May 2009: (View presentation PowerPoint (PDF))

Topic: What is "Lean?" How Can I Use "Lean" Tools in Project Management?

Presented by: Shaun Wilde, PMP

This session will provide a fundamental understanding of the A3 as a tool for planning and reporting project results. Participants will learn about Hoshin Kanri, Shikumi and A3 tools, as well as have a chance to develop their own A3 plan.

The A-3 method is a powerful tool that will enable you to easily keep track of how projects are achieving their goals and targets. This will allow you to take quick action if targets are not being reached as anticipated.

The power of the A-3 method is not just in its ability to convey the appropriate information in a quick, concise manner, but in the method in which follow-up is performed. When used correctly it will be an integral part of a system that is based on problem solving and continuous improvement.

About the Presenter

Shaun Wilde, PMP

Shaun Wilde, PMP is currently a business strategist for Hewlett Packard with more than twenty years of professional experience. Ms. Wilde joined HP in 2001 and has led a variety of international projects from a new start up retail business to technology commercialization.

Wilde's twenty year career spans multiple industries from textiles, agriculture, high technology, and government. She has worked with many well know organizations such as, Hewlett Packard, Levi Strauss & Co., University of California Berkley, and the Department of Energy.

She collaborates with the Blue River Venture Group, a team of former Toyota executives whose focus is to provide lean consulting and learning.

Contact Info: shaun.f.wilde@hp.com

March 2009: (View presentation PowerPoint (PDF))

Topic: Project Manager Support Groups

Presented by: Jeff Crow

As organization budgets tighten one of the first budgets to get hit is usually consulting and training. This can have an impact on the project managers as they find themselves cut free from some of their support systems. They lose their consultants, they can't go to training, they can get fresh ideas. Jeff will provide some ideas for building and maintaining self-sustaining project manager support groups within the organization.

About the Presenter

Jeff Crow

Jeff Crow is president, and principal consultant, of Crow Development Corporation, a professional services consulting firm. From its Portland, Oregon headquarters, Crow Development serves clients throughout the world. Jeff’s practice is focused on assisting organizations undergoing significant change, either self-imposed or brought about by changes in the organization's environment, with a strong emphasis on project management and process effectiveness. Jeff has over 40 years experience in business, with the last 22 years in management consulting on organizational development and training. His clients range from small, family-owned enterprises to multi-national corporations, government, and non-profit organizations. He and his associates provide consulting services and customized training in project management, process improvement, organizational effectiveness and team building as well as client-specific services to individual clients and organizations.

Jeff is the developer of an innovative project management methodology and author of Applying Project Management in the Workplace, currently in its fifth edition. The book is being used as the textbook for project management classes in several colleges and universities across the country. His training programs in project management, process analysis and design, and team building are dynamic and highly interactive. They focus on providing practical tools and techniques, and hands-on experience in a real-world setting.

In addition to his consulting and training practice, Jeff teaches a number of courses, seminars and workshops for Portland-area colleges and universities. He is the faculty advisor and an instructor for the Project Management Certificate Program at Portland State University's Professional Development Center.

Contact Info: JCrow@CrowDevelopment.com, 503-244-8486 or 888-674-0010

February 2009: (View presentation PowerPoint (PDF))

Topic: Emotional Intelligence for Project Managers

Presented by: Susan De La Vergne

Like it or not, emotions play a profound role in professional settings, affecting decision-making, actions and performance. Those in leadership who understand and use Emotional Intelligence succeed where those who cannot are not.

What is Emotional intelligence (EI)? One way of describing it is that it's the hard science of soft skills. Psychologist Daniel Goleman's books popularized emotional intelligence, and his work has demonstrated repeatedly that EI is essential for success on the job.

So where better to apply EI than on projects-where expectations often run high and budgets often run short? But how does a Project Manager develop the kind of clarity about human behavior and culture in a project setting that would help summon the right EI for every occasion?

Emotional Intelligence for Project Managers describes an easy, organized way of looking at the powerful influences that affect all projects, as well as how to anticipate them and apply the right EI at the right time, a practical approach to employing competencies like adaptability, initiative, innovation, emotional awareness, empathy.

About the Presenter

Susan de la Vergne

Compassion, humor and insight characterize Susan de la Vergne's keynotes and classes. Add to that her 20+ years of management experience, and you get credibility and inspriation.

Susan's track record in Information Technology, where she's spent most of her career (so far!), includes successfully leading complex, high visibility projects and implementing organization-wide change initiatives. Today, as a writer and speaker, she specializes in topics for engineering and high tech professionals, including leadership and communication. Her well-researched material — she's an avid reader — combined with stories from her own experience infuse her audiences with a renewed sense of purpose about what they do and confidence about themselves on the job.

