PMI Portland Chapter Newsletter - March 2011pmi-portland.org/assets/newsletter/2011/nl-2011-03.pdf · • PMP Exam Updated • About PMI Portland Website: pmi-portland.org 1 Chapter

NewsletterMarch 2011

President’s LetterChapter Events•UpcomingEvents/RoundtableMeetings•ChapterMeetingLogistics•MeetingSponsor•EducationalPresentation•KeynotePresentation•NowAcceptingNominationsfor2011BoardofDirectors•EPMAAwards•ChapterDinnerMeetingRates•2011MembershipSurvey•CollegeOutreachProgram

Professional Development•HowtoManageIntegratedProgramsWorkshop•InnoTech2011•2011EducationCalendar

People•MembershipNews•WelcomeNewVolunteers•BoardofDirectorsChanges•VolunteeroftheMonth•PhotosfromFebruary2011

Articles•BuildingaFlexibilityToolbox•WhyProjectManagersShouldConsiderServingonNot-forProfitBoards

PMI•PMPExamUpdated•AboutPMIPortland

Website: pmi-portland.org

11

Chapter Meeting March 15, 2011Meeting Sponsor

Portland State UniversityEducational Presentation“WhenPMsNeedtoOD!”withGregSievers,PMP

Keynote Presentation“TheValueofProjectManagementinaSmall(<100employees)Company,”withCandacePetersen,Ph.D.

PMI PortlandMarch NewsletterIn this issue:

Nominations for Board positions are now open Page 8

New volunteers wear multiple hats Pages 16-17

EPMA award applications accepted until April 15th Page 10

Annual member survey starts April 2nd Page 11

Why should PMs serve on a Board of Directors? Page 23


http://www.pmi-portland.org


http://pmi-portland.org

https://web.memberclicks.com/mc/quickForm/viewForm.do?orgId=pmi&formId=94310



2







5. Key administrative tasks.Eachyeartherearekeyadministrativeitemssuchasfilingourtaxes,renewingourbusinesslicense,etc.thatneedtobecompleted.Theseitemswillbedoneinthenextfewmonths.

6. Wrapping up the Board re-organization and new initiatives. Overthelasttwoyears,therehavebeenmanychangesintheportfoliostructure,andnewinitiatives(suchastheMemberClicksupgrade).TheBoardwillbeworkingtoclosetheseprojectsandproperlydocumentthemsotheycanmoveintoasustainingmode.ThisisalsoakeyfactorintheupcomingBoardtransition.IamlookingforwardtothechallengesandopportunitiesservingasyourPresidentoverthenextyearandahalf.Iwouldliketohearfromthemembership–pleasefeelfreetosendmeane-mailatpresident@pmi-portland.orgortalktomeataChapterdinner! Steve ThorntonPresident, PMI Portland Chapter

AsIwritemyfirstarticleforthenewsletter,IamlookingbackonaverychallengingyearontheBoard.Inthelastsixmonths,JosephMariettaandtheBoardhavedoneanincredibleamountofheavyliftingtoimplementnewinitiativesandportfoliochanges.AsPresidentElect,IreceivedalotoftrainingandsupportfromJosephenablingmetotransitionearlyintomynewroleasyourPresident.JosephdeservesagreatdealofcreditandappreciationfromtheBoardandtheChapterforsevenyearsofservice.ThankyouJoseph!

WithallthechangesandnewinitiativesbeingundertakenbytheBoard,IwouldliketohighlightmyfocusareasfortheremainderofthisBoardyear:

1. Complete the MemberClicks upgrade. Thisisafreeupgradethatwillimprovethelookandfeelofthesite,provideourWebmasterbettertoolstoallowmoreefficientsitemanagement,andbringusinlinewithnewPMIGlobalbrandingstandardsguidelines.

2. Ensure dinner meetings and workshops are supported.ThesearecoretothefunctionandvalueoftheChapter.DianeBrady,VPProfessionalDevelopment,andChristiLoya,VPPrograms,areworkinghardtoensureyoucantakeadvantageofqualitytrainingandnetworkingopportunities.

3. Election Process. TerriHagmann,VPAtLarge,ismanagingelectionsthisterm,andthenominationprocessisbeginningnow.ThisisanimportantpartoftheChapter’ssustainabilityandabilitytocontinueservingourmembers.WelookforwardeachyeartofindingvolunteerswithaninterestinservingtheChapterandchallengingthemselves.

4. Transition planning. Oncetheelectioncycleiscomplete,theoutgoingBoardmemberswillbeginthetransitionprocessforthenewBoardmembers.Thiswillincludejobshadowing,introductionstoportfoliovolunteers,andhandingoffdocu-mentationandothercollateral.

President’s Letter

Thought for the Month“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” –Antoine de Saint-Exupery



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


3







Joinotherprojectmanagerstodiscussissuesthattheyarecurrentlyfacing.HeldinvariouslocationsacrossthePortland-Vancouverarea,eachhasapersonalityofitsown.

Meetingsstartwithintroductionsfollowedbyasolicitationfortopics.ThetopicsareselectedbasedontherulesofthespecificRoundtable.Roundtablemeetingsareworth1PDU,arevaluableandarealwaysfun.Thereisabalanceofjuniorandseniorprojectmanagersfromavarietyofdisciplinestoprovideaneclecticviewofasubject.

AnyonecansignuptojoinoneormoreRoundtablesandreceiveroundtablenoticesandminutes.ContacttheDirectorofRoundtablesatroundtable@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 Meetings03/09 OODNMarchProgram

03/10 ProgramManagementWorkshopearlybirddeadline

03/10 SolarWorldRoundtable

03/11 NWRoundtable

03/11 StopPlayingGamesWorkshop

03/15 ChapterDinnerMeeting

03/17 WestRoundtable

03/22 NERoundtable

03/23 DowntownRoundtable

03/24 ProgramManagementWorkshopearlybirddeadline

03/25 PMP/CAPExamPrepCoursereg.deadline

03/25 NorthRoundtable

03/31 Nominationdeadlinefor2011Board

04/01 SouthRoundtable

04/04 ProgramManagementWorkshopreg.deadline

04/04 2011Boardelectionsopen

04/06 PortofPortlandRoundtable

04/07 ProgramManagementWorkshop

04/08 NWRoundtable

04/14 SolarWorldRoundtable

04/15 EPMAAwardapplicationdeadline

04/19 ChapterDinnerMeeting

04/21 InnoTechOregonConference&Expo

04/22 2011Boardelectionsclose

Fordetails,seethecalendarontheChapterwebsite.



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

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

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


4







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

Meeting 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.

March Dinner MenuPepperandChiveSearedChickenwithDijonCream,ServedoverWildYamhillMushroomRisotto,FreshVegetables,ChocolateSwirlCheesecake

Or

MediterraneanVegetablePurse:LayersofCouscous,AsiagoCheese,HerbsandRoastedVegetableswithaRoastedTomatoSauce,ChocolateSwirlCheesecake

Doubletree Hotel–Lloyd Center1000NEMultnomah,Portland,Oregon97232(503)281-6111Free Parking

Chapter Meeting Logistics

•ChapterMembersandChapterStudentMembersarecurrentmembersofPMIandthePortlandChapter.StudentMembershipisdefinedbyPMIGOC,anddoesnotapplytonon-memberswhomaybestudents.PMIPortlandChapterStudentOutreachProcess

Upcoming Meeting Dates March 15 April 19 May 17

For the March Chapter meeting

OnlineregistrationopensthedayafterthepreviousChapterdinnermeeting.

Register early online and savePrice is $10 more after 10 a.m. Monday, March 14, and at the door.



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



5







March 15 Chapter Meeting SponsorPortland State University–Professional Development CenterEducation at the Speed of Business.

PortlandState’sProfessionalDevelopmentCentercanhelpyoumakeyourprojectsmoresuccessfulthroughtraininginprojectmanagement,professionalwriting,orconflictresolution.Ourcoursesandcertificatesforworkingprofessionalsprovideaforumforlearningfromlocalindustryleaders,inaformatthat’sconvenientandimmediatelyapplicable.OnsiteTrainingProgramsalsogiveworkteamstheopportunitytolearntogethertocreaterealorganizationalchange.Gotopdc.pdx.edu/projectsformoreinformation.

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

SeethePMIPortlandwebsitefordetails.



http://pdc.pdx.edu/projects

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

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


6







When PMs Need to OD!Theworldisgettingmorecomplexandinterdependent.Therateofchangecontinuestoaccelerateandorganizationsadaptordiewiththatreality….PMsneedtoOD!No,no…notthatOD…buttounderstandandembrace“OrganizationDevelopment”.OrganizationDevelopment(OD)istypicallyaplanned,enterprise-wideefforttoincreaseanorganization’seffectivenessandviability.

TheobjectiveofODistoimprovetheorganization’scapacitytohandleitsinternalandexternalfunctioningandrelationships.Thiswouldincludesuchthingsasimprovedinterpersonalandgroupprocesses,moreeffectivecommunication,enhancedabilitytocopewithorganizationalproblemsofallkinds,moreeffectivedecisionprocesses,moreappropriateleadershipstyle,improvedskillindealingwithdestructiveconflict,andhigherlevelsoftrustandcooperationamongorganizationalmembers.

Wherearesomeofthepossibleconnections(betweenPMandOD)?

• Teamstaketoolongtodevelopandbeproductive…HowcanODhelpteamsacceleratethroughtheforming,storming,norm-ing,andperformingprocesses?

