November 2013 Volume 39 Issue 11
Contents President’s Column - Getting up! ............................................................................................................................ 2 Welcome to the November Edition ........................................................................................................................ 3 Our Sponsors ........................................................................................................................................................... 4 PMI Netherlands Events calendar ........................................................................................................................... 5 Other Events calendar ............................................................................................................................................. 5 Update on Events .................................................................................................................................................... 5 Risk Management – Royal Dutch Air Force ............................................................................................................. 6 rd
PMI Netherlands Summit 3 Edition ...................................................................................................................... 7 PGM OPEN 2014 Developing Program Management ............................................................................................ 7 Project Management Education and Dutch Universities ...................................................................................... 8 PMP Exam Coaching Class: An insight into how PMI 'thinks' ................................................................................ 10 Take our PMP Exam Coaching Class! Spring 2014 edition ................................................................................... 10 Don’t Manage People, Manage Projects! ............................................................................................................. 11 Four Foundational Standards Now Available ........................................................................................................ 13 PMBOK® Guide Extension for Software Projects Published.................................................................................. 13 Chapter Guest Pass program ................................................................................................................................ 14 PMI Journals .......................................................................................................................................................... 15 PMI's Communities of Practice Webinars December ........................................................................................... 16 Let’s stay in touch ................................................................................................................................................. 17 Chapter Sponsorship information ......................................................................................................................... 18 Project Management Humor ................................................................................................................................ 19
President’s Column - Getting up! Welcome to the November 2013 edition of the PMI Netherlands Chapter newsletter. To start this column I would like to thank all of you that took some time to fill in the chapter’s annual survey. We received some 123 Cees Pijs responses and that is close to 15%. ‘Not a bad response’ Marketers would President say. More important of course and very much appreciated are all suggestions and feedback on how and where the chapter can improve. We will review all your input and carefully consider how to incorporate your suggestions in our activities. If necessary we will consider launching new activities. Perhaps you would like to volunteer? Some of you already indicated that you can see yourself participating as a volunteer. Thank you for that! Make sure your volunteer profile is known to us in VRMS as well. During mid- December, the board will meet for a full-day event to prepare the 2014 annual plan. On the agenda is a review of the 2013 Survey results. The annual plan for 2014 will be shared at the annual meeting held in February, 2014. This will allow us more time to prepare as well as include a new meeting format following up on some suggestions we received last year. We will communicate the date and agenda soon. Having a quick glimpse at the survey, I noticed that the main reason for you joining the PMI Netherlands Chapter remains unchanged: knowledge sharing and networking. So you can imagine that our focus stays on those two topics. What also caught my eye is that 40% of you consider that other Project Management certifications offer greater added value. The main reasons given were: a) other accreditations were required by customers or b) better opportunities on the job market. So, we have our work to do here to promote the high value of PMI accreditations. By far PMI accreditations are truly global. Look at the numbers below. Convincing aren’t they? Nonetheless, we need to promote the PMI more in the Dutch market. We are working with our counterparts in the PMI EMEA office in Brussels and is clearly a goal for 2014. Then what I appreciated most is that your overall rate of the chapter is getting up form a 7to a 7+ or to precisely from 6.8 to 7.2. In line with this you indicated that we are moving away from “Not Impressed” (down from 9 to 3,6%) to “Impressed” (up from 40,6 to 52,7%). That is the best feedback the Board and all other volunteers that contributed to the chapter can have. Thank you very much for this appreciation. What goes up can come down so the Board needs to consider how we on the one hand can secure your appreciation and on the other hand can improve. That is our key goal for next year and probably for the years ahead as well. I am looking forward to working with the board on these challenges in the understanding that some good accomplishments have been realized since the chapter was established in 2001.
