June 2016 PMI-OC Milestones by PMI-OC

Milestones www.pmi-oc.org

June 2016 No. 6, Volume 26

www.pmi.org

Building

Leaders for

BUSINESS

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Message

How to Avoid Software Outsourcing Mistakes

2016 Board of Governers

Remember to request the contractor to complete a non-disclosure agreement before sharing vital information. The last thing you need is vital info about company landing into the wrong hands.

Amir Khamseh P President Gregory Scott Past President Michael Weir VP of Adminstrations Ragu Kuppannan VP of Communications Kaustubh Deshpande VP of Finance David Bartholomew VP of Operations Cindy Pham VP of Strategic Planning

In This Issue How to Avoid Software Outsourcing Mistakes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Building Leaders for Business . . . . . . . . . . 4 New PDU Requirements . . . . . . . . . . . . . . . 6 New members . . . . . . . . . . . . . . . . . . . . . . . . 6 New PMPs . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 PMBOK Guide . . . . . . . . . . . . . . . . . . . . . . . . 7 Volunteer opportunities . . . . . . . . . . . . . . . 8 June Dinner meeting news . . . . . . . . . . . . . 9 PMI OC - Networking Meeting . . . . . . . . . 11 VOM (Volunteer of the Month) . . . . . . . . 11 VOY (Volunteer of the Year) . . . . . . . . . . . 12 ATS: Project Estimation and Estimation Tools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Upcoming events/dates . . . . . . . . . . . . . . .16 Index to ads . . . . . . . . . . . . . . . . . . . . . . . . . .16

Outsourcing means giving another company the opportunity to build the software that is safe but easy to use by your business in its day to day activities. Choosing a software company will be tough since you donâ&#x20AC;&#x2122;t know how the various companies work, but yet you are to trust the creation of software that your business will use to the hands of a complete stranger. There are risks when it comes to outsourcing software and to overcome the risks, follow these tips; Knowing what to outsource Although outsourcing saves time, it is always necessary to list out all the projects, activities or work your company carries out. It would assist you to decide on which tasks to outsource and which to complete in-house. Your best projects or work should be managed within the company, and the others can be outsourced. Data protection and confidential must be taken into serious consideration before sharing the project with a contractor.

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Set your requirements After deciding what to outsource, prepare a document that outlines your objectives which should include software functionalities, timescale, budget, etc. The purpose and goals of the software should be stated together with the market itâ&#x20AC;&#x2122;s expected to attract. At this point, you are required to make all the necessary points cleared out because the information given here determines how the software will be designed so always state everything you will need. It can be frustrating to a freelancer or contractor if you are unsure of your requirements. It could translate as being unprofessional. The contractor could feed off your lack of organization which might affect their productivity throughout the process and thus the end product. Conduct an interview There are two options to carry out the interview. It could be done either remotely or onsite. If the software company you wish to Milestones June 2016

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outsource to is located in another part of the city, country or maybe in a completely different country, then you must carry out a robust remote interview via Skype, conference call, etc. The interview offers a chance to talk about their professional portfolio and to see if your requirements are in line with their expertise and services. If the company is located in the same city as yours and you wish to have a face-to-face interview, then make the necessary arrangements well in advance and ensure that you have all your requirements and questions ready before the meeting. From their responses, you can determine if you can work with the company or not. Carry out your background check on the company The purpose of a background check is to find out if the company is who they claim to be, and if they are the perfect choice to outsource your software to. Find out everything you need to know about the company, such as years in business, past projects, endorsements, feedbacks and more. It is your responsibility to know as much as possible about the company before outsourcing your software development to them. You can get a lot of information on their website especially testimonials from previous clients. Nevertheless, it would be misleading to believe all

you read on the site, go further to find out more about the company on independent review sites like Trustpilot and others. The working environment and strategies of the company should also be considered. Consider the best price The truth is, with software development, the best price doesn’t necessarily mean the lowest price. You don’t want to pay cheaply for a mediocre software. The effects and consequences could be devastating to your business especially if you rely on the software for daily use. Pay the best price for the best service on offer, put on your negotiation hat and score a sweet deal. Compare the various prices on offer from a shortlist of suitable companies. Narrow down your list to the final one. Endeavour to remember that for software it’s not about the price but the skill, experience and quality of the service. Prepare a contract After clarifying everything, the next step is to prepare a contract that will contain all that has been decided about the price, period, services, roles, objectives, strategy and all that needs to be noted including the consequences of not meeting up with the agreement. A lawyer should be able to design the contract, for both parties to go