• Great!Nowyou’reprojectisdone…Managingchangeandtransitionmanagement…Howwellisitworking?Arepeopleembracingthechange?

• WhatdoIneedtounderstandaboutmycorporateculturetoensuremyproject’ssuccess?Or,myorganization’ssuccess?Duringthissessionyou’lldiscoveranewappreciationforOD,it’stoolsandtechniques,andhowODcanmakeyoumoresuccessfulasaProjectManager.

March 15 Chapter Meeting–Educational Presentation

About the Presenter

Greg Sievers, PMP, bringsover30yearsofexperiencewithCon-way,Intel,ADPDealerServices,InFocus,FirstInterstateBankandnowprivatepractice.Heisanenthusiasticandinnovativeorganizationalconsultantwhoproducesqualityworkandachievessolidresults.Expertiseincludesorganizationalculture,highperformanceteams,leadershipdevelopment,Lean/processimprovement,

conflictmanagement,interpersonalcommunicationandprojectmanagement.Gregisveryproficientindevelopinganddeliveringtraining,facilitation,coachingandteambuilding.

GreghasbeenanactivememberofPMIsince2002andaPMPsince2004.HehasalsofacilitatedthePMIPortlandNWRoundtable(2ndFriday)atCon-wayforthelastsevenyearsandtrulybelievesinsharingbestpracticesandcollaboratingbetweencompanies,industriesanddisciplines.HehasbeenamemberoftheOregonOrganizationDevelopmentNetwork(OODN),www.odnoregon.org,for12years,whereheservedlasttermasPresident(2010–2011)andiscurrentlyVPPrograms/PastPresident.

Connectedness,positivity,learner,winningothersover,futurist….ishowStrengthsFinder2.0describesGreg.Myers-BriggswouldcallhimanENFP(ExtrovertiNtuitiveFeelerPerceiver).Otherpeoplemightdescribehimas:veryfunnyorveryspiritual.Otherattributesinclude:married36yearstoKathy,compassionatehusbandandfather,helpedraisefourchildren,bornandraisedinPortland,Oregon.Yes,atruenativeOregonian!SomeotherfunthingstoknowaboutGreg:helovesbluesmusic,wildandcrazydancing,anddrummingcircles.Heenjoysdeepdialogue,teaching,coachingandcounselingpeople,helpingpeopleandorganizationsachievetheirhigherpurpose!Gregbelievesinensuringoptimalperformanceofanyorganizationthroughintegratingprojectmanagementandorganizationdevelopment.



www.odnoregon.org


7







The Value of Project Management in a Small (< 100 employees) CompanyLearning.com,(www.learning.com)addeditsfirstprojectmanagertothecompanyasaparttimecontractortwoyearsago,whenthecompanyreachedfortyemployees.Asasoftware-as-a-service(SaaS)companyintheK-8educationspace,thecompanywasexperiencedmanagingcontentdevelopingprojectsonsmallscale,aswellasworkingwithstateeducationgroupstoplanlarge-scaleassessmentorcurriculumimplementationsandtrainingprojects.However,priortoourcontractorhire,people“managingprojects”weremoreexperiencedinthedisciplinearea(teachertraining,systemsimplementation,contentSME)thaninprojectmanagement.

Today,atnearlyonehundredemployees,wehaveembracedfull-timerolesofprogrammanagerandprojectmanagerinseveraldepartmentsandthedisciplinetheserolesbringtoourcompany.Thesepositionsoverseemilliondollardevelopmentefforts,aswellasourAgiledevelopmenteffortsforourSaaSplatformdevelopment–andarefilledbyexperiencedprojectmanagersthatdidnothavepriorexperienceineducationsoftwareorSaaSplatformdevelopment.Inshort,weshiftedfromprojectmanagementaspartofabroaderjobdescription,toprojectmanagementastheposition.

Thepurposeofthepresentationistodiscussonecompany’sexperienceinembracingprojectmanagersandprojectmanagementasmorethanacodewordforrolesrequiringpeopletobeorganizedandtrackbudgetsandtimelines.AspresidentofLearning.com,Iwillsharewhattriggeredtheneedtohirethatfirstcontractortwoyearsago,andhelpaneightyearoldcompanyembraceandsupportthedisciplineofprojectmanagement.Ourfirst“true”projectmanagerwillspendafewminutesprovidingherperspectiveofkeypointstomakethat

firstengagementwithasmallcompanysuccessfulnotjustfromaprojectperspective,butinhelpingacompanyadoptandembracethevalueof“true”projectmanagerandprojectmanagementdisciplines.

About the Presenter

PriortojoiningLearning.comin2007aspresidentandchiefoperatingofficer,Candace PetersenwasvicepresidentandchiefstrategyofficerforInFocusCorporation,aworldwideleaderintheprojectionmarket.Shehasoverthreedecadesofbusinessexperienceinhightechandindustrialcompanies,andhasheldvariousmanagementpositionsincorporatestrategy,businessanalysisandmarketing,includingcorporateeconomistforIBM.

Candace,whoholdsadoctorateinSystemsSciencefromPortlandStateUniversity,wasalsoafoundingpartnerofPetersen&Prusia,amarketingresearchandconsultingfirmforadvanceddisplayandemerginghigh-techindustries.SheisanadjunctprofessorinPortlandStateUniversity’sSchoolofBusiness,havingservedasanassistantprofessorinPSU’sMBAprogramfrom1996–2000.CandaceholdsaBachelor’sdegreeinMathematicsandEconomicsfromVirginiaTech,andstartedhercareerasahighschoolmathteacherinPrinceGeorge’sCounty,Maryland.

March 15 Chapter Meeting–Keynote Presentation



http://www.learning.com


8







Now Accepting Nominations for PMI Portland Chapter Board of Directors

Leaders Get Prepared!

ThereisnobetterwaytohighlightyourleadershipskillsthantoserveontheBoardofDirectorsforPMIPortland!Takethenextstepinyourcareer.GaininvaluableexperienceservingontheBoardforthisdynamicnonprofitorganization.Strategicallyleadyourportfoliotobetterserveour1400+members.Formtherelationshipsthatwillpropelyoutothenextlevelsofyourcareer.

Don’t miss this opportunity!

TheannualelectionofofficersfortheBoardofDirectorsofthePortlandChapterofPMIforthe2011-2012Board-yearwillbeheldinApril.Wearenowacceptingnominationsforallpositions.

Timeline

• March1-March31Nominationsaccepted• April4-April22Membershipvotesonnominees• May9Winnersareannounced• May9-July1WinnersshadowcurrentBoardmembers• July1,2010-June30,2011NewChapterBoardisactive

Responsibilities

• Strategicallydevelopandleadyourportfolio1toachievethemissionoftheChapter• Manageyourportfoliobudget• RepresentyourportfolioandtheChapteratmonthlyBoardmeetings,Chapterdinnermeetingsandspecialevents.• AttendannualBoardtransitionandstrategysessions• Opportunitytoparticipateinanannualleadershipconference• LearnaboutandunderstandyourportfolioandtheChapter.• BeapositivespokesmanandevangelistforyourportfolioandtheChapter• Carryoutthefiduciary,duecare,anddiligenceresponsibilitiesoftheBoardofDirectorsbyreviewingprograms,policies,finan-cialstatementsandothermaterials.• Puttheinterestsofthecomponentaheadofanyotherorgani-zationorbusinesswhenactingasaBoardmember.Discloseanypotentialconflictsofinterestwhichcouldaffectdecisionmaking.• Serveoncommitteesandoffertotakeonspecialassignments.Open positions

Executive Committee Portfolios*President-Elect VPMarketingSecretary VPMembershipVPFinance VPOperationsVPatLarge VPOutreach

VPProfessionalDevelopmentVPPrograms

1 “Portfolio” is a team that manages a logical group of responsibilities. For example, Membership is the portfolio dealing with member communications, volunteering and quality surveying. The VP of Membership leads this portfolio..

continued




9







Isthisopportunityrightforyou?Youwon’tknowunlessyoulearnmore.Talkwithourcurrentleaders–eachishappytochatwithyouabouthis/herexperienceservingontheBoard.

*President-Elect SteveThornton:[email protected]:[email protected]

Secretary CarolHaertlein:[email protected]

VP Finance ShancySaban:[email protected]

VP at Large TerriHagmann:[email protected]

VP Marketing SuzanReed:[email protected]

VP Membership JeremyBlack:[email protected]

VP Operations JimYan:[email protected]

VP Outreach JeffBrummel:[email protected]

VP Professional Development

DianeBrady:[email protected]

VP Programs ChristiLoya:[email protected]

* Three year term: President Elect, President, Past President.

How do I get nominated?

ReadtheBoardpositiondescriptions.TalktothecurrentofficeholderorothersonthecurrentBoard.ThencompletethenominationformandemailittoTerriHagmann,[email protected].

NomineesmustbemembersingoodstandingofthePMIPortlandChapter.

Aswithanyopportunity,servingonthePMIPortlandChapterBoardofDirectorsrequiresaninvestmentoftimeandeffortfromyou.But,thecareerandpersonalsatisfactionpayoffishuge.Don’thesitate!

Terri Hagmann, VP At Large [email protected]




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

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

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

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

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

http://data.memberclicks.com/site/pmi/ca-el-2011-job-desc.pdf

http://data.memberclicks.com/site/pmi/ca-el-2011-nomform.doc




10







Nominations are now open! Excellence in Project Management Awards—EPMA 2011

Student Project of the Year Award $1250 Scholarship Awarded

Honorsahighschoolseniorwhohascompletedaprojectthisyearandcandemonstrateanunderstandingofhowtheirprojectalignswithprojectmanagementbestpractices.

