Monthly Dinner Meetings, p. 2
A Funny Thing Happened on the Way to the Magic Kingdom,
David Prior, p. 3
Jackson Community, p. 5
GNO Board Members p. 6
Jackson Community Leaders, p. 6
The Declaration of Interdependence for Modern Management,
Alistair Cockburn, p. 7
Membership, p. 11
Project Management Jazzed Up May 2009, p. 1
Monthly Dinner Meetings Education
We will be on the Northshore, so be sure
not to miss it!
May 20: Greater New Orleans Dinner
The last opportunity to test using PMBOK® Guide 3rd Edition
Meeting at Beau Chene Country Club, is June 29, 2009.
Mandeville, LA, Topic: “New Version 4 of
the PMBOK,” presented by Carlos Zervigon Highlights
PMP Study sessions:
This year the chapter has administered three study groups with 38
JUNE PMP students participating. If you’ve been formally training in PMI®
June 16: Jackson Community Meeting. methodology and desire to participate in a study session prior to test‐
June 17: Greater New Orleans Dinner Meeting, Andrea’s ing, the chapter’s study sessions are a very economical avenue for
Restaurant, Topic: “Schedule Review,” presented by Chris exam preparation. Chapter members pay $250.00. Non‐members
Carson pay $300.00.
A LOOK AHEAD A summer study group is tentatively scheduled for July 7th 2009. This
July: Paul Landry, Topic: “Cavemen and Project Management” study group will be based on the PMBOK Guide 4th Edition.
August: James T. Brown, Topic “Value Based Project Selection
and Prioritization” Local Registered Education Providers
Global Project Management, LLC http://www.globalpmcorp.com
PMCC, Inc. http://www.pmccinc.com
Help Our Chapter Grow PMOLink, Inc. http://www.pmolink.com
PSM Consulting Services http://www.psmconsult.com
The Membership Drive will be later in the year. Zervigon International, Ltd http://www.zervigon.com
We will have a Bring a Guest Bonus. If your guest joins the
PMI GNO Chapter within 60 days, you will
receive your next dinner meeting FREE!!!
(More information to come.)
Project Management Jazzed Up May 2009, p. 2
A Funny Thing Happened on the
Way to the Magic Kingdom
Last Spring I attended my first Scrum Gathering in Chicago. It was a on how to improve what they do as everyone in the room, was a very
transformational experience; totally different from any conference I cool thing.
had been to before. The open sharing of ideas and information, the However, for the project managers who were present, there was an
casual atmosphere of smart people challenging each other all had a even bigger happening at the Scrum Gathering. On Monday (Day 1)
big impact on me. But a few weeks ago in Orlando, what took place PMI CEO Gregory Balestrero, took the stage and gave a keynote
was something that seemed perhaps even larger. In Orlando, one of speech to the attendees. His presentation was, as always, impressive.
the attendees said to me “I think this will be the one they talk about, He conveyed the breadth of the world in which PMI is reaching. He
where things changed.” discussed the economic conversations that they’ve been having with
Sometimes, it’s best to begin a story at the end. The final day of the the global community about how project management can bring
conference provided a fitting swan song to the week’s festivities. As I benefit to those who will adopt its practices. And he talked about the
was sitting there watching the expert panel of Agile gurus on the last ways in which PMI’s Guide to the Project Management Body of Knowl
day, it was difficult not to end up having moments where the inner edge (PMBOK Guide) has already taken steps to become more Agile‐
software fanboy took over. At the front of the room, Ron Jeffries, minded. At the end of his talk, Mr. Balestrero and Ken Schwaber reit‐
Mike Cohn, Jim Coplien, Alistair Cockburn and Ken Schwaber enter‐ erated something they had discussed at their dinner the evening be‐
tained questions, baited each other, took turns channeling Jeff Suth‐ fore. They told everyone attending the Scrum Gathering that it was
erland (who had to leave early to fly to Paris) and held court for the “OK” to talk about how Scrum and the PMBOK can be used together.
attendees of the Scrum Gathering. (That’s three of the original signa‐ They also invited everyone to “stop complaining about it and get on
tories of the Agile Manifesto for those of you keeping score at home.) with it”.
The camaraderie was evident, but it was also clear that none of them
was going to be giving any quarter to each other as they fielded the
questions the crowd put forth. This final session typified the kind of
exchanges that were had over the week.
If my response seems a little over the top, I can only say that being a
Project Manager, there aren’t many chances for me to sit down in a
room and ask questions of the people who invented the way I work.