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through and agree before signing. Record your discussions Record all the decisions taken in the course of the discussion whether on the phone or in person. After each discussion, mail all the decisions to the outsourcing company to make sure you both understand each other completely. Create an archive of all correspondences between you and the outsourced company in case of any disputes down the line. Reporting and meetings You are supposed to know how the company works and how often you will be updated on the progress of the work. To have the work done as you want and on time, it’s always important to have meetings through calls either video or audio to get all the necessary updates. When planning to outsource your software development, make sure it is vital and safe to do so. Take all steps to ensure the process is smooth, transparent and professional. Remember that to save time, energy and money you need to research the company, negotiate the best price, request for meetings and reports, prepare a bond, set objectives, and keep records.

–Ragupathi Kuppannan, VP of Communications

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BUILDING LEADERS

FOR BUSINESS On September 10th, We will host our 2016 PMI-OC conference designed to inform, educate, and bring together PMI-OC members and non-members, providing the values of project management leadership, strategic and business management, and technical project management. Join our community of project managers, business analysts, IT professionals, business owners and leaders by subscribing to our 2016 PMI-OC conference updates.

You will receive great content, reminders and deals delivered right to your inbox when you subscribe: 1. Inside the PMI-OC conference behind-thescenes 2. Newly added speakers, breakout sessions, and sponsors 3. Exclusive deals and information

We promise to protect your privacy, and not to share, trade, sell, deliver, reveal, publicize, or market your email address in any way, shape, or form. Donâ&#x20AC;&#x2122;t worry, we will not send you irrelevant or spam emails. Subscribe today to receive timely and relevant conference news, and updates.

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Building Leaders for Business

COMPLIMENTARY

PROFESSIONAL HEADSHOT! Courtesy of AnhStudio, PMI-OC will provide FREE professional quality business headshot (a $185 value) for anyone attending the Conference â&#x20AC;&#x153;Building Leaders for Businessâ&#x20AC;? on September 10th. Your headshot is the face of your personal or business brand so take advantage this service!

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New Members Katherine Ajk Thomas Amlie Damian Arraiz Thomas Arzu Rosenstiela Banaga Viren Bhavsar Victoria Booker Julie Bowman Janie Carr Mark Carroll L Chaffin Daniel de Campos Teixeira Bob DePew Naincee Divya Ricardo Fagalde Norma Ferguson de Hernandez Araceli Flores Ledesma Amber Frattaroli Jonathan Freeman Bruce Fruchter Donald Garcia Gleason Joseph Hammes Christopher Hughes Todd Jardine Xiaoxu Jin James Kim Li Ling Lee Terry Lewis Lolita McKay George Morales Tanya Newman Jesse Niou Mike Nygren Greg Owen Harshad Parmar Tan Pham Greg Politte Stuart Pomo Pontius Kyle Presnell Jonathan Rappa Pedro Rodriguez John Schmoldt Katie Stenton Li Shen Tan Sreedhar Thirumanadham Tracy Turnbull

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Candace Tyler Daniel Vicario Holly Ward Matthew Weidler Monique Wonders

New PMPs Erica Aguilera Dennis Beem Lisa Carrell Ryan Dickey Jonathan Gestine James Kim Dawn Lindelin Aseem Mujtaba Yamuna Nair Tan Pham Candace Tyler Christian Winzeler

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PMBOK Guide –

Sixth Edition Exposure Draft

The exposure draft is available for com-

Other content enhancements include:

The standard section, which was exposed for comment earlier this year, provides the foundation for the PMBOK® Guide. All other information in the PMBOK® Guide

is aligned with the Standard for Project Management.