NominationApplicationSkillsforLifeManual

Project Manager of the Year Award $1000 awarded

HonorsanindividualProjectManagerforhis/herconsistentlydemonstratedleadershipandfocusonprojectmanagementbestpractices.

NominationApplication

Project of the Year Award

Honorsacorporation,non-profitorothercompany’seffortsinitscarefulmanagementofprojects.

NominationApplication

Emailcompletedapplicationsto:[email protected].

Applications due: April 15

Finalist notification: May 1

Award ceremony: May 17

Nominations close April 15th

ItistimetonominateoutstandingProjects,ProjectManagers,andhonorshighschoolseniorsfortheprestigiousPMIPortlandExcellenceinProjectManagementAwards

Who has done an excellent job this past year?

Isthereaproject,organizationorprojectmanageryouknowwhohasdoneanexcellentjobthispastyear?Hasyourteamorsomeoneonyourteamdoneanexceptionaljob?Ifso,thenpleasenominatethemforthisprestigiousaward.

What is the EPMA Award?

TheEPMAAwardacknowledges,honors,andwidelypublicizesaprojectteam,anindividualprojectmanagerandaseniorhighschoolstudentfortheirsuperiormanagementofarecentlycompletedproject.Theprimarygoalsoftheawardsareto:

• Recognizeandcelebrateprojectexcellenceinthe Portlandcommunity• Increaseawarenessofprojectmanagementprinciples anddisciplines• EncouragePMIPortlandChaptermemberinvolvement• IncreasePortlandmetrobusinesscommunityawareness ofPMIandthePMImissionDisclosure of propriety information is not requiredfor nomination or awards.



http://data.memberclicks.com/site/pmi/epma-2011-student-app.doc

http://www.pmi.org/pmief/learningzone/Com-lifeskills.asp

http://data.memberclicks.com/site/pmi/epma-2011-PM-app.doc

http://data.memberclicks.com/site/pmi/epma-2011-Project-app.doc

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


11







11

Chapterdinnermeetingrateshavebeenconfusingforawhileandmayappeartoberandom.Dinnermeetingratescovernotonlythemealsatthemeeting,butthesoundsystem,projectionscreenexpensesandroomrentalfees.TheBoard’sstrategyistocontinuetoattractqualitydinnermeetingspeakersatnocost,whichkeepsourexpensesincheck,whilebenefitingmemberswiththequalityofprogramsprovided.Dinnermeetingratesaredesignedtocomeclosetocoveringourexpensesandprovidethemaximumvaluepossiblebacktothemembership.LikeGoldilockswiththethreebears,itneedstobe“justright”.

TheBoardofDirectorsapprovedsomeminorchangestotheratestructureinanefforttostandardizeratesandassociatetheratewiththevaluereceived.ThesenewrateswillgointoeffectfortheMay Chapter dinner meeting:

1. Therateforthe“KeynotePresentationonly”sessionoptionhasincreasedfrom$12to$15forallattendees.

2. Studentmemberratesincreaseforsessionsincludingamealanddecreasefortheeducationonlysession.Tobeeligibleforstudentrates,studentsmustberegisteredasamemberofPMIGlobal,aswellasamemberofthePMIPortlandChapter.PMIStudentMembershipratesthroughPMIGlobalare$40peryearversustherateof$129fornon-studentPMImembers.

3. Thelatefeewillbe$10foranyattendeewhoregistersafter10a.m.thedaypriortothemeeting.

Onlineregistrationisopenuptothetimeofthemeeting.Weencourageallattendeestoregisteronlinepriortothemeeting,asthishelpsensureasmoothcheck-inprocessatthemeeting.

Member Student Member

Non-Member

Dinner Meeting $25 $15 $35Educational Presentation $10 $5 $10Dinner Meeting and Educational Presentation $35 $20 $45Keynote only (no meal) $15 $15 $15TheBoard’sgoalistocontinuetoofferinsightfulprogramsforamembershipwithdiverseinterestsateachdinnermeetingandassociatetheratestothevalueofeachsession.Ifyouhaveanyquestionsabouttheratechanges,pleasecontactmeattheemailbelow.

Shancy Saban, VP of Finance [email protected]

Chapter Dinner Meeting Rates

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





12







The 2011 Annual Membership Survey is Coming SoonThePMIPortlandChapterwillsurveyitsmembersApril2throughApril26tomeasuresatisfactionwithChapterservices,processesandactivities.ThesurveythisyearwillbeconductedutilizingSurveyMonkey(aweb-basedsurveytoolthatisquiteuserfriendly).MemberswillgototheChapterwebsitethenwillseeinstructionstolog-inanduponlogginginwillbepresentedthelinkforcompletingthesurvey.

Thisisatool,conductedannually,tohelptheChaptermakeyourmembershipmorevaluable.YoursurveyresponseshelpthePMIPortlandChaptermoreeffectivelydeliverprogramsthatfulfillourChapter’svision:

“To be the innovative leader in the region for advancing project management, making individuals and organizations more successful. We are a responsive and collaborative center of excellence promoting ethics, quality, knowledge, skills, integrity and leadership.”

Animportantaspectofthisyear’sAnnualMembershipSurveyistheneedtolog-intotheChapter’swebsite…agoodideaformanyreasons,includingsavingyou$10whenyouregisterforthemonthlymeetingonline.Ifyouarenotfamiliarwiththisordonotknowyourlog-ininformation,pleasefollowthe“NewUsers”linkorcontactthewebsiteadministrator.

Inthecomingweeks,you’llreceiveinformationaboutthesurveyfromannouncementsattheMarchandAprilmeetings,fromannouncementsinthenewsletter,andonthePMIPortlandChapterwebsite.

Staytuned!

Jeremy Black, PMP, VP Membership [email protected]

College Outreach Program Reaches OutFebruarywasabusymonthforthePMIPortlandChapterCollegeOutreachprogram.

PMIPortlandhadauniqueopportunitytovisitaprojectmanagementundergraduateclassattheUniversityofPortland.PMIPortlandwasinvitedbyclassinstructor,Dr.GaryMitchell,tovisittheclassandtalkaboutthreegeneraltopics:1)PMIandPMIPortlandChapter,2)CareersinProjectManagementand,3)CAPM/PMPCertification.

TheeventtookplaceFebruary15,2011,withDeniseTischler,theDirectorofCertificationandBalbinderK.Banga,DirectorofAcademicOutreachsharingpresentationduties.TheeventprovidedagreatopportunitytospreadthewordaboutPMItothecollegecommunity.StudentswerecuriousabouttheprojectmanagementprofessionandespeciallyinterestedinlearningmoreabouttheCAPMcertification.OtherareasofinterestwerethePMIPortlandChapterMentoringprogramandthetypesoftasksdonebyaprojectmanager.

StudentswerealsoinvitedtoattendthePMIFebruaryChapterDinnerMeeting.Atthemeeting,studentscontinuedtonetworkwiththePMIPortlandChaptercommunityandtoaskquestionsaboutwhatittakestobecomeaProjectManager.

PMIPortlandwasalsoinvitedbyinstructorSteveAbelstopresentasimilarpresentationtohisstudentsatMountHoodCommunityCollege.ThefocusoftheMountHoodpresentationwasonthePMPexam,becuasethestudent’swereprimarilygraduatestudents.

AgoaloftheCollegeOutreachprogramistoextendthisprogramandpresentatmorecollegesinthemonthsandyearstocome.FormoreinformationaboutthispresentationandtheCollegeOutreachProgrampleasesendanemailtoacad_outreach@pmi-portland.org.



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


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


13







Program Management: How to Manage Integrated Programs Two-day workshop–April 7-8, 2011 8:30 a.m. to 5:00 p.m.

Integratedprogramsrequirecoordinatingmultiplerelatedprojects,allofwhichmustbesuccessfulatjusttherighttimeinordertodeliveracompletesolutionthatthecustomeriswillingtopayfor.Thisisnotaprojectonsteroids.ProgramManagement’sprimaryfunctionistocoordinateandintegrateacollectionofseparateprojects,likeaconductorleadanorchestra,tocreatebenefitthatcannotbeachievedseparately.Justastheplayersintheorchestraplaythenecessarynotes,projectsintegratedbyaprogramdomostoftherealwork.Butwithoutaconductor,themusiccreatedbyacollectionofindependentplayerswouldnotcoalesceintoagrandsymphony.Similarly,withoutaprogram,acollectionofindividualprojectscan’tworktogethertocreateanintegratedproductorsolution.

Thiscourseintroducesyoutothebestpracticesofprogrammanagement,allowingyoutocoordinateworkacrossmultipleprojectsandfunctionalgroups,tomakethebestuseoflimitedresources.ItalsocoverstheroleofthePMOandtheorganizationalframeworkrequiredtogovernportfolio,program,andprojectmanagement.

Workshop Objectives

Bytheendofthistwodaycourseyouwillunderstand:

• Thebusinessvalueofprogrammanagementandhowitcom-plementsprojectmanagement.• Howtomanageaprogramoftightlyrelatedprojectstargetedatasharedobjective.• Howorganizationalconsiderationssuchasgovernance,stagegates,andmatrixresponsibilitiesimpactprograms.• Howtocreateanactionplantoapplythematerialstoyouruniquebusinesssituation.