Agile Rock Stars: Ron Jeffries, Mike Cohn, Jim Coplien,
The Scrum and Agile folks have a unique privilege in that respect, and
Alistair Cockburn, and Ken Schwaber
seeing these guys together, as actively engaged in the conversation
Project Management Jazzed Up May 2009, p. 3
Last year, I went to the Scrum Gathering as a guest of the Scrum Alli‐
ance. I stood up at Open Space and announced that I was the Chair of
PMI’s IT & Telecom SIG and that I would like to facilitate a talk about
building a bridge that would A) Help reduce the animosity that exists
between the two sides, B) Help each side understand that there is
value in the other approach, and C) Help practitioners on both sides
benefit from some of the tools the other had to offer. Four people
came to that talk…Four. This year however, by the time Jesse Fewell
conducted the final session of the PMI track, , the people were liter‐
ally spilling into the hall.
The door is open, the bridge is solid enough to move cautiously back
and forth upon . My hope is that the PMI community can be as wel‐
Scrum Co-founder, Dr. Jeff Sutherland coming to the Scrum/Agile community. Everyone who takes part in
and PMI CEO Greg Balestrero this effort is going to have to be responsible for keeping themselves
and each other in check. This is not about one approach winning over
The presentation itself was very well done. It established the pres‐ another. There is no one way any more. All of us who work in IT are
ence of PMI and its interest in building a bridge between the two faced with a constantly changing landscape that moves faster than
communities in a positive, non‐threatening way. One thing I have anyone can keep up with. Whether we are software developers, pro‐
noticed at Scrum Gathering is the expectation that the talks given ject managers, QA leads, whatever… each of us needs as wide a tool‐
will challenge or incite the attendees to bring about CHANGE. Mr. set as possible; it is the only way we will be able to tailor our ap‐
Balestrero’s presentation may have lacked the software geek throw‐ proach to each project we work on. They are all different and there is
down tone (meant in a positive way) but it provided the same level no single answer. It still will be take some time before the discus‐
of impact. What he and Schwaber did at the end of his talk was sions about semantics and roles die down. As those debates run their
jointly plant a seed in the minds of the attendees that grew over the course, we need to keep
next two days in a way that was (intentional or not) right out of the in mind that the end goal
pages of Sun Tzu. is getting the work done
Calling Local Speakers!
The Programs Committee for the 2009 GNO PMI /
From the starting point of Balestrero’s talk to the end of the Gather‐ in the best, most efficient LavaCon Professional Development Summit is
ing, each successive session of the PMI track had an increasing num‐ way possible. The deliv‐ searching for a few more speakers for our impres-
ber of attendees. That track included talks by myself, Michele Sliger erables do not care if you sive three-day PDS in October. Know someone
(co‐author of The Project Manager’s Bridge to Agility), Sanjiv use Lean, XP,
who would be a good addition to the program? Let
Augustine (APLN co‐founder), and Jesse Fewell (founder of the Prince 2, Scrum
us know and we'll contact them. The deadline for
emerging PMI Agile component). Where I was expecting a negative or the PMBOK. speaker proposals is May 19th, so act now! Send
reaction from some folks, I got none. I even held an Open Space for They only care speaker suggestions to firstname.lastname@example.org
people who wanted to complain about it, and all the folks who that they are Want more info? See the Call for Speakers at
showed up wanted to talk about was how to make it work. delivered. http://www.lavacon.org
Project Management Jazzed Up May 2009, p. 4
PMIGNO’s Jackson Community had its inaugural meeting in Febru‐
ary 2008. In its first year, it has averaged about 25 attendees, with
a core group of regular attendees that have contributed greatly to
the success of the group. The initial distribution list of the com‐
munity contained 79 names. That has grown to 200 names as of
April, 2009. There are 68 Mississippi members of the PMI GNO
Chapter, with 28 of them having PMP certifications. These mem‐
bers represent 33 organizations. Approximately 220 PDUs were
issued for Community Meetings in 2008.
The programs for the meetings have covered a variety of Project
Management topics from Executive Sponsorship to Project Man‐
agement Organization Creation to Negative Closure of a Project.
There have also been programs on real‐life projects such as the
Jackson Water Works Expansion, Ridgeland’s Multi‐use Trail De‐
velopment, the University of Mississippi Medical Center’s Creation
of a Central Billing Organization and the largest non‐construction
project for the State of Mississippi’s Wireless Communication
Commission. All of our meeting presentations have been on local
projects that have provided benefit to our
community. The focus is now turning toward
continued growth with plans for a member‐
ship drive being discussed as well as organiz‐
ing education seminars.
