Betere projecten voor een betere wereld - IPMA · BOEKBESPREKING: DE COMPLETE PROJECTMANAGER...

05-2016 | IPMA Projectie Magazine 1

VAKTIJDSCHRIFT VOOR PROJECTMANAGEMENT

Betere projectenvoor een betere wereld

Lex van der Helm, bedankt!

5 vragen aan Mimoun el Ouarti

Porfolio-management waterschappen

Jaargang 23 | oktober 2016 | nummer 5 | www.ipma.nl

16 NOVEMBER IPMA JAARCONGRES

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Op de cover:

Ariane Moussault tijdens het

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Wendbaar zijn of metalle winden meewaaien?

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Ú Doe de (gratis) PPM Maturity Zelfscanop www.ppmpro.nl


VOORWOORDDUURZAAMHEID: MEER DAN GROEN!

Op 15 en 16 september jongstleden nam ik deel aan de Internationale Research Conferentie van IPMA, in Reykjavik deze keer. Centraal thema dit jaar was Duurzaamheid, en terecht lijkt me. Niet alleen omdat iedereen het erover heeft, maar vooral omdat het móet!

IPMA-NL staat voor Betere Projecten voor een Betere Wereld, en ook daarbinnen – of juist daarbinnen! – is duurzaamheid een onmisbare schakel. Het gaat daarbij om daadwerkelijke duurzame waardecreatie in de vorm van oplossingen die doen waarvoor ze bedoeld zijn, waarmee de doelen behaald kunnen worden waarvoor ze ontworpen zijn. Het gaat om oplossingen door mensen, voor mensen. Het gaat ook om maatschappelijk relevante en verantwoorde waardecreatie, bijdragend aan een betere wereld en een beter leven voor klanten, van klanten, voor burgers, voor individuen.

Projecten zijn duurzaam als de gecreëerde waarde toekomstbestendig is, toepasbaar en relevant op de lange termijn. Ook herbruikbaarheid van componenten, leveringen en uiteindelijk ook waarde is essentieel, zowel voor toepassing in een project, als in de resultaten ervan. Ook de letterlijke duurzaamheid – ‘groen’ – is onderdeel van onze filosofie: zowel ‘of the project’ als ‘by the project’. Oftewel, zowel in de projectuitvoering – slimme voort-brengingprocessen – als in de projectresultaten – bijdragend aan ‘vergroening’.

Wanneer de aanpak en/of het resultaat van onze projecten onze omgeving beschadigt, dan misleiden wij onze medeburgers. We onttrekken dan waarde, of dit nu is door de wijze waarop teamleden van huis naar werk gaan, door de rommel die zij achterlaten op hun bureaus, door de grondstoffen voor de bouw of door de gaswinning in Groningen. Er is dan ook geen project dat niets te maken heeft met duurzaamheid. Wij zien een vereniging met leden die zich daarvan bewust zijn. Duurzaam is daarom meer dan groen: het gaat om mensen, aarde en winst. Het is oké om eraan te verdienen of er persoonlijk beter van te worden. Zolang je maar spaarzaam en respectvol omgaat met de mensen en de middelen die tot je beschikking staan en een resultaat oplevert dat mensen langdurig als waardevol ervaren.

We hebben maar één planeet, het leven van mensen is eindig en winsten zijn er primair voor om de wereld te verbeteren in plaats van om de enkeling te verrijken. Projecten die enkel waarde onttrekken, zijn niet acceptabel. Wij vinden dat duurzame projecten de norm zouden moeten zijn.

Waarom zijn duurzame projecten betere projecten? Omdat ze goed zijn voor onze planeet en de mensen die daarop leven. Daardoor geven zij ons leven zin. Als ik doe wat zin heeft, dan maakt mij dat gelukkig. Daarnaast leveren duurzame projecten een langdurige verbetering en ook dát bestendigt het geluk van mensen. Respect en rechtvaardigheid liggen dicht bij elkaar, want om mensen in de mogelijkheid te stellen hun eigen geluk na te streven dien je ze respectvol te benaderen. Daarom leiden duurzame projecten tot een betere wereld!

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Redactieraad

Prof.dr. Hans Bakker, [email protected]

Mimoun El Ouarti, [email protected]

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COLOFON

Fred Bons, Voorzitter IPMA-NL

De voorzitter van de Interessegroep ISO voor projecten en bestuursvertegenwoordiger van IPMA-NL met de portefeuille ISO, Lex van der Helm, heeft het stokje over-gedragen aan Ben Bolland. Hoe kijkt Lext terug op zijn bijdrage aan IPMA?

“Ik heb altijd veel belangstelling gehad voor projecten portfoliomanagement. Tijdens een sessie over ISO 21500 kwam ik in contact met Robbert van Alen en zo kwam ik april 2013 bij IPMA terecht in mijn rol als bestuursvertegenwoordiger. Door mijn voorgangers was het ISO-traject voor projectmanagement al in gang gezet; daar werd al sinds 2007 aan gewerkt. Ik ben vooral nauw betrokken geweest bij de ontwikkeling van aanvullende richtlijnen voor programma- en porfoliomanagement en voor de Governance van projecten, programma’s en portfolio’s. Met name aan de richtlijnen voor portfoliomanagement en Governance heb ik intensief gewerkt. Het uitdragen van en het actief bijdragen aan de totstandkoming van ISO is een bijzonder proces. Twee keer per jaar zijn er internationale bijeenkomsten waarin je met elkaar zoekt naar een gemeenschappelijke deler. Ik vond het speciaal om daarin een rol te mogen spelen. Wat me trouwens opviel tijdens die bijeenkomsten, waarin je toch met veel verschillende landen samenwerkt, is dat Nederland een bepaalde volwassenheid heeft. Dat was mooi om te zien. Momenteel wordt er gewerkt aan een eerste revisie van ISO 21500. Een mooi moment om het stokje over te dragen.”