Her new book, You Can't Manage Time - But You Can Manage Many Priorities, offers a fresh approach to an age-old problem. Her new book, Terrific Technical Presentations - Engineers On Stage! (due out fall 2008) is aimed at engineering and high tech professionals, helping them prepare and deliver interesting, energized technical presentations.

Contact Info: Susan@AlderBusiness.com

January 2009: (View presentation PowerPoint (PDF))

Topic: Conflict in Project Meetings

Presented by: Brian B. Egan, MSOD CPF RODP

Project meetings and conflict are inseparable. While conflict is usually viewed as a barrier to progress, it can actually help the project if channeled effectively. In this presentation, you will learn about the types of conflict, how to manage them, and how to use the tension of conflict as a positive force for progress.

About the Presenter

Brian B. Egan, MSOD CPF RODP

Brian B. Egan is the principal of Clarity LLC, a Corvallis-based consulting practice specializing in organization change, effective meetings, and project management.

For most of his 26 years with Hewlett-Packard, Brian was a project manager responsible for software R&D, documentation, training, and knowledge management. In addition to his work with Clarity, Brian teaches project management and people management courses at Linn-Benton Community College and consults as a Business Counselor with the local Small Business Development Center. Brian is a mediator with Linn Benton Mediation Services and the Linn and Benton County court system, and is a securities arbitrator with FINRA.

Brian holds an MS in Organization Development and a BS in Computer Engineering. He is a Cerfified Professional Facilitator (CPF) and a Registered Organization Development Professional (RODP).

Contact Info: Brian_Egan@ClarityCorvallis.com, phone (541) 740-0540

December 2008:

(No meeting)

November 2008:

Topic: How to Avoid the 'Ready, Fire, Aim Syndrome' in your Projects

Do you struggle with surprises, drifting requirements, scope creep, unnecessary rework, and managing unrealistic customer expectations in your projects? How do you ensure that your projects will satisfy your customers? Learn expert tips and best practices that will help you improve how you manage the requirements gathering process.

About the Presenter

Tim Runcie, MCTS, MVP, PMP

Tim Runcie, the President of Advisicon, has over 15 years of experience in information systems and 12 years of construction management. Tim has been recognized by Microsoft as an MVP (Most Valuable Professional) for his outstanding excellence in Microsoft Office Project and Project Server and his support to the professional user communities worldwide.

Tim is an excellent project portfolio manager, and has guided numerous organizations with the use of Microsoft Project & Microsoft Project Server, and helped them to successfully complete their projects using scarce resources, fixed budgets and interconnected schedules. Tim combines industry best practices, a passion for knowledge transfer, and tools development to optimize project and project portfolio management processes and successfully integrate project management best practices into an organization's culture.

Tim works with organizations in a wide range of industries, from state and federal agencies to semi-conductor manufacturers. These organizations have benefited from Tim's skill and expertise in standardizing project management methodology across their organizations and in setting up a Project Management Office (PMO) to manage their project portfolio activities and to return visibility of all major initiatives.

Tim loves teaching. When not leading or mentoring organizations, he is teaching classes on the disciplines and technologies of project management. He brings a personal passion for education to every project and a commitment to providing Advisicon's customers with a full set of skills and tools to achieve their goals.

Contact Info: Tim.Runcie@Advisicon.com, phone (503) 253.0331

October 2008:

(No meeting)

September 2008: (View presentation PowerPoint (PDF) and overview document (PDF) )

Topic: Strategy Maps: Getting Strategic Results with Clarity, Focus and Execution

Strategy maps are designed to create a clear picture and a clear path that will lead an organization step-by-step to strategic results. They are a work breakdown structure for strategic programs. They link plans to operations and create the foundation for a strategic performance management system.

A Framework for Goal Setting, Planning and Performance Management
Strategy maps are one of the most popular and effective strategic planning and strategic management methods available today. It has been estimated that approximately 30% of all global companies have adopted some portion of the balanced scorecard approach to develop and manage their strategies.

The strategy map system includes:

• Strategy maps: Link strategic goals and long-term results to actions and operations
• Performance metrics: Turn high-level goals into specific and measurable targets
• Accountability and projects: Clarity about who is doing what and when
• Performance dashboards: Clear visibility into results and roadblocks

About the Presenter

Ed Warnock

Ed is a partner in Cumulus Resources, LLC. Cumulus builds strategy maps, balanced scorecards, performance visibility charts, social networks, wikis and blogs to facilitate setting and reaching strategic goals.

Ed is a frequent presenter locally and around the world on the topic of strategic planning and execution. He is multi-time of the recipient of the Oregon Executive MBA's "excellence in teaching award for his graduate classes on "Implementing Corporate Strategy" and "Managing in the Future."