New for 2016

A Two-Stage Process PMI is an American National Standards Institute (ANSI) accredited standards

developer, and our process conforms with ANSI procedures. This means that our

standards are developed and approved

hancements. Most notably, this edition

• More emphasis on strategic and

using a consensus-based process that

will include expanded coverage of agile.

business knowledge, including discus-

ensures that all interested stakeholders

This reflects evidence from Pulse of the

sion of project management business

can participate.

Profession® research that agile is used by

documents

The process for the PMBOK® Guide –

increasing numbers of organizations in

• Information on the PMI Talent Trian-

Sixth Edition exposure draft differs from

the management of some or all of their

gle™ and the essential skills for success

previous editions.

projects. By including this information,

in today’s market.

• Stage 1 —for The Standard for Project Man-

It’s a Guide and a Standard

agement—ran from 7 March 2016 to 6 April

state of the profession today.

The Guide to the Project Management

sus review and each of the 4,424 comments

Significant detail on agile will be included

Body of Knowledge (PMBOK® Guide) con-

we received was adjudicated by a committee

in an appendix. Please note that this ap-

tains both a standard (The Standard for

of PMI volunteers.

pendix will be available for your viewing,

Project Management) and a guide within

• Stage 2 —open now—is for the guide

but will not be open for comment during

the same book.

section only, which makes up the bulk of the

the exposure draft process.

•

PMBOK® Guide. As in the previous stage, the

As a companion to the PMBOK® Guide,

processes, inputs and outputs that are

volunteer committee will consider all com-

we also plan to publish a practice guide

considered good practices for managing

ments received in stage 2 with full scrutiny

focused on agile, tentatively planned for

projects.

and consideration. Please note that, because

the third quarter of 2017.

•

PMI will align proven foundational project management concepts with the evolving

The standard describes the

The guide expands on the stan-

dard with additional information on key concepts, emerging trends, and tailoring considerations, as well as tools and tech-

2016. It is now closed. This was a full consen-

this is a limited consensus review, comments will not receive a formal response. For more information on how our standards are developed, visit What is a Standard?

niques used in project management.

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Volunteer Opportunities Administration & Technology Administration • Board of Governors (BOG) Deputy • Elections Chair • Compliance / Contracts Chair

• Writer (2 positions) • Photography Chair (2 positions) • Photographer (2 positions) • Copy Editor • Assistant Copy Editor

Business Analysis & Process Management Strategy, Membership • Business Process Analyst ( 2 pos.)

Knowledge Management • Trainer (4 positions) • Data Analyst (3 positions)

IT • Google Apps Support Engineer

Volunteer • Volunteer Chair • PlanPlus Administrator • Volunteer Project Manager • VRMS Coordinator • Onboarding Manager • Volunteer Coordinator

Communications Outreach • Outreach Relationship Manager • Chair, Corporate Outreach • Chair, Non-Profit Outreach • Career Opportunity Coordinator

Social Media • Social Media Chair • Social Media Specialist • Event Specialist (2 positions)

Marketing • Post Card Coordinator • eComm Coordinator • Branding and Standards

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& Volunteers

Strategic Partnership • Business Analyst • Business Logistic Manager (2 positions)

Strategic Planning • Chapter Maturity Assessment Coordinator • Project Analyst

PMO • PMO Project Manager (2 positions) • Reporting Analyst

Membership • Deputy Membership Director • Ambassador (2 positions) • Networking Chair

Finance Events Finances • Dinner Registration Officers of First Impression (DROOFI) • Auxiliary Event Registration Officers (2 positions)

Speakers • Speaker Coordinator (3 positions)

Career Enhancement • Career Workshop Events Coordinator

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• Career Workshop Speaker Coordinator (2 positions) • Career Workshop Sponsor Coordinator • Communication & Events Coordinator

Operations Dinner/Breakfast Program • Breakfast Coordinator • Dinner Chair • Presentation Specialist • Audio Visual Technician

Education • SCRUM/AGILE Coordinator • PMP/CAPM Workshop Chair • Partner Relationship Manager • Student Relationship Manager • Marketing & Communications Manager • Marketing Team Representative • Website Adminstrator (IT Representative) • Instructor Relationship Manager • Materials Coordinator

Community Forums • Community of Forums Volunteer

Annual Conference • Annual Conference/Speaker Coordinator • Annual Conference Sponsor Coordinator (3 positions) • Volunteer Coordinator • Registration Coordinator • Graphic Designer

