatstronglyaffectourmemories.Forexample,wetendtorememberthelastthingsthemost.Repeatedevents,evenofsmallduration,stickinourmindsasbeingoflongerdurationthanevenlongsingledurationevents.Weliketofeelweareincontrolwhenwearebeingserved.Andwetendtolikerituals.

Basedonsomekeyconceptsfrombehavioralsciencetheresearchersidentifiedfiveprinciplesofgreatservice:

Principle 1:FinishStrong

Principle 2:GettheBadExperiencesOutoftheWayEarly

Principle 3:SegmentthePleasure,CombinethePain

Principle 4:BuildCommitmentThroughChoice

Principle 5:GivePeopleRituals,andSticktoThem

Theseprinciplesareexcellentthingstokeepinmindwhenyouaremanagingaproject.Someexamplesofspecificactionsyoucantakeasaprojectmanagertocreateapositiveandmemorableprojectdeliveryincludethefollowing:

1. Workhardearlyintheprojecttohammeroutdetailsandaddressadministrativeissues.Worseyet,issueslikebudgetcontrolarenotaddressedandtheprojectendsonasournote.Itisbettertofacethepainearlythanletissueslingerthroughouttheprojectsoyoufinishstrong.2. Findwaystocreateregularrituals,includingstandardstatusreportsthataredeliveredonexactlythesametimeanddayandprojectmeetings.Makesuretheseregulareventsareefficient,meetstakeholderneedsandarepositivelyreceived.

Morethananythingkeeptheseprinciplesinmindwhenyoustarttheproject.Buildadeliveryapproachincorporatingtheseprinciples.YouwillhaveamuchbetterchanceofbeingregardedpositivelyasaPM.

About the AuthorBrad Hermanson, PE, PMP,isWesternRegionEnvironmentalPracticeLeaderforGEIConsulting,a500-personfirmspecializingingeotechnical,environmental,ecology,andwaterresourcesservices.BradisaregisteredengineerwithdegreesinChemicalandEnvironmentalEngineering,hasanMBAfromtheOregonExecutiveMBA

Program,andisalsoPMP®.

Apracticingprojectmanagerforover25years,Bradhasspecialinterestsintheapplicationofdecisionanalysisandriskmanagementonprojects,atopicofresearchforhiminhisMBAprogram.Hehasbeenafrequentworkshopandconferencespeakeronawiderangeofprojectmanagementtopics,particularlyonthemanagementofriskanduncertainty.BradtaughttheProjectRiskManagementsectionofthePortlandChapterPMP®certificationcourseforovereightyears.



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ArticlesBook Review

Keeping Score: Project Management for the Pros, by Frank RyleLikemanyPMPs,Iamonacontinuousquesttoincreasemyprogrammanagementknowledge,aswellastogainthoseimportantPDUs.Asapartofmysearch,IrecentlyregisteredattheInternationalInstituteforLearning(IIL)websitetosurveytheirclassandwebinarofferings.Asafollow-up

responsetomyinquiry,IILsentmeanofferforafreecopyofthebook,Keeping Score: Project Management for ProsifIwouldwatchandcommentonavideoofthesametitle.“Niceoffer”,Ithought,soItookadvantageofit.Thevideowasabrief,butwell-producedoverviewoftheprojectmanagementprocess,anditpiquedmyinterestinreadingthebookitself.

What it’s all aboutKeeping Score: Project Management for ProswaswrittenbyFrankRyle,PMP,aconsultingtraineratIIL.FrankcombinedhisinterestsingolfandprojectmanagementtowriteanarrativestylebusinessnoveltoexplaintheProjectManagementframework.Thesettingforhisstoryisacompanyincrisisasaresultofanad-hocprojectmanagementapproachthatisoverbudgetandbehindscheduleinitspreparationforanupcomingIPO.Twocompanymanagers,EdwardandBob,aregiventhesurpriseassignmenttojointlydevelopaprojectmanagementapproachtheycanpresenttotheirlargestshareholdertoconvincethemthatthattheycanpullofftheIPOasplanned.Themanagers’assignmentischallengedbytheirdifferentculturalandlifeexperiencesandmanagementandstyles.Edwardisflexibleandresistsrigidprojectmanagementapproaches,whereasBobisstronglyprocessoriented.Toassistthem,theyarewhiskedofftoIrelandtobetutoredbyLouiseO’Higgins,managerofthenewprojectmanagementdepartment