As often as possible, he enjoys flying gliders over the mountains, valleys and deserts of the northwest.

Contact Info: EWarnock@CumulusLLC.com - (503) 520-1155

June 2008:

Topic: Saying “No:” Restrategizing the Road to Collaborative Negotiations

We have all heard about Getting to Yes and win-win negotiations. So what ever happened to the power of saying “no” in negotiations? Is “no” the enemy of a collaborative settlement? Do competitive negotiations always lead to a loser? Why is appeasement so often viewed as the same thing as collaboration? You should walk away from this session with some new thoughts about the negotiation process, basic ideas on how to build a functional negotiation strategy and the bargaining tactics (negotiation gambits) that support the strategy. Increase your negotiation skills. Learn to say “no” effectively.

About the Presenter

Timothy D.W. Williams, Ph.D.

Timothy Williams received his B.A. from Bethel College and his M.A. and Ph.D. from the University of Minnesota. He has taught courses in conflict management, organizational communications, negotiations, and interpersonal communications at Hamline University, the University of Minnesota, Southern Oregon University and Portland State University. At Portland State he teaches courses in organizational communication, labor relations, labor negotiations and contract administration for the Division of Public Administration, Mark O. Hatfield School of Government.

• He is an experienced key note speaker and seminarist. He has presented more than 2,000 one and two-day training programs on such topics as negotiations, leadership, employee discipline, supervision, labor relations, performance management and other HR topics.
• Since January 1991, he has facilitated over 350 construction project specific “partnering” sessions, with work throughout the country in both the public and private sectors. This work seeks to harness the power of cooperation to bring a construction project in on time, within the budget and at the highest quality.
• He helped design and implement construction partnering programs for the Army Corps of Engineers, the National Park Service, The Federal Highway Administration and numerous state DOTs including Washington and Oregon.
• He has consulted with the Boeing Company’s Facilities group and helped implement a national, corporate-wide strategic partnering program involving 13 “partners” from the design and construction industry. This work helped increase stakeholder satisfaction with the construction process by more than 50%.
• Two of the projects (I-90 Floating Bridge [WSDOT] and Boeing’s CSTC center) received national recognition for excellence and commendation for the partnering process.
• Dr. Williams is a member of the American Society for Training & Development (ASTD), The Industrial Relations Research Association (IRRA), the National Academy of Arbitrators (NAA) and the National Speakers Association (NSA). He is a member and former president of the Oregon Chapter of NSA.

May 2008:

Topic: Agile Methodologies & Project Management: "Fact, Fiction & Can you Use this for your Projects"
 

There are different scheduling methodologies in both Construction, Manufacturing and Technical Project Management. Hear about the use, blending and what are the benefits of using a more Agile Development methodology. PMI, Agile, Scrum, Waterfall, Smart, GERD, RAD, JRAD all fit a category of methodology, but what is right for you, your projects and your team? This session will share the latest approaches from leading corporations in utilization of methodologies world-wide to speed up project management processes and project delivery.

About the Presenter

Tim Runcie, MCTS, MVP, PMP
President – Advisicon Inc.

Tim is a published author and world recognized training and consulting expert in technology in support of project and portfolio management (sometimes referred as EPM). Tim participates as a board of director for the Program Management Forum (emphasis on program management) as well as sits on an Advisory Council to Microsoft focusing on the next 2 generations of technology to support project management.

Tim speaks for the PMI College of Scheduling and travel extensively teaching best practices with Project and Portfolio management leveraging technology, including different methodologies to optimize performance of projects.

Tim is also an Enterprise Project MVP (there are only 21 world-wide) and understands how to utilize different scheduling programs to create Project Management offices working towards Earned Value Management.

He is an accomplished speaker and presenter and is actively involved in the regional community of practice surrounding project management.

April 2008: (View presentation materials)

Topic: Project Risk Management: Three Quick-Hit Tools

Often Project Managers and Team Members are challenged with the task of performing extraordinary feats in relatively short-term time frames, knowing that they will encounter problems and risks along the way. Not always does the project have the available planning and resource availability time to allow for full use of all available PM tools for planning, execution, monitoring and control. Risk Management is perhaps one of the areas where we hear that if we have time we'll do it. It is this type of PM planning and action that often gets neglected or in which short-cuts are taken to save time in the planning phase. Yet, the expectation for the team is to deliver on time. And, should events happen the team needs to be equipped with a variety of tools for the diverse field of projects and to confront and overcome the problem or risk.

A few tools in your PM toolbox that are simple to implement, produce reliable and useable findings can be of great benefit. Further, if they are quick to learn and adaptable, teams can apply these tools under various circumstances. Jeff will be presenting three "quick-hit" tools and techniques related to Risk Management that are guaranteed to assist project teams when they are faced with time sensitive project management choices in planning and executing projects.