Intended Audience

Thisclassisdesignedforpeoplewhomustdelivercomplex,integratedsolutionsandwhohaveexperiencemanagingfunctionalgroups,products,projects,programs,orportfolios.Participantsshouldhaveaworkingunderstandingofprojectmanagement,aswellasthebusinessaspectsofaproject-drivenorganization.

About the Presenter

Jeff Oltmann, PMP,isanexperiencedportfoliomanagerandinstructor.HepreviouslyrantheProgramManagementOffice(PMO)andprojectportfolioforIBM’sdevelopmentfacilityinOregon,andmanagedlargeproductdevelopmentprograms.Jeffteachesportfolioandprojectmanagementtopicsatthegraduatelevel.

TolearnmoreaboutJeffOltmannpleasevisit:http://www.spspro.com

Workshop Details

16 PDUs

World Trade Center121SWSalmonStreet,Portland,Oregon

CostPMIPortlandChaptermembers$795/$895/$995Non-members$995/$1095/$1195(by3/105p.m./before3/245p.m./before4/45p.m.)

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

Professional Development Workshop



http://www.spspro.com

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

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


14







InnoTech 2011: eMarketing, NW Security Summit, Conference, Expo and more!April 21, 20118:00a.m.–5:00p.m.

OregonConventionCenter777NEMartinLutherKingJr.Blvd,Portland,Oregon97232

Gotowww.innotechoregon.comforregistrationanddetails,orcontactSeanLowery([email protected]).

eMarketing Summit @ InnoTech

www.emarketingsummit.comfordetails.UseDiscountCodeEMS20ATfor$20offthepricewhichincludesfulldayofsummit,lunch,SoMeAwardsandmore.

NW ISSA Security Conference @ InnoTech

Thursday,May6,OregonConventionCenter

www.nwsecuritysummit.comforinformationandregistration.

Priceisonly$50forISSA&ISACAMembers.UseDiscountCodeISSA11MBRforlowerprice,$65fornon-ISSAmembers.Feeincludesfulldayofthesummit,luncheonpresentation,allInnoTechConferences,expo&receptions.

Free passes to InnoTech Tech Conference & Expo May 6

Alimitednumberofcomplimentarypassesareavailable.Pleaseregisteratwww.innotechoregon.com.UsePMI888intheDiscountCodefieldforcomplimentaryadmission.(ThispassdoesNOTincludetheNWCIOSummit,NWISSASecurityConferenceoreMarketingSummit,extraregistrationfeeisrequired)

JustafewoftheInnoTechconferencetracks&specialevents:

• MicrosoftTechnologySymposiumincludingSharePoint2010andOffice2010demos• Wireless/MobileApplicationsTrackincludingNativevs.web,mobileapplicationpanel• TalksonCloudComputing,DataCenter,SocialComputing,iPaddemo,andmuchmore• InnoTechHappy45-Minutes(theperfectplacetomingleovercomplimentarybeverages,appetizers,livemusicandexhibits)



www.innotechoregon.com

mailto:seanl%40prosperaevents.com?subject=

http://www.emarketingsummit.com

http://www.nwsecuritysummit.com

www.innotechoregon.com


15







2011 Education CalendarMarkyourcalendarsfortheseimportanteducationalevents:

March11 StopPlayingGames RickMorrisApril2-May7 PMP/CAPMSpring2011

PrepCoursePMIPortlandChapter

April7-8 ProgramManagement:HowtoManageIntegratedPrograms

JeffOltmann

May11 ManagingVirtualTeamsforRealResults

RickBrenner

September8 KillerCompetency KimiHirotsuZiemski

October6 ProjectDynamicswhenWorkingwithPassive/AggressiveBehavior

RachelPaulson

November ChangeLeadership SteveBrook

Watchyouremailfordetailsandregistrationinformationasitbecomesavailable.Or,visittheEducationwebpage.

Save the Date! August 19 is Professional Development Day, 2011!Don’tmissthesummer’sbiggestevent!Thehighlyantici-patedManagingProjects, Programs and Portfolios ConferenceisscheduledforFriday, August 19, 2011.

WatchthePMIPortlandwebsiteandyouremailfordetails.



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



16







Congratulations New Credential Holders!

Membership News

MembershipinformationisprovidedtotheChaptermonthlybyPMIHeadquarters.Theremaybeadelayinseeingyournameonthispageduetonewsletterpublishingconstraints.ContactPMIHeadquartersatwww.pmi.orgtochangeormanageyourmembershipinformation.

PMI CredentialsTheProject Management Professional (PMP)®isthemostimportantglobally-recognizedandindependentlyvalidatedcredentialforprojectmanagers,perfectifyouhavedemonstratedexperienceandcompetenceinleadingprojectteams.

TheCertified Associate in Project Management (CAPM)®isagoodentry-levelcertificationifyou’renewtoprojectmanagement,orstillfiguringoutyourcareerpath.

TheProgram Management Professional (PgMP)®isdesignedforthosewhomanagemultiple,complexprojectstoachievestrategicandorganizationalresults.

ThePMI Scheduling Professional (PMI-SP)®isaspecialtycredentialforpractitionerswhowanttofocusondevelopingandmaintainingprojectschedules.

ThePMI Risk Management Professional (PMI-RMP)®isaspecialtycredentialthatdemonstratescompetenceinassessingprojectrisks,mitigatingthreatsandcapitalizingonopportunities.

Ambadkar,AbhayBayha,JeffBenjamin,KarriBetcher,MaryBocek,JosephBorders,NickolasBuckham,RockyCaldwell,TonyDeMario,JohnDePalma,JoanDulley,TracyErickson,SteveErnst,LindaFitzgerald,CatherineGiard,MichaelGrandgeorge,LisaIrwin,KristinKommu,VenkataLandre,CarlLe,QuaLee,Stacey

Devlin,Corkey,PMPGerts,Kenneth,PMPMinor,Earl,PMPSternkopf,Peter,PMPWalker,Geoff,PMP

Lublin,ChadMiller,JenniferMitcheltree,JamesNgo,SonParsons,WilliamPelaske,CharlesPollock,DebraPyle,FnuQuick,DarrellRitter,RusselRogers,JasonSeeley,GordonSouw,VerenaSpisovskiy,FilippStepke,KurtStone,NanceStuedli,LynneWatko,BrianWishart-Black,JanetWojsznis,Diana

Welcome New Members!

PMP Credential Exam Changes on August 31, 2011Readthearticleonpage28formoreinformation.GotoPMI.orgforcompletedetails.



http://www.pmi.org

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


17







Welcome Susan PommierPleasewelcomeSusanPommiertotheMarketingPortfolioteamasamuchneededproofreader.SheisalsotheDirectorofRegistrationforthePMIPortlandChapter.

Susanhasadiverseprofessionalbackgroundwhichincludeshigh-tech,energy,healthcare,andeventplanning.Herpositionshaveincludeddatabaseadministrator,technical

writer,energymanager,projectcoordinator,andeventmanager.

SheisworkingtowardaMastersinProjectManagementandanMBAatKellerGraduateSchoolofManagement.Inaddition,hergoalistogetherPMPcertificationlaterthisyear.

WearepleasedtohaveSusanjoinourproofreadingteamandapplaudherdualvolunteeringroles.

Welcome Prakash APrakashiscurrentlyworkingasanInformationAnalyst(Contract)forTheStandardInsuranceinPortland’sdowntownareaandhasbeenpassionateaboutProjectManagementsincehisearlycareer.

HeisanalumofWillametteUniversity’s2010MBAprogramandhasanElectricalandElectronicsEngineeringdegreefrom

hisundergraduatestudies.AsthePresidentoftheProjectManagementChapterforWillametteUniversity,alliedwiththeSalemChapterofPMI,PrakashhasorganizedseveralProjectmanagementeventsforthebenefitofstudents,culminatinginatrektoNikeandPGEtounderstandthedifferentstylesofProjectManagementpracticedintheseorganizations.WithexperienceworkingforlargeorganizationslikeAmazon.com,TCSandtheStateofOregon,PrakashbringsnotonlyhispassionforProjectManagementbutalsohiscommittmenttoexcellenceinhisroleastheAssistantDirectorofVolunteeringatPMIPortland.

Welcome Shirley Briggs ShirleyBriggshasacceptedthepositionofAssistantDirectorofWorkshops.ThisinvolvessupportingthedutiesoftheDirectorofWorkshopsandpromotingthequalityofPMIPortland’sworkshopsforitsmembers.

ShirleyistheLaunchManagerforXeroxCorporationandisresponsibleforthedevelopingnewcolorworkgroupprinterstolaunchtoeveryregionaroundtheglobe.Duringher10yearsatXeroxCorporationshehasalsomanagedoffshoresoftwareintegrationintonewproducts.Shirleyenjoysleadingglobalteamstoimprovecommunicationandworkprocessestoreachcommongoals.HerbackgroundincludessoftwaredevelopmentandtestingatAT&TBellLaboratories,AccountExecutiveforAT&TandextensiveProgramManagementofbothhardwareandsoftwaresystems.

ShirleyholdsaBachelorofSciencedegreeinManagementandanMBAwithafocusinOrganizationalBehaviorfromMarylhurstUniversityinOregon.ShehasalsocompletedthePMP,CSMandSixSigmaGreenBeltcertifications.