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Welcome to the November Edition Welcome to the November 2013 edition of PMI Netherlands Chapter Newsletter. Normally, December is not as busy as November. As a preparation for Małgorzata Krakowian the winter break, we will have only one webinar this month (see Events Director Marketing and Communications calendar). For those of you who attended our autumn PMP Exam coaching class, it will be time to study or give yourself a break to prepare for the PMP exam in January. We wish all of the attendees best of luck! In this issue you can read another impression from the PMP classes written by Maria Francesca Manca. We would be happy to hear from you in the next edition, early next year. Classes start in February. Last month Manoj Vadakkan started an interesting discussion on our Linkedin group about managing people – is it possible? We would love to hear your own opinion. But first, have a read of his article in this Newsletter. We’ve also got two pieces of interesting news from PMI. The first news is that the 3rd Edition of the Organizational Project Management Maturity Model (OPM3®) — is recently released. The second news is the Software Extension to the PMBOK® Guide Fifth Edition has been released. Both can be downloaded free of charge on www.PMI.org after logging in. Next year we would like to invite you to two conferences. Our annual PMI Netherlands Summit organized by your favorite Project Management association The second conference is the PGM OPEN (in Dutch) organized by Twynstra Gudde, Phaos and Jo Bos & Co. More details can be found in this later in this edition.
At the end of the issue, please find a collection of webinars provided in December by PMI Communities of Practice and PM humor. Editorial Office: • Małgorzata Krakowian • Karen Obi Contact: communication@pmi-netherlands-chapter.org
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Our Sponsors Thank you to all our sponsors for their generous support! GOLDEN SPONSORS
SILVER SPONSORS
FACILITY SPONSORS
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PMI Netherlands Events calendar December 2013 18-12-2013
Webinar: Art of Influence
More info
Other Events calendar December 2013
April 2014
3.12.2013
Cadence – Programma Management
More info
22.04.2014
January 2014 13.01.2014
Threon - Accelerated PMP Prep
More info
10.09.2014
February 2014 6.02.2014
Threon - PMI Risk Management Professional
More info
Threon - CAPM Certification Prep
More info
Threon - Project Portfolio Management
More info
September 2014 November 2014 PGM Open 2014: Developing Program Management
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More info
26.11.2014
Update on Events
On November 15 we were hosted by ASML in Veldhoven during a Friday afternoon session. The topic of this session was Risk Management. Commodore Dennis Luyt of the Royal Dutch Airforce and Karel de Bakker (University of Groningen )shared some – real life – experiences and views. Finally on November 28th we had our last Chapter Meeting of this year at Philips Healthcare in Best. The topic of this event was Project Jan Cardol Management Culture. We learned about the urge for standardization CEO and getting to a higher level of PM maturity at Philips from Eric Black and Peter Storm shared findings from research and a vision on the topic followed by a lively Q&A and great networking. The total number of attendees in November for both Meetings was about 200 and that is really a figure that makes us proud. The Chapter Meetings for the first quarter of 2014, including our Annual Meeting, are “under construction”. Keep an eye on our website and your mailbox for further information. As of December 1, we welcome 2 new silver sponsors: Service provider CXS from Den Bosch and Northern Star Consulting from Washington DC. Both sponsors will introduce themselves in the newsletter next month.
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Risk Management – Royal Dutch Air Force By showing secret footage from a cockpit video recorder we were witnesses of a thrilling experience in an F16 cockpit…….
Rob Evers
In his presentation Commodore Dennis Luyt explains that in the air force risk is needed---and part of--- --the road to the target. So we speak about risk mitigation rather than risk control. In planning a mission a team is trying to understand the risks. In doing so, they plan how to meet the eventuality of an occurrence of hostile contact or any defect. There are clear abort criteria to change the course of the mission or not to engage the enemy. In fact, the pilot is ‘’owning’’ the risk. There are standards in place, do’s and don’t-s, e.g. rules of engagement. Situational awareness is a key-word in any mission. A pilot is top aware of any change in the elements that surround him: apart from his instruments he is continuously scanning the environment. Also, debriefing is a crucial element of any mission so that there are always lessons learned to integrate into future operations.
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PMI Netherlands Summit 3rd Edition
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On June 12 2014 we will hold the third Edition of PMI Netherlands Summit at the FIGI conference center in Zeist. The theme of this Edition will be "The thin line between Project Success & Failure.” Mark this day in your agenda and benefit from our special offer. st
For first 80 PMI Netherlands members who will register before January 31 , 2014 and use the discount code PMI14-EXC100 in registration form, will be able to attend the Summit for only € 100. This offer extends only to PMI Netherlands Chapter members. To enroll for the summit, please click here Member-id will be checked.
PGM OPEN 2014 Developing Program Management On February 6, 2014 (12:00 to 20:00) it’s time for the third edition of the PGM Open. A day fully dedicated to developments in Program Management. With about 325 visitors and 70 inspiring sessions, the 2013 edition was a great success. The organization invites you to participate in the 2014 edition (Dutch).
Over 40 interesting sessions in one day Again we will have a lot of interesting contributions. Ranging from expert program managers talking about their programs, like Menno van Vechgel, Program Manager at Shell, to workshops in which we will investigate several topics, like the power of storytelling and the golden circle. One of the keynotes will be Menno Lanting, innovator and author of The Smart Organisation.
Still one month early booking discount The PGM Open will take place in The Fabrique in Utrecht. For more information please visit www.pgmopen.nl and follow us on Twitter @pgmopen and #pgmopen. Subscribe before December 1, 2013 and receive an earlybird discount of € 100. Kind regards on behalf of the organization, Björn Prevaas (Twynstra Gudde) Mirella Jacobs (Jo Bos & Co) Robertjan Uijl (Phaos)
7 PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Project Management Education and Dutch Universities Some of you may remember back in April 2013 taking part in a (rather long) survey on PM education. Well, the results are in! As part of my MSc dissertation I investigated the perceived educational needs of the Dutch PM community and compared that to what Dutch universities have to offer. From the 100 project managers that took part in the survey, the vast majority had some form of certification, higher education and considered themselves as senior in the PM profession. This means we can safely assume they had a sound understanding of what good PM education consists of, making this a robust study. In this article I will summarize some of my findings. The results are both inspiring and discouraging.
Fabio A.J. Luelmo fabio.luelmo@gmail.com
The Dutch PM community seems to be split on whether PM is a pure science or whether it depends heavily on the industrial context, such as IT, construction, energy, etc. Interestingly, this does not greatly influence how the community feels PM should be taught. Most felt it should be taught in generic context. That majority of respondents were almost evenly split between those who believe in industrial context and those who do not. This leads me to believe that more value is placed on generic PM for a university education, and assume that industrial context would be taught on the job, if that context even exists. While the existence of a uniquely Dutch PM culture was acknowledged by a third of respondents, they thought it had little place in university education, perhaps leaving that as well to on-the-job training. The study made a distinction between hard skills (like PM techniques and methodologies), soft skills (like leadership and networking) and critical thinking skills. Respondents generally thought these were all of equal importance in an education, although outliers did show extreme preference at least once for every skill type. This was surprising, because the literature showed most education developed from the certification regime focused on hard skills, soft skills only started being noticed in PM literature in the last 10 years and the critical thinking skills is barely coming to the fore right now as complexity becomes a theme in PM literature. What is also surprising is that the Dutch PM community seems to understand that the prerequisite to good critical thinking skills, which are necessary to handle project complexity, is a robust grasp of PM theory. This is not something I expected to find in such a ‘practical’ group of people, especially considering the lack of formal PM theory in existence compared to other domains. There was almost unanimous opinion that it was important to know not just the use but also the theory behind techniques (like Gantt charts) and methodologies (like CCPM), and the intensity of belief was much stronger in this than in other opinions in the survey. This is excellent news, as it means that the community is hungry for a holistic PM theory and justifies the theory’s raison d'être. Now the bad news. The respondents either did not have a high opinion of Dutch universities when it came to providing PM education or admitted ignorance of the universities’ capabilities, which itself does not speak well for the universities advertising themselves as places for advanced PM learning. I studied the curricula of the six research universities in the Randstad: Universiteit van Amsterdam, Vrij Universiteit, Universiteit van Leiden, Universiteit van Utrecht, Erasmus University and Technische
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Universiteit Delft. After examining their undergraduate and graduate curricula, I conclude that these feelings are justified. With all non-technical universities combined, in all faculties, there were only a handful of courses dedicated to PM. All these universities have prominent Management Schools and four of them have prominent IT faculties. The courses covered only basic PM concepts at both Bachelor and Master level. The only technical university in the sample, Delft, had more PM specific courses than all other universities combined. These courses tended to be taught within a domain context and only one course on advanced generic PM existed which was available to multiple faculties. However, even here there was little room for PM theory. Teaching methods are also fairy poor. The community wanted to see more mentoring, internships and class projects as a way of teaching all skill types. Unfortunately, the universities almost always had traditional methods of teaching: lectures and case study. Not surprising given the difference in operating costs between traditional methods and more hands-on methods. The traditionally methods seem fine for hard skills, but were deemed inadequate to teach soft or critical thinking skills. New forms of teaching like software simulations could not fill the gap. In conclusion, Dutch universities are not providing the PM community with the education they desire. It is not good enough to consider PM the purview of the technical university: the respondents represented dozens of domains, many of them non-technical. PM is a subset of business administration, a social science, and touches upon all industries. Lack of PM specific education impacts the development of PM theory which is so desperately needed, or do the universities feel PM development should be left to the post-doc researchers? The PM community seems to know what it wants. For example, helping students get PM certification along the way. The universities should listen or risk becoming irrelevant as centers of advanced PM learning. I would like to thank you, the PMI Netherlands Chapter members, for taking part in my survey which formed the bedrock of my dissertation. This valuable data paves the way for more research in PM education which ultimately benefits you. I would like to thank the Board for helping me reach out to the membership and encourage the Chapter to continue working with students and researchers to have access to such a rich pool of project managers.
Read How the Dutch Project Management Community’s Needs Can Be Met Through University Education dissertation
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PMP Exam Coaching Class: An insight into how PMI 'thinks' When I learnt that PMINLCH was organizing PMP coaching classes, I immediately recognized a certain appeal. I had been thinking about taking the PMP exam for some time but never really got down to gather the necessary information and make a booking. Finding the time outside my busy work schedule proved quite difficult. To pay to attend a class, on the other hand, seemed to be exactly what I needed to finally make a commitment and to concentrate my efforts in a reasonably short period of time.
Maria Francesca Manca Program Manager
The course comprises of 4 full day sessions divided over a period of 6 weeks. The group I joined includes 13 people from different nationalities and various professional backgrounds. The reasons for wanting to take the exam are also diverse: for some, the certification is required by the company they work for; for others, it is to expand job opportunities; to progress on the career path and also, for one of us...to increase the chances of passing the exam (already failed once). We are now almost at the end of the course and what we all realize is that, although the course does not teach in-depth theory of project management, it provides very useful insights into how PMI 'thinks' about Project Management and its organization. The trainers (all volunteering PMI members and certified PMPs) make us work on typical exam questions for every chapter of the PMBOK. They then use the answers that most of the class gets wrong as a basis to explain the rationale behind the questions. This is a very useful exercise, not only because it is a very practical way to learn, but also because it makes you realise that some questions are difficult for everyone. Furthermore it pinpoints very clearly which chapters each individual needs to study more thoroughly. Since we started the course, some of us have already booked their exam date and timeslot. One colleague has already re-taken the exam (...and passed!), while others will be using the Xmas holidays to complete their preparation before taking the exam early next year. Overall, I would recommend the course to any colleague who is considering qualifying for PMP certification. I would also like to thank the trainers for their willingness to 'sacrifice' Saturdays to help other PMs succeed on the exam... a very remarkable commitment to the PM profession!
Take our PMP Exam Coaching Class! Spring 2014 edition We are happy to announce that next PMP Exam Coaching Class will take place: • Day 1. 22 February 2014 • Day 2. 8 March 2014 • Day 3. 22 March 2014 • Day 4. 5 April 2014
Registration will be open soon!
Read more about PMP Exam Coaching Class
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Don’t Manage People, Manage Projects! Reprinted from http://blog.vadakkan.org/manageprojectsnotpeople
What is more difficult? Managing Projects or Managing People? A user asks in a LinkedIn group discussion for Project Managers. Apparently this was a very popular discussion. There were 294 comments and 54 likes on this discussion. By the time I got around looking at the discussion, they closed responses for it. So I had to write this article. Here are some of the answers to the question I found on the forum. Many of them were centred around: People are always more complex than systems. That wasn’t surprising. Then it started to hurt when I saw answers such as:
Manoj Vadakkan
Certified Scrum Trainer, Agile Consultant, Agile Coach http://www.linkedin.com/in/manojvp
Project Managers are responsible for managing human capital The Project Manager is involved with the planning, controlling and monitoring, and also managing and directing the assigned project resources to best meet project objectives. People are resources. It’s always easier to manage IT, cost, and logistics but if you take the emotion out of managing people you have a chance. There is no such thing as ‘managing a project’ – you can only manage the activities performed by people. And finally one person said A PM manages the process of the methodology, and leads the project team. Interestingly almost all of them who responded wanted to manage people, alas, the name of their role is Project Manager. They were trained to manage Projects, they were hired to manage Projects, they are paid to manage Projects, but they are saying, hey this Project Management stuff is easy but interesting & challenging work is on the side of managing people, so I want to do this challenging stuff called managing people. Repeat after me, Mr. / Ms. Project Manager, My role is Project Manager. I shouldn’t be managing people. I should be managing Projects. You ask why? I am glad you asked. First of all, let’s look at what is the meaning of the word ‘manage’ A Google search of the word manage brought the following result verb be in charge of ( a company, establishment, or undertaking; administrator; run Origin Latin —> Italian manus —> maneggiare —–>manage ( put a horse through the paces of the manege mid 16th century)
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The online etymology site says manage (v.) 1560s, probably from Italian maneggiare ”to handle,” especially “to control a horse,” ultimately from Latin noun manus ”hand” (see manual (adj.)). Influenced by French manège ”horsemanship” (earliest English sense was of handling horses), which also was from Italian. Extended to other objects or business from 1570s. Slang sense of “get by” first recorded 1650s. Related: Managed; managing. Managed economy was used by 1933. As it appears that a manager’s job in the 16th century was to put a horse through the paces. A manager was to put a horse through its paces to train. Also if you are buying a horse, you would want to put it through its paces such as ride it at walk, trot, pace etc., to check if it moves easily at all these gaits and comfortable to ride at all of them. Are you a manager living up to that archaic meaning of the word manager in the 16th century? Also see the meaning of Manager (http://www.thefreedictionary.com/manager) man·ag·er, n. 1. One who handles, controls, or directs, especially: a. One who directs a business or other enterprise. b. One who controls resources and expenditures, as of a household. 2. One who is in charge of the business affairs of an entertainer. Are you a manager who “handle” or “control” people? Mr. / Ms. Project manager, I am not a horse for you to put through the paces. I am not a “resource” for you to manage. I am a person. Jurgan Appelo says, Manage the system not the people. Reference – Management 3.0 As the Project Manager, please manage the project, help us create a shared goal within the team and with the business, help us reach the right stakeholders so we can work with them to understand their needs, help us create constraints including milestones and roadmaps, help us track our progress towards those goals, help us to understand why this work really matters (Purpose – see reference for Drive below), protect us ( team) from outside interference, help us remove impediments. In other words, do not be the manager putting the horse through paces, but be the one who feeds the horse. Then please step out of our way so we can have our space to figure out how to achieve those goals to satisfy the customer. Be sure to keep us accountable by asking us to deliver often and incrementally. But, once you help us, the team, to figure out what we need to achieve, let us figure out how to achieve them. We don’t need someone to manage us and our work. Empower us. We are motivated when we have a say in how we do our work (Reference Autonomy, Mastery and Purpose as three attributes that motivates people – Drive by Daniel Pink). So the question we started with is the wrong question to ask. Project Manager, you may feed your horse now, I mean, you may manage your project now. Thank you!
Join discussion on PMI Netherlands Linkedin
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Four Foundational Standards Now Available Every four years, PMI updates its four foundational standards to reflect changes in the practice of project, program and portfolio management. We have recently completed this cycle with the release of Organizational Project Management Maturity Model (OPM3®)—3rd Edition. OPM3 joins the other foundational standards updated this year, which include: • • •
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition The Standard for Program Management—Third Edition The Standard for Portfolio Management—Third Edition
The foundational standards are the core of PMI’s 15-title library of standards. Download an electronic copy of PMI standards at no cost, or purchase a printed copy. The library of standards and products based on those standards will continue to grow as PMI identifies additional areas important to our stakeholders.
PMBOK® Guide Extension for Software Projects Published PMI has collaborated with IEEE Computer Society to jointly develop the Software Extension to the PMBOK® Guide Fifth Edition. This new standard provides readers with a balanced view of methods, tools and techniques for managing software projects across the life cycle continuum. Designed to be used in tandem with the latest edition of the PMBOK® Guide, it helps to bridge traditional and iterative approaches. The committee that developed the Software Extension to the PMBOK® Guide Fifth Edition was comprised of volunteers from both PMI and IEEE Computer Society, and drew upon the expertise of programmers, IT professionals and project managers from around the globe. As is the case with all PMI standards, members may download a free digital copy of Software Extension to the PMBOK® Guide Fifth Edition by logging in to PMI.org and visiting the library of standards page. Printed versions of the standard are available for purchase through PMI Marketplace.