atUniversityofCork.Intheprocessofgettingtoknoweachother,thethreefindtheyareallavidgolfers.Thisisfortuitous,asLouisehasdevelopedanine-stepprojectmanagementapproachmodeledafteranine-holeroundofgolf.Inpresentingherapproach,sheusesphysicalandvisualsymbolstohelpthestudentstograspandremembertheconcepts.SheusestheirnumerousgolfoutingsasthesettingforherexplanationsofherPMapproach.Throughouttheirmeetingsandoutings,thethreediscussthechallengesto,andframeworkfor,effectiveprojectmanagement.

FrankRyledescribedhisrationaleforthenovelisticapproachtothebookasfollows:

“Althoughthisisabusinessbook,Ihavechosenthenarrativestyletoappealtotheemotionsandstoriesdesiredbytherightsideofyourbrain.However,Ihaveusedthe‘ninestepsandninesymbolswalk’conceptstosatisfythemoresystematicandsequentialleft-brainthinkingprocess.”

What I liked Thebookdoesanicejobofpresentingtheconceptsoftheprojectframework:theprojectcharter,stakeholderidentificationandanalysis;requirementsidentification,analysisandmapping;WBScreation;riskidentification,analysis,andresponse;budgetingandscheduling;execution,monitoringandcontrol;andclosingtheproject.TheseclearlymimicthePMBOKframework.Louisidentifies9keyquestionsthatshouldbeaskedabouteachproject,andthenequateseachquestiontotheninestepsoftheprocess.ThehighlightsofthebookarethechartsandgraphicsLouiseprovidesforidentifyingandanalyzingthestakeholdersinrelationtotheirpower/influence,andimpact/concernabouttheproject.Shealsoprovidesgraphicsforidentifyingandprioritizingrequirements,andforidentifyingandanalyzingrisk.Thesesimplechartsprovidesimpleanalyticaltechniquesthatwon’tgettheprojectmanagertooboggeddown.Afterdevelopingthe9stepprocess,theminimumprojectdocumentsareidentified–thecharter,listofstakeholders,risk



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register,WBSandRAM,simpleschedule,simplebudget,andanissueslog.Thesearesummarizedinabriefgolf-like“Scorecard”tobeusedforeachproject.

Where the book could have been better ThebookprovideslittledepthforbuildingtheWBS,scheduleandbudget.Idon’tcurrentlyfindthosethemostchallengingpartofmyPMefforts,sothatwasOKwithme,butadditionaldepthwouldhavebeenhelpfulforthosenewtoprojectmanagement.ThebookpresentsasimpleRed,Amber,Green(RAG)DashboardutilizingCPIandSPI,butdoesn’tprovidetheformulaforeither,sotheuninitiatedreadermayalsomissthewell-intendedmeaninginthatdiscussion.ThereareafewdiversionssuchaslinkingeachPMprocessstepandgolfholewithwell-knowngolfers.Thisseemedirrelevanttome,butmightbefunforagolfenthusiasttoconsider.IamalsowonderingwhytheauthordidnotchoosetoincludetheLessonslearnedintheminimumartifactscollectedoneachproject.

OnesmallpuzzlingaspectofthestoryisthatEdwardperiodicallymentionsfeaturesoftheprojectmanagementframeworkstandardizedinthePMBOK,andevenalludestohavingtakenaPMexam.Onewondersif,havingthatbackground,whyhedidn’tsimplypresenttheframeworktohisorganizationinthefirstplace.

