Newsletter June, 2017 | www.pmi-netherlands-chapter.org |
In This issue...
Editor's Note Recent PMI certified members Events Calendar Overview Project Management in Action PMI Netherlands Summit 2017 PMIs Automatic Renewal Process European Passport Initiative LIWG ISO for Projects Research article Help Wanted / Volunteers Global PMI Press Release: More Projects Are Meeting Original Goals and Business Intent Global PMI Article: Time to Transform: A Volatile Business Environment Demands a New Breed of Project Leaders Sponsors Message Our Sponsors Let’s Stay in Touch
Editor’s Note Dear reader, I hope you are enjoying this month’s sunny and hot weather. However, we should be prepared to sudden changes in the temperature and possible rainy days. The same happens in business. We should be ready to promptly change and cope with the current fast pace market evolution. One of the biggest obstacles for change are people. When developing projects, project managers have a responsibility to identify the previous context and understand that each project is unique. Some projects are relatively straightforward and predictable. Others are highly complex and risky. In that sense, versatile project managers have a “toolkit” of hard and soft skills, which allows them to select the right combination. On the one hand, a variety of soft skills such as an adaptive leadership style helps to better manage and engage stakeholders. As mentioned in his HBR article “Leadership that Gets Results”, Daniel Goleman emphasize that the most successful executives are the ones who have a collection of distinct leadership styles. On the other hand, and related to hard skills, project managers should acknowledge that besides a Waterfall project framework, they can also use an iterative and empirical framework such as Agile project management. As shown by PMI, 71% of surveyed organizations are using Agile approaches for their projects, and even we can identify well known Dutch corporations following that line such as Philips, ING Bank, and many others. So, this month’s newsletter is focus on the changing role of the project manager. It’s vital for us to keep updating ourselves, be able to adapt, and zoom in and out of our project depending on the situation. Having a variety of options to run our projects (including deploying Agile frameworks), gives uas tools to better manage our projects and minimize risks. As an ancient Chinese proverb says: “A wise man adapts himself to circumstances, as water shapes itself to the vessel that contains it”.
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Congratulations to Recent PMI Certified Members Name
Credential
Mr. Jan Reitsma, PMP
PMP
Evelien Burks, PMP
PMP
Mr. Ahmed Ghazali, CAPM
CAPM
Mrs. Laura Roversi, PMP
PMP
Mr. Matthijs Verkerke, PMP, PMI-ACP
PMI-ACP
Mauro Gracés, CAPM
CAPM
Hans Buijnsters, PMP
PMP
Arianne van Nostrum, PMP
PMP
Events Calendar Overview Link to Event calendar on NL Chapter website July Global PMI 17-20
2017 SeminarsWorld® in Indianapolis
More info
August Global PMI 07-11 14-18
2017 SeminarsWorld® in Washington DC 2017 SeminarsWorld® in New Orleans
More info More info
Project Management in Action ☺
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PMI Netherlands Summit 2017 Reconstructing Project Management.
Project Management 0.5 explore the essence So, in this Summit we will explore the essence of project management. What is the key role of project management, what are the required capabilities? The goal is to create a highly interactive summit, a true learning experience in which we, all together, will discover what project management is all about.
“Everyone has a plan: until they get punched in the face” ~ Mike Tyson We believe it is time to reconstruct project management as a discipline. In a world where disruption has become the norm, where boundaries between disciplines are fading and where multi-disciplinary collaboration is perhaps the only way to ensure lasting business and transformation results, it pays off to think without a box, to go greenfield to an extreme, and to reinvent who we are as project managers. In order to do that we have to go back to the essence of what it means to do the work we do, to set that off against the essence of the world we now live in and to come up with core ways of working and being that will actually make the difference.
Go to the PMI Netherlands Summit 2017 website and find out more. Very early bird members of the PMI Netherlands Chapter receive a huge discount! Register now and visit this unique Conference for only € 147,50. Hurry because this offer only applies to the first 25 subscriptions that are member of the PMI Netherlands Chapter. You can register here. Please tick “I have a discount code” and use discount code PMI17DC147 to receive this very early bird members only discount.
The 2017 challenge… We are preparing for a highly interactive conference. You will be challenged to participate and contribute, speakers are facilitators and will encourage engagement. Preferably we limit the use of traditional means like slides. Rather we would like speakers to encourage dialogue and capture the essence of project management looked at from different viewpoints. While interacting we will reconstruct project management. The objective is to conclude this conference with a debated, if possible shared, view on “project management 0.5 – a reconstruction of project management”.