Get the iPhone AppNowyoucanviewandusethePMIPortlandChapterwebsiteonyouriPhone.Othersmartphoneappswillbeaddedsoon.

TodownloadtheiPhoneapp,clickhere.



http://itunes.apple.com/us/app/memberclicks/id410410762?mt=8


18







Board of Directors ChangesPresident

ThePMIPortlandChapterhadachangeinleadershiponFebruary7,2011withSteveThorntontakingoverafewmonthsearlyasPresidentfromJosephMarietta.

JosephMariettahasbeenaleaderandchampionforPMIinthePortlandareaandhasmademanysignificantcontributionstothePMIPortlandChapter.HeservedontheBoardofDirectorsforsevenyearsvolunteeringcountlesshoursandinitiatingawidenumberofprogramsthathavehadapositiveandlastingeffectontheChapter.TheseincludetheNewMemberOrientationprogramandtheVolunteerRecognitionprogram.HealsodevelopedaproactivetransitionprocessfortheBoardtouseeachyearasweusherinthenewmembers.WeallthankJosephforhispassionandmanyyearsofleadershipandservicetothePortlandChapter.

PertheChapter’sapprovedby-laws,thePresidentElectassumestheroleofPresidentintheeventthecurrentPresidentroleisvacated.

Vice President of Programs

PleasewelcomeChristiLoya,MBA,MPM,asVicePresidentofProgramsforPMIPortland,takingoverforSteveHeck.TheBoardapprovedChristi’sappointmentonFebruary8,2011.

Christihasworkedinprojectmanagementforseveralyearsandexcelsinchangemanagement,problemsolving,andteam

building.HerbackgroundandexperienceareaperfectfitfortheBoardandfortheChapter.ChristiisdoinganoutstandingjobastheVolunteerRecognitionProgramManager,andherenthusiasmandskillswillbeagreatvalueaddtotheBoard.

Would you like to volunteer? Growyournetworkandyourskillset!Thesearesomeofthevolunteeropportunitiescurrentlyavailable:

• Newsletter Director (Marketing)• Director of Public Relations (Marketing)• Social Media Manager (Marketing)• Director of Branding (Marketing)• Editors (Marketing)• Proofreaders (Marketing)• Art Director (Marketing)• Director of Marketing Sales (Marketing)• Director of Assets (Operations)• Instructor, PMP Prep Course (ProfessionalDevelopment)• Mentoring Program Administrator (Outreach)

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

Bobbi Snow, Volunteer of the Month!

ThePMIPortlandChapterishonoredtoelectBobbiSnowasVolunteeroftheMonth.BobbibeganvolunteeringatPMIPortlandregistrationdesk,andsincethenherresponsibilitieshaveexpandedgreatly.BobbinowhasthedualroleofDirector of Program SupportandDirector of Speaker Management.Bothoftheserolesarechallengingintheirownright,butforone

persontotacklebothistrulyremarkable.

BobbihasbeenanimmensehelptotheProgramsportfolio,providingsupportforthePMIPortlandChapterdinnermeetings.Sheworkscloselywiththeeducationandkeynotespeakerstoensurethepresentationsweallenjoyareexecutedseamlessly.HertirelesseffortsareatremendoushelptothePMIPortlandChapter,andtheProgramsgroupisverypleasedtorecognizeherforherhardwork




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


19






Website: pmi-portland.orgPhotos-ErikOdegard

TomCox,educationalspeaker

DamianSmith,keynotespeaker

DianneJohnson,volunteerofthemonth

DouglasWood

SabyWaraichandPrakashA,volunteerteam




20







Flexible Project Management: Building a Flexibility Toolbox

continued

Final article in a series on flexible project managementBy Preston G. Smith and Jeff Oltmann

Broadening Agile

Agilesoftwaredevelopment—andagileprojectmanagement—isapopulartopicamongprojectmanagerstoday,asitallowsthemtodealwiththeinevitablechangesthatoccurinthemiddleofaproject.Buthowdoagiletechniquesapplytonon-softwareprojects?Thisisthefinalarticleinaseriesthatexploresthatquestion.

Agiletechniquesareideallysuitedtosoftwaredevelopmentprojects.Butifyourprojectisinanotherdomain,agileislikelytobefrustrating,becauseagilesoftwaretechniquesexploitcharacteristics,suchasobjecttechnologies,thatareuniquetothesoftwaremedium.Agilesoftwaretechniquesdonottranslatedirectlytootherdomains.Instead,peoplewholeadnon-softwareprojectsmustunderstandhowagilecreatestheflexibilitytoaccommodatemid-projectchange,andthenbuildanewsystememployingtheseprinciples.

Previousarticlesinthisserieshaveaddressedseveralaspectsofbuildingaflexibleprojectmanagementsystem.

• “AgileIsn’tJustforSoftware”-theimportanceofusingitera-tion,ratherthanstrictlysequentialprocesses,tomaintainflexibil-ityinaturbulentprojectenvironment• “EnablingaFlexibleTeam”–theimpactofgettingtherightpeopleontheprojectteam,andthengivingthemauthorityandsuitablespacetoworkin• “CreatingaFlexibleEnvironment”–howtodecidewhenthebenefitsofflexibilityareworthitsadditionalcost,andhowdeci-sion-makingaffectsflexibilityInthisfinalarticle,weshowhowprojectmanagerscanpursueprojectplanningandprojectriskmanagementwhenoperatinginaturbulentenvironment.

Managing in an Uncertain World

Managingaprojectinaflexiblewayviolatesmanyassumptionsandbehaviorsthatprojectmanagersusuallybringtoaproject.Thenormalassumption,whichisactuallyquiteeffectiveinastable,predictableenvironment,isthatchangeiscostlyandleadstovariationsfromtheplaninprojectoutcomes,sothewisestapproachistonaildowneverythingconnectedwiththeprojectasearlyaspossibleandfollowthatroutetoprojectcompletion.Theimpliedobjectiveistofinishtheprojectascloseaspossibletotheoriginalplan.

Flexibleprojectmanagers,incontrast,assumethatchangewillhappenandorganizetheirprojectsaccordingly.

Plan the Project Expecting Change

Mainstreamprojectmanagementgenerallyfollowsthepremisethatthoroughplanningupfrontisthebestwaytorunaproject.Infact,inmanyorganizations,acomplete,detailedprojectplanisrequiredeventoobtainapprovaltostarttheproject.Thereseemstobecomfortinhavingadetailedplan,evenifitisfictional;fromthis,itshouldcomeasnosurprisethatmanyprojectmanagersspendthemajorityoftheirtimeattheirdesks,updatingtheplanaseventschange(wewillhavemoretosayaboutthisuseoftimeinthenextsection).Whenchangeisthenorminaproject,therearemoreeffectivewaystoplan;wecovertwoofthem.

1Thefirstmethodis“rollingwaveplanning,”inwhichonlyimmediateactivitiesareplannedindetail,andtherestoftheprojectisplannedinmuchlessdetail(seeGithens,listedbelow).Astheprojectrollsforward,thedetailedplanningalsorollsforwardjustaheadofit.Althoughthisseemssimple,therearetwoimportantthingstokeepinmind.Oneisthatwhenyou




21







planworkgrossly,youtendtounderestimatebecauseyoumissthetime-consumingdetails.Youcancompensateforthisbiasbyreviewingsomepastprojectsthatwereplannedgrossly.Comparetheestimatedprojectdurationwiththeproject’sactualdurationtocomputeacompressionfactorthatyoucanusetocorrecttimeestimatesforfutureprojects.Theotheritemtokeepinmindisthatgrossplanningandplanning“onthefly”runcountertothecultureinmanyorganizationsthattakecomfortindetailedplans.Youmayencounterresistancetothislogicaltechniqueatmanylevels.

2Thesecondwayofplanningunderheavychangeis“loose-tightplanning,”whichistheapproachtakeninAgilesoftwaredevelopment.Agileprojectsaretypicallyconductedinshortiterations(oftencalledsprints)ofonetosixweeks,typicallytwoweeks.Aniterationisplannedjustwhenitstarts,andfutureiterationsareleftunplanned.Duringtheiteration,theteamfollowstheirplantightly,andthelooseperiodbetweeniterationsallowsallfutureworktobecompletelyreplannedbyworkingfromalistofdesiredproductfeaturesthatisre-prioritizedbetweeniterations.Thisisaradicalapplicationoftheidea;Boeing,whendevelopingtheir777airliner,usedamoremoderateapproach,whereintheyalternatedbetweenlooseperiodsofdesignandtightperiodsofstabilizationandintegration.

Manage Project Risk Continually

Nearlyallofthemanyreferencesonprojectriskmanagementsuggestaproceduralapproachtomanagingaproject’srisks:firstidentifytherisksaprojectfaces,analyzeandcomparethem,thenprioritizethem,takeactionagainstthemostseriousones,andfinally,monitoryourprogressagainstyourriskresolutionplans.Thisapproachismosteffectivewhenthereisarelativelystableprojectplaninwhichyoucanidentifytheproject’srisks.Iftheprojectplanisinflux,thisproceduralriskmanagementapproachwillmissimportantrisksthatemergeduringtheproject.Evenaregularrescanfornewrisks,asgoodpracticeencourages,isunlikelytokeepupwithafast-changingproject.