The final verdictIenjoyedtheeasyreadofthebook,andappreciatedanothersimplereinforcementofthePMframeworkofthePMBOK.LikeGoldratt’sThe Goal and Critical Chain,thenovelisticapproachisalittleslowonmakingitspoints,butthesubjectmatterwasallrelevanttogoodprojectmanagement.Also,likeGoldratt’sbooks,thosealreadyexperiencedinthetopicmaynotgainanyadditionaleducation,butthereinforcementofgoodpracticescanbebeneficial.ForthosenotusinganeffectivePMframework,itisagoodintroductoryoverview.ThebookcouldwellbeusedbyPMOsinterestedinprovidingtheirorganizationwithanoverview

oftheframeworktheyarestrivingtoimplement.Ifreadingtimeisanissue,however,thevideoisatimesavingsubstitutethatpresentsmostofthebestpointsofthebook.

About the reviewerDave Carruthershas25yearsofengineeringandprojectmanagementexperienceinaerospace,advancedceramics,andautomationtechnologies.HehasmanagednumerousDoEandDoDfundedadvancedtechnologyprojectsatPratt&WhitneyAircraft,AlliedSignal,andKyocera.Hehasalsoprovidedtechnologyandprojectmanagementconsultingforseveralgasturbineproducers

andtheDept.ofEnergyastheprincipalofDaveCarruthers&Associates.Daveiscurrentlyprovidingprojectmanagementforthedesign,manufacture,andinstallationofcomputercontrolledautomationequipmentinVancouver,[email protected].

About the bookKeeping Score: Project Management for the Pros, by Frank Ryle

Paperback,Paperback+DVD,orKindleeditionsavailable

204pages,published2011

Do you love to read?ThePMIPortlandChapterNewsletterwouldliketoadda“BookReview”section.WeinviteyousendareviewofaProjectManagementrelatedbook,[email protected].

Remember–youcanearnPDUsfornewslettersubmissions!

Articles



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continued...

ArticlesCommunication Techniques for Managing ExpectationsA Key Survival SkillTosurvivetoughprojects,experiencedprojectleadersdeliberatelymanagetheexpectationsoftheirstakeholders.First,theyusetheiremotionalintelligenceskillstoforgekeyrelationships,establishtrust¬worthinessandbuildreputationsastruthtellers.Idescribedhowtodothisinthepreviousarticle,“HowtoAvoidExpectationCollisions.”

Thisisnecessary,butnotsufficient.Thisarticleshowsyouhowtocomplementinformalrelationshipbuildingwithformalprojectcommunicationtechniquesthatkeeptherightpeopleinformedaboutimportantprojectinformation.

Increase Flexibility with a Baseline and Ground Rules1. Create and intensely manage a baseline. Thestartingpointformanagingexpectationsaboutaprojectisaclearbaseline,establishedandcommunicatedearlyintheproject.Abaselineissimplyapublicsummaryofexpectations(atanappropriatelevelofdetail)abouthowlongaprojectwilltake,whatitwillcostandwhatitwilldeliver.Itmaybechangedatanytimethroughmutualagreement.

Crucialconversationswithstakeholdersaboutprojectrealitiesarenearlyimpossiblewithoutapreviouslyestablishedbaselineandprotocolsabouthowchangeswillbemanaged.Becausethepeoplehavingthediscussiondon’thavecommonreferencepoint,itislikelytodeteriorateintoanargumentabout“hesaid,shesaid.”

AuthorEricVerzuhnotesthatmanycommunicationproblemsarerootedinchangestofeatures,scheduleorcost.Headthemoffbydefiningclearprotocolstomanagetheinitialdefinitionoftheseelementsandsubsequentchangestothem.

Whencreatingabaseline,don’tallowunrealisticexpectationsabouttheprojecttogounchallenged.AsDavidSchmaltzsays,“Rememberyoursacreddutytodisappoint,”eventhoughitmaybeuncomfortable(seesidebarabove).

2. Establish ground rules early.Earlyon,taketheleadtocreateandgetbuy-inonthemanagementapproachesthatwillbeusedonaproject.Agreeingongroundrulesinadvancemakesiteasiertomaintainthedisciplineofusingthemwhenthegoinggetstough,thuskeepingexpectationsaligned.Herearesomeexamples.

• Howwillrisksandissuesbeidentifiedandresolved?• Howfrequentlywillprojectstatusbecommunicatedandtowhom?• Whataretheboundariesoftheteam’sresponsibilityandauthority?