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Chapter Guest Pass program Are you a PMI member living or working in the Netherlands and who has not joined our chapter yet? Want an easy way to find out how great the programs of the PMI Netherlands Chapter are? Make use of the Chapter Guest Pass program now! There are more 1200 PMI members in the Netherlands, but less than 70% are members of the PMI Netherlands Chapter. The Chapter Guest Pass program is aimed to make that gap smaller. It allows you to experience all the benefits, join many activities and appreciate the value of joining our chapter by trying it out at no cost for you for the remainder of your PMI membership. So if you’re not a member of the chapter yet, use this program to join our chapter and discover all it has to offer for you. If you’re a member of the chapter and know other PMI members in the Netherlands who are not a member of the chapter, please share this information with them and let them know that they can now join PMI Netherlands Chapter for free. How does the program work? Get in touch with us by sending an email to our Operations Officer (operations@pmi-netherlandschapter.org) and refer to the Chapter Guest Pass program. After validating your request, our Operations Officer will provide you a code to activate the Chapter Guest Pass program. The Chapter Guest Pass is valid for one time use from the point of initiation through the end of the member’s current PMI membership cycle. We encourage you to activate the code as soon as possible to get to become fully immersed in the chapter and its activities and enjoy the benefits for a maximum amount of time. Get connected and start enjoying the benefits of the PMI Netherlands Chapter.
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PMI Journals 2013 PMI PROJECT OF THE YEAR AWARD WINNER: SEA CHANGE The Adelaide Desalination Project team weathers drought and rain to become Project of the Year. TECH TREK Disruptive technologies may appear risky, but smart organizations turn them into opportunities. 5 SIGNS THAT IT'S TIME TO GO Certain red flags should tell you it's time to update your résumé and start looking elsewhere for work. WEATHER ALERT: FLOODING AHEAD With oceans rising, flood-control projects are also on the rise around the world. POLICING THE AGILE EXPRESSWAY Agile approaches produce deliverables quickly, but may require different approaches to team discipline. MERGE WITH CAUTION Merging organizations must carefully assess their portfolios to ensure a correct mix of projects. VIEW THE FULL ISSUE
Acting Ethically is Vital for the Profession PMI Acquires Assessment and Benchmarking Company Community of Practice Volunteers Recognized Project Management Camp Programs Engage Children Around the World PMI Sponsors UK Civil Service Awards Pulse Report Reveals Strategic Competencies for Navigating Complexity in Projects Volunteers Team Organizes Salon on Agile VIEW THE FULL ISSUE
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PMI's Communities of Practice Webinars December PMI Community of Practice webinars are available exclusively to PMI members, and at no additional cost. Participants may claim 1 Professional Development Unit (PDU) per one hour webinar. 2
Mission Zero: A Global Sustainability Trailblazer PMI Global Sustainability Community of Practice
More info
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Better Requirements=Better Project Outcomes in Govt
More info
PMI Government Community of Practice
Change Management, Issue Management, Escalation Management More info
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PMI Information System Community of Practice 4
More info
Building High Performance Teams PMI Human Resource Project Management Community of Practice
5
How To Stop Project Failure Becoming a Career Derailer
More info
5
PMI Pharmaceutical Community of Practice Myths and Truths of Construction Project Schedules PMI Construction Industry Community of Practice
More info
5
The Project Manager Who Smiled
More info
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PMI IT & Telecom Community of Practice Banking 101 – A Visual Guide for Project Managers who are new to Financial Institutions PMI Financial service industry Community of Practice Communicating to Connect and Influence PMI Global Diversity Community of Practice
More info
More info
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What is the Value of Implementing an Earned Value System?
More info
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PMI Scheduling Community of Practice Healthcare Project Management – Tools and Techniques that Work PMI Healthcare Community of Practice
More info
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Social Media for Project Managers
More info
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PMI Learning and development (lead) Community of Practice The Journey of Expectation Management PMI Innovation and New Project Development Community of Practice
More info
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Book Review - What's Your Problem?