Inaturbulentenvironment,aproceduralapproachtoriskmanagementmustlargelyshifttoanintrinsicone.Byintrinsic,wemeanthateverythingyoudotomanagetheprojectisdonetomanageitsrisk.Herearesomeexamples:

• Stayclosetocustomerstomanagetheriskofrequirementchanges• Createyourproduct’sarchitecturetofenceinareasofdesignchanges(seeSmith,pp.57–84)• Dolotsofexperimenting,testing,andprototypingthroughouttounderstandwhatmightchangeandbyhowmuch(seeSmith,pp.85–106)• Staffyourteamwithaneyetowardresourceshifts• Keepintouchwithsupplierstoforeseechangesinyoursupplyofcomponents• Createteamcommunicationtools,suchasdailystand-upmeetings,asanearly-warningsystemforunforeseenproblemsInaturbulentenvironment,theprojectmanager’swholejobisriskmanagementandithelpstobeabitparanoid.WeickandSutcliffe(seebelow)explainhowthisisdonebyobservingpeople,suchasfirefighters,whoconstantlyfaceunexpectedsituations.Atthispoint,itshouldbeclearthatspendingtimeatthecomputercontinuallyupdatingtheprojectscheduleistheantithesisofthisstyle.Onflexibleprojects,theprojectmanagershouldbeoutonthefloorcontinually“takingthepulse”oftheprojectwhilewatchingfortomorrow’schanges.

Thisisnottosaythatthereisnoplaceforaproceduralapproachtoriskmanagement.Turbulentprojectsstillhavesomerisksthatcanbeidentifiedwellinadvanceandthatwillprobablypersistformuchoftheproject.Aproceduralapproachshouldbeappliedtotheserisks,butthebalancemustshiftmostlytowardtheintrinsicapproach.

continued




22







Endpoint

Herearetheessentialpointstorememberaboutbuildingaflexibilitytoolbox:

• Inachaoticenvironment,planthedetailsasyougo,butexpectresistancefromthosewhoexpectthoroughplanning.• Inaprojectunderheavychange,everythingtheprojectman-agerdoesisdonetomanageprojectrisk.Finally,recallfiveotheressentialpointsfromthepreviousthreearticlesinthisseries:

1. Plantoiterate.2. Putpeopleandtheteamfirst–theyarebyfarthebiggestfactorindevelopmentproductivity.3. Applyflexibilityselectively,becauseithasacost.4. Keepyouroptionsopenuntilthelastresponsiblemoment.5. Expectproductrequirementstochange.

Further Information

• Githens,Gregory.D.(2007).UsingaRollingWaveforFastandFlexibleDevelopment.InAbbieGriffin&StephenSomermeyer(Eds),ThePDMAToolBook3forNewProductDevelopment,Hoboken,NJ:Wiley,pp.397–415.• Smith,PrestonG.(2007).FlexibleProductDevelopment.SanFrancisco:Jossey-Bass.• Weick,KarlE.,&SutcliffeKathleenM.(2001).ManagingtheUnexpected.SanFrancisco:Jossey-Bass.

About the Authors

Preston G. SmithisprincipalconsultantatNewProductDynamicsinPortland,Oregon(www.NewProductDynamics.com).Hehasspecializedinresponsiveproductdevelopmentfor25yearsandiscoauthorofthetime-to-marketclassic,DevelopingProductsinHalftheTime.Hisbook,ProactiveRiskManagement,wonthePMI

DavidI.ClelandProjectManagementLiteratureAwardfor2003asthebestpieceofprojectmanagementliteraturepublishedin2002.Morerecently,hehascombinedhisinvolvementintheagilesoftwaredevelopmentcommunityandtherapidprototypingcommunitywithothersourcestocreatethismaterialonflexibilityandthebook,FlexibleProductDevelopment.Formoreonflexibility,seeFlexibleDevelopment.com.PrestonisaCertifiedManagementConsultantandholdsanengineeringPhDfromStanford.

Jeff Oltmann, PMP,isprincipalconsultantatSynergyProfessionalServices,LLCinPortland,Oregon(www.spspro.com).HeisalsoonthegraduatefacultyoftheDivisionofManagementatOregonHealthandScienceUniversity.Hisspecialtiesincludestrategydeployment,operationalexcellence,andprojectportfolio

management.Jeffisaseasonedleaderwithover20yearsofexperiencemanagingsuccessfultechnologyprograms.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


23







How Project Managers Can be Effective Not-for-Profit Board Members

Atfirstglance,someobserversmayconcludethatprojectmanagersarenotuniquelyqualifiedtomeettheaboverequirements;however,thereismuchevidencetothecontrary.Thissectionfocusesonidentifyingspecificprojectmanagerskillsthatcanbeveryvaluabletonot-for-profitorganizations.Understandingthisimpactwillnotonlyhelpadvancetheprojectmanagementfield,butwillalsoenableprojectmanagerstoperceivetheircurrentrolesinamorestrategiclight.Adiscussionofthefollowingskillswillhelpdemonstratethisindetail:

Strategic Implementation

Interestingly,fromahighlevelthereisasolidlinkbetweenboardsandprojectmanagement.Forinstance,considertheexampleofanot-for-profitcompanythatisattemptingtoopenanewlocationtoprovideadditionalarttherapylessons.Theneedtoexpandislikelybaseduponaspecificstrategyidentifiedorapprovedbytheboard.Themethodoftenusedtoimplementsuchadirectivewouldbetodesignatealeaderandbegincreatingtaskstoidentifylocations,realtors,regulations,andotherrelevantfactorsinacquiringthisnewlocation.Althoughitmaynotbeidentifiedasaprojectbyname,thisapproachisreallyaterrificexampleofprojectmanagement.

Wecannowseehowprojects,andthusprojectmanagement,shouldbestrategicinnature.A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Editionalsoemphasizesthatprojectshavethepotentialtoimpactstrategicplans(ProjectManagementInstitute,2008,p.10).Giventhatthisispartofourmethodology,it’scommonforprojectmanagerstobeskilledatbeingawareofthebusinessjustificationfortheirprojects,eveniftheyweren’tbroughtinuntilaftertheprojectinitiationphase.Thisawarenesshelpsdrivetheoperationsoftheproject.Projectmanagersarealsoskilledatunderstandinghowtheirprojectoutcomes,inturn,impacttheoverallstrategyoftheircompany.

Looking Forward by Giving Back: How and Why Project Managers Should Consider Serving on Not-for-Profit BoardsByDavidM.Ciriello,MBA,PMP,PMI-SP,MCTS,CISA

“Project managers will develop the other side of the ‘strategic coin’ and become skilled at not just strategic execution, but strategic thinking.”

Across the Board

Theboardofdirectorsoccupiesaspecialplaceintheworldofmanagement.Thisbody,usedinvariousformsbymostfor-profitandnot-for-profitorganizations,oftenrepresentsthepinnacleofleadership.Onagenerallevel,anot-for-profitboard(Note:Fortheremainderofthisarticle,“board”willrefersolelytoanot-for-profitboard)isunderstoodbymosttobethebodythatgovernstheoperationsoftheorganization.Theseresponsibilitiestypicallyincludethefollowingactivities:

• Developingandreviewingthemission,vision,values,andotherstrategydocuments• Ensuringfinancialaccountabilityfortheorganizationandmeet-ingindividualdutiesofcare• Developing,approving,orimplementingpoliciesandprocedures• Conductingperformancereviewsoftheexecutivedirector• FundraisinganddonordevelopmentInadditiontotheseimportantroles,boardmembersalsoactasrepresentativesoftheorganization.Here,boardmembersarerequiredtounderstandandpromotenotonlytheoperationsoftheirorganization,butthevisionthatdrivestheorganizationtoprovidetheirservices.

continued




24







Similarly,manyprojectmanagershavedirectexperienceleadingprojectsspecificallyrequestedbyexecutives.Theyarelikelytohavesignificantexperiencesupportingandcommunicatingwithhigh-levelexecutivesaboutstrategyexecutionandthisisgreatpreparationforunderstandingthedynamicsofboards.Furthermore,thistypeofexecutiveexposuremaynotbeascommonamongprofessionalsfromotherdisciplineswhomaybeconsideringboardservice.

Organizational Awareness

Manyprojectmanagershaveexperienceworkingonseveraldifferentprojectteams,fordifferentcompaniesand,inmanycases,acrossindustries.It’swelldocumentedthatdifferentcompaniesandindustrieshavetheirowncustomsforconductingbusiness.A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Editionalsohighlightsthatorganizationalcultureisanimportantenterpriseenvironmentalfactorthatprojectmanagersfrequentlyexperience(ProjectManagementInstitute,2008,p.27).Thisdemonstratesthatprojectmanagershaveexperienceperceivingthesecustomsandoftenchangetheirbehaviorandtacticstomeettheneedsoftheircurrentproject,client,orstakeholder.

Althoughalmostsecondnatureformostprojectmanagers,thisisahighlyvaluableboardskill.Boardsoftenconsistofarangeofsuccessfulmembersfromdiversefields,suchaslaw,management,andengineering.Projectmanagersarewellequipped,throughtheiradvancedorganizationalskills,tounderstandthecomplicationsthisleadsto.Boards,likeanygrouporteam,comewiththeirownsetsofproceduresandcustoms,andwithsomanydifferentpointsofviewbeingrepresented,itcanoftenbehardtoachieveunanimousdecisions.However,projectmanagerscanrelyontheirextensiveservicedeliveryskillsacrossmultipleenvironmentstohelpensureprogressisnotonlyachieved,butachievedinthemostefficientandbeneficialmanner.