Aclearbaselineandgroundrulesdon’tcreateastraitjacket–theyactuallyincreaseflexibility.Whensomethingunexpectedoccursinthefuture,asitinevitablydoesoneveryproject,theygivethepeopleworkingonitareferencepointthathelpsthemtoquicklyevaluatepossiblechanges.

Filter a Little, Not a Lot3. Keep sponsors “in the loop.” Experiencedprojectleaderstalkabouthowtheypayspecialattentiontokeepingsponsorsandotherkeycontactsappropriatelyinformed.But

Your Sacred Duty to Disappoint

Onlybydisappointingtheprojectchampionwith[bad]newsinthebeginningcanyoudelighthimintheend…Otherwiseyouendupbeingaslavetohisunrealisticexpectations,andinsteadofguaranteeingsuccess,you’realmostcertaintoproducefailure.

David Schmaltz, quoted in Dealing with a Project’s “Fuzzy Front End,” by Loren Gary.



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“appropriatelyinformed”variesfromprojecttoproject,soaskkeystakeholdersabouttheirinformationneedsandpreferences.

Communicatewiththemmoreoftenthanyouthinkyouneedto.Setup-frontexpectationsonfrequency,content,andmethodsofcommunication.Thiswillhelpbuildrelationshipsaswellasreducetheamountofmisunderstoodinformation.

4. But filter out unimportant noise.Theday-to-dayactivitiesofaprojectaremessy.Whilekeepingkeystakeholdersintheloop,alsofilteroutsomeoftheusualprojectnoise.Don’toverwhelmsponsors,andespeciallycustomers,withunimportantdetailsaboutthingsthatwillchangetomorrow.Atthesametime,don’tkeeptheminthedark.Thatisarecipefordestroyingtheirtrust(seesidebarabove).

EndpointManagingstakeholder’sexpectationsaboutprojectsinvolvesthreeelements:

• Buildinganetworkofinformal,truth-tellingrelationships,asIcoveredinthepreviousarticle• Settingupaclearprojectbaselineandcommunicationpro-tocols,discussedhere• Creatinganunbiasedstatusreportingandprojectreviewsystem,whichIwillcoverinthenextarticle

Thesethreeelementswork–I’veusedthemsuccessfullyonmyownprojects,bothlargeandsmall.Myclientsandstudentshaveusedthem.Youtoocanapplythemtosuccessfullymanagetheexpectationsofevenyourmostchallengingstakeholders.

About the AuthorJeff OltmannisprincipalconsultantatSynergyProfessionalServices,LLCinPortland,Oregon(www.spspro.com).HeisalsoonthegraduatefacultyoftheDivisionofManagementatOregonHealthandScienceUniversity.Jeffwelcomesyourquestionsandideas.Youcancontacthimatjeff@spspro.comorreadpreviousarticlesatwww.spspro.com/resources.htm.

Newsletter Director’s Letter So Long, But Not Farewell

ThisisthelastnewsletterthatIwillbeoverseeing.Iwanttotakethistimestatemyappreciationforthelearningexperience,butespeciallyforthosewhomIhavemetthroughvolunteeringastheNewsletterDirector.Ihavelearnedmanyprinciples,methodsandviewsaboutprojectmanagementandhopetousetheminthefuture.

Ihopeyouhaveenjoyedthelast10issues.IwillstillbeinvolvedinthePMIPortlandChapterandwillseeyouatthemonthlymeetings,roundtablesandotherevents.

Iencouragethoseofyouwhoarethinkingaboutvolunteeringtotakeachance–thetimeandeffortyouputinwillbedirectlyproportionaltotheamountyougain….priceless.

Laura Sakaguchi, CAPM Newsletter Director, PMI Portland Chapter

Articles

Damage Control or Full Disclosure?

“Fulldisclosureisthewaytogo.Ifclientsseeyoupretending,deflectingblame,ortryingtominimizeyourresponsibility,that’sasurewaytoblowtheir

confidenceinyou.”Patrick Lencioni, interviewed in Management Consulting News, 2010.



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President’s LetterGoodbye and Thanks!