Great writers deserve great audiences.
Show us a good article and we’ll show you 20,000 readers.
Project Management Jazzed Up May 2009, p. 5
GNO Board Members
Jackson Community Leaders
Name Board Position
Geoff Hingle President Name Position
Bryan Bice President Elect Jackson Community Lead /
Ana Boudreaux Past President
April Blackwell Communications
Mark Giardina VP of Administration
Melinda Simmons Membership
Angela Nelson VP of Communications
Sharon Tucker Education
Tiffany Wemberly VP of Education Hartman Holliman Programs
Andrew Bernard VP of Finance Kimberly Conerly Finance / Marketing
Russell Ardeneaux VP of Marketing Sherry Little Administration
Janel Levet VP of Membership
Gerald Davey VP of Programs
Mark Duck VP of Technology
We have several opportunities for you to earn PDUs for your time.
We are putting together a team of volunteers to help with upcoming
events. Please contact Angela at
For more information, visit our web site at email@example.com for more information.
Project Management Jazzed Up May 2009, p. 6
The Declaration of Interdependence
for Modern Management
Editor’s Introduction: Dr. Cockburn posted his thoughts on the Declaration of The “Declaration of Interdependence” for modern (agile/
Interdependence to his web site (http://alistair.cockburn.us) in 2005. See also adaptive) (product/project) management
the Declaration of Interdependence web site (http://www.pmdoi.org) How would a manager implement agile development with respect
both to a team and to higher management? What if a product (not
project) manager wants to use the general ideas of agile develop‐
The Declaration of Interdependence for modern management: ment, but isn’t making software? How about a general manager who
wants to update and correct the rules of behavior for the organiza‐
tion’s management teams, keeping up with the best ideas in the busi‐
increase return on investment by — making continuous ness, and isn’t terribly interested either in the term ‘agile’ or in the
flow of value our focus. creation of software? What about self‐directed teams, who have no
deliver reliable results by — engaging customers in frequent specified ‘manager’ role at all? What does modern project manage‐
interactions and shared ownership. ment have to say about these, and can they / we learn anything the
expect uncertainty and manage for it through — iterations, recent years of practice in agile software development?
anticipation and adaptation.
unleash creativity and innovation by — recognizing that Continuing and extending the agile manifesto meeting in 2001, a
individuals are the ultimate source of value, and creating an group of noted project‐management‐interested people including (in
environment where they can make a difference. reverse alphabetical order)
boost performance through — group accountability for re‐ Robert Wysocki (”Effective Project Management”),
sults and shared responsibility for team effectiveness. Preston Smith (”Rapid Product Development”),
improve effectiveness and reliability through — situation Pollyanna Pixton,
ally specific strategies, processes and practices.” Kent McDonald,
Written 2005: David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Todd Little (Conference Director, Agile Development Conference),
Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Lowell Lindstrom,
Jepsen, Lowell Lindstrom, Todd Little, Kent McDonald, Pollyanna Pixton, Pre- Ole Jepsen (Founder, Danish Agile Development Group),
ston Smith and Robert Wysocki. Jim Highsmith (”Agile Project Management”),
Donna Fitzgerald (Cofounder, American Society for the Advance
ment of Project Management),
Project Management Jazzed Up May 2009, p. 7
Doug DeCarlo, 1. The structure of the Declaration
Mike Cohn, The sentences are formed as two clauses, We accomplish X — by do
Alistair Cockburn (”Agile Software Development”), ing Y. That is, Y is what you can see us do, and the reason we all care
Christopher Avery (”Teamwork is an Individual Skill”), about that is because we’re trying to set up X. I find it easier to read
Sanjiv Augustine (”Managing Agile Projects”), in a 2‐column format, where the left column identifies the what we’re
David Anderson (”Agile Management for Software Engineering”)
hoping to accomplish and the right column identifies the how we in
got together to discuss the rules for a modern paradigm for prod‐ tend to accomplish that. Consider it in this form:
uct management, project management and general management.