About the Presenter

Jeff Busch, PMP: Jeff has been active with PMI since attending one of his first PMI meetings in 1985. He received his PMP in1991 and has served the PMI Portland Chapter in numerous capacities including VP of Programs and for a two year term as its President. He remains active with the chapter serving in various advisor roles and on special committees. He was one of the inaugural members for the Salem PMI Chapter, now the Salem Branch of the PMI Willamette Valley Chapter and is currently serving as one of its Board members. Over the years he has taught practically all of PMBOK knowledge areas and continues to teach the Integration knowledge area for Portland’s PMP Prep Course. He has served on a number of committees with PMI Global Operations, including a recent role as a core team lead with PMI Standards for the development and publication of the Second Edition of the Construction Extension (2008) to the PMBOK Guide Third Edition.

With 30 years of experience, he is a recognized authority in project management and scheduling and has provided a wide range of consulting and training in Project Management, Strategic Planning, Disputes Resolution, Change and Risk Management and Business Management. In 2003 he retired from a principal position with one of the northwest’s leading Project Management firms and is now an independent consultant as well as a senior consultant/trainer with Cadence Management Corporation.

Jeff has worked for such organizations as the Corps of Engineers, Oregon Dept. of Transportation, Tektronix, EBay, Starbucks, Boston Scientific, Network Appliance, Spansion, Kimberly-Clarke, AT&T Federal Systems, CH2M Hill, Northwest Natural Gas, Boise, Freightliner, Johnson & Johnson and dozens of local governments. As an author he has published papers and articles in the field of Project Management and developed numerous training courses and manuals for local and national organizations as well as for various government entities. In 1996 he was one of only a few trainers selected to teach for PMI Global in its Seminars World program. As a practitioner he has facilitated consulting and training sessions for federal, state and local governments and more than 300 corporations in the US and abroad. Jeff received his BS degree in Industrial Technology from the University of Wisconsin – Stout. In his non-working time Jeff is an avid traveler and outdoorsman, who enjoys fly fishing, skiing, hunting and coaching youth sports. You may contact Jeff at busch@teleport.com.

March 2008: (View presentation materials)

Topic: Managing Wicked Problem Projects

Wicked problems are ones that are so complicated you generally cannot even define the problem. They are "unsolvable by classical, linear problem-solving processes." Attributes of such projects include:

• Changing cast of multiple stakeholders have conflicting priorities
• There are lots of unresolved political or "organizational" issues
• Unexpected challenges and obstacles keep arising; the constraints on the solution keep changing; it requires iteration and every trial counts
• For moral, political or professional reasons, it's an important problem; for example, your career may be at stake
• The problem was already solved, but the solution is not being followed (i.e. it wasn't a real solution)
• The problem is not independent of the solution; any proposed solution seems to create a new, related problem

This talk focuses on tools and techniques for managing projects that have these sorts of attributes. Topics covered include:

1. Developing recognition for various types of problems and how to be aware of "wicked" problems.

2. Developing an understanding of methods for approaching those types of problems, and minimizing your risk.

3. Understanding the impact of individual and organizational frames on decision-making.

About the Presenter

Brad Hermanson, PE, PMP, is Operations and Program Manager for the Portland Office of Parametrix, a 450-person engineering, environmental sciences and architectural firm centered in the Pacific Northwest.

Brad's consulting specialties have included program management of complex and controversial projects including management of a project for the Times Beach, Missouri Superfund site, one of the most controversial Superfund sites in the United States. He was also the consulting project manager for the Columbia River Channel Improvement Project, one of the most divisive environmental projects in the Pacific Northwest.

Brad is a trainer and technical practitioner in decision analysis, risk management, and project management. He has also taught graduate courses on environmental law and regulations, and is a sought after workshop and conference speaker for a wide range of environmental topics.

November 2007: Link to Crucial Conversations Slide Set (Black & White); Link to Color Slide Set

Topic: Conducting Productive Crucial Conversations

One of the overwhelming reasons for the failure of projects is the absence of clear of clarity in communications. Most of that reason is due to a cultural norm of communicating from a perspective of “Offense/Defense” or an avoidance of either being offensive or defensive. As a result communications are neither productive nor clear.

In this presentation we will explore the framework of how to integrate clarity into crucial conversations with an aim of creating clear, productive and blame-free communications.

About the Presenter

Martin Heltai is a change management expert with Cumulus Resources LLC. He helps organizations going through change avoid unnecessary productivity drops by building transition management and communication plans which reduce staff confusion, resistance and turnover. Cumulus Resources, LLC provides training, consulting and tools for change planning and change management.

October 2007: