pmi portland january newsletterpmi-portland.org/assets/newsletter/2011/nl-2011-01.pdf · •...

NewsletterJanuary 2011

President’s LetterChapter Events• UpcomingEvents• RoundtableMeetings• ChapterMeetingLogistics• MeetingSponsor• EducationalPresentation• KeynotePresentation• TheLeadershipChallenge

Professional Development• EPMAAwards• 2011EducationCalendar• AgileCommunityofPractice(CoP)• Requirements–Definition,Acceptance&Traceability• ScrumMasterCertification• StopPlayingGames!• PMP/CAPMPrepCourse

People• MembershipNews• VolunteeroftheMonth• WelcomeNewVolunteers

Articles• EnablingaFlexibleTeam• TeamsandTrust• CreatingaPMPExamBrainDumpSheet

PMI• PDUCategoryStructureUpdated• AboutPMIPortland

Website: pmi-portland.org11

Chapter Meeting January 18, 2011Meeting Sponsor

Ascendant TechnologyEducational Presentation“LifeCyclesforPortfolioandProgramManagement,”withJohnPattonPMP

Keynote Presentation“AllIReallyNeedtoKnow,ILearnedasaProjectManager,”withJoePrats

PMI PortlandJanuary Newsletter


In this issue:

Let your inner leader out! Elections are coming. Page 8

Take advantage of many Professional Development opportunities. Page 9

Be ready for the PDU reporting changes. Page 24

Read three valuable articles. 7

And more.

http://www.pmi-portland.org

https://web.memberclicks.com/mc/quickForm/viewForm.do?orgId=pmi&formId=88352



2






Website: pmi-portland.org

Whileyou’revisitingthewebsiteatwww.pmi-portland.org,letusknowhowyou’dliketoseeitchangedtobettermeetyourneeds.

Nextyear’sChapterPresident,SteveThornton,isrampingupChapterElectionsplanningforthe2011/2012boardofdirectors.OurboardrepresentsthecreamofthecropofPortlandproj-ectmanagers.Theboardisanexceptionalteamofprofession-alsdedicatedtoincreasingvaluetoourmembersandtogivingsomethingbacktotheprojectmanagementcommunity.Startthinkingaboutwhetheryouhavewhatittakestojointhiseliteteamofexecutives.Anyboardmemberwillbedelightedtochatwithyou.

IhopetoseeyouatourChapterDinnerMeetingonJanuary18th.JohnPatton,PMP,longtimeChaptermemberandsup-porter,aswellasPresident/CEOofCadenceManagementCorporation,willcomparePMI’spublishedProject,ProgramandPortfolioManagementstandardstorealworldmethodology.Don’tforgetthattheJanuaryEducationsessionstartsat4:30p.m.Inhiskeynotepresentation,“AllIReallyNeedtoKnow,ILearnedasaProjectManager,”JoePrats,co-founderofieSolutions,explainshowhisprojectexperiencesprovidedhimthelessonsandtoolstoformhisownsuccessfulbusiness.

2011isshapinguptobeaverybusyyear.HappyNewYear!

Joseph MariettaChapter [email protected]

Theholidaysarebehindus,theNewYearhasbeentoasted,theChristmasdecorationsareputaway,anditisnowtimetogetbacktoourresponsibilities.2011isalreadyshapinguptobeaverybusyyear.

Likeallbusinesses,wehavetheyear-endaccountingandbudgetingtaskstocomplete.Wearerunningabitbehindoncreatingthe

2011Chapterbudget.OurgoalisrealisticbudgetinginthefaceofanecessaryChapterinfrastructureupgrade.Whilethisupgradeshouldbringanewlookandfeeltoourwebsiteandimprovenavigationandrelevance,thecostoftheupgradeissubstantial.So,wewilltightenbeltswhilestillmaintainingthesamehighlevelofservice,offeringsandprofessionalismthatyou’vecometoexpect.

Wearealsoworkingonseveralnewinitiativesfor2011:

• Membershipisstartinganinitiativetocallmemberspriortothelapseoftheirmemberships.• Marketingwillbeofferingadvertisingopportunitiesonthenewwebsitewhenit’slaunched.• OutreachisanalyzingtheExcellenceinProjectManagementAwards(EPMA)todeterminethemosteffectiveapproach.• ProfessionalDevelopmentisbeginningtorampupstaffingandplanningforthemuch-anticipated2011ProfessionalDevel-opmentDay(PDD)–recallthatthePDDlastAugustbrokeallrecordsforsponsorship,attendance,excellentprojectmanage-mentanddocumentation.Inaddition,ourspringProjectManage-mentCertificationPrepcoursebeginsApril2,andatleastoneworkshopisplannedforeachmonthfromJanuarythroughMay,aswellasfromSeptemberthroughNovember.• JanuaryandFebruaryChapterdinnermeetingplanningandcoordinationisinthefinalstages.DianneJohnson,ournewDirectorofSpeakerAcquisition,isinterviewingspeakers/present-ersforMarchandbeyonddinnermeetings.• TheRoundtablesarebackinfullswing–theseareourmostcost-effectiveoffering,sobesuretochecktheroundtablesched-uleontheChapterwebsite.

Joseph Marietta

President’s Letter

Thought for the Month “Intellectual growth should commence at birth and cease only at death”

–Albert Einstein



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


3







Joinotherprojectmanagerstodiscussissuesthattheyarecurrentlyfacing.HeldinvariouslocationsacrossthePortland-Vancouverarea,eachhasapersonalityofitsown.

Meetingsstartwithintroductionsfollowedbyasolicitationfortopics.ThetopicsareselectedbasedontherulesofthespecificRoundtable.Roundtablemeetingsareworth1PDU,arevaluableandarealwaysfun.Thereisabalanceofjuniorandseniorprojectmanagersfromavarietyofdisciplinestoprovideaneclecticviewofasubject.

AnyonecansignuptojoinoneormoreRoundtablesandreceiveroundtablenoticesandminutes.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 Roundtable 7:30–9:00a.m. NikeWorldHeadquarters,Beaverton4th 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,Vancouver

Upcoming Events Roundtable Meetings01/13 SolarWorldRoundtable

01/14 NWRoundtable

01/15 MentoringProgramapplicationdeadline

01/16 RequirementsWorkshopearlybirddeadline

01/18 ChapterDinnermeeting

01/19 SalemLunchmeeting

01/20 ScrumMasterCertificationSuperearlybirddeadline

01/20 EugeneDinnermeeting

01/21 CorvallisLunchmeeting

01/25 NERoundtable

01/26 DowntownRoundtable

01/28 NorthRoundtable

01/31 PMP/CAPMExamPrepCourseearlybirddeadline

02/01 ScrumMasterCertificationearlybirddeadline

02/02 PortofPortlandRoundtable

02/04 SouthRoundtable

02/09 RequirementsWorkshop

02/10 SolarWorldRoundtable

02/11 NWRoundtable

02/15 Chapter Dinner meeting

Fordetails,seethecalendarontheChapterwebsite.


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

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



4







4:00 Registration table opens 4:30 Educational presentation (time change)5:30 Networking 5:35 New member orientation (time change)6:30 Dinner and announcements 7:00 Keynote presentation

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 Meeting

WemeetdirectlyaftertheEducationalPresentation,inthesameroom.Joinustolearnaboutwhoweareandwhatweoffer,andtomeetothernewmembers.

January Dinner Meeting MenuTenderPotRoastwithMashedPotatoesandGravy,FreshVegetables,Chef’sChoiceSalad,PeppermintPattyCakeORVegetableWellington:BasilMarinatedTofu,GrilledZucchini,YellowSquash,SweetCarrots,RedOnion,EggplantandShiitakeMushrooms,wrappedinTenderBrickDough,PeppermintPattyCakeDoubletree Hotel–Lloyd Center1000NEMultnomah,Portland,OR97232(503)281-6111Free Parking

Chapter Meeting Logistics

•ChapterMembersandChapterStudentMembersarecurrentmem-bersofPMIandthePortlandChapter.StudentMembershipisdefinedbyPMIGOC,anddoesnotapplytonon-memberswhomaybestudents.PMIPortlandChapterStudentOutreachBenefit&Process

Upcoming Meeting DatesJanuary 18 February 15 March 15

For the January Chapter meeting

OnlineregistrationopensthedayafterthepreviousChapterdinnermeeting.

