June 2014 Volume 46 Issue 6
Contents President’s Column ................................................................................................................................................ 2 Welcome to the June Edition .................................................................................................................................. 3 Our Sponsors ........................................................................................................................................................... 4 Events Calendar....................................................................................................................................................... 5 Take our PMP Exam Coaching Class! Autumn 2014 edition .................................................................................. 5 From the desk of the Events Director ..................................................................................................................... 6 rd
PMI Netherlands Summit 3 Edition ...................................................................................................................... 7 RISK ZONE 2014 European Project Portfolio Risk Summit ..................................................................................... 8 Focus on PM Research ............................................................................................................................................ 9 ‘3rd PMI Netherlands Summit: The Thin Line between Project Success & Failure’ by Henk-Jan van der Klis ...... 10 Op weg naar PgMP – in Dutch .............................................................................................................................. 15 Agile Project Management and Leadership .......................................................................................................... 17 News from Local Interest Workgroup “ISO for projects” ...................................................................................... 22 A survey on PM certification ................................................................................................................................. 22 Recently certified PMI Netherlands members ...................................................................................................... 23 PMI Journals .......................................................................................................................................................... 23 PMI's Communities of Practice Webinars July ..................................................................................................... 24 Call for PMBOK® Guide - Sixth Edition Core Team Volunteers .............................................................................. 24 Chapter Guest Pass program ................................................................................................................................ 25 Let’s stay in touch ................................................................................................................................................. 26 Project Management Humour .............................................................................................................................. 27 Get inspired ........................................................................................................................................................... 27
President’s Column While writing this column, I discovered that almost half of 2014 has passed. How time flies when you are having fun. And fun is what I have at my daily job - executing projects and programs, and as a leader/volunteer Cees Pijs of the PMI Netherlands Chapter. Being a volunteer of the Chapter means I President am able to contribute to our profession and have numerous opportunities to extend my network, meet all kinds of interesting people and organisations, engage with Chapters around the world, explore new possibilities etc. Believe me, it is challenging and it requires dedication and asks a lot of energy, but in return I get so much back. Despite that, I really enjoy my leadership/volunteer role at the Chapter. However, it is time to hand over and step back. I will do so at the end of the year and together with alumni board members, I am defining the steps we need to take to recruit one or more successors. I truly hope and will do my utmost best to present some good candidates later this year when election time comes. Do you consider yourself a possible successor? Great, I am more than happy to put you on the list and explore options… Meanwhile I will, of course, continue leading the Chapter to the next level. In August, after we are all recharged from the holiday break, the Board will spend the weekend discussing the Chapter’s future strategy and defining the targets and actions for the coming years. Extending membership value or maybe best to say stakeholder value will of course be the focal point. We will use your inputs from surveys, the April World Café session, the feedback we received from talking to you and experiences from other Chapters across the world. That is the good thing of being part of this huge international network called PMI. Can you imagine the creativity and innovation of 420 Chapters and over 450.000 members across the globe? I am looking forward to stepping back from the role of President of the Chapter but for sure I will find other ways to keep contributing. I hope that part of my enthusiasm encourages you to at least consider volunteering. We have direct needs of your involvement. We need a new President, there may be vacant board positions and there is so much more we could use some kind of support from you helping our Directors in creating and executing Marketing strategies, Communications, creating events, Publications, organising local interest working groups, writing White Papers and exploring new innovative developments that will keep the passion for Project Management alive amongst our Chapter that is now a community of more than 900 members. Make sure we know that your are interested by raising you hand and create a VRMS profile (http://www.pmi.org/Get-Involved/Volunteer-Opportunities.aspx) For now, enjoy your holiday and for those that continue working have fun doing so. Looking forward meeting you after the summer break at one of our meetings!
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Welcome to the June Edition I have the pleasure to welcome you to the June PMI Netherlands Chapter Newsletter. This issue seems to be the longest one since I took over. Newsletter preparation is what makes me very happy since I can provide more and more interesting articles for you to read. In July you had a chance to attend our PMI Netherlands Summit Conference. I hope you liked it and in this newsletter you can read the takeaways from t Małgorzata Krakowian Henk-Jan van der Klis. Director Marketing and in Focus on PM Research, Peter M. Storm , encouraged us to consider if is project Communications team members in “distant countries” (i.e. virtual team members) should be managed differently from we how manage our “own people” (i.e. onshore team members). Rob Janssen Duyghuysen in his article “Agile Project Management and Leadership” continue discussion on a topic originally started by our Agile Local Interest Workgroup published last month while Michiel Dijkman is takes us (in Dutch) on a trip to become PgPM certified. If you are looking for volunteer opportunities please pay your attention to PMI call for PMBOK
®
Guide – Sixth Edition Core team volunteers. As always some news from PMI.org and PM Humour are waiting for you as well.
Cover: PMI Nethrlands Summit 2014
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
PARTNERS
FACILITY SPONSORS
Want to become our sponsor?
Please check our website for more information.