Hands-on Tip: Gettoknowyourfellowboardmembersandaskquestions.Specifically,inquireabouttheiropinionsandnotjustwhattheywanttodo,butwhytheywanttodoit.Boardmembersoftenhavelonghistorieswiththeircauseortheorganization,anditwillbeveryhelpfultounderstandthesedynamicswhenworkingasagroup.

continued

Process and Planning

Anotherskillprojectmanagershaveistheirunderstandingofprocess,processimprovement,andplanning.Thisskillisimportantfortwomainreasons.First,mostboardsshareonethingincommon—theyareshortontime.Bydefinition,boardmembersarevolunteersandarelikelytohavefull-timepositionsoftheirown,potentiallyinpositionswithheavytimedemands.Second,boardmembersareoftenaskedtooperateoutsidetheircomfortzonesandperformtaskstheyarenotaccustomedtoduetothecross-functionalnatureofboardwork.Forexample,manyprofessionalshavelimitedexperiencewithfundraisingintheirdailyjobs.

Thesetwofactorscombinetocreatestrongneedsonmanyboardsforeffectivetimemanagement,detailedplanning,andtheunderstandingofhowinter-relatedprocessescometogether.Thisisanotherareainwhichprojectmanagerscanrisetotheoccasionandreadilyrelyontheirworkexperiencetoleadtheway.Therearemanywaysinwhichprojectmanagerscanhelp,butthefollowingwillbeusefulinpromotingeffectiveplanning:

Hands-on Tip:Createasimpleprojectplantotracktheboard’sinternalwork,eitheronalargeinitiativeoracrossthespectrumofboardactivities.Thismaybeoneofthemostpressingneedsandwillhelpallboardmembersvisualizetheiractivities,whichmayleadtocapacitydiscussionsbasedonamorecompleteunderstandingortheidentificationofdeficientareas.

Hands-on Tip:Assistwithboardfundraisingbycreatingpersonalizedfundraisingroadmapsforeachmember.Fundraisingisanareainwhichmanyboardmembershavelimitedexposure,andeffectiveplanningcanhelpidentifysimpletasksandmakeacomplexareaseemmoremanageable.

Hands-on Tip:Createandownasimple”resourceplan”forboardmembers.Here,itmaybehelpfultoidentifywhenmemberswillbeunavailableduetoworkortravel,toplanboardteamingeventsorotherboardactivities,andmandatoryboardactivitiesfortheupcomingyear.




25







Theseexamplesarejustsomeofthemanywaysinwhichprojectmanagerscantaketheprocessandplanningskillstheyuseeverydayandimplementthemtobenefittheboard.Thisprocesswillnotonlyserveasanoperationalbenefitbutislikelytoincreaseoverallboardefficiencyandthelikelihoodofsuccessforspecificinitiatives.

Meetings and Committees

Itiscommonknowledgethatboardsrelyheavilyonmeetingstoconductbusiness.Fortunately,projectmanagerscomewellequippedtoensuremeetingsareaforceforprogress,ratherthananobstacle.Almostallprojectmanagersfrequentlyprepareforandfacilitatemeetingswithimportantstakeholders.Here,projectmanagerscanrelyontheirsignificantmeetingexperiencetohelpensurethefollowing:

• Appropriatemeetingpreparationisconducted• Clearobjectivesaresetandcommunicatedbeforehandviaaconciseagenda• Theappropriateattendeesareinvited• Therequireddocumentationisavailablebeforeandduringthemeeting• Progressismadetowardtheobjectives• ActionitemsareidentifiedandassignedAlthoughsecondnaturetomostprojectmanagers,thislevelofdetailandorganizationcanbelackinginboardmembers.Bydecreasingtheinefficientuseoftime,projectmanagerscanhelpkeepthefocusonperformingthetasksneededbytheorganization.

Hands-on Tip:Projectmanagersshouldalsonotoverlookthevalueofagendaandpresentationtemplates.Creatingandsharingthesetoolswithotherboardmemberswillhelppromotethevalueoforganizationandpreparationandalsosavetime!

Committeeworkisanotherareainwhichmostprojectmanagersarecomfortabletakingthelead.Projectmanagerscandrawaparallelbetweenboardcommitteesandtheseparateworkplansandworkteamstheyhavemanagedasapartoftheirjobsandemploytheirprogrammanagementskillstohelptheboardachievecross-functionalresults.Thisanalogywillhelpensureprojectmanagerstapintotheirmanyskills,includingmanagingtheprojectteam,riskmanagement,andcommunicationsmanagement.

Hands-on Tip: Identifyandtracktouchpointsandactionitemsacrossthecurrentcommitteestoensurethereisnoduplicationofeffortandthattheappropriatestakeholdersareinvolved.

Lessons Learned and Internal Assessments

Anotherimportantareathatprojectmanagerscanimmediatelytaketheleadon,isemployingprojectmonitoringandassessmentskills.Here,projectmanagerscanpromotethevalueofconductinglessonslearnedanalyses,whichisanimportantrecurringactivityforprojectmanagers(A Guide to the Project Management Body of Knowledge [PMBOK® Guide]—Fourth Edition,ProjectManagementInstitute,2008,p.64).Asnotedabove,theboardproposesorleadsmanyinitiatives,or”projects,”andoftensupportsseveralsimultaneously.But,inthedrivetoachieveresults,reflectionandassessmentareoftenoverlooked,whichcanbeacostlyknowledgelossthatcouldhavebeenusedtooptimizefutureresults.Projectmanagerscanprovideoperationalinsightsbyensuringthisimportantactionisconductedcompletely and accurately.

Andwhataboutalessonslearnedanalysisforindividualboardmembers?Itiscommonforboardmemberstobeoverworked,whichcanleadtoafailuretoconductassessments,knowledgetransfers,orindividualmemberassessments.Projectmanagersareuniquelypositionedtotaketheleadonthisfrontandprovidethetemplates,structure,ororganizationneededtoensuretheseimportanttasksarecompleted.

continued




26







Hands-on Tip:Reviewexistingboardpoliciesandprocedures,andifthereisnopolicyordocumentforindividualboardmemberassessments,createadraftassessmentdocumentandproposeyourideatotheboard.Seekbuy-in,adoptthefeedback,andsendthecompletedversionforreview/approvalbytheboard.

Projectmanagerscanlaythefoundationfororganizedandefficientdecisionmakingbyassistingtheboardinmanagingitsownknowledgeandresources

Why Project Managers Should Consider Serving on Not-for-Profit Boards

Nowthatwe’veseenhowprojectmanagerscanusetheirskillstomakeapositiveimpactonaboard,thequestionformanyprojectmanagersmaybe:WhyshouldIserveonaboard?Therearemanyreasonswhythischallengingpublicserviceopportunityisworthconsidering;someareobvious,whereasothers,nolessimportant,takealittleextraefforttoidentify.Althoughtherearemanyreasonswhyboardserviceisawonderfulopportunity,consideringthereasonsbelowwillprovideprojectmanagerswiththecriticalinputformakingthisimportantpersonalandprofessionaldecision.

Giving Back to the Community

Allcommunityservice,andcertainlyservingonaboard,shouldbeperformedforthebenefitsofthecauseandtherecipientsofthenot-for-profit’sservices.Althoughtherearebenefitstothevolunteeringboardmember(listedbelow),theprimaryfocusmustalwaysbeonthosebeingserved.Thus,theanswertothequestion,”Whyshouldaprojectmanagervolunteeronaboard?“isbecauseheorshehasfoundacausethatheorsheispassionateaboutandwantstohelpensurethatthebestandmostefficientservicesareprovidedtothiscause.Ifyoufindyourpassion,theanswertothe”why”’questionwillfallintoplace.

Manyofushaveparticipatedin5Kraces,donationdrives,fundraisers,andrafflestosupportourownvolunteereffortsorthoseofourfamilies.Thisisnot-for-profitworkinmotion,becausethemajorityoftheseeventsarefundraisinginitiativesconductedbynot-for-profits,andmanyoftheseeventswerelikelydiscussedatsomepointbyaboard.Stepbackandthinkaboutthecauseyoufindyourselfgivingtimeto,andyou’relikelytohavefoundthecauseyou’rebestpositionedtosupportfromaboardperspective;chancesaretheanswerisalreadyinfrontofyou.Combiningyourpassiontohelpwithyourprojectmanagementskillswilluniquelypositionyoutosupport“your”cause.

Hereweseeevenmorecongruencebetweenboardserviceandthefieldofprojectmanagement,becauseA Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition,clearlystatesthatallprojectshaveexternalstakeholders,andoneofthesestakeholdersisalwaysthecommunityatlarge(ProjectManagementInstitute,2008,p.24).Fromthisperspective,boardservicecanbeseenasaprojectthathasalarge,butwell-definedstakeholderthatmustalwaysbesupportedthroughyouractions.JustasyoumayreporttotheChiefInformationOfficerorprogrammanagementofficedirectoratwork,whenservinganot-for-profityou”workfor”thepeopleyouserve.Approachingboardserviceinthismannerwillhelpensurethesameaccountability,methodologies,andplanningstrategiesyouuseatworkwillguidethecommitmenttoyourcause.