Not wanting to coin a new buzzword, but working out 6 rules of Accomplish this: By / through this: and:
operation, the group wrote what it called the “Declaration of Inter‐ increased ROI
focus on “flow of value” (e.g., continuous (one-piece) flow,
dependence” for modern product and project management. not “tracking effort”) preferably
engage customers in frequent
There’s even a logo to go with it ;‐). Imagine a hex ring (carbon ring reliable results
from O‐chem or a hex nut) labeled clockwise from top – Value – In
recognize individual human create an environment where
dividuals – Teams – Uncertainty – Situations (or Context) Custom
creativity and innovation beings as the ultimate soure of individual people can make a
ers. OK, here’s a simple rendition; we’ll have to wait for the artists value difference
to do it right.
anticipation and adaptation
Presumably there will be a web site, cute name and organization to manage uncertainty iterations (i.e., think ahead, plan, iterate,
follow, but the major prod‐ deliver, reflect, adapt).
uct of the meeting was this situationally specific strate-
set of 6 guiding principles gies, processes and practices.
effectiveness and reliability
(i.e., no one answer, folks, get
suited for both product and used to it)
project management. The
group accountability for results
group will continue to work (i.e., the whole group is singly shared responsibility for team
on services a supporting boosted performance
accountable, no in-team effectiveness
organization might provide, blame)
and ways that other people
can join in the fray, contrib‐ 2. What’s this got to do with “project” management?
ute and help steer. Below, I elaborate on my thinking about this im‐ Many of you will notice that there is precious little about the Declara‐
portant declaration in a set of notes. tion that is unique to “project” management. Mostly it is common
Be aware, of course, that the below is my personal reading, render‐ across all management. My friends who teach and coach general
ing, interpretation and extrapolation of the Declaration. The other management (e.g. in MBA schools) are very happy with this result.
authors will have their own. Perhaps this should just be called the ”Declaration of Interdepend
ence of modern management”?
Project Management Jazzed Up May 2009, p. 8
I can tell you that I, personally, never thought about general man‐ 4. What should this declaration lead to?
agement while I was involved — I was thinking of all the projects I The book production manager for one of my books tried to micro‐
had been involved with and what I was focusing on all the while. manage the entire book production process. She scheduled out eve‐
For me it is these three items: ryone’s time in half‐day increments for the next four months. She du‐
▪ People – their hearts and minds; also their eyes, ears and tifully ignored (as one example of her zeal) the email I sent her and
mouths (communication: the cooperative game, remember?) everyone else saying when I would be on a boat in the Caribbean for
▪ Situationally specific strategies – all recommendations are ten days completely unable to revise manuscripts, because those ten
specific to the context at hand, there are very few really general days happened to be the ten days when her schedule showed that I
strategies to follow in all cases (well, maybe these 6?) needed to have the manuscript in my hands. Thus the schedule ap‐
▪ Feedback – close in and end‐to‐end. Each group and the total peared with me getting the manuscript by mail the day after I left for
system needs feedback; on both the end product and the process the Caribbean, and sending it back the day after I returned from the
in use. Caribbean. Once the schedule was published, she phoned the man‐
ager of the company responsible for the copyediting every day to
Only after we were all done did someone tell me that those three,
check that activity was proceeding according to her half‐day incre‐
and all six, are not “project” focused, but general management. Oh
ments. She scheduled, of course, for the entire 300+ page manuscript
to be mailed to each person in entirety, so that no parallel work was
3. What if your project doesn’t use a “project manager”? possible, but each person had to schedule their life so that they
All of us present were quite aware that there are many not merely would do nothing but that manuscript for however many days she
self‐organizing teams, but also self‐directed teams with no distin‐ had allotted them. She also, of course, allowed no time for re‐
guished “manager” or “head person” or whatever name you might revisions by any person, since of course the copyeditor would make
give to whomever could sit in the “project manager” / manager po‐ no mistakes in copyediting, nor would I in marking (approving!) the
sition. copyeditors marks, and similarly for the artist, page‐layout person,
Would the Declaration still apply to a totally self‐directed team? I
certainly hope so. Personally, I love working on self‐directed teams Of course everything immediately went off the rails, starting with my
– something about not wanting either to be a boss or to have a ten‐day vacation (booked 4‐months in advance), and the mistakes
boss. Such a team would definitely sign up for “group accountabil‐ made by every person along the way. The schedule was of course off‐
ity for results / shared responsibility for team effectiveness.” Also track in no time, and everybody was miserable, but trying to be pro‐
“flow of value” (not effort); ditto shared ownership, iterations, an‐ fessional and make good of it somehow.