Help Wanted Volunteer Positions Regional PM Network and Drink Meeting Organizers To organize informal PM Network and drink meetings to discuss PM related subjects; Promote PMI, PMI NLCH in your region and feedback suggestions and subjects to the chapter. Interested? Please contact: membership@pmi-netherlands-chapter.org Video Volunteer: In 2017 PMI NLCH has set the objective to bring even more content to its members. In order to make the webinars more professional and entertaining, we are looking for a video volunteer who can film the performance of the webinar: Please contact director Events at events@pmi-netherlands-chapter.org
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PMI’s Automatic Renewal Process We are delighted to inform you that as of 6 May 2017, PMI has launched the Membership Automatic Renewal Feature which provides you with convenience and continuous access to your membership benefits. The launch of this automatic feature enables your eligible PMI membership and chapter membership(s) to automatically renew annually as long as you maintain a valid payment method in the secure system of PMI. This feature does not apply to Student Membership. Any time a (non-student) member joins, renews, or rejoins PMI and/or PMI chapters online with an eligible membership type, their membership will be set to automatically renew annually. PMI members around the world requested for an automatic membership renewal option that would provide them with continuous access to their valuable member benefits. This Automatic Renewal Feature is a great way for you to ensure continuous access to your member benefits; however, you may turn it on or off at any time through myPMI or by contacting Customer Care. If you turn off the Automatic Renewal Feature, we will send you renewal reminder emails and a notice in the mail prior to your expiration date. You can also turn the membership automatic renewal feature on at any time by managing your preferences in myPMI. If you have any further question with regard to the automatic renewal, please contact: operations@pmi-netherlands-chapter.org
European Passport Initiative A lot of PMI members travel internationally and like to take the opportunity to visit an event of a local PMI Chapter when they are abroad. The European Chapter have setup an initiative to make this possible: the European Passport Initiative. When you travel to an European country you can check www.european-chapters.eu to see if there is an event organised by a local chapter. If so register for the event by filling in the form on the website and within 10 days you will receive the joining instructions. Meet and network with your fellow professionals across Europe.
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LIWG “ISO for projects” by Rommert Stellingwerf – Past President PMI Netherlands Chapter Introduction A lot has happened in this first half year in the realm of ISO standards for project, programme and portfolio management (PPPM). A new standard has been published, 2 more will be published later this year, 2 are in draft stage and a new group starts to study the field of competencies for PPPM. The family of ISO standards for PPPM As you may know, development of the family of ISO standards for project, programme and portfolio management is done with worldwide participation of more than 100 subject-matter experts from more than 40 countries. The overall portfolio of work is managed by the international ISO Technical Committee TC258, whereby the feasibility to develop a standard is determined by Ad Hoc (or Study) Groups and the actual documents are prepared and compiled by Working Groups. In the Netherlands, members of the NEN standards committee 381236, in which some 5 companies take part, are participating in the actual development of the standards, while the Local Interest Work Group “ISO for projects” reviews these documents from the NL perspective and helps promotes them. The LIWG was established in 2009 as an initiative from PMI Netherlands Chapter and IPMA Nederland. The group consists of some 10-20 professionals, interested in the applicability of ISO standards for PPPM. The current ISO a family of standards for project, programme and portfolio management is depicted in the following figure.
The figure shows the standards published (in green), to be published later this year (in orange) and the ones in study or in development stage (in blue). 1.
ISO 21500:2012 Guidance on project management
Published in 2012. Revision starting in Sep 2017.
2.
ISO 21503 Guidance on programme management
Started in 2012. Publication in 2H2017.
3.
ISO 21504:2015 Guidance on portfolio management
Published in 2015.
4. ISO 21505:2017 Guidance on governance (*** new ***) Started in 2012. Publication in May 2017. This standard describes the context of, and guidelines for, the governance of projects, programmes and portfolios. The governance of projects, programmes and portfolios includes, but is not limited to, areas of governance that relate to projects, programmes and portfolios. This standard is intended to be used by any organization and any group of organizations for projects, programmes or portfolios of any size and complexity, but might require tailoring to the specific needs of the organization. In addition, this document is designed to provide guidance for governing bodies and for executive and senior management that can have governance responsibilities within their organizations. Studies into the failure of projects and programmes around the world have provided supporting data for the conclusion that a common root cause was a failure of governance. Failure often results in substantial losses including money and other resources, as well as lost opportunities. So, indeed a very relevant document for all organisations. Think of the failures of large infrastructure and government ICT projects in the Netherlands.
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5. ISO 21506 Vocabulary Started in 2012. Glossary of terms & definitions from other ISO 215xx documents + additional terms Publication as Technical Report (TR) targeted for later in 2017. 6. ISO 21508 Earned Value Management Started in 2015. Document in Draft International Standard (DIS) stage. Open for comment. Publication in 2018. 7. ISO 21510 Competences (*** new ***) Ad Hoc Group started in June 2017 to investigate feasibility. Scope: project manager, programme manager, portfolio manager and governor (higher manager providing the governance of projects, programmes and portfolios). You can join this interesting group as subject matter expert. 8. ISO 21511 Work Breakdown Structure Started in 2015. Document in Draft International Standard (DIS) stage. Open for comment. Publication in 2018.