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Events Calendar PMI Netherlands Chapter
Other August 2014
August 2014 19
Webinar - ‘Why projects fail and why the Project Manager can’t help it’
More info
October 2014 11
18
Threon student summer camp
More info
26-28
Threon Innovation Week 2014
More info
Threon - CAPM Certification Prep
More info
Risk Zone Summit 2014 (Munich, DE)
More info
IPMA World Congress 2014 (Rotterdam)
More info
RISK ZONE 2014 (Munich, DE)
More info
Synergy 2014 – PMI UK Conference (London, UK) Threon - Project Portfolio Management
More info
September 2014 PMP Exam Coaching Class 1/4
More info
10
November 2014
13-14
1
29
PMP Exam Coaching Class 2/4
More info
15
PMP Exam Coaching Class 3/4
More info
29
PMP Exam Coaching Class 4/4
More info
October 2014 13-15 November 2014 13 26
Take our PMP Exam Coaching Class! Autumn 2014 edition We are happy to announce that next PMP Exam Coaching Class will take place on: 11 October, 1 November, 15 November, 29 November
Registration for the next PMP Exam Coaching Class is now open.
Deadline for registration: 24th September 14:00 Already certified? Please forward this information to your colleagues.
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More info
From the desk of the Events Director Listening to the input from our members, largely based on the PMI NL World Café session in February, I’m glad to provide you with an update on some of the main topics from an events point of view: 1. You indicated that there is more interest for soft skills; what capabilities do the Project Managers of 2020 need? In July, our Chapter meeting is dedicated to understanding stakeholders (still largely from the methodology side of it), followed by a presentation which brings you an introduction to further understanding your own passion, motivation, abilities and limitations you might feel in project situations, in order to sharpen your awareness and increase your personal effectiveness.
Henk-Jan Molenkamp Director Events
2. You have suggested to also hold webinars for knowledge exchange: In August we will hold our first webinar this year! As our pilot, this first time is limited to 25 participants, but when there is more interest we can easily extend the amount of (virtual seats) available or alternatively, schedule a second session. The topic for August will be ‘Why projects fail and why the Project Manager can’t help it.’ 3. There is a growing trend and interest in becoming more socially engaged in projects for charitable causes: In September we will hold a workshop, “Project Portfolio Management for Charity Organizations” and we’ll determine whether you, as volunteer, are interested in leading or supporting our charity engagements in our Chapter’s Social Responsibility program. 4. Your desire is to have PMI Netherlands Chapter lobby for more recognition for the profession of the Project Manager One of the efforts we support in this respect is to ensure an ISO norm will become available for Project Management. Rommert Stellingwerf will provide us with an update of the joint taskforce from PMI and IPMA in November. And of course we will not let you down in regards to presenting you the most compelling experiences from the field and sharing of knowledge from our Local Interest Workgroups. Planned for this year are: updates from our PMO LIWG where they will share insight into the most successful way of learning and changing an organization, i.e. through ‘gamification’ (more details announced shortly). The story of the incredible Dutch project Water Works (Ruimte voor de Rivier), the advantage of PPM tooling for organisations, and many more. A full program! Hope you like it and will also encourage your colleagues to join you in coming to our events. Your appreciation and interest is what is fuelling and driving us! Looking forward to seeing you at our next event!
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PMI Netherlands Summit 3rd Edition Our Chapter organised its third PMI Netherlands Summit in cooperation with CKC Seminars on June 12th in Zeist. The theme of this year’s summit, “The thin line between project success and failure,” proved to be a solid framework for three magnificent key-notes and many outstanding parallel tracks including a track dedicated to our Local Interest Work groups. Thus, this summit was about project management for project professionals!
Cees Pijs President
Comments via crowdthinking via Linkedin brought up the ultimate question to define project success or failure: ask all involved “would you do it again?” Based on the initial feedback during the day, many attendees “would do it again” and based on that I am happy to conclude that this year’s Summit again was a great success. Of course we will evaluate this event in more detail before we decide to kick-off next edition but anticipating success feedback we already set a preliminary date for next year: June 11th. Make sure to mark this date in your agenda. A more comprehensive article on the Summit is under construction and will be published in the coming newsletters. Here are some pictures to (re-) taste the atmosphere of the day.
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RISK ZONE 2014 European Project Portfolio Risk Summit Risk Zone 2014 is the only European conference dealing exclusively with Risk Management from Project to Portfolio level. While Risk Management at Project and Program level is well established and precisely defined, Risk approaches at Project Portfolio level is yet to be formally considered. The Summit aims at bridging the gap between Project Portfolio Risk Management and Global Business Strategy. The Risk Zone Summit 2014 is taking place on 13-15 October 2014 in Munich. Over 2 days of lessons learnt, experience sharing and strategic thinking, the Summit will address 2 streams dedicated to a large audience of professionals in charge of Risk Management within their organisations. Select the stream that best matches your profile or the one you want to learn from – the Summit is made for you to optimise the time you spend out of the office.
The Project/Program Risk Management stream is dedicated to Project/Program Directors and Managers eager to deepen their knowledge and understanding of Risk Management best practices. The Strategic Project Risk Management stream covers challenges related to the approach of Risk Management from an organisation perspective and how to align it to the global strategy defined by the Board. Board members, C-Level executives, Portfolio directors, Strategists and heads of Global Risk will find here a way to engage into high level exchanges on how to define Risk Management as a strategic function.
Over 100 participants will be offered the opportunity to hear from precise case studies, keynote addresses and panel discussions or to attend think tank sessions covering topics such as Risk Identification, Risk Quantification, Human factors in Risk Management, Risk Management Methodology, International Regulations and many more. May it be to freshen-up your knowledge, learn from your peers, discover new methods or practices, have your say on the way Risk Management will be considered in the future or simply to network and build-up strong relationships, RISK ZONE 2014 is your one-stop shop to proactively manage risk within your organization once back to the office. Join this one of its kind highly targeted summit and be part of those few risk experts who will shape the way risk will evolve in the future!