Gaining New Perspectives

Whenmakingthedecisiontoputothersfirstandgivetimeandknowledgetoacause,it’salsoimportanttonotethatprojectmanagersinsodoingwillundergomanybeneficialprofessionalexperiences.Forexample,thereisnobetterwaytodevelopenhancedstrategicskillsthanbygainingtheongoing,hands-onexperienceofboardservice.And,moreimportantlytoprojectmanagers,boardservicerequirestop-down,strategicthinking.Asnotedabove,projectmanagershaveexperiencemeetingstrategicobjectives,butinaboardcapacity,projectmanagerswill

continued




27







begintocreateastrategy.Thus,projectmanagerswilldeveloptheothersideofthe”strategiccoin”andbecomeskilledatnotjuststrategicexecution,butstrategicthinkingaswell.Thinkaheadtoyournextbiddingprocessorprojectstatusupdateandhowmuchbetterpreparedyouwillbebyhavingatruecross-functionalunderstandingofhowanorganizationruns.

Similarly,boardservicewillhelpdevelopanotherskillthatmanyprojectmanagersmayhavelessexperiencewith:ownership.Bydefinition,weallknowthatprojectsaretemporary.Thiscansometimesprovideanactualoremotional”out”forprojectmanagers,whoafterasix-monthproject,maybeabletoleavetheprojectandneverhavetodealwithanydifficultrepercussions.However,inservingasaboardmember,therearenotemporarydecisionsandnotemporaryoutcomes.Aboardmembermustmakelong-termdecisionsandconsiderallimplicationsbeforeactingorvoting;inmostcases,heorshewillbetaskedwithmonitoringthedecisionorinitiativetoensurethedesiredoutcomesareachievedandthensustained.

Networking

Similartotheabovebenefitofdevelopingnewperspectives,theexperienceofservingonaboardcanprovideprojectmanagerswithawealthofvaluefromnetworkingwithexecutives.However,thenetworkingshouldnotbefocusedonnetworkingforjobsornewprojectopportunities;rather,here,themostimportanttypeofnetworkingbenefitisknowledgenetworking.Boardsarelikelytoincludeseveralmemberswhoareorweresuccessfulindustryexecutivesandwhoprojectmanagerscanlearnfromandmodel,intermsofcommunication,style,andexecutivepresence.Theselessonscanthenbeappliedtofutureprojects.

Inadditiontotheseexecutives,boardscanalsoincludeindustryorcause-specificleaderswhocanprovideawealthofknowledgeregardingservingthecommunity,workingwiththegovernment,andhelpingthoseinneed.Projectmanagerscanusetheserelationshipstohelpdeveloptheirownskillset,whichfocusesongivingbacktothecommunity.Throughouttheseexperiences,projectmanagersshouldbeawareofhowthebusinessworldinteractswiththecommunityandidentifywaysitcanbedonebetter.Justasaprojectmanagermaytransferprojectmanagementbestpracticestotheboard,projectmanagersshouldnotoverlookthegreatideasthesecommunityleadershave,whichmaybeapplicabletotheirprojects.

Ifdonesuccessfully,yourprofessionalandcommunityco-workerswillbecomingtoyouforknowledgeonnavigatingthe“two-waystreet”betweentheprofessionalworldandthecommunity.

Leadership Skills Development

Finally,theexperienceofservingasaboardmemberwillhavemanyindirectimpactsonaprojectmanager’sprofessionalpersona.Specifically,youwillbeworkingwithandmodelingexecutivestohelpfinetuneyourownleadershipstyle.Thisisimportant,becauseA Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition,stressestheroleofinterpersonalskillsinthemanagementofprojectteams(ProjectManagementInstitute,2008,p.240).Byfurtherdevelopingtheseimportantsoftskillsthroughworkingwithboardmembersandcommunityleaders,projectmanagerswillenhancetheirabilitytomotivateprojectteammemberstoachievetheircollectiveobjectives.Thisisaskillthatappliesequallytobothprofessionalandpersonalendeavors.Boardexperienceswillalsohelpstrengthendecision-makingskillsbecauseofthefocusonaccountability,long-termconsiderations,andcommunityimpacts.Eachdecisionmadeasaboardmemberandeachnewnetworkingcontactwillbeadditionalpartsinthedevelopmentoftheprojectmanager’sprofessionalpersonaandwillhelppromotebetterresultsthrougheffectiveleadership.

Looking Forward by Giving Back

“Joining a board is not the end result of your community service interest, but rather the beginning of a new personal and professional learning process.”

Choosingtobecomeaboardmemberisanimportantdecisionthatrequiresextensivecommitmentandresponsibility.Thisarticlehighlightedsomeoftherelevantskillsandbenefitsthatprojectmanagersshouldconsiderwhenmakingthatdecisionanditalsohighlightedsomeofthebenefitsofthisuniqueopportunity.Forprojectmanagerswhochoosetotakeonthischallenge,it’simportanttorememberthatthemoreyoulearn,themoreyoucanachieve.

continued




28







Inthislight,joiningaboardisnottheendresultofyourcommunityserviceinterest,butratherthebeginningofanewpersonalandprofessionallearningprocess.Theexperiencesandskillsyoudevelopthroughboardservicewillhelpensurethatyoucontinuetogrowandchallengeyourselfbothasanindividualandaprofessional.Themoreyoulearn,themoreyoucangivebackandthecyclewillrepeatitself,becauseyouwillbeabletomakeagreaterfootprintinyourcommunityandasaleaderwhereveryougo.Throughyourinvestmentasacommunityleader,youwillserveasanotherexampleoftheimportanceandapplicabilityofourchosenprofession,projectmanagement!

References

ProjectManagementInstitute(PMI).(2008).A Guide to the Project Management Body of Knowledge (PMBOK® Guide)— Fourth Edition.NewtownSquare,PA:Author.

About the Author

DavidCirielloisaProjectManagementProfessional(PMP®)andProjectManagementInstituteSchedulingProfessional(PMI-SP®)credentialholderwithsixyearsofprojectmanagementandprojectmanagementofficeexperience.Mr.CiriellohassupportedorledmanyITandbusinessinitiativesforexecutiveleadershipintheareasofstrategicplanning,riskmanagement,governance,processimprovement,andstatusreporting.

Mr.CirielloisagraduateofOxfordUniversityandisbasedinNewYorkCity,wherehefocusesonthepublicsector.Heisanactivecommunityvolunteerandcurrentlyservesonthenot-for-profitboardofdirectorsforaNew-Yorkbased501(c)(3)not-for-profitorganization.Mr.CirielloisamemberofthePMINewYorkCityChapterandcanbereachedatdavid.ciriello@alumni-oxford.com.

PMIVirtualLibrary|www.PMI.org|©2010DavidM.Ciriello



mailto:david.ciriello%40alumni-oxford.com?subject=

http://www.pmi.org


29







PMP Examination to be Updated in 2011TheProjectManagementProfessional(PMP)®credentialexaminationwillberevisedin2011,basedonupdatestotheprofessionalroleofaPMP®credentialholderrecentlyfoundbyPMI’sRoleDelineationStudy(RDS).

PMIconductsaRoleDelineationStudyforthePMPcredentialeveryfivetosevenyearstoensurethecredentialreflectscontemporarypractice,evolvestomeetcurrentneedsintheprofession,andtocomplywiththePMPcredential’saccreditationagainsttheISO17024standard.

Projectmanagerspursuingthecredentialorpreparingfortheexamintheupcomingyearshouldbeawarethatapproximately30percentofthePMPexamwillchange.EducationandexperienceeligibilityrequirementsforthePMPcredentialwillnotchange,however.

AsaresultoftheRDS,certainareasoftheexaminationwillbetestedinadifferentwaybecauseanexistingdomainwasseentobecommonacrossallcontentareasoftheexamination.Specifically,theProfessionalandSocialResponsibilitycontentarea(Domain6)willnowbetestedineverydomainratherthanasaseparatedomainontheexamination.

TheRDShelpedrevealthatprofessionalandsocialresponsibilityareintegratedintoalloftheworkofprojectmanagement.PMI’sCodeofEthicsandProfessionalConductshouldthereforebeviewedasnowintegratedintotheday-to-dayroleofaprojectmanager,emphasizingitsimportanceineachphaseoftheprojectlifecycle.

ThenewexaminationisscheduledtobereleasedonAugust 31, 2011.ThismeansthatthelastdaytotakethecurrentPMPexamisAugust30,2011.

Candidateswhowouldliketotakethecurrentversionoftheexaminationareadvisedtoscheduleearlytoensurethattheyareabletoobtainatestdatebeforetheupdate.

Toreflectexammodifications,PMIhascreatedandreleasedanewPMPExamContentOutlinethatwillreplacethecurrentPMP®ExaminationSpecification.YoucanfindmoreinformationabouttheRDSandrelatedexaminationchangesonPMI.org.

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

Seereportinginstructionsonthewebsite,[email protected].



http://www.pmi.org

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



30







30

Board of DirectorsTheBoardofDirectorswantstohearfromyou.Clickontheemaillinktosendanemail.

President [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 ProgramsChristiLoya,MBA,[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 JoinPMIandthePortlandChapter

EventCalendar

ChapterBrochure

ChapterBy-LawsPMIPortlandEditorialPolicy

NewsletterArchive

MissionTopromotetheprofessionofProjectManagementbycreatingacultureandcommunitythatfacilitatesprofessionalgrowththrougheducationandvolunteerism.

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




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

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

mailto:Secretary%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_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=

mailto:workshop%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

Documents

PMI Portland Chapter Newsletter - March 2011pmi-portland.org/assets/newsletter/2011/nl-2011-03.pdf · • PMP Exam Updated • About PMI Portland Website: pmi-portland.org 1 Chapter