pmi portland november newsletterpmi-portland.org/assets/newsletter/2010/nl-2010-11.pdf ·...

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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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

http://www.pmi-portland.org

https://web.memberclicks.com/mc/quickForm/viewForm.do?orgId=pmi&formId=88350


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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


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


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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.


mailto:VP_Marketing%40PMI-Portland.org%20?subject=


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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



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

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


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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



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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.


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


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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.


http://data.memberclicks.com/site/pmi/bod-proc-students.doc

https://web.memberclicks.com/mc/quickForm/viewForm.do?orgId=pmi&formId=88350


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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]



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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.


http://www.pmi-portland.org/mc/ page.do?sitePageId=76768&orgId=pmi


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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


http://www.spspro.com


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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].



http://www.pmi-portland.org/mc/page.do?sitePageId=60152&orgId=pmi

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


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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].



http://www.pmi-portland.org/page/education


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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


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


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

http://www.pmi.org


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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


http://www.pmi.org


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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



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


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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.



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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



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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!



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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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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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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.



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