Register early online and savePrice is $10 more after 10 a.m. Monday, and at the door.


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



5







January 18 Chapter Meeting SponsorAscendant Technology AscendantTechnologyhelpsorganizationslargeandsmallachievetheflexibility,innovation,andresponsivenessbusinessdemandsfromtechnologyinvestments.WeworkcloselywithourcustomerstobuildelegantsolutionscombiningIBMmiddleware,theirexistingITinvestments,andthemostinnovativeWeb2.0applicationsandtools.

CoretoAscendantTechnologyisourstrategicpartnershipwithIBM,anecosystemofvalue-addedsoftwarevendorsandintegrators,andacollectionofreusableassets.Weofferavarietyofcustom,packaged,andfullymanagedSOA,Portal,andBusinessProcessManagementsolutions.AscendantTechnologyprovidessolutionsbuiltuponprovenmethodologies

andsoftwareartifactspackagedasreusableassets.OurIBMspecializationandassetbasedconsultingmodelprovidesacomprehensivesetofcapabilitiesandtechnicalexpertiseacrosstheLotus,WebSphere,Tivoli,Rational,andInformationManagementsoftwarebrands.

AscendantTechnologyhasregionalofficesacrosstheUnitedStates.Additionally,AscendantTechnologywasrecognizedastheNorthAmerica2007DistinguishedPartnerbytheLotusbrand,wastheinauguralwinnerofIBM’sIMPACTawardforSOAInnovationin2007,andwasrecentlyranked#13ontheInc500,alistofthetopprivatelyheldcompaniesintheUS.



6







Life Cycles for Portfolio and Program ManagementTheProjectManagementInstitute(PMI)publishesstandardswhichcontaingoodpracticesorcommonlyacceptedpracticesforitskeystandardsonprojectmanagement,programmanagementandportfoliomanagement.Thestandardsareessentialforestablishingacommonlanguageworldwide,providingalistofoptionsforapplication,andcreatingabaseforpractitionercertification.

However,thestandardsdonotprovidescalingbasedonsize,riskandcomplexityoftheprojects,nordotheyteachhowtousethetoolswhicharereferenced.Theapplication,scaledandflexible,mustbeprovidedbyamethodology.Thebasisforanapplicationsapproachisthelifecycle.

Thispresentationprovidesadifferentiationbetweenthestandardandthemethodology.Itgoesontopresentlifecyclesforeachofthemostrecentstandards:thePortfolioManagementStandard,andtheProgramManagementStandard,bothintheirsecondedition.Thepresentationthenrelatestheprocessesidentifiedineachofthestandardstothephasesofthelifecycles.Finally,project,program,andportfoliolifecyclesarepresented,showinghowtheyinterrelateandcancoexistinanorganization. About the Presenter

John Patton, PMP,PresidentandCEO,CadenceManagementCorporation

PMI2009ContinuingProfessionalEducationAwardWinner

JohnPattonfoundedCadencein1983,leadingtheplanning,organizationandstartupactivitiesforthe

company.Fromtheoutset,itwasJohn’svisiontobethepremierproviderofprojectmanagementtraining,consultingservices,andsupporttools.

January 18 Chapter Meeting–Educational PresentationTheCadencemissionisconnectingpeopleworldwideandtransformingbusinessesthroughprojectmanagement.HisrecentassignmentshavebeenfocusedonaninternationalprogramoflicensingCadencetrainingtoconsultingfirmsinAsia,LatinAmericaandEurope,establishingCadence’sglobalprojectteamapproachtobetaughtbylocalseminarleadersinthelocallanguageofthecountry.Thisnetworkiskeytomulti-nationalcompanies’designstouseaconsistentprojectmanagementmethodologyworldwide.

John’sleadershipinthedevelopmentanddisseminationofstate-of-the-artprojectmanagementtechniqueshasestablishedhimasoneoftheindustry’sleading“changemasters.”Asoneseminarattendeeputit:“Hemakeschangemorecomfortable.Hesupportshisanswerstoquestionsandtheprinciplesheteacheswithawealthofpersonalexperience.”

John’sconsultingexperienceincludesassignmentsonnumerousmulti-milliondollarnewproductdevelopmentprojectsaroundtheworld.HeisbilingualinSpanish,andhasadditionalabilitieswithFrench,Catalan,GermanandItalian.

JohnhasbeenamemberofPMIsince1983,servingonnumerousPMIpanelsandcommittees.AppointedbyPMI,JohnwasthechairtheOPM3CertificationCommitteefor2006-2008.OPM3isPMI’sOrganizationalProjectManagementMaturityModelwhichidentifies488bestpractices.HehasbeenapanelistanddiscussionleaderforPMI’sResearchWorkingsessionspriortoGlobalCongresses.Johniscurrentlyamemberofasix-personpanelcreatingamonographonprojectcomplexity–afteroneandone-halfyearsofglobalresearch.HewasrecentlyelectedtotheBoardforDirectorsforPMI’sEducationalFoundation.



7







All I Really Need to Know, I Learned as a Project ManagerProjectsprovidecontinuallearningexperiences.Inretrospect,theprojectexperiencesofJoePratshelpedpreparedhimforowninghisownbusiness.Hisprojectexperienceprovidedhimanopportunitytopracticethemanagementtechniquesoftenfoundinastart-upcompany.Helearnedthevalueofguidingprinciplesoverlivingbyrestrictivestrategies.HepainfullylearnedthattheNaturalSelectionLawappliestotheprojectandbusinesseco-systems.Helearnedthattextbooktechniquesmaynotbeenoughtogetmanagerstosay“Yes”.Hegainedtheappreciationonhowmetricscanbepowerfulinfluencesonhowpeopleviewagoalorseeaproblem.Andoneofthemostimportantlessonslearned,don’tassumethatALLprofessionals(anyonewithinitialsaftertheirname)havethecorrectanswerforyourproblem–don’tbeafraidtopushbackandmakethemworkharder.

JoePratshasplayedseveralprojectrolesinhis25yearsofprojectexperience.EachroleinretrospectprovidedJoeagreatopportunitytoseeprojectexecutionfromdifferentperspectives.Now,Joeoftenreflectsbacktopastprojectexperiencesashefacesdailychallengesasabusinessowner.

Joewillpresenthowowninghisbusinessmadehimappreciatethepreparationhisprojectexperiencegavehimtostarthisownbusinessandmanagethecompany’sgrowth.

About the Presenter

Joe Pratsisco-founderofieSolutions.Foundedin2002,ieSolutionsisaPortlandbasedinformationtechnologyconsultingandstaffingfirm,employing70informationtechnol-ogyprofessionals.For4consecutiveyears(2006,2007,2008and2009),ieSolutionshasbeenrecognizedbythePortlandBusinessJournalasoneoftheFastestGrowingCompaniesinOregon.

JoeisanativeOregonian,raisedinthePortlandarea.JoehasanIndustrialEngineeringdegreefromOregonStateUniversityandhasaMastersinBusinessAdministrationfromtheOregonExecutiveMBAprogram.JoeisamemberoftheUniversityClubandRotaryInternational.Joe’scharitablecontributionssupportlocalcausessuchasK-12technologyeducationprograms,fosterfamilyprogramsandJuniorAchievement.

PriortostartingieSolutions,JoewasasystemsintegrationprojectconsultantforAndersenConsulting(nowcalledAccen-ture),ClaremontTechnologyGroup,andGrantThornton(nowcalledHitachiConsulting).Joeexperiencedtheothersideofconsultingaswell.JoehasheldITleadershippositionsatTektronixandRedLionHotels&Inns.

Joestartedhiscareerasabusinesssystemsprogrammerandanalyst.Joewaspromotedintoprojectmanagementrolesandhasleadover20missioncriticalbusinesssystemimplementations.

Nowasabusinessowner,Joefindshimselfwithadifferentsetofdailychallenges:securingcreditlines,establishingcompanypolicies/practices,addressingemploymentrelationsissues,attendingtolegal/riskmanagementmatters,establishingcom-panymarketingstrategies,overseeingcompanyfinancialmat-ters,andmostimportantly–guidingtheieSolutionsshipthroughtheeverchangingeconomicsea.