Register to the Risk Zone Summit and enjoy the benefits of being a PMI Netherlands Chapter member! When signing up to the event, use this coupon to claim your discount: NL-PMI-15
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Focus on PM Research Welcome to the Focus on PM Research column of this newsletter. The idea is to brief you about thought provoking results from investigations about Project Management around the world. Sometimes the news item will be brand new, sometimes not. The purpose is to give you a benchmark to compare your own insights with. June 2014 Should project team members in “distant countries” be managed differently from we how manage our “own people?” As more and more project work is distributed across various areas of the world this question has become a serious topic. The old proverb says, “in Rome do as the Romans do” when it comes to behaving politely. But does that also mean we should adapt our management principles to local habits? I don’t think so. Take for instance the results of a study* by Vathsala Wickramasinghe and Suyama Liyanage. They investigated whether or not the “Western” principles of performance management also apply in Sri Lanka. Dr. Peter M. Storm Previous research in the United States and the UK has shown that the Kennis&Co / AMI application of performance management principles leads to higher consultancy productivity. The results of the study in Sri Lanka confirm this relationship convincingly. Wickramasinghe and Liyanage tested three principles of performance management: performance evaluation, learning & development and involvement in decision making. All three were significantly related to job performance. Hence my question: do not adapt your management principles to local habits but apply them consistently wherever you are? Your management principles are the thread that keeps your organisation together. But how about all these studies which show that project failure is imminent if you do not take cultural differences into account? How do we reconcile these two viewpoints? Yes, you should take cultural differences into account but not by watering down your management principles. What you should do is to adapt the way in which you implement your management principles in other cultures. An illustrative example of how to do that was given by Joek Ruigrok, a Senior Project Manager at Philips Lighting, during the AMI PM Briefing on June 16th, 2014. Joek shared his experiences and insights gained during the start-up of a luminaire project in China. A previous attempt to attain a cost break-through in the very competitive Chinese market had not been as successful as expected. Evaluation of the project led to the conclusion that the human factor was essential. A new attempt was initiated by Joek and his team. This time they adapted the way they implemented the Philips principles of Project Management (but not the principles themselves). For example, they took into account that collective learning habits are different in China as compared to the way it takes place in the Netherlands. As a result the project performance was above expectations. *Wickramasinghe, V. and S. Liyanage, “Effects of High Performance Work Practices on Job Performance in Project-Based Organizations”, Project Management Journal, 2013, vol. 44, no. 3, 6477 Regards and … stick to your management principles, Peter Storm peter@kennisenco.nl / www.ami-consultancy.nl
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‘3rd PMI Netherlands Summit: The Thin Line between Project Success & Failure’ by Henk-Jan van der Klis Source: http://www.henkjanvanderklis.nl/2014/06/pmi-netherlands-summit2014/
On June 12, 2014 PMI Netherlands Chapter and CKC Seminars organized our Third Summit in Figi Zeist about the Thin Line between Project Success & Failure. To summarise: you are that thin line. You can ‘tame your tigers’ and make change happen. Happiness is what you ask for every day. Are you happy? As a Project Manager, Customer and Team? Would you do this project Henk-Jan van der Klis again? Happiness is contageous in your environment. The ‘wow’ http://www.henkjanvanderklis.nl factor of your passion in action changes the way you approach a project, collaborate and stay sharp with pursuing right answers to the ‘why’ question. Be open minded, tackle risks as that’s your job and prepare for the future. All of this is more important than a certification in Project Management, a particular framework or methodology. It will bring project success within reach. The German Dr. Thomas Juli, was the first Keynote speaker. Next to running and expanding his own consulting business and building the Institute for Project and Business Transformation, he is lecturer for Innovation and Technology Management at the Wilhelm Büchner Hochschule in Darmstadt, Germany, an accredited, private university for distance learning. He is founder and president of i-Sparks, an open online community that helps and motivates individuals and organisations turn their project challenges and failures into projects for success. He is the author of Leadership Principles for Project Success (CRC Press, New York, 2011). and was happy to be with us, and we demonstrated how to be happy with his message.
Thomas Juli – Leadership, happiness & Project Success
Like Pharell Williams sings in Happy, it is contageous. To channel your passion to produce tangible results, it needs focus, strategy, aligned priorities and motivation. It starts with the why? (read Simon Sinek‘s Start with Why). Then envisioning. Think of the different effect of ‘I have a dream’ and ‘I have a plan.’ Of course, you need to accomplish, so Acceptance Criteria, Plans and Actions are needed to get there. Summarized as Motivation, Vision and Project (MVP), it’s good to align your personal MVP to the team and company’s MVP to get the ‘wow’ factor. Passion needs structure and strategy to sustain. Collaboration, performing teams and learning from frequently delivered results are important. Issues need to be resolved and priorities aligned to the MVP compass.