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June Dinner Meeting Strategic Alignment Stakeholder Expectations & Business Management Continued

natumquid quam, occupta dolornullabores vel exerrunte ex et ea a em exere perchilias doluptati nus doloribus aut doluptae occus est sintiae peliqua spercilis que prates etur maximet ut vellenimi, quiant aut exerspid ma volorumque essum si ut lat la vel et eos dusae id etur, con consequunt autesen ihicid ut quiatem faccusapici blaut verios utemporrum as id ulluptiatius ut conseditatus in Theeaspeaker, Steveinciment Blash, harum is a well-known eatus accusam rehenis acererum erferibofusaperatem ea Pore con re member the PMI community, a past laut volupta voluptus, president of thetquidigendae Las Vegas PMI chapter as well as a certified PMP and PMP-ACP.

He has written many articles and presented talks on project management, including at PMI Congress 2015. Steve explained that business management usually developed a strategic plan based on the company’s mission, and determined how each of the strategic goals would be achieved, using programs and projects. Projects and programs were only the means to implement strategies, they were not an end in themselves, and as such should be in alignment with the business strategy. An effective project manager must be fully familiar

with the company’s vision, mission and how the business strategy was developed. The business values of a project came from how it successful completion contributed to the strategic goals. Steve clarified the various business terms below which were not always well understood, by using easy to understand examples. (1) Vision: this is the company’s reason for being, how it wants to be perceived and what its future state of business should look like. Howard Schulz of Starbucks illustrates its vision to be “Make people happy”.

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(2) Mission: the direction that the organization takes to follow its vision, including what it offers to customers, owners and employees. Starbucks mission is to “inspire and nurture the human spirit – one person, one cup and one neighborhood at a time”. For comparison, Toyota’s mission statement used to be product focused (making a great car) but has now been changed to “leading the way to the future of mobility, enriching lives around the world with the safest and most responsible ways of moving people”. (3) Strategic plan: Steve mentioned the ‘generic strategies’ which described the main methods that companies used to achieve competitive advantage: low cost, product differentiation and focused (niche) market. McDonald’s McCafe was a low cost approach, Starbucks’ Latte Macchiato was an example of differentiation, and Whole Foods organic product offer was niche marketing. The strategic plan usually included multiple goals that the organization wanted to achieve in a certain period of time. (4) Project Strategy: based on the Strategic goals and usually taking into account many available factors such as SWOT analysis, Force Field analysis, technology

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June Dinner Meeting Left - Steve Blash and Dan Tran Right - Julie Breslow & Bryan Schmitt Btm Left - Alexius Emejom Btm Right - Bernd Steinebrunner

available etc. It often included the critical success factors and relevant KPIs (Key Performance Indicators). Strategic alignment of the project strategy with the business strategy would be crucial to the success of the project. Steve recommended that in order for a project to succeed, its existence should come directly from the business strategy. Moreover, its implementation should be formalized with a project charter. In the charter, there should be at minimum the following items: • Business goals leading to project objectives • Project proposal • Project goals and criteria of success • Risk management plan • Communication plan

( roadmap, scorecard or executive dashboard) This informative session definitely confirmed my own thought that projects were not independent islands adrift in the corporate sea, they should always be part of the overall strategic plan of a company. Contributor: Mai Tran MBA, PMP

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Message

PMI-OC Networking Meeting Continued

This bi-monthly event was hosted by PMI-OC Membership Committee and was open to all members of PMI. The venue was a pleasant restaurant in the Bella Terra Shopping complex, with plenty of parking, and an opportunity to do some worthwhile shopping afterwards (if one so desired). Over 20 members attended the event to network with one another, while enjoying some great pizza and cool refreshment. During the event, many people exchanged business cards and arranged to connect on LinkedIn. Members were also treated to a motivating speech by Stephanie Hotchkin, Directors of Speakers for PMI-OC. Stephanie spoke of the importance of letting people be being ‘the hero of their story’. All of us needed to feel we were justified in our behavior or at least understood. When we felt misconstrued and disregarded, the result was often expressed as hostility, or even lifelong animosity. Often