January 18 Chapter Meeting–Keynote Presentation

Chapter Meeting Registration ReminderAt10a.m.theMondaybeforetheChaptermeeting,theonlineregistrationpriceincreasesby$10formeal-relatedregistrations.

Thisincreaseisalsoineffectforwalk-inregistrations.



8







The Oregon Food BankManythankstothegenerousPMIPortlandDecembermeetingattend-ees.$340wasraisedanddonatedtotheOregonFoodBank.

Oregon Food Bank works to eliminate hunger and its root causes ... because no one should be hungry.

Worktoeliminatetherootcausesofhungerthroughadvocacy,nutritioneducation,learninggardensandpubliceducation.

Why Contribute?

• Forevery$1youcontribute,OregonFoodBankcollectsanddistributes5poundsoffoodthroughitsfooddistributionprogram.• Your$10contributionhelpsOregonFoodBankcollectanddistributeenoughfoodtofillanemergencyfoodbox.Atypicalemergencyfoodboxprovidesenoughfoodforafamilyoffourforthree-tofive-days.• Ofeverydollaryoudonate,lessthan5percentisusedforadministrationandfund-raisingcosts.Formoreinformationgotowww.oregonfoodbank.org.

Job Hunting?Chapter Members–signupforthePMIPortlandJobPostingService.Membersreceivejobopeningsdirectfromemploy-erslookingtohire!

SeethePMIPortlandwebsitefordetails.

Take the Leadership Challenge!ThereisnobetterwaytodevelopandhighlightyourleadershipskillsthantoserveontheBoardofDirectorsforPMIPortland!

• Takethenextstepinyourcareer• GaininvaluableexperienceservingontheBoardforthisdynamicnonprofitorganization• Strategicallyleadyourportfoliotoserveour1400+members• Formtherelationshipsthatwillenrichyourprofessionallifeandhelptakeyourcareertoanewlevel Here’s the timeline:

• March1thruMarch28–NominationsacceptedforallBoardpositions• April3thruApril20–Membershipvotesonnominees• May5–Electionresultsareannounced• May5thruJuly1–NewBoardmembersshadowcurrentBoardmembers• July1,2011thruJune30,2012–NewchapterBoardisactive

Every PMI Portland Board of Directors position involves the following:

• StrategicallydevelopandleadyourteamandportfoliotoachievethemissionoftheChapter• Manageyourportfoliobudget• RepresentyourportfolioandtheChapteratmonthlyBoardmeetings,Chapterdinnermeetingsandspecialevents• AttendannualBoardtransitionandstrategysessions• NetworkwithleadersinotherChapters

• Opportunitiestoparticipateinanannual,regional,andgloballeadershipconferences• LearnaboutandunderstandyourportfolioandtheChapter• BeapositivespokesmanandevangelistforyourportfolioandtheChapter• Carryoutthefiduciary,duecare,anddiligenceresponsibilitiesoftheBoardofDirectorsbyreviewingprograms,policies,finan-cialstatementsandothermaterials• Serveoncommitteesandoffertotakeonspecialassignments

Talkwithourcurrentleaders–eachishappytochattoyouabouthis/herexperienceontheBoard.Followthislinktoseetheboardpositionsandthecurrentleaders.


http://www.oregonfoodbank.org

http://www.pmi-portland.org/mc/page.do?sitePageId=112076&orgId=pmi



9







Change to Educational Presentation Times in January BeginninginJanuary2011,theEducationalpresentationsatthePMIPortlandChaptermeetingwillbeheldat4:30 p.m., instead of 5:00 p.m.

Wehopeyouwillfindthistimemoreconvenientandthatyouwillcontinuetoparticipateintheserewardingofferings.

2011 Education CalendarMarkyourcalendarsfortheseimportanteducationalevents:

Feb.9 Requirements:Definition,Acceptance&Traceability

KevinWilliamson

Feb.22–23 CertifiedScrumMaster(CSM)

TamaraSulaiman

Mar.11 StopPlayingGames RickMorrisApr.2–May7

PMP/CAPMSpring2011PrepCourse

PMIPortlandChapter

Apr.7 ProgramManagement JeffOltmannMay11 OrganizationalPoliticsfor

PeoplewhoHatePoliticsRickBrenner

Sept.8 KillerCompetency KimiHirotsuZiemskiOctober ProjectDynamicswhen

WorkingwithPassive/AggressiveBehavior

RachelPaulson

November ChangeLeadership SteveBrook

Watchyouremailfordetailsandregistrationinformationasitbecomesavailable.Or,visittheEducationwebpage.

Excellence in Project Management AwardsThe2011EPMAapplicationsarenowavailable.

There are three awards to apply for this year:

• Student Project of the Year• Project Manager of the Year• Project of the YearApplicationdeadlineisApril 15, 2011.DetailedinformationandapplicationformsareavailableonthePMIPortlandwebsitenow!

Agile Community of Practice (CoP)TheAgileCommunityofPracticeisintheprocessofidentifyinglocalChapterEngagementRepresentatives(CER)toactasliaisonstotheCoP.TheCERwillbeavailableto:

• AnswerquestionsandcommunicatewithChaptermembersabouttheCoPpurposeandservices• FacilitateChaptermemberinteractionwiththeCoPandCoPservices:

• ExplainhowtobecomeaCoPmember• ExplainaccesstoanduseoftheCoPwiki• Helptoestablishcollaborativeeventswithlocalagilegroups• Helptoengageagilespeakers

• ProvidetheCoPwithfeedbackfromtheChapteraboutourservicesandinteractions• ProvidedescriptionsofChapter–AgilegroupcollaborativeeventsthatcanbepostedontheCoPwikielsewhere.Ifyouhaveinterest,[email protected].

ThegoalofthePMIAgileCoPistoprovideglobaloutreachtobothPMIchaptersandAgilegroups,andtofurthertheeducationofPMImembershipinAgileaspectsofprojectmanagement.Visithttp://agile.vc.pmi.org/andreadmoreaboutthisfastgrowingcommunity.


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

http://http://www.pmi-portland.org/mc/page.do?sitePageId=78874&orgId=pmi

mailto:anies%40sbcglobal.net?subject=

http://agile.vc.pmi.org/


10







Requirements Definition, Acceptance & Traceability Wednesday, February 9, 2011

Learnhowtogatherandmanageprojectrequirementssuccessfully!Thisworkshopteachesyouhowtoelicit,characterize,document,analyze,validate,verifyandmanagerequirements.

Learnhowtodefineanddocumenthigh-levelbusinessrequire-ments,identifyinguserclassesandrepresentatives,selectelicitationtechniques,differentiateandprioritizefunctionalandnon-functionalrequirementsfromusers,identifybusinessrules,andhowtoreviewandverifyrequirementsbacktothecorrectstakeholdersandgainacceptanceofrequirements.

Eliciting Requirements• Identifyinguserclasses&representatives• Selectingelicitationtechniques• Elicitingfunctionalandnon-functionalrequirementsfromusers• Identifyingbusinessrules• Reviewingrequirementswithusers

Requirements Analysis• Clarifyingcomplexandunclearrequirements• Evaluating&prioritizingrequirements

Requirements Documentation • Namingconventionsanddefinitions• Documentingrelevantfactsandassumptions

Requirements during the Design and Build Phase • Matchproducttoprioritizedrequirements• Requirements-basedqualitycontrol• Establishingastakeholderacceptanceprocess

Requirements Verification • Verifyingrequirements• Creatingrequirementstraceability

Requirements during Testing and Acceptance • Establishingrequirements-basedperformanceandacceptancetests• Requirements-basedredesignandrework

Requirements and Closing a Project • Acceptanceofdeliverables• Projectdocumentationcloseoutprocess

Workshop Details

7 PDUs

Advisicon’s New Vancouver Office: 5411NE107thAve.,Vancouver,WA98662

Costs Before...

PMI Portland Chapter Members

Non-Members

1/16 at 5 p.m. $250 $3502/6 at 5 p.m. $275 $375

About the Presenter Kevin Williamson, MCTS, PMPisaseniorconsultantwithAdvisiconandacertifiedProjectManagementProfessional(PMP)oftheProjectManagementInstitute(PMI).HeisalsoaMicrosoftCertifiedTechnologySpecialist(MCTS)inMicrosoftOfficeProjectandProjectServertechnologies.Kevinhascon-sultedwithanddeliveredprojectmanagementtrainingtoorgani-zationsinawiderangeofindustries,fromaerospaceandbank-ingtowindenergy.Hebringsinternationalprojectandprogrammanagementexperiencefromhisworkwithinternationalhumani-tarianaidanddevelopmentprograms.Kevinhasalsoworkedinthetechnology,financialservices,anddistributionsectors.Kevin’sbroadbackgroundandpassionforteachingenableshimtorelateprojectandportfoliomanagementmethodologiesandbestpracticestoawiderangeofaudiencesandorganizations.

Gotohttp://www.pmi-portland.orgoremailworkshop@pmi-portland.orgformoreinformation.

Professional Development Workshops



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


11







ScrumMaster Certification Two-day Training–February 22–23, 2011

AgileProjectManagementhasbecomeaskillsetthatisinhighdemandacrossmanyindustries.ThemostrespectedandbestrecognizedAgile certificationisthe“ScrumMaster”fromtheScrumAlliance,Inc.ThenewScrumAlliancecertificationassessmentsystemrequiresPMstopass an online exambeforebecomingCertifiedScrumMasters.

Bytakingthiscertificationseminaryouwillacquirealloftheinformationneededtosuccessfullypassthecertification examination!Infact,PM8020.comgivesyoua100% Money-back Guaranteethatyouwillpasstheexamthefirsttime!

This2-dayclassissuitableforanyoneusingorwantingtousetheartoftheScrumMaster.ItisalsoveryvaluableforanyoneinvolvedinScrum(Managers,TeamMembers,ProductManag-ers,etc.).ThisprogramisforpeoplewhoarefamiliarwithbasicAgileconceptsbutstudentsarenotrequiredtobePMPs.

Duringthisseminarparticipantsexperiencehighlyinteractive,hands-ontraininginhowtoapplyScruminmanyprojectsitua-tions.Andimmersioninexercises,casestudies,andexamplesprovidesmasteryofhowtobeaScrumMaster.

Workshop Outline

Youwilllearntime-testedpracticesformanagingSprintPlanningMeetings,DailyScrumMeetings,SprintReviews,SprintRetrospectivesandmore!Contentincludes:

• IntroductiontoAgilePrinciples• IntroductiontoScrumPrinciples• ScrumCoreElements&Practices• ProductVisioning&ProductRoadmaps• PlanningReleases• Roles&Responsibilities• ProductBacklog&ReleasePlanning• SprintBacklog&SprintPlanning

• CreatingIncremental,InspectableDeliverables• DailyMeetings• BurndownCharts&ProjectReporting• SprintReview&Retrospective• ScalingScrum&RemoteTeamsAftersuccessfullycompletingthisclass,participantswillreceivea2yearprepaidmembershipintheScrumAllianceandareprepaidtotaketheCertifiedScrumMasterexam.

Workshop Details

16 PDUs

Red Lion Hotel Portland–Convention Center1021NEGrandAve.,Portland,OR

MarketpriceforaCSMclassis$1,200to$1,500,butPMIPortlandChapternegotiatedhardsowecouldofferourmembersagreatbargain–Super Early Bird price of only $895. Super Early Bird special ends January 20.

About the Presenter

Tamara Sulaiman, PMP, CST,isaSr.ProjectManagementConsultantatJohnStenbeck’sPM8020.com.SheisfocusedoncoachingteamsandorganizationstransitioningtoScrum,andbringsover20years’experienceinmanagementacrossaspectrumofindustriesincludingInformationTechnology,Construction,InternationalDevelopment,andEducation.

SheisaCertifiedScrumTrainer(CST)andhasassistedteamsintransitioningtoAgilemethodsasahands-onScrumMasterandasanAgileCoachandScrumTrainersince2003.

TamaracurrentlyservesontheBoardofDirectorsoftheAgileAlliance.Sheiscoauthoroftheoriginalresearchpaper“AgileEVM–EarnedValueManagementinScrumProjects.”Asathoughtleader,TamaracontinuestopublisharticlesonAgile-relatedtopicsinindustrypublicationsandshareherexperiences,ideasandexpertiseatmajorAgileconferences.

Gotohttp://www.pmi-portland.orgoremailworkshop@pmi-portland.orgformoreinformation.






12







Stop Playing Games Friday, March 11, 2011

StopPlayGames–Anewandentertainingperspectiveonover-comingpoliticsonprojects!

Stop Playing Games!,bybest-sellingauthorRickA.Morris,takesacompletelydifferentlookatprojectmanagement,usinggameslike“ThePricingGame,”“GuesstheTruth,”and“Grape-vine”toillustrateandhelpreadersovercometheorganizationalpoliticsonprojects.Thisone-of-a-kindworkshopfromtheauthorofProjectManagementThatWorksandTheEverythingProjectManagementBookdivesdeepintothetopicsofgainingbuy-infromuppermanagement,accuratelyestimatingtimeandcost,controllingprojectcommunication,managingwithincorporateculture,takingcareofyourteam,andmore.

Workshop Approach

RickMorriswillbringtolifetrueissuesandsolutionswhichhelpProjectManagersavoidthegamesweareforcedtoplayinourprojects.Bysharinghisyearsofexperience,Rickwillshowyouhowtobecomestronger,moreprocessoriented,andmorerespectfulofyourprojects,stakeholders,andsponsors.Byprovidingrealworldadvice,Rickwillhelpyoulearnandapplythepropertechniqueswhichwillimmediatelyimpactyourprojects.

ProjectManagershavetheuniqueabilitytofindshortcutsorworkaroundsindealingwithprojects,sponsors,andstake-holders.However,inordertoovercomethegamesinprojects,allprojectmanagersmustbeableto:

• Influencewithoutauthority,• Stoproundingprojects,and• Reallyfocusonthebasicsthatassureyoursuccess.

LetRickhelpyouassureorganizationalpoliticsneverstifleyourabilitytoeffectivelymanageprojects.

About the Presenter

Rick A. Morrisisaconsultant,author,mentor,experiencedprojectmanager,publicspeaker,andcreatorofanon-profitfoundationtopromoteProjectManagement.Hisappetiteforknowledge,vastexperience,andpassionforhisprofessionhasmadehimahighlysoughtafterspeakerformanydifferentprofessionalorganizations,colleges,anduniversities.Rick’sblendofrealworldexperienceanddowntoearthdeliverystylemakeshispassioncontagious.

RickiscurrentlytheOwnerandPresidentofR2Consulting,LLC.Hehaswrittenthreebooks:TheEverythingProjectManagementBook,2ndEdition;Project Management That Works!;andthelatestandfocusofthiswebinar,Stop Playing Games!,publishedbyRMCPublicationsinOctober2010.

TolearnmoreaboutRickpleasevisit:http://www.rsquaredconsulting.com/

Workshop Details

Gotohttp://www.pmi-portland.orgoremailworkshop@pmi-portland.orgformoreinformationasitbecomesavailable.



http://www.rsquaredconsulting.com/




13







April 2 through May 7 PrepareforPMPorCAPMcertificationthoughthePortlandChapterofProjectManagementInstitute.

ExperiencedprojectmanagersreadytobecomecertifiedProjectManagementProfessionals(PMPs),andthoselookingtoestab-lishcredibilityintheapplicationofprojectmanagementpro-cessesasaCertifiedAssociateinProjectManagement(CAPM),willbenefitfromthiscoursewhichwillhelpyoupreparefor–andpass–theProjectManagementInstitute(PMI)examination.

CertifiedPMPswillbringtheProjectManagementBookofKnowledge(PMBOK)methodologyandreal-worldexperi-encesintofocus.Theywillwalkyouthroughwhatyouneedtoknow,step-by-step.CorestudymaterialwillbecoveredoverfiveSaturdays,withacompletereviewonMay7th,thelastdayofthecourse.Takingthetestimmediatelyafterthecourseisrecommended.

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

Seatingislimitedsoregistertoday.

Course Details Saturdays, April 2 through May 7 9a.m.to4p.m.

Cost

PMIPortlandChapterMembers$895*Non-members$1,095

RegistrationendsMarch25at5p.m.*$100discountformemberswhoregisterbyJan.31at5p.m.

Location

HostedbyDeVryUniversity,KellerGraduateSchoolofManagement9755BarnesRd.,St.HelensRoom,Portland,OR

Gotohttp://www.pmi-portland.orgoremailcertification@pmi-portland.orgformoreinformation.

PMP/CAPM Spring 2011 Exam Prep Course

PDU Category Structure Changes on March 1, 2011Readthearticleonpage24formoreinformation.GotoPMI.orgforcompletedetails.

Alsoseereportinginstructionsonthewebsite,[email protected].



mailto:certification%40pmi-portland.org?subject=PMP%20course

http://www.pmi.org/GLOBALS/PDU-Updated-Category-Structure-Implementation.aspx



14







Congratulations New Credential Holders!

Membership News

MembershipinformationisprovidedtotheChaptermonthlybyPMIHeadquarters.Theremaybeadelayinseeingyournameonthispageduetonewsletterpublishingconstraints.ContactPMIHeadquartersatwww.pmi.orgtochangeormanageyourmembershipinformation.

Rohm,KathyRussell,TerrySallman,DougSipes,TeriSteinbrugge,ValerieSudunagunta,SatishkumarTersteeg,SandraThompson,DinaTobias,ChristopherTucker,DavidWalker,RobinWerner,PhilipWittwer,StevenWolman,Ori

Addala,BharatAiken,JohnAli,YameenAnderson,RobertAtherton,RebeccaBaig,SultanBarnes,TerriBosa,PamelaCarlstrom,AndrewChase,TelvaClawson,RodgerCohen,LuciaConnelly,BenjaminDanielson,ChristineDouma,CurtGalyan,Nicolette

Beary,KatherinePMPBusse,AnnPMPCates,ShawnPMPCurtis-Banks,SherriPMPGilmour,JeffreyPMPOlbricht,EricPMPOrth,ErichPMP

Grenville,DeliaGuarnes,FrancisHarwood,ScottHayman,SteveJeter,JodieJoyner,AngelaKealy,BreegeMacdonald,MaryMiller,KateMoore,SheilaNagalewski,SlawekNash,BrandonNeumaier,ChristianParker,JohnParker,ThomasRagan,Alex

Pickett,KathleenPMPSchweitzer,StephenPMPShapiro,JoePMPTichy,T.PMPWeber,KimberlyPMPZhang,LuluPMPZweifel,AndreaPMP

Welcome New Members!


http://www.pmi.org


15







Would you like to volunteer? Growyournetworkandyourskillset!Thesearesomeofthevolunteeropportunitiescurrentlyavailable:

• Director of Assets• Professional Development Day Program Manager• Instructor, PMP Prep Course• Mentoring Program Administrator• Webmaster Assistant

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

CongratulationstoourJanuaryVolunteeroftheMonth,KarelRasovsky!KareljoinedtheMarketingTeamasDirectorofSponsorProgramsinMay,2010andhadabigjobtofill.HehasspentnumeroushoursonChapterworkandhasaccomplishedmuchintheshortmonthshehasbeeninthepositionofDirectorofSponsorPrograms.

TheDirectorofSponsorProgramsisresponsibleforfindingandsigningallsponsorsfortheChapter,includingsponsorsforalldinnermeetingsandtheProfessionalDevelopmentDay.Withonlytribalknowledgetogoon,Karelhasdoneanexceptionaljobdevelopinghispositionintoonethatrunssmoothlyandservesoursponsorswell.

HeworkedwiththeChapterVPofOutreach,JeffBrummel,todefinesponsorandpartnerpackages,hasorganizedatrackingsystemtotargetpotentialsponsorsandpartners,andhelpedrevisethesponsorcontractintoaworkingdocumentthatisclearandeasy-to-understand.HehasalsoworkedwiththeChapterPresident,JosephMarietta,onhisnewPartneringProgram.Hehassetupasponsortrackingdatabase,andasystemforstoringsponsoragreementsonlineforcommonreference.Heworkswithaninter-portfoliomatrixtoidentify,trackandalignsponsorsandspeakers.

Remarkably,KarelhasfilledeverysponsorslotfromnowuntiltheChaptertakesitssummerbreak,andhehasidentifiedthreeupcomingkeynotespeakers.

ManythankstoKarelforallhishardworkonbehalfofthePMIPortlandChapter.

Volunteer of the Month Karel Rasovsky, Director of Sponsor Programs

Please welcome Robin Koch Communications Manager

PleasewelcomeRobinKoch,Communica-tionsManagerintheMarketingPortfolio.RobinjoinsusfromNorthCarolinawithadegreeinarchitectureandaninterestindevelopingaspecialtyinprojectman-agement.Asayoungintern,shebecameinvolvedinmanagingpublicconstructionprojects.Oneyearoutofcollege,shewas

coordinatingteamsofconsultants,presentingprojectstoclients,andlearningtonavigategovernmentagencies.ThisexperiencebeganherinterestinbecomingaPMP.

Robin’sleadershipexperienceincludesfoundingacommunitytimebankinRaleigh,N.C.,andleadingasuccessfulenviron-mentalstudentorganizationattheUniversityofNorthCarolinaatCharlotte.Asavolunteerformanycauses,sheenjoyscollabora-tiveworkenvironments,particularlyexperimentaldesign-buildprojectstobenefitunderservedcommunities.

NowthatshelivesinPortland,Robinenjoyswalkingthroughthelocalparks,cycling,samplinglocalcuisine,andinventingrecipesforvegetariandishes.



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


16







Flexible Project Management: Enabling a Flexible Team

continued

Second of four articles in a series on flexible project managementBy Preston G. Smith and Jeff Oltmann

Broadening Agile

Agilesoftwaredevelopment–andagileprojectmanagement–isapopulartopicamongprojectmanagerstoday,asitallowsthemtodealwiththeinevitablechangesthatoccurinthemiddleofaproject.Buthowdoagiletechniquesapplytonon-softwareproj-ects?Thisisthesecondarticleinaseriesthatexploresthatquestion.

Agiletechniquesareideallysuitedtosoftwaredevelopmentproj-ects.Butifyourprojectisinanotherdomain,agileislikelytobefrustrating,becauseagilesoftwaretechniquesexploitcharacteristics,suchasobjecttechnologies,thatareuniquetothesoftwaremedium.Agilesoftwaretechniquesdonottranslatedirectlytootherdomains.Instead,peoplewholeadnon-softwareprojectsmustunder-standhowagilecreatestheflexibilitytoaccom-modatemid-projectchange,andthenbuildanewsystememployingtheseprinciples.

Inthefirstarticleinthisseries,“AgileIsn’tJustforSoftware”,westartedbuildingthisnewsystem.Wedescribedtheimportanceofiteration–ratherthanastrictlysequentialprocess–formaintainingflexibilityinaturbulentenvironment,andweprovidedmanyopportunitiesforincorporatingiterationintoyourproject.

Thissecondarticleaddressesanotheressentialfacetofprojectflexibility:thepeoplefactors.Twofuturearticleswilllookathowtocreateaflexibleprojectenvironmentandtoolbox.

• “CreatingaFlexibleEnvironment”–howtodecidewhenthebenefitsofflexibilityareworthitsadditionalcost,andhowdecision-makingaffectsflexibility• “BuildingaFlexibilityToolbox”–howprojectmanagerscanflexiblyplanprojectsandmanagerisks

People are Number One

Youhaveheardbeforethatpeoplearethemostimportantfactorinaproject,butthisissoessentialthatwewouldliketoprovidesomecompellingevidenceforthecriticalityofpeople.ThefigurebelowdrawsupondatacompiledbyBarryBoehmforcomputingthemultiplieronprojecteffortfordevelopingapieceofsoft-ware.Forexample,thevariationineffortcanrangefrom1to33person-monthsdependingonthepeopleassignedtotheproject,butonlyfrom1to10person-monthsforvariationsinfactorsrelatedtotheproductbeingdeveloped,forinstance,itscomplexity,thereliabilitylevelrequired,andtherigidityoftheproduct’srequirements.

Figure reprinted by permission of the publisher, John Wiley & Sons, Inc., from Flexible Product Development: Building Agility for Changing Markets by Preston G. Smith. Copyright © 2007 by Preston G. Smith. All rights reserved.

0 5 10 15 20 25 30 35

People factors

Product factors

Tool and process factors

Schedule constraint factors

Project precedence factors

Design reuse factors

Computer platform factors

Multiplier on development effort

0 5 10 15 20 25 30 35

People factors

Product factors

Tool and process factors

Schedule constraint factors

Project precedence factors

Design reuse factors

Computer platform factors

Multiplier on development effort



17







Toimproveflexibilitythroughthishumanelement,concentrateontwoitems:

1. Usepeoplewhoareexperiencedandcomfortablewithaturbulentenvironment.2. Improveandspeedupcommunicationwithintheteam.Peoplewhoarecomfortablewithchangearenotflusteredwhenonechangepilesuponanother.Becauseeventschangesoquicklyonaprojectexposedtoturbulence,yourcommunicationchannelsmustbeuptohandlingtheheaviercommunicationburdenortheprojectwillbogdownwithmisinformation.

Asanexperiencedprojectmanager,youprobablyalreadyknowhowtoachievethesetwoobjectives,sobelowweprovidesomeadditionaltechniquesthatyoumaynothaveconsideredyet.

The Right People

Somepeoplearecomfortablewalkingonunstablegroundandsomearen’t,whichispartlyduetopersonalstyle.Somethriveundertheexcitementofconstantchangewhileothersareuncomfortablewithit,seekingtherefugeofaplanandstructure.Clearly,thosewhoneedstabilityinordertoproceedwillbeillsuitedtoachangingenvironmentandthisshouldberecognizedupfrontbyboththemandtheprojectmanager.

However,thereisanexperiencefactorinvolved,too.AlistairCockburn,aleaderintheagilesoftwareworld,hasidentifiedthreecategories,whichhecalls“masterylevels”:

• Level 1: Following.Thesepeopleareabletoandarecom-fortablewithfollowingasinglespecifiedmethod.Theydonothavetheconfidenceorinclinationtovaryfromthismethodortochoosebetweenmethods. • Level 2: Detaching.TheyhaveseentheapproachofLevel1failenoughtimestoknowthatitisnotalwaysthebestwaytogo.Thus,theyarecapableofpullingawaytosomedegreeandcon-sideringmultiplespecifiedmethods,buttheystillneedaframe-worktofollow. • Level 3: Fluent. Thesefolkshavebeenaroundenoughchangingenvironmentsthattheyareableandwillingtoimpro-viseandadjusttobuildingwhatisneededwithoutreferencetoaprovidedstructure.Infact,theymaybecomeboredanddopoorlyifrequiredtofollowaspecifiedplan.

Level3peopleareascarceresourceandshouldbeseededcarefullyinaprojectthatislikelytofacechange.Placetheminpartsoftheprojectinwhichyouexpectorneedchangeinordertoachieveyourbusinessgoals,andusethemtobringLevel1andLevel2peopleupthroughtheranks.

Adequate Authority

Countlessdecisionsmustbemadeinaproject,andeachoftheserequiresacertainamountofauthoritytomakesuchadecision.Severalexamplesareauthoritytomodifythecapitalbudget,authoritytoauthorizetravel,andauthoritytoselectyourteam’slocation.Ifyoubrainstormwithyourteam,youshouldbeabletocompilealistof,say,50typesofsuchauthoritythatsomeoneinthecompanymusthaveinordertocompleteyourproject.

Clearly,theteamneedsacertainamountofauthoritytomakedecisions,orprogresswillbeslowasitobtainsmanagementapprovalforeachdecision.Thisisespeciallycriticalinashifting,foggyenvironment,inwhichdecisionsarisefrequently,needresolutionquickly,andrequireinformationthattheteamismoreawareofthanismanagement.

Onceyouhaveyourownlistofauthoritiesneededinyourorganization,therearetwowaystouseit.Oneusestemsfromtheobservationthatoftenadecisionisdelayedbecausetheorganizationisunsureaboutwhoshouldmakeit.Managementassumestheteamwillhandleit,andtheteamiswaitingformanagementtomakethedecisionandgivethepermissiontoproceed.Toavoidsuchsituations,lookatyourlistanddecideinadvancewithmanagementwhethertheteamoruppermanage-menthastheauthoritytomakeeachdecisiontype.

continued



18







Thesecondapplicationisfortheteamtoconsidereachitemonthelistandpickoutafewareaswhereitdoesnotbelieveitnowhasauthorityforcertaindecisionsbutcouldproceedmuchmoreeffectivelyifitdidhavesuchauthority.Thendiscusstheseareaswithmanagementinhopesofenlargingtheteam’sauthorityinafewcriticalareas.Animportantfactortorememberhereisthatnotonlycantheteammakefasterdecisionsiftheyaremadeinternally,buttheywillbebetterdecisionsbecauseonlytheteamhasthefreshestinformationinaturbulentenvironment.Also,teammemberswillbemorehighlymotivatedtomakeadecisionworkifitistheirdecisionratherthanmanagement’s.

In the Same Space

Severalfactorsareleadingcontemporaryprojectteamstobecomemoregeographicallydispersed:

• Corporateoperationsandmarketsarebecomingmoreglobal.• Companiesacquirenewunitsinnewregions.• Thecompetitiveenvironmentpushescompaniestoobtainthebesttalentfromwhereveritislocatedintheworld.• Similarly,economicssuggestsacquiringtalentfromwhereveryoucanobtainitmosteconomically.• Communicationtechnologiesnowallowbettercommunicationatadistance.Muchhasbeenwrittenaboutmodern“virtual”teams,someofitemphasizingtheopportunitiesfordispersionthattechnologyisopeningforusandsomemorerealisticallyaddressingthedifficultiesencounteredinthisnewmodeofoperation.

Weworkwithprojectteamsfacingdynamicenvironmentsandrepeatedlyencountertheweakenedanddelayedcommunica-tionthatoccursasteamsoperateatadistance.Thisisadifficultissue,becausethereissomeverygoodevidenceforthevalueofco-locatingteams(seeSmith,pp141–146),butincontemporaryprojectteamsitisincreasinglydifficulttodo.Becausedistancefragmentscommunications,co-locationisperhapsthemostfertileareainwhichyou,theprojectmanager,canimproveyourteam’sperformance.Let’scoversomeoftheseopportunities.

First,ifyourteamisdividedbetweenmetropolitanareas,co-locatemembersinthesamemetropolitanarea,whichmeansthatallcross-functional(engineering,marketing,manufacturing,

supplychain,andother)functionsontheteamarewithinconver-sationaldistance(30feetor10meters).Becauseprojectdeci-sionsusuallyinvolveinputorconcurrencefromvariousfunctions,havingthemallinoneplacespeedsupandimprovesdecisionsgreatly.Ifyouarenotabletodothisfortheentireproject,trytodoitforthecriticalinitialphasesoftheprojectorforsubsetsofyourteam.

Analyzethecommunicationpatternsofyourteambyusingdirectedgraphstounderstandwheretheheaviestcommunica-tionlinksare,orshouldbe,andthentakethestepstoensurethatthesecommunicationpartnersareco-located.

Finally,ifyouareworkingonaproductdevelopmentproject,arrangeyourproduct’sarchitecturetomatchyourgeographi-caldispersionsothattheheaviestcommunicationoccurswithinproductmodulesbeingdevelopedbyaco-locatedteam,andtheinterfacesbetweenthesemodulessimplifycommunicationbetweenteamsatadistance.(Formoreinformationonemployingproductarchitecture,seeSmith,Chapter3.)

Endpoint

Herearetheessentialpointstoremember:

• Cultivatepeoplefluentinyourprojectprocess,whocanimpro-viseandadjustitasnecessarywhentheenvironmentorprojectshifts.• Striveforcommitted(“skininthegame”)anddedicated(fulltimeonyourproject)teammembers,whowillbeabletokeepupwithchangesmuchbetter.• Arrangeforasmuchco-locationaspossibletocopewiththeheavycommunicationburdenthataccompaniesconstantchangesinplans.Article1(Agile Isn’t Just for Software)canbefoundinthePMIPortlandOctober2010Newsletter.Thenextarticleinthisserieswillshowyouhowtosetupaprojectenvironmentconducivetochangingplans.

continued


http://data.memberclicks.com/site/pmi/nl-2010-10.pdf


19







Further Information

1. Boehm,BarryW.,etal(2000).SoftwareCostEstimationwithCOCOMOII.UpperSaddleRiver,NJ:PrenticeHall.2. Cockburn,Alistair(2002).AgileSoftwareDevelopment.Boston:Addison-Wesley.3. Smith,Preston.G.(2007).FlexibleProductDevelopment.SanFrancisco:Jossey-Bass.

About the Authors

Preston G. SmithisprincipalconsultantatNewProductDynamicsinPortland,Oregon(www.NewProductDynamics.com).Hehasspecial-izedinresponsiveproductdevelopmentfor25yearsandiscoauthorofthetime-to-marketclassic,DevelopingProductsinHalftheTime.Hisbook,ProactiveRiskManagement,wonthePMIDavidI.ClelandProjectManagementLiteratureAwardfor2003asthebestpieceofprojectman-agementliteraturepublishedin2002.Morerecently,hehascombined

hisinvolvementintheagilesoftwaredevelopmentcommunityandtherapidprototypingcommunitywithothersourcestocreatethismaterialonflexibilityandthebook,FlexibleProductDevelopment.Formoreonflexibility,seeFlexibleDevelopment.com.PrestonisaCertifiedManage-mentConsultantandholdsanengineeringPhDfromStanford.

Jeff Oltmann, PMP,isprincipalconsultantatSynergyProfessionalServices,LLCinPortland,Oregon(www.spspro.com).HeisalsoonthegraduatefacultyoftheDivisionofManagementatOregonHealthandScienceUniversity.Hisspecialtiesincludestrategydeployment,opera-tionalexcellence,andprojectportfoliomanagement.Jeffisaseasonedleaderwithover20yearsofexperiencemanagingsuccessfultechnol-ogyprograms.HerantheProgramManagementOffice(PMO)anda$60MprojectportfolioforIBM’sxSeriesdevelopmentfacilityinOregon.Jeff’shands-onprogrammanagementexperienceincludesprogrambudgetsover$100Mandworldwidecross-functionalteamsofover100members.Youcancontacthimatjeff@spspro.comorreadpreviousarticlesatwww.spspro.com/resources.htm.


http://www.NewProductDynamics.com

http://www.FlexibleDevelopment.com

http://www.spspro.com

mailto:jeff%40spspro.com?subject=

http://www.spspro.com/resources.htm


20







Theworkoftheteamhastomoveforwardinwaysthatarecom-patiblewithourprivatemotives.

Whentheteam’sgoalsareoverwhelmingeachperson’sauton-omyandindividuality,itcausesfolkstolosemotivation.Asaleader,Ihavetoknowwhateachperson’sowngoalsare,andIhavetobeabletoconnectthegoalsoftheteamwiththegoalofeachperson.

Partofwhatbuildstrustisstructure–whereweeachknowwhattoexpectfromtheotherteammembers,andcantelliftheyarekeepinguptheirpart,orlettingusdown.Withtherolecomesanexpectation,andbyfulfillingthatexpectationIbuildyourtrustinme.Thatallowsustomaintaintrustevenwhenwedon’tseeeachotherallthetime.

Supposetwopeoplearealwayslatetoourteammeetings.Oneofthemhasaroleoftakingalltheincomingurgentcalls,shield-ingtherestoftheteamfromthoseinterruptions.Theotherisjustflaky.Wewillprobablyexperiencethefirstone’slatenessasbeingsupportiveandtrust-enhancing,andthesecondasun-supportiveandtrust-destroying.

Oneofthefundamentalsofhumanpsychologyis,whensome-thingisn’tworking,weblamethepersoninthesituationinsteadofthesituation.

However,themoreweknowtheperson,andthebetterweknowthesituation,themorelikelywearetoblamethecircumstance.

Teams and TrustBy Tom Cox

Hightrustfirmsreturnthreetofourtimesmorevaluetoshare-holdersthanaveragefirms.Hightrustteamsoutperformaverageteamsbysimilarmargins.Acrossprojects,placesandpeople,there’snoquestion–hightrust(that’sdeserved)beatslowtrusteverytime.

AsPatrickLencionidescribesitinThe Five Dysfunctions of a Team,thefirstdysfunctionislackoftrust.

So,fromboardroomtofrontline,howdoyoubuildtrustonyourteam?

SteveBalzac(of7StepsAheadinBoston)suggestsdoingthesefourthingstobuildtrust:

• A No-Fear Culture–nevermotivatewiththreatsorfear,andensurenobodyfearsfortheirjoborneedstobeafraidofpubliccriticism • Structure that creates Autonomy–createclearroles,rulesandboundaries,toenableworkerstoexerciseautonomyintheirtasks • Connection among Individuals–gettoknowwhatitiseachworkerwantsfortheircareersandintheirlives,soyoucanhelpconnectworkwiththosegoals • Competence by Focusing on Success–celebrateandnoticeandemphasizethethingsthatpeopledoright,andcreateanairof“wedothingswell”–emphasizevictorieslargeandsmall.

It’svitaltobalancethe“I”inteam–ifthereisno“I”theteamisblind,saysSteve,andtoomuch“I”andtheteamisnotunified.Ateamthatistootask-orientedmeanswedon’ttreatpeopleashumanbeings.

Eachteammemberistherefortheirownpersonalreasons.Joeisheretodevelophisskills;Janisheretoearnapaycheck;Jackisheretohavegoodinteractionsandadvancehiscareer.

continued


http://www.7stepsahead.com/


21







The Secret Of Creating Your PMP Exam Brain Dump SheetBy Cornelius Fichtner, PMP

There’snobettercatalystforselfrealizationthantakingtheProjectManagementProfessional(PMP)®exam.I’mkiddingyou,ofcourse,butthereissometruthinthatthePMPexamdaywillilluminatethat“youdon’tknowwhatyoudon’tknow.”

ThePMPExamisa‘closed’bookexam.Thatmeanstheonlyreferencematerialyouareallowedtocarryintothetestingfacil-ityhastobecontainedinyourbrain.Butduringyourexam,yourbrainisgoingtobeverybusyinterpretingtheexamquestionsandtryingtoapplyalloftheknowledge,skillsandprinciplesyou’veaccumulatedinyourstudiesandworkexperience.

Ifyouhaven’talready,youshouldgoforavisittothelocaltestingfacilitywhereyou’lltakeyourexamandconfirmwhattoexpect.Mostlikely,onyourexamday,theexammonitorwillcheckyouintothetestingfacility,handyousixorsosheetsofscratchpaperandtwopencils,thenshowyoutoyourseatandconfirmthatyourPCisworking.Thenyou’llhaveabout15minutestogothroughatutorialthatreallyonlytakesabout5minutestodo.Thenyoubeginyourexam.

Duringthetest,recallingwhatyoudoknowcanbedaunting.Quitefrankly,someofyourabilitytoaccessthatknowledgeisgoingtoseemmisplacedamongstyourgreycells.SohowdoyoucreatethebestopportunitiestopassthePMPExamthatday?Youcanusethe10minutesyoudon’tneedfromthetutorialtimetodoaBrainDump!

What is a Brain Dump?

ABrainDumpisatechniqueusedbymanystudentsonclosedbookexamstocreatetheirpersonalminireferencetable.Braindumpsareabbreviationsofcomponentsandconcepts,whichyouhavecommittedtomemoryandarethenspilledoutontosheetsofpaperpriortotheexamforreference.

Asyoubuildtrust,andasyougettoknowyourteammembersashumanbeings,webecomelesslikelytoassumethatthepersonistoblame.

Inaneffectiveteam,membershelpeachother.Whenyoucanneitheraccepthelpnorofferhelp,youcannotparticipateasateammember.Ifitissociallyawkwardinyourofficeculturetoaskforhelp,thenit’shardtoformthetrustingteamrelationshipswherepeoplehelpeachother.Thisseemstobeaprettyhumanthingacrosscultures,thatitisgenerallynotokaytoaskforhelp.