ticipation, adaptation, recognition of individual human beings as Notice how many elements of the DOI she violated. She tracked ef‐
the ultimate source of value, an environment where individual peo‐ fort, not growth of value. (Well, she thought she was tracking value,
ple can make a difference. I’m sure, so this isn’t yet sufficient). The value she did track was one
How could a self‐directed team not hang this declaration from their lump sum, not small pieces (the “continuous” part of “continuous
ceiling? —‐ Ditto volunteer organizations and charity groups. Just flow of value”). She did not engage me the user/customer of her
work out what your group’s “value” stream is, and focus on that. process. She minimized interactions (despite my – you can guess –
Project Management Jazzed Up May 2009, p. 9
repeated requests to have daily or bi‐daily discussions with the 2. Make the unit of value in the flow small — in some ideal world a
copyeditor). There was no shared responsibility, there was mini‐ single unit — what the manufacturing people call continuous flow.
mization of individual skill, depersonalization of the people in‐ 3. Engage the customers in frequent interaction.
volved, no iterations, no room for adaptation, not a whole lot of an‐ 4. Strive to get shared ownership.
ticipation (given, for example, my email about the vacation), and no 5. Recognize that individuals are the ultimate source of value.
adjustment to the situation. 6. Create an environment where they can make a difference.
7. Build / design / work incrementally (our industry now calls
What was wrong here? She was not malicious. If asked, I’m sure
these time periods iterations and I can’t do anything about that)
she would have been fully in tune with the idea of maximizing busi‐
8. Anticipate what you can, meaning use the information you have,
ness value, cutting costs, maintaining quality, etc. So the mistake
would not have been in motivation or intention. Simply, her re‐
9. Use feedback close‐in and across levels, reflect after each iteration,
flexes were wrong.
and adapt to what you discover.
I want for every person like her, untrained or trained, to be think‐ 10. Use situationally specific strategies (or whatever you call
ing in terms of the DOI. I want these dozen precepts to be given them) and follow‐up actions.
with mother’s milk, taught in kindergarten, and used by reflex by 11. Give the group single accountability for results (meaning that
everyone responsible for and on a project; and use of the alterna‐ there is no value in passing blame; everyone is in it together).
tive “traditional” impersonal, batch‐oriented project management 12. Help everyone to feel shared responsibility for team effective‐
habits to be questioned and have to be justified on a case‐by‐case ness.
basis. That’s what I think this declaration should lead to.
Reprinted with permission of the author.
So when you put “agile” into your contract, include “using the pro‐
ject management Declaration of Interdependence” in there also.
That way you’ll not only get working software, but also all the Editor’s Note: You can read the conclusion of Dr. Coburn’s article at the following link:
things on the right hand side of the above table. http://alistair.cockburn.us/The+declaration+of+interdependence+for+modern+management
5. The DOI as a 12step process
There are 6 statements in the DOI. Are they principles, or are they Dr. Cockburn (pronounced Co-burn, the Scottish way) is an internationally re-
practices, are they rules? Actually I don’t know (yet), and am not nowned project witchdoctor and IT strategist, best known for describing Software
sure I care (yet). However, peeling apart the right hand sides of the development as a Cooperative, for helping craft the Agile
sentences, I get about 12 recommendations, so following the AA’s Development Manifesto, for finally defining Use Cases, and
lead, I’ll nickname them the 12‐step process (a little tongue in for developing the initial response technique relaxation/
cheek, and by now I’m completely on my own in interpreting the massage form. See http://Alistair.cockburn.us
DOI; hang on for the ride). Here they are, pulled straight out of the
DOI, but given their own space.
1. Focus on the value that is being created and watch the flow of
increase in value.
Project Management Jazzed Up May 2009, p. 10
Make a Nice
Welcome New Members
Mr. Robert S. Alexander, Mr. David Edward Aussicker, Mr. Advertise Here
David Richard Barry, John Benal, PMP, Mrs. Elizabeth Smith
Cajoleas, Mr. Brian Patrick Egana, Ms. Vaughn Randolph
Fauria, Ms. Amanda J Hardesty, Mr. Donald F Hull, Jr., Mrs.
Sherry L Little, PMP, Mr. Victor G Rimach, Sr., Mr. Richard
Swanson, Mr. Michael K. Waters
Congratulations to Our New PMPs
Ms. Dorene Baker, PMP (April 27),
Randal Bridges (April 3)
It’s Your Chapter... Join, Renew, Volunteer…
Project Management Jazzed Up May 2009, p. 11