each side of a serious disagreement could be right to some extent, and with efforts, a common ground could be established. Statistics proved that if we could achieve a small initial agreement with someone, we would have a 75% chance of getting support for later negotiations. It was like planting a seed and then waited for it to grow. People were biologically communal creatures and wanted to belong to a larger, meaningful community. By changing ourselves to be more understanding of others’ points of view, we would stand a better chance to build alliances to support our position. The more cooperative we were with others’ concerns, the more likely we could hope to sway influencers and stakeholders, which in turn would considerably benefit the whole project. For people interested in learning more about the art of persuading others, Stephanie suggested reading essential books on the subject, including a noted title: Influence: The psychology of persuasion by Robert Cialdini

Volunteer of the Month

Alexius Emejom Dr Emejom was nominated by the IT Director, Anoop Pandit, for his dedicated service in updating the Chapter’s ATS events and distributing DEP events.

Julie Breslow Julie was nominated by Director of Finance, John Kienstra, for her extensive service in reconciling the OC chapter Pay Pal account.

Contributor: Mai Tran MBA, PMP

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Advanced Topic Seminar

ATS

Project Estimation & Estimation Tools

Peter Sairafian is a Principal Consultant at PSK Consulting . At the interactive educational event, Peter covered the following topics: • Why estimates go wrong? • Estimation subjects covered in PMBOK • Overview of estimation methodologies • Use of a parametric tool to define and validate project costs He discussed the impact of uncertainty, physiological, political, and economic factors that affect the quality of project estimation. Peter emphasized the need to document ‘lessons learned’ throughout the project life cycle and incorporate these best practices in the organizations Policies, Procedures and Templates. All attendees participated in a small work group exercise using a parametric estimation tool to forecast project cost based on a number of flexible characteristics. The analysis tool can be tailored to a specific organization profile, strategic goals, project size, time con-

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straints, sponsorship support, risk, resource competency and overall project uncertainty. The ATS provided the students with a solid foundation of estimation principles and each attendee was given a customizable estimation spreadsheet template to enhance their ability to estimate project costs.

Contributor: John E. Lopata

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Message

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UpcomingEvents Events Upcoming PMI Orange County MILESTONES June April 2016 2016 MILESTONES is published monthly for the members of Orange County Chapter of the Project Management Institute. Advertising is welcome. However, its publication does not constitute endorsement by the chapter or the Project Management Insitute. Copyright 2013 PMI-OC, Inc. Graphic Designer Taehwan Kevin Kim Copyright 2016 PMI-OC, Inc.

Index to Advertisers Platinum | Edge . . . . . . . . . . 13 Advertisement UCIrvine Extensions. . . . . . 13 Brandman University. . . . . 14 CalSouthern University. . . 15

Jul 9th Advanced Topic Seminar Paul Schmidt

Sep 10 PMI-OC Conference

“Procurement - Conducting the Contractual Symphony”

11am - 5pm

8am - 12pm

1855 South Harbor Boulevard

At Vanguard University, Costa Mesa, CA

Anaheim, CA 92802 Click for Info

Room 227 Click for info

Jul 12 Dinner Meeting Amir Khamseh “The Beat Goes On: PMO Excellence at Leading Medical Device Company, Edwards Lifesciences, Inc.” Click for Info

Jul 20 PMI-OC Member Orientation

“Building Leaders for Business” At Sheraton Park Hotel

Sep 10 Advanced Topic Seminar Virginia Suveiu “Scoping Out Your Project Risk” 8am - 12pm At Vanguard University, Costa Mesa, CA Click for Info

Sep 21 PMI-OC Member Orientation 6 - 8:30pm

6 - 8:30pm

At Brandman University in Irvine

At Brandman University, Rm 111

Room 111 16355 Laguna Canyon Road

16355 Laguna Canyon Rd, Irvine CA 92618 Click for Info

Irvine, CA 92618 Click for Info

Aug 6 Advanced Topic Seminar Don Kim “The Zen of Career Development” 8am - 12pm At Vanguard University, Costa Mesa, CA Click for Info

Project Management Institute Orange County Chapter, Inc. P. O. Box 15743, Irvine, CA 92623-5743

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