Promotion To support the promotion of the standards for PPPM the following material has been written by the experts from the NEN standards committee and the LIWG: • An internal document comparing ISO 21500 and PMBOK Guide 4th Edition, ICB3 and PRINCE2 • Book (1): NEN-ISO 21500 (nl) Richtlijnen voor projectmanagement, 2012 (translation of the English version) • Book (2): ISO 21500 in de praktijk, 2012 (NL); ISO 21500 in practice, 2013 (EN) • Book (3): ISO 21500 A pocket guide, 2013 The above ISO 2150x published standards and the book (1) can be ordered via the webshop of NEN, https://www.nen.nl/NENShop.htm. The books (2) and (3) can be ordered via our publisher Van Haren Publishing, http://www.vanharen.net/shop/categories/project_management-iso21500/ As the documents are being issued for comments the LIWG will review them and deliver input. To help with the promotion of new standards the authors club might decide to write supporting whitepapers, guides and books about them. Contacts If you want to learn as PPPM professional, be kept up-to-date with important ISO developments in your field and last but not least have fun, join the LIWG “ISO for projects”. Contacts: • PMI Netherlands Chapter: Rommert Stellingwerf, rommert@familiestellingwerf.nl • IPMA Nederland: Ben Bolland, Ben.bolland@bevon.nl If you are interested and have the time to cooperate with the development of ISO standards in our profession, join the NEN standards committee (“normcommissie”). The committee is urgently looking for new members. Contact:
•
committee secretary: Maarten Peelen, maarten.peelen@nen.nl or from July 1st : Shirin Golyardi, Shirin.golyardi@nen.nl .
Research into relationship quality and perceptual distance between principal and agent in complex projects During the past decades outsourcing of non-core activities has grown tremendously. As a result, supplier relationships and supplier performance have become crucial for a company’s business success. This is particularly true for large infrastructure and IT projects, which can only be successfully accomplished in close harmony and collaboration between client and contractor. There is general consensus that such collaboration requires a high relationship quality. However, how to achieve this? Relationship quality comprises of several elements, such as trust, commitment, and information exchange. How relationship quality emerges and can be developed during a project is unclear. An important indicator seems to be perceptual distance that exists between principal and agent, which is reflected in perceptual differences related to ambitions, goals, processes, norms and values, and input and competences of both parties. Perceptual distance causes conflict and distrust between collaborating parties and has therefore large impact on project outcomes. Hence, it is crucial in any complex project to keep an eye on perceptions of principal and agent in order to prevent relationship problems to escalate. This is what our perceptionmeter does: identifying the perceptions of both client and contractor on different aspects of the project and relationship. Next, our perception meter identifies and reports on the most important gaps between client and contractor in order to help them to discuss these gaps and what to do about them. This prevents problems to happen and secures project success! We amplify on the phenomenon in this video.
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Global PMI Press Release More Projects Are Meeting Original Goals And Business Intent Project Management Institute’s (PMI) latest research shows that for the first time in five years, more projects are meeting original goals and business intent while being completed within budget — and that fewer projects are deemed failures. Findings unveiled in PMI’s 2017 Pulse of the Profession®: Success Rates Rise: Transforming the High Cost of Low Performance demonstrate that last year organizations around the globe reduced the average amount of money they wasted on projects and programs by 20 percent compared to the previous year. Specifically, the study found that, globally, organizations wasted an average of $97 million for every $1 billion invested in projects and programs in 2016, compared to an average of $122 million per $1 billion in the year prior. The report determines that organizations are becoming more mature with project management and are distinguishing themselves by: •
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Developing project management talent. Developing technical, leadership and business skills for the management of projects continues to draw significant attention. Thirty-two percent of survey respondents consider both technical and leadership skills a high priority — a 3 percent increase over last year. Managing project benefits. There’s growing attention to benefits realization management, which is the collective process of identifying benefits at the outset of a project and ensuring, through purposeful actions during implementation, that the benefits are realized and sustained once the project ends. One in three organizations (31 percent) reports high benefits realization maturity. Establishing Project Management Offices (PMOs) and strategic Enterprise Project Management Offices (EPMOs). Organizations can bridge the gap between high-level strategic vision and implementation with a project management office (PMO). Among organizations in the survey that have a PMO, half report having an enterprise project management office (EPMO). And those that align their EPMO to strategy (i.e., have a strategic EPMO) report 38 percent more projects meet original goals and business intent and 33 percent fewer projects are deemed failures. Driving executive sponsorship. Actively engaged executive sponsors continue to be the top driver of whether projects meet their original goals and business intent. That fact was not lost on survey respondents, who revealed an increase in the percentage of their organizations’ projects with actively engaged sponsors compared to last year — an average of 62 percent compared to 59 percent, respectively. Addressing agile approaches. Organizations increasingly embrace agile as a technique for managing projects. A full 71 percent of organizations report using agile approaches for their projects sometimes or more frequently.