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Failure is necessary to achieve something. Get into motion. Join the movement. Be the change. Check Actionforhappiness.org. Parallel tracks during the Summit concentrated on:
real stories about real projects the secret behind every successful project the human factor as critical success factor local interest workgroups & G&A’s
Eric Soenens – Purpose and People before Project Eric Soenens (Change Manager at Philips) told about the move of Philips International Headquarters into New Ways of Working, exploring its successes and pitfalls as it moved 1,300 top-heavy professionals into a different way of working. Originally a building refurbishing project, it quickly required a higher purpose and strong stakeholder management. Soenens also stressed the importance of the why. Managing a cost or square meters reduction project is different from enabling to place to share your passion. Drivers for the project were collaboration, trust, productivity, teamwork, and company pride.
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Alignment starts where talking stops and listening begins. Stop & be present. Write down what’s been said and paraphrase. Show that you’re actively listening. Check your understanding. Resistance will be there. It may be the fear of uncertainty, change, losing control, away from the comfort zone, loss of power, capacity issues or no direct personal benefits. At Philips, project resistance was managed by user involvement and co-creation of the results. It’s often the transition (process), not the change (outcome) itself that causes stress. Don’t fight over positions, discuss interests.
Amy Andrade – Making the impossible possible: is there sanity and success in the midst of chaos? Amy Andrade (former director of Applications, CareSpot Express Healthcare, now entrepreneur at Andrade Group) wanted to look at a current large successful project in an environment of many objectives to achieve with stringent deadlines (8 months) to get to market. What are the elements that allowed the project to be successful, though by best practice standards it was impossible? Success was measured as: no body bags and no cash flow hiccups. Elements that contributed to the project’s success: innovation, vision, leadership, collaboration, communication, community and connection, but also teamwork, passion, urgency and challenge, preparation, focus, perseverance and new technology. Apollo 13‘s collaboration to get a square peg in a round hole clip served as backup illustration. Is this in your project management DNA? Amy shared a reading tip as well: Warren Berger’s A More Beautiful Question. And guess, ‘why’ is one of the beautiful questions you must ask.
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Ed van der Tak – Achieving optimised team member self-control (using the Critical Effort Methodology) Ed van der Tak TA, PPA (chairman of the Dutch Planning & Scheduling Institute) introduced the Critical Effort Methodology, but not after reflecting on a changed world, taking a selfie and spending costly minutes on that concept before turning to self-management and the increase of the flexible workforce in today’s personnel needs. Ed wanted to call for urgency, but basically showed the same developments in automation that my own professor, Aart Bosman did at the University of Groningen from 1990-1993: connecting isolated solutions, the move to Management Information Systems (MIS) and Decision Support Systems (DSS) and what Ed called Project Management ERP systems, we know now for years as the CA Clarity or Microsoft suites around Project Management tools. To enable self-management takes place in self-organising teams. Van der Tak doesn’t recognise the need for Agile or Scrum approaches, but basic personal productivity tools, such as task management support to prioritise individual tasks by current value to the team/organisation. The perception of workload must also be different. The concept of time is different too under certain circumstances. Read more on this in Kahneman’s Thinking, Fast and Slow. Contributing value to each and Individual task still requires an overview of all tasks, dependencies, and available resources (time, money, people, tools). Who will enable that and based on what information? What’s new here? I myself was not convinced of this alpha version of ‘Critical Effort Methodology,’ but there will be more interaction and hopefully iterations.
Jim Lawless – Taming Tigers Countless individuals have been inspired by Taming Tigers by Jim Lawless, one of the world’s leading inspirational speakers, and CEO of the Velocity Corporation. With his team, he has implemented successful change programs in companies including Apple, Barclaycard, Atos, Axa, BT, Aramark, Skrill Group and Badminton England. The “Tiger” is Jim’s metaphor – The Ten Rules are practical tools to overcome any barrier. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Act boldly today – time is limited! Re-write your rule book – challenge it hourly Head in the direction of where you want to arrive, every day It’s all in the mind The tools for Taming Tigers are all around you There is no safety in numbers Do something scary everyday Understand and control your time to create change Create disciplines – do the basics brilliantly Never, never give up!
He insists on testing principles of change on himself before advising others. In 2003, he accepted a bet to be a horse jockey at a race within one year lacking any previous horseriding experience. In August 2010, he used Taming Tigers to become Britain’s Deepest
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Freediver, the first Briton to dive below the magic 100m barrier on a single breath of air. The presentation is unique because Jim has undergone “impossible” change twice to prove that his principles work. We all got a copy of Taming Tigers at the summit, so I will read and review it later. Jim’s second book – The 7 C’s of Cultural Change will be in the shops in September 2015.
Laurentiu Neamtu – The Open Minded Project Management Framework Laurentiu Neamtu (Academic Director at La Salle Almere Campus) introduced the concept of open minded Project Management, which basically sustains there is no best Project Management framework but a combination of best practices adapted to the specific project. The standards should fit to the project and not vice versa. The success rate depends on understanding the project and the right combination of standards. Neamtu used elements from the Success/Fail ratio, the balance between Risk and Change, importance of hard skills and soft skills for Project Management, the Agile Manifesto to Dan Pink‘s takeway from his book Drive, and – again – Simon Sinek’s Start with the why. Neamtu wanted to stress the importance of trust, but nearly stranded in a discussion on social media and the need for face-2-face communication in distributed project teams. Somehow ‘waterfall’ got negative press again. This time including claims, that waterfall stands for ‘no interaction with the consumer.’ Can anyone provide evidence for this? The Open Minded Project Management Framework happened to be no more than: 1. 2. 3.
prioritise value creation adapt standards to context facilitate your projects, you’re no expert anymore.
Martijn Jong, Partner & Director, AMI Consultancy, was involved in Maasvlakte 2 – the expansion of the Port of Rotterdam – the biggest civil engineering project in the Netherlands since the Delta Works. It was completed on May 22nd 2013 – under budget, within time constraints and with a satisfied client! In an interactive discussion with the Maasvlakte 2 stakeholders, Contract Manager- Menno Steenman (Havenbedrijf Rotterdam) and Peter Klip (Project Director), Martijn took us through the project highs and lows and offered a close look into the project kitchen. Goals of the project were:
time & money (controlling constraints), stakeholder satisfaction (building teams and involvement of stakeholders), and preparation for the future (fitness for purpose)
Determining whether Maasvlakte 2 also accomplished the third goal was asked of the stakeholders and the audience. Simultaneously, a student, Klara Paardenkoper had prepared her thesis on: announcement of Klara Paardenkoper’s thesis of the shrinking ‘hinterland’ of the Port of Rotterdam. Like De Jong, I also read the thesis so I remained seated doubting whether or not all this new land will indeed be used within the next 15 years, as was the goal. This remains an open question. Lessons from Maasvlakte 2:
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no process managers, step forward, work to increase relationship-building with competitor teams, i.e. create singular project identity as they did to break down walls, personal discussion – Menno and Peter relied on the fine print on the contract to resolve disputes, deploy small teams with subject matter experts. That proved to be successful. As from June 16th presentations and pictures of the Summit will be at www.pminetherlands-summit.com. The fourth Summit will be one June 11th, 2015. Will you be there too? Visit PMI Netherlands Chapert Linkedin group to share your opinion about the conference.
Op weg naar PgMP – in Dutch Eind 2013 ben ik gecertificeerd als PMI Program Management Professional. Dat was het eind van een intensieve en behoorlijk tijdrovende reis die ik op deze wijze wil delen met geïnteresseerden. Ik ben sinds 1995 actief als projectmanager en later programmamanager, met af en toe uitstapjes naar lijnmanagement. Zowel de term projectmanager als programmamanager kennen een ruimhartige interpretatie. Daarmee bedoel ik dat feitelijk iedereen, zonder voorbehoud, zich zo’n titel kan aanmeten. Deze ontwikkeling heeft ertoe heeft geleid dat ik de behoefte kreeg om eenduidig vast te leggen wat Michiel Dijkman mijn kennis- en ervaringsniveau was op dit vakgebied. Omdat ik de afgelopen 10 a 12 jaar verantwoordelijk ben geweest voor behoorlijk stevige programma’s besloot ik de lat voor mezelf hoog te leggen en te gaan voor de, in mijn ogen, zwaarste certificering. Een van de zaken waar je dan achter komt is dat er in Nederland geen netwerk is waar je op terug kunt vallen. Daarmee bedoel ik dat je grotendeels op jezelf, en eigen discipline, bent aangewezen. Ik heb daarbij de volgende stappen gezet: Via PMI heb ik contact gezocht met iemand die in Nederland PgMP gecertificeerd is; Via LinkedIn heb ik contact gelegd met een PgMP gecertificeerde; Ik heb contact gelegd met Dr. Ginger Levin. Ik viel in die zin met mijn neus in de boter dat mijn traject samenviel met de overgang naar Program Guide 3.0 waardoor slechts in zeer beperkte mate oefenmateriaal beschikbaar was. Daar stond tegenover dat in het najaar van 2013 de 360 feedback kwam te vervallen hetgeen één stap minder betekende in het hele traject.
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En dan is het aan de slag. De eerste fase is veel uitzoek- en schrijfwerk om de ervaring te onderbouwen die aan de basis staat van deze certificering. Dat heeft mij ongeveer 3 maanden gekost. Daarbij is het nodig dat je inzichtelijk hebt welke uren je aan welke programma’s hebt besteed dus voorwaarde is een administratie die een aantal jaren teruggaat. Vervolgens moeten de 5 inhoudelijk vragen worden beantwoord waarbij het zaak is de juiste toon te vinden. Het lijkt erop dat we in Nederland iets onderkoeld zijn dus je moet bij de beantwoording van de vragen niet al te bescheiden zijn. Op zich geen moeilijk fase, en wat mij betreft te beantwoorden zonder al te nadrukkelijk naar de theorie te kijken. Ook deze fase heeft zo’n 3 maanden geduurd, inclusief het versturen van kopieën van diploma’s en het valideren van de ervaring. Dit laatste was onderdeel van een audit waar overigens niet iedereen mee te maken krijgt. Deze wordt steeksproefgewijs gehouden. De laatste fase is de fase voor het examen. Ik heb daar een half jaar voor genomen (inclusief zomervakantie) en heb in die tijd de nodige discipline moeten opbrengen om de Program Guide voldoende tot mij te nemen. Daarbij heb ik gebruik gemaakt van een lijvig oefenboek dat ik via Dr. Levin had verkregen. Op 6 november heb ik uiteindelijk examen gedaan en (gelukkig) in één keer gehaald. Het examen vind plaats achter de computer en levert meteen een einduitslag op. Dat is een spannend moment. Terugblikkend heeft het mij de volgende inzichten opgeleverd: De PgMP collega in Nederland heeft mij voorzien van waardevolle tips t.a.v. de aanpak; Bij het examen bleek dat de oefenvragen die ik trouw had gebruikt, nogal afweken van de uiteindelijke examenvragen. Ik was de tweede lichting die het nieuwe examen aflegde op basis van Program guide 3.0, dus dat zal nu minder zijn; Het vereist de nodige discipline om dit traject op tempo door te lopen. Ik heb dat opgelost door, net als vroeger, studiemomenten in mijn agenda op te nemen; Het heeft behoorlijk wat kennis toegevoegd over het vakgebied van Programma Management, m.a.w. ik ben er van overtuigd dat het mij op het vakgebied naar een hoger niveau heeft gebracht. Ik zou het dus zo wéér doen. Ik ben ervan overtuigd dat het belang certificering in ons vak gaat toenemen vanwege de toenemende mate waarin organisaties d.m.v. programma’s strategie effectueren in organisaties en de behoefte om objectief inzicht te verkrijgen in de kennis en ervaring van programmamanagers. Ik kan een vergelijkbare certificering dan ook warm aanbevelen voor collega’s die vinden dat ze er qua kennis- en ervaringsniveau aan toe zijn.
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Agile Project Management and Leadership Referring to our white paper on the leadership consequences of Agile project management, we advocated to incorporate servant leadership elements in the PM’s management role. In papers on Agile project management however another leadership style is often advocated: transformational leadership. This article is meant to explain similarities but most of all differences between these two leadership concepts. Rob Janssen Duyghuysen
Transformational leadership janssenduyghuysen@lagant.nl Bass1 specified that transformational leadership "occurs when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group" (p. 21). He stipulates that this transcending beyond self-interest is for the "group, organisation, or society". In essence, transformational leadership is a process of building commitment to organisational objectives and then empowering followers to accomplish those objectives. The result, at least in theory, is enhanced follower performance (Burns, 1998)2. Transformational leaders transform the personal values of followers to support the vision and goals of the organization by fostering an environment where relationships can be formed and by establishing a climate of trust in which visions can be shared. Four primary behaviors constitute transformational leadership: idealised influence (or charismatic influence), inspirational motivation, intellectual stimulation, individualised consideration. Idealised influence. Idealised influence is the charismatic element of transformational leadership in which leaders become role models who are admired, respected, and emulated by followers. Consequently, followers demonstrate a high degree of trust in such leaders . Idealised influence in leadership also involves integrity in the form of ethical and moral conduct. The development of a shared vision is an integral component of the idealised, transformational leader's role. It helps others to look at the futuristic state, while inspiring acceptance through the alignment of personal values and interests to the collective interests of the group's purposes. Inspirational motivation. Transformational leaders inspire and motivate others by "providing meaning and challenge to their followers' work." The spirit of the team is
1
Bass, B. M. (1990). From transactional to Transformational Leadership: Learning to share the vision. Organizational Dynamics, 18, 19-31. 2 Burns, J. M. (1998). Transactional and transforming leadership. In G. R. Hickman (Ed.), Leading Organizations. (pp. 133-134). Thousand Oaks, CA: Sage Publications.
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"aroused" while "enthusiasm and optimism are displayed" (Bass, 1998, p. 5)3. The transformational leader builds relationships with followers through interactive communication, which forms a cultural bond between the two participants and leads to a shifting of values by both parties toward common ground. The leader inspires followers to see the attractive future state, while communicating expectations and demonstrating a commitment to goals and a shared vision. Intellectual stimulation. Transformational leaders stimulate their followers' efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. Followers’ mistakes are not publicly criticised and creativity is openly encouraged. Transformational leaders solicit their followers' ideas and creative solutions to problems, thereby including followers in problem solving. The intellectually stimulating leader encourages followers to try new approaches but emphasises rationality. Individualised consideration. The transformational leader disburses personal attention to followers based on the individual follower's needs for achievement and growth. He or she acts as a coach developing followers in a supportive climate to “higher levels of potential." (Bass, 1998, p. 6). The considerate leader recognises and demonstrates acceptance of the followers’ individual differences in terms of needs and desires. By doing this, the transformational leader fosters two-way communication through effective listening. The leader develops followers by delegating tasks and then unobtrusively monitoring those tasks--checking to see if additional support or direction is needed. The net effect of individualised consideration and other transformational leadership behaviors is empowerment of followers. Summarising: the transformational leader articulates the vision in a clear and appealing manner, explains how to attain the vision, acts confidently and optimistically, expresses confidence in the followers, emphasises values with symbolic actions, leads by example, and empowers followers to achieve the vision. However it should be recognized that transformational leaders could develop a very powerful influence over followers. Followers respect and trust transformational leaders, so they conform their values to those of the leaders and yield power to them. Servant Leadership Robert K. Greenleaf4 is credited with initiating the servant leadership concept. In his opinion, leadership must primarily meet the needs of others. The focus of servant leadership is on others rather than upon oneself, and on an understanding of the role of the leader as a servant. Self-interest should not motivate servant leadership; rather, it should ascend to a higher plane of motivation. They develop people, helping them to strive and flourish. Servant leaders provide vision, gain credibility and trust from followers, and influence others. While servant leadership is an increasingly popular concept, we should be aware that academic research on servant leadership is still in its infancy. Thus far, the research on 3
Bass, B. M. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Lawrence Erlbaum Associates. 4 Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press
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servant leadership has focused mostly on the comparison of the servant leadership concept to other leadership methods and the identification of specific characteristics of servant leadership. Laub (1999)5 studied servant leadership in an attempt to define specific characteristics of the servant leadership concept through a written, measurable instrument. His research validates the idea of values as a basis for servant leadership. However, he qualified his conclusions by stating that additional empirical research is necessary to fully understand the relationship between values and servant leadership. Russell and Stone6 focused on understanding the values and attributes of servant leaders. His research hypothesised that servant leaders possess different personal values than nonservant leaders, and these personal values are tied to the attributes of leadership. They identified functional and accompanying attributes of servant leadership. Functional attributes Vision ( an ideal and unique image of the future, this vision must be compelling, inspiring and empowering, it unites organisational members). Honesty (truthfulness) and integrity (adherence to an overall moral code).