Ifaskingforhelpisinterpretedasasignofincompetence,orifmanagementcriticizesyouforaskingforhelp,orifIcannotadmittonotknowingsomething,thatreducesmyabilitytodeveloptrustwithyou,becauseImusthidefromyouwhatIdoanddon’tknow.

Yourfirststepshouldbetoassesswhereyouare.Doityourselforhireacompetentoutsider(thisisusuallyveryinexpensive)toassessyourteam’sleveloffear,structure,connection,andcompetence.Thenpicktheworstoneandbuilditup–youcanseeprofoundresultsinjustafewweeks,includingbigperformancegains.

About the Author

Tom CoxhelpsCEOsandbusinessownerstobuildhigherperformanceteamsatalllevelsoftheirorganizations.

continued



22







Everymorning,practiceyourbraindumpuntilyou’resatisfiedwithyourprogress.Bytheendofthefirstweekyoushouldbeabletowriteoutyourbraindumpinitsentiretyonthefirstgo.

Thencontinuedumpingitonaregularbasis,goingbacktothedailyroutineinthetwoweeksleadinguptoyourexam.

So What *IS* The Secret of Creating My PMP Exam Brain Dump Sheet?

Creatingandstudyingyourveryown,personalizedPMPExamBrainDumpSheetisameanstoanendinitself.Itallbeginswithcreatingthecontentthatgoesintoitbygettingtoknowyourweakareasasyoupreparefortheexam.Thenyoumemorize,youdumpandyourepeat.Prettysoonwhatseemedtoocomplextorememberisattheforefrontofyourknowledge.

Sothesecretisthatyouwillaccelerateyourstudiesandknowledgesimplybygoingthroughthemotionsofcreating,studyingandknowingwhat’sonyourpersonalizedBrainDump.

Lastbutnotleast,yourPMPExamBrainDumpisagreattoolnotonlytohelpyoubringyourreferencematerialintothetestingfacility,butalsoprovidingstressreliefknowingit’sthereasyouencounterquestionsthatrequireit.You’llhelpyourselftolearnthematerialasyoustudyforyourPMPExamandgiveyourselfanimportantedgeinpassing.

About the author

Cornelius Fichtner, PMPisanotedPMPexpert.Hehashelpedover12,000studentsprepareforthePMPExamwithTheProjectManagementPrepCastathttp://www.pm-prepcast.comandThePMPExamSimulatorathttp://www.pm-exam-simulator.com.

Braindumpscontainjustenoughkeyconcepts,theories,formu-lasandcontent,whichwilljogyourmemory.ByhavingtheinformationonyourBrainDump,yourmindcanfocusonthequestionathandinsteadoftryingtoremembertheformulaneededtoanswerthequestion.Ithelpsyoutobeintherightframeofmindspecifictoeachquestion.

What goes into a Brain Dump?

BrainDumpsareonlyasgoodasthequalityandquantityofinformationthatyoucanspilloutonthepiece(s)ofpaperjustbeforeyoubeginyourPMPExam.Theycontaintheformulas,theory,conceptsandPMP-ismsthatyoumightotherwiseforgetforamomentattheverymomentwhenyouneeditmost.

HereiswhatyoucangenerallyfindaspartofaPMPExamBrainDump:

• Table3-1ofthePMBOK®Guide4thEdition• Formulas,suchasearnedvalue,PERT,communicationchan-nels,procurement,probability,projectselectionanddepreciation• Values,suchas1,2and3sigmaandestimateranges• Acronyms,suchasBACorTCPI• Powersofaprojectmanager• Conflictresolution(besttoworst)• Sourcesofconflict(orderofpriority)• Herzberg’smotivators• ProjectclosingchecklistAndofcourseyoumustincludealltheitemsthatyoupersonallyhavetroublerememberingduringyourstudiesandthatyoufeelneedtogoontoyoursheet.ThelistaboveorusingaBrainDumpthatsomeoneelsecreatedcanbeagoodstartbutyoureallyneedtocustomizeittoyourneeds.Don’tstudywhatothersarehavingtroubleremembering.Instead,includewhatgivesyouthehiccups.

How do I Study a Brain Dump?

BrainDumpsarepurememorization.Aspartofyourexamprep-aration,exercisesandstudying,goaheadandpracticecommit-tingthecontentofyourBrainDumptomemoryandthenwritingthemoutontoablanksheetofpaperonadailybasis.


http://www.pm-prepcast.com

http://www.pm-exam-simulator.com


23







PDU Category Structure to be UpdatedEffectiveMarch1,2011,PMIwillimplementasimplifiedstructureforcategorizingprofessionaldevelopmentunits(PDUs).

Basedoncustomerfeedback,thenewPDUstructurewillbemoreuser-friendlyandbetterservePMI’scredentialholdersandthestakeholderswhosupportthem.

If you hold one of PMI’s credentials that require PDUs for maintenance, please be sure to register your earned PDUs in the continuing certification requirements (CCR) system prior to March 1. NoPDUswillbelostduringthistransition.AfterMarch1,2011,credentialholderswillneedtoreportanyearnedPDUsthathavenotbeenclaimedusingthenewcategories.

Overview of Changes

TherestructuringwillreducethenumberofPDUcategoriesfrom18to6.Thesixnewcategorieswillbegroupedundertwodivisions–“Education”and“GivingBacktotheProfession.”

AllcategoriesusetherulethatonehouroflearningactivityisequivalenttoonePDU.CategorieshavebeenexpandedtoincludeWeb2.0learningopportunities.

Therewillbelimitsoncertaincategoriesinthe“GivingBacktotheProfession”divisiontoensurethatallcredentialholderspursueprojectmanagementcontinuingeducationaspartofmaintainingtheircredential.

What is Not Changing

Thethree-yearrenewalcycleandnumberofPDUsrequiredtomaintainyourcredentialwillremainthesame,aswillthere-certificationfeestructure.

PleasetakeamomenttogototheCCRCategoryUpdatepageonPMI.organdreadthroughthefrequentlyaskedquestionsandthenewPDUCategoryStructureandPoliciesdocumenttolearnaboutthenewPDUcategoriesandformoredetailedinformationaboutthisupdate.


https://ccrs.pmi.org/

http://www.pmi.org/GLOBALS/PDU-Updated-Category-Structure-Implementation.aspx


24







Board of DirectorsTheBoardofDirectorswantstohearfromyou.Clickontheemaillinktosendanemail.

President JosephMarietta,[email protected]

President Elect [email protected]

Past President RachelPaulson,[email protected]

Secretary CarolHaertlein,[email protected]

VP Finance [email protected]

VP at Large TerriHagmann,[email protected]

VP MarketingSuzanReed,[email protected]

VP MembershipJeremyBlack,[email protected]

VP OperationsJimYan,[email protected]

VP OutreachJeffBrummel,[email protected]

VP Professional DevelopmentDianeBrady,[email protected]

VP [email protected]

Sponsor an eventBecomingaPMIPortlandChapterSponsorisanexcellentwaytogetinfrontofour4000+audience.SponsorshipgivesyourcompanyalivepresenceatPMIPortlandChaptereventsandavisualpresenceonthewebsiteandinthenewsletter.ContactKarelRasovskyatsponsor_programs@PMI-Portland.org.

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

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

Quick Links JoinPMIandthePortlandChapterEventCalendar

ChapterBrochure

ChapterBy-LawsPMIPortlandEditorialPolicy

NewsletterArchive

MissionTopromotetheprofessionofProjectManagementbycreatingacultureandcommunitythatfacilitatesprofessionalgrowththrougheducationandvolunteerism.

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


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

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

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

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

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

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

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

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

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

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

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

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

mailto:sponsor_programs%40PMI-Portland.or?subject=Sponsorship%20question

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


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

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


http://www.pmi-portland.org/mc/community/vieweventcalendar.do?orgId=pmi

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

http://data.memberclicks.com/site/pmi/misc-bylaws-2010.doc


http://www.pmi-portland.org/mc/page.do?sitePageId=79575

pmi portland january newsletterpmi-portland.org/assets/newsletter/2011/nl-2011-01.pdf · •...

Documents