“We are encouraged to see that organizations are making significant progress and experiencing more success with implementing strategic initiatives and delivering intended project benefits,” said PMI President and CEO Mark A. Langley. “We have long advocated that project management is essential for any organization’s success and are excited that others are increasingly realizing this fact as well. Organizations that invest in proven project management practices waste 28 times less money because more of their strategic initiatives are completed successfully.” Of the industries included in the study, healthcare reported the highest average waste on project spending. A more detailed breakout of several key industries included in the study, ranked from highest to lowest, demonstrates the range of efficiency achieved:
Healthcare $112 million per $1 billion
Telecom $106 million per $1 billion
Energy $101 million per $1 billion
Manufacture $98 million per $1 billion
Government $97 million per $1 billion
Financial Services $97 million per $1 billion
Construction
$94 million per $1 billion
IT $78 million per $1 billion
Of the geographic regions covered in the study, specific markets stood out. India reported the lowest average monetary waste on projects ($73 million per $1 billion), followed by both China and the Middle East ($82 million per $1 billion). Conversely, Europe reported the highest average waste on project spending at $131 million per $1 billion. The 2017 Pulse of the Profession features feedback and insights from 3,234 professionals globally who represent diverse levels of experience and industries, including government, information technology (IT), telecom, energy, manufacturing, healthcare and construction. The global totals in the report represent feedback from North America, Latin America, Europe, the Middle East and the Asia Pacific region.
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Global PMI Article Time to Transform: A Volatile Business Environment Demands a New Breed of Project Leaders
Some leadership qualities are timeless: integrity, passion, vision. Others are not. Henry Ford's hands-on, autocratic approach worked more than a century ago, but today's successful CEOs don't just give marching orders. They build consensus around the right strategy, inspiring rather than simply commanding. And they know how to pivot when faced with new threats.
6 Habits of Bold Leaders When Deloitte surveyed 600 U.S. executives for its 2016 Business Confidence Report, respondents were in nearunanimous agreement on one point: Bold leaders build breakthrough performance. Yet most respondents worried that companies aren't doing enough to cultivate bold leadership skills among rising leaders—and the “leadership deficit” will likely worsen in the future, according to the report.
As the pace of change accelerates, project managers must be ready to pivot, too. Project success isn't just about scope, time and cost anymore. It's about delivering value to the organization—by inspiring team members, solving problems on the fly and securing stakeholder support. The ability to keep projects aligned to strategic goals—and speak up when the business case goes south—has emerged as another essential skill.
These are the traits that set bold leaders apart, according to Deloitte: 1. 2.
Executives want project managers to be technically savvy. But they also want them to step up to become leaders. According to PMI's 2017 Pulse of the Profession® report, 73 percent of execs say it's a somewhat or very high priority to develop talent with the necessary leadership skills for the management of projects. (Seventy percent similarly prioritized the development of technical project management skills.) (…)
3. 4.
5. 6.
Today, more organizations are looking for project managers to lead from day one. Many CEOs have grown accustomed to navigating uncertainty and are increasingly focused on seizing opportunities created by unpredictable circumstances, according to the 2017 PwC CEO Survey.
Setting ambitious goals: This was the most common leadership trait identified. Inviting feedback from colleagues at all levels: Bold leaders take a 360-degree approach to feedback. Innovating: They look for new and better ways of doing things. Proposing ideas their companies might consider controversial: They know it's necessary to push the envelope. Taking risks: This is the least common leadership trait regularly practiced by survey respondents. Building strong teams and empowering them to succeed: Project and program managers who deftly manage teams likely already have this skill.
Forward-facing project leaders are now accustomed to looking far beyond the end of their current project schedule or the calendar year. They're trying to size up what the future might hold for their industry and organization decades down the line.
But flourishing in a volatile business environment requires the seamless integration of strategy and execution. A recent Strategy& global survey of executives found that just 8 percent of top leaders are considered very effective at both execution and strategy creation. That's why organizations are looking for project, program and portfolio leaders who can skillfully execute an initiative—and seize new strategic advantages.
(Extract from PM Network magazine June 2017)
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Sponsors Message
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Partners
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You may also be interested in the latest Newsletter of IPMA-NL. Their calendar of their events can be found here.
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