Accompanying attributes Communication (leaders must articulate and communicate their vision).
Integrity results from four essential values: truth telling, promise keeping, fairness, and respect for the other. Trust (firm reliance on the integrity, ability Credibility (quality, capability or power to or character of a person). elicit belief) and competence. Service (providing information, time, Stewardship. attention, materials, other resources). Modelling (demonstrating by personal Visibility (the public presence, behavior and behavior the commitment to the set of interactions, being a visible role model). ethics that has to be institutionalised). Pioneering (step out into the unknown to Willingness to take risks, to experiment and find new and better ways of doing things). to innovate. Appreciation of others (stimulating others Listening and encouragement. to learn and to be successful). Empowerment (entrusting followers to take Teaching (bring forth and develop the talent control over their own situation). of others), coaching and delegation (delegating responsibilities and encourage followers to take ownership). Table 1 Servant leadership attributes Differences Before responding to the question whether there are any differences between transformational leadership and servant leadership, it should be stated anyway that there are complementary elements. Their leadership frameworks incorporate: (a) vision, (b) trust, 5
Laub, J. A. (1999). Assessing the servant organization: Development of the servant organizational leadership assessment (SOLA) instrument. Dissertations Abstracts Online, 9921922. 6 Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership and Organization Development Journal, 23, 145-157.
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(c) respect or credibility, (d) risk-sharing or delegation, (e) integrity, (f) listening, (g) mentoring or teaching and (h) modelling. The importance of appreciating and valuing people is emphasised. Nonetheless, they form a distinctly separate theoretical framework of leadership because of a primary difference: the focus of the leader. With transformational leadership, the leader's focus is directed toward the organisation. His or her behavior builds follower commitment toward the organisational objectives through empowering followers to accomplish those objectives. The primary focus is on the organisation, with follower development and empowerment secondary to accomplishing the organisational objectives. The result is enhanced follower performance. In contrast, the servant leader is one who focuses on his or her followers. Servant leaders do not have particular affinity for the abstract corporation or organisation; rather, they value the individuals and teams that constitute the organisation. This is not an emotional endeavor but rather an unconditional concern for the well-being of those who form the entity. This relational context is where the servant leader actually leads. The servant leader does not serve with a focus on results; rather the servant leader focuses on service itself. Servant leaders trust their followers to undertake actions that are in the best interest of the organization, even though the leaders do not primarily focus on organisational objectives. According to Bass7, servant leadership is "close to the transformational components of inspiration and individualised consideration" (p. 33). However, the focus of servant leadership is upon the leader’s aim to serve. This desire to serve people supersedes organisational objectives. Servant leadership is a belief that organisational goals will be achieved on a long-term basis only by first facilitating the growth, development, and general well-being of the individuals and teams who comprise the organisation. Conversely, Bass states that transformational leaders strive to align their own and others' interests with the good of the group, organisation, or society. The primary aim is organisational conformance and performance more than it is service to and facilitation of followers. This difference can be seen as a logical extension of some of the primary themes in the leadership literature. Various research studies dating back to the middle part of the 20th century have identified: (a) a task or production dimension and (b) a people or relationship dimension to leadership. See for instance Blake and Mouton‘s well-known situational Leadership Grid based on contrasting these two dimensions. Transformational leadership incorporates a greater emphasis upon production because the leader has a stronger focus on organisational objectives. On the other hand, servant leadership involves a higher concern for people because the primary focus of the leader is upon his or her followers. Another area of emerging distinction between transformational leaders and servant leaders is that of follower influence and motivation resulting from the focus of the leader. Anecdotal evidence suggests that transformational leaders rely more on their charismatic attributes to influence followers, whereas servant leaders significantly influence followers through service itself. The motive of the servant leader’s influence is not to direct others but rather to motivate and facilitate service and stewardship by the followers themselves. It is a humble means for 7
Bass, B. M. (2000). The future of leadership in learning organizations. Journal of Leadership Studies, 7, 18-40
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affecting follower behavior. Servant leaders rely upon service to establish the purposes for meaningful work and to provide needed resources. It is a characteristically unique method for stimulating and influencing the behavior of others. They develop relationships where followers are encouraged to follow their lead of service. Real servant hood is a leadership style that relies upon the influence of self-giving without self-glory. Transformational leaders rely upon their charismatic abilities that can be considered as a form of personal power. Instead of focusing on service as a means to motivation, transformational leaders rely more on their charismatic, enthusiastic nature to garner influence and motivate followers. They seek to get followers to commit to various organisational goals and facilitate organisational objectives. Bass said, "Attaining charisma in the eyes of one’s employees is central to succeeding as a transformational leader. Charismatic leaders have great power and influence . . . [they] inspire and excite employees with the idea that they may be able to accomplish great things." In essence, transformational leaders develop a type of influence derived from their expertise, strength of relationships, and charismatic abilities. Conclusion The overview of transformational leadership and servant leadership contained herein, reveal many basic similarities between the two leadership concepts. Both transformational leaders and servant leaders are visionaries, generate high levels of trust, serve as role models, show consideration for others, delegate responsibilities, empower followers, teach, communicate, listen, and influence followers. Certainly, transformational leadership and servant leadership are not antithetical concepts. Rather, they are complementary because they both describe excellent forms of leadership, offering the conceptual framework for dynamic or Agile leadership. Nonetheless, there are significant points of variation in the concepts. Most importantly, transformational leaders tend to focus more on organisational objectives while servant leaders focus more on the people who are their followers. This difference is also the reason for introducing the connective leadership concept next to servant leadership in our paper on leadership consequences of Agile project management. Jean Lipton Blumen8 relates connective leadership to relational and instrumental goal achieving styles that fit well with the “feminine“oriented concept of servant leadership. The charismatic abilities of transformational leaders could result in the risk of manipulating followers to realise the leader’s own personal goals. From this perspective transformational leadership could even be linked to more “direct” goal achieving styles that emphasize individualism, self-reliance, belief in one's own abilities, as well as power and competition. This traditional “masculine” ego ideal of strong, directive leaders is the opposite of servant leaders.