More info
PMI Management Quality Community of Practice 18
Can Government be Lean? Learn these Lean Tips and Tricks.
More info
Government Community of Practice 19
Managing Risk in Projects: New Concepts with The Risk Doctor
More info
PMI Requirements Management Community of Practice
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Let’s stay in touch Our webpage is the main source of information about the PMI Netherlands Chapter: http://pmi-netherlands-chapter.org You can also sign up here to get Chapter news on your email.
Join 524 members of our LinkedIn group: http://www.linkedin.com/groups/PMI-Netherlands-Chapter-130083 share your thoughts and join discussions. We will also inform you about Chapter events, newletters issues and other PMI news. You can also follow our company page: http://www.linkedin.com/company/pmi-netherlands-chapter with 511 other followers.
Check out our Facebook Fan page: https://www.facebook.com/PMINetherlandsChapter which was set up to inform you about recent news and for community building purposes. We will let you know about Chapter events, newletters issues and share with you our meetings’ impressions.
Besides the website, LinkedIn and Facebook you can follow us on Twitter: https://twitter.com/pminlch On regular basis we send tweets to inform you about Chapter events, news from PMI etc. Have a look and give it a go and join the 277 followers. Looking forward to tweet-connect.
If you miss our Chapter meeting or want to hear it again, now you can check our YouTube channel where we publish recordings from our events: http://www.youtube.com/user/PMINetherlands
To make reading our newsletters more convenient for you, we’ve created an Issue account where you can find all our newsletters: http://issuu.com/pmi_netherlands_chapter
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Chapter Sponsorship information If you are interested in becoming a sponsor of PMI Netherlands Chapter or in case you have detailed questions regarding the various sponsorship opportunities please contact our CEO. PMI Netherlands Chapter has three types of sponsorship opportunities: • • •
Chapter Sponsor Event Sponsor Summit Sponsor
Chapter Sponsor The sponsorship period has a minimum of one year. Sponsorship Category per annum Cost (exclusive VAT of 21%) Benefits Sponsor logo on Chapter website * with link to Sponsor website Sponsor logo during Chapter meeting *
Partner € 11.400
Gold € 2.400
Silver € 1.200
Bronze € 800
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Logos of sponsors are displayed in every email send to members
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√
√
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At least once a month
√
√
√
√
Yearly
4
4
2
Yearly
unlimited
unlimited
4
Yearly
3
3
2
Yearly
6
6
Once a year
10
1
Once a year
√
Frequency
in Welcome presentation Sponsor logo in Chapter Newsletter * in Current Sponsors page Sponsor logo in Chapter Broadcast * in emails send to all members Chapter Twitter post about our sponsors Contribution to Chapter Newsletter format A4, provided by sponsor Entries in event calendar input provided by sponsor Mailing to the Membership input provided by sponsor Tweets through Chapter Twitter input provided by sponsor Free ticket for PMI Netherlands Summit Each ticket worth € 395 Founding Partner Summit Sponsor Package (2 years contract) PMI Netherlands Summit *All sponsors' logo exposure will be removed 30 days after contract expiration.
18 PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Event sponsor Event sponsor will host (provide venue for approx. 60 seats between 5:30 - 9:30 PM) 1 Chapter event including refreshments: coffee/tea sandwiches networking drinks
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Benefits: Chapter Sponsor 15-20 minutes for speaker during the event 2 month long exposure on PMI Netherlands Chapter website and social media in the event related communication
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Summit sponsor For more information about PMI Netherlands Summit congress sponsor possibilities please check PMI Netherlands Summit website.
Project Management Humor You know it is time to get out of Project Management when... 1. 2. 3. 4. 5. 6. 7. 8.
You refer to your other half as the Budget Holder. Your personal life is planned to the nth degree. You write a Project Brief for your next holiday. Safe sex involves a Risk Log and Contingency Plan. You organize your family into a more efficient team-based structure. The "deliverables" for Saturday are the shopping and washing. You mitigate the risk of your in-laws visiting. You finding yourself explaining what Gantt, PERT and CPM diagrams are to people down in the local pub. 9. You enjoy reading the Project Management Body of Knowledge in bed.
19 PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org