Asyoumightsuspect,mythoughtsforthefinalPresident’smessageareofthepastyear.TheChaptervolunteerteamworkedveryhardthisyearinservicetotheChapter,Iamtrulyhonoredtohavebeenincluded,andlookforwardtothetransitiontomyfinalyearontheBoardasPastPresident.

TheBoardelectionsaredone,andtransitionplanningisunderway.TheChapterisingood

handswithincomingPresidentAlanJohn,whoasPresidentElecthasalreadyplayedastrongleadershiprole.Alanhasbeenagreatfriendandpartnertomeoverthecourseofthelastyear,IamlookingforwardtoservingonhisBoard!

June19willbethelastChapterMeetinguntilSeptember,andwewillhaveourEducationandKeynotespeakers,aswellasabriefChapterBusinessUpdateandtheEPMAawardspresentation.Thiswillbeagreatmeeting,soplanonattending!

IwouldliketosayafinalthankyoutoalltheChaptervolunteers–yourhardwork,patience,anddedicationtotheChapterhavealwaysbeenaninspirationtome!

Thanksforagreatyear!

Steve Thornton, President, PMI Portland Chapter

President Elect’s LetterYourPMIPortlandChapterisstartingthetransitionofsomeBoardmemberpositionsthatwillbecompletebyJuly1,2012.WewillmissourcurrentVPsofMembershipandProfessionalDevelopment,andarelookingforwardtowelcomingthenewVPsandournewPresidentElect.

IamhonoredtotakeoverthepositionofPresidentfromSteveThornton.Steveservedfornearlyayearandahalfasour

ChapterPresidentanddidafantasticjobforallofus.Stevehasbeenagreatmentor,leaderandfriendtomeduringthepastyear.WiththehelpoftheBoard,thoseservingasourvolunteersandyouourmembers,Iamexcitedtocontinueandpromotethoseprogramsthataresoimportanttoeveryone.

OurBoardwillhavetwomeetingsthissummer:First,totransitiontheBoardbyJuly1,2012,andlatertoreviewourprogressin2012andtosetstrategicandtacticaldirectionfor2012–2013andbeyond.WeplantoreviewsomeofthecurrentprogramsincludingourPMPrefreshercoursethatissoimportanttosomanynewmembersandpotentialPMImembers;themonthlykeynote

andeducationalspeakerprogram;themonthlyroundtablesheldthroughoutthePortlandMetroarea;andanewPMIprogramtohelpourChapterinmanagingourvolunteerprogram;howtoenhanceourpublicandprivateoutreachprogramstoaddtoourcurrentengagementwithorganizationsourmembersworkwithin;andlastonthislist,howtomeetthechallengeformanagingthegrowthofourChapter.

ManagingourgrowthisimportanttoallofthecurrentBoardandthepastpresidentsoftheChapter.Wecurrentlyhaveover1,500PMIPortlandmembers.AsanallvolunteerBoarditisextremelyimportantfortheBoardandtheirportfolioteamstounderstandtomaintainwhatwedotodaywhileimprovingthosekeyservicesandassessingnewareasrequiringfocusaswegrowbeyondwherewearetoday.

ItisagreathonortobebecomeyourPresidentfor2012–2013.WithyourcontinuedsupportandyourinvolvementwiththeChapterIlookforwardtoanexcitingyear

WelookforwardtoseeingallofyouatourannualProfessionalDevelopmentDayscheduledforAugust16,2012attheDoubleTreeHotelandConventionCenter.

Alan John, President Elect, PMI Portland Chapter

PMI



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2011-12 Board Members Thank you for your

service!Board of DirectorsThePMIPortlandChapterBoardofDirectorswantstohearfromyou!

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,MPM,[email protected]

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

Speak at an EventIfyouwouldliketospeakataChapterMeeting,[email protected],[email protected].

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

Quick Links JoinPMIandthePortlandChapter ChapterBylawsEventCalendar PMIPortlandEditorialPolicyChapterBrochure NewsletterArchive

MissionTopromotetheprofessionofProjectManagementbycreatingacultureandcommunitythatfacilitatesprofessionalgrowththrougheducationandvolunteerism.

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

PMI Portland Chapter



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