8
Jean Lipton- Blumen, The age of connective leadership in On leading change ed. F. Hesselbein & R. Johnston , pp 89-101, Jossey- Bass, New York
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News from Local Interest Workgroup “ISO for projects” Our “ISO for Projects” Local Interest Workgroup is working on ‘ISO/DIS (Draft International Standard) 21502 Guidance on Project and Programme Portfolio Management’ which is relevant to any type of organizstion including public or private and any size organisation and sector. The guidance presented in this standard is intended to be adapted to suit the specific environment of the project and programme portfolio. Now the draft standard is available for public comments via the link: http://www.normontwerpen.nen.nl/Home/Category/001 and we would like to ask you for your help. Your comments will be reviewed by the Dutch StandardsCcommittee for Project Management before they are sent to ISO. After resolution of all comments, the standard will be published in the course of 2015. After login at normontwerpen.nen.nl , you can comment online on each section of this draft standard. You can also provide general comments in the Title section.
The final date for comments is 22 August 2014. More information and questions: Contact Rommert Stellingwerf rommert@familiestellingwerf.nl
A survey on PM certification Project Management certification continues at an increasing rate around the world. Certification is a very important component of professional practice and is a vital component of professional association strategy. Ten years ago we conducted a study designed to understand the value of project management certification processes to individuals making the decision to seek certified project manager status. This information provided important insights into the value placed on certification by the individual's that choose to take this step. We are conducting a follow up survey which will provide important insight into how perceptions and attitudes towards certification have changed over the last decade. Comparing the responses over a decade apart will make a unique contribution to our understanding of the development of project management over this period. We would really appreciate it if you would participate in this study. The following link will take you directly to the survey. We anticipate that it will take between 15 and 45 minutes to complete. https://www.surveymonkey.com/s/DZ2TB9R If you are interested, you can sign up at the end of the survey to receive an executive summary of the study findings and for a draw prize for participants. We thank you for your time and hope you will choose to be a part of this exciting study. Sincerely,
Tomas Blomquist, Ph.D. UMEA University
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Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their credential in May/June: Name Credential
Rene de Zwart Mr. Pieter Boers Martine Kampers Mr. Jasper de Jong Mr. Frank Vreys Mr. Onder Karpat Mr. Menasseh Rotteveel Mr. Karel Boonzaaijer
PMP PMP PMP PMP PMI-ACP PMP PMP PGMP Great job!
PMI Journals
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PMI's Communities of Practice Webinars July PMI Community of Practice webinars are available exclusively to PMI members at no additional cost. Participants may claim 1 Professional Development Unit (PDU) per one hour webinar. 14
Benchmarking Your HR Technology Roadmap: A Government Case Study Multipartner Collaboration. Help\Hurt Project performance? Introduction to IT Outsourcing Transitions BreakThrough Secrets to Excellent Executive Project Support Project Monitoring and Evaluation Security Considerations for EVM Projects Sustainability in Organizations and Institutions Minimizing Construction Projects Risk Role of Project/Program Manager in Promoting/Supporting Innovation Leadership when the Project Crashes - Dave Davis Improving Outcomes through Agile PM and BA Collaboration Making Change Management a Competitive Advantage The New Business Case for the Sustainability Imperative Lessons Learned from the Amazonian PMO Public health ethics in the context of project management Utilizing EVM to Combat Corruption in International Dev (Repeat)
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Call for PMBOK® Guide - Sixth Edition Core Team Volunteers PMI is announcing its call for volunteers for those who would like to participate in the development of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. We are now looking for volunteers to be part of the core committee for the latest edition. Access the Volunteer Relationship Management System (VRMS) now to read more about this opportunity. This opportunity is open to potential volunteers until 25 July 2014. Click here to learn more.
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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 narrow that gap. 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-netherlands-Chapter.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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Project Management Humour
Get inspired PMs are the most creative pros in the world; we have to figure out everything that could go wrong, before it does Fredrik Haren
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