Tip van Lex aan Ben: “Laat je niet meezuigen in de details, maar houd de grote lijnen in de gaten.”

OPROEP AAN YOUNG

PROFESSIONALSDe redactieraad van Projectie is op zoek naar een redactieraadlid namens IPMA Young Crew.

Een lid van de redactieraad:• woont zes keer per jaar de

redactievergadering bij• draagt onderwerpen aan voor

Projectie• vraagt vanuit de eigen expertise

artikelen op bij professionals• beoordeelt deze artikelen op

relevantie en inhoud

Interesse? Neem voor meer informatie contact op via [email protected]

BestuurswisselingLex van der Helm draagt stokje over aan Ben Bolland

6 05-2016 | IPMA Projectie Magazine

BIJDRAGEN AAN PROJECTIE? OF EEN ONDERWERP AANDRAGEN? MAIL NAAR [email protected]

Even voorstellen: de redactieraad van ProjectieDit is het tweede nummer van Projectie dat is samengesteld door een nieuwe redactieraad. Tijd om de redactieraad aan u voor te stellen:

• Prof.dr. Hans Bakker, hoogleraar TU Delft, faculteit citg, nap chair management of engineering projects

• Mimoun El Ouarti, Programmamanager Ministerie van Binnenlandse zaken, I-interim Rijk en bestuurslid IPMA-NL voor de portefeuille Marketing, Media & Communicatie

• Hans Fredriksz, Manager Ledenactiviteiten IPMA-NL• Constant Gras, journalist

Hans Fredriksz: “Projectie is niet alleen vóór onze leden, maar ook ván onze leden. Bijdragen van IPMA-leden aan Projectie stellen we dan ook zeer op prijs. Wil je een onderwerp aandragen of heb je een artikel voor Projectie, laat het Mimoun of mij dan weten of mail naar [email protected]. Uiteraard zullen wij zelf ook regelmatig leden benaderen voor hun medewerking aan Projectie.”

Hans Bakker Mimoun El Ouarti Hans Fredriksz Constant Gras


KortAls bestuurslid van IPMA-NL houdt Mimoun el Ouarti zich onder meer bezig met Marketing, Media & Communicatie. Momenteel werkt hij aan de realisatie van het IPMA Contenthuis, dat in 2017 wordt geïmplementeerd.

5 vragen aan...Mimoun el Ouarti

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WAT IS HET IPMA CONTENTHUIS?

“In ons streven naar betere projecten voor een betere wereld willen we als IPMA-NL meer groei en impact realiseren. Met onze holistische kijk op het vak projectmanagement met al zijn uitingsvormen – inclusief moderne vormen als Agile en Scrum en de daarbij behorende open IPMA competence standaard als basis – leveren wij al meer dan 35 jaar een actieve bijdrage aan het mogelijk maken van succesvolle projecten. Dat willen we als projectmanagement-platform uit de anonimiteit halen en aan de maatschappij laten zien. Ook willen we laten zien dat projectmanagement het verschil kan maken, niet alleen voor de professionals maar ook voor bedrijven voor wie het steeds meer een strategische competentie aan het worden is. Het IPMA Contenthuis is een van de manieren om dit te bewerkstelligen. Het IPMA Contenthuis is de naam voor de crossmediale strategie van IPMA. Onder het IPMA Contenthuis vallen de website, digitale nieuwsbrieven, social media, events en printuitingen – waaronder Projectie.”

CROSSMEDIALE STRATEGIE?

“Momenteel zijn de media-uitingen te versnipperd, te veel gericht op elk medium afzonderlijk en minder op de kernboodschap van IPMA. IPMA wil meer effect bereiken met de verschillende media-uitingen. Dat kan in mijn ogen alleen als er meer synergie en integratie is tussen onze middelen. Het IPMA Contenthuis zorgt daarvoor. Het contenthuismodel bestaat uit drie elementen: de bronnen, het contenthuis en de media. De bronnen leveren relevante informatie en andere voor de PM community relevante content die in het contenthuis wordt verwerkt en verrijkt en worden gepubliceerd in de verschillende media.”

WIE ZIJN DIE BRONNEN?

“In de eerste plaats natuurlijk onze leden die in circa twintig kenniscommunities en een onderzoekscommunity actief bezig zijn met kennisuitwisseling en ontwikkeling. Maar denk bijvoorbeeld ook aan kandidaten en winnaars van de Project Excellence Award, onze Young Crew, onze boeken, de artikelen in Projectie, de sprekers op de Projectmanagement Parade en het IPMA Jaarcongres. Verder raadplegen we overige projectmanagementprofes-sionals, onderzoeken, onderwijs, nieuws en publicaties. Onze business partners beschouw ik ook als een belangrij-ke bron.”

HOE GAAT HET IPMA CONTENTHUIS TE WERK?

“Allereerst door vanuit thema’s te werken die onze kernboodschap ondersteunen. Die thema’s zijn het uitgangspunt voor de centrale contentagenda die leidend is voor al onze uitingen. Overigens gaan we ook zorgen voor één consistente vormgeving van al onze uitingen. En daarbij hoort het effectief gebruikmaken van online en social media”

WIE MAKEN DEEL UIT VAN HET IPMA CONTENTHUIS?

“Alle partijen die zich bezighouden met de diverse content en uitingen van IPMA, zijn vertegenwoordigd in het IPMA Contenthuis. Denk aan IPMA Certificering, Van Haren Publishing en het CKC. Om de continuïteit en de kwaliteit van onze media-uitingen te waarborgen, hebben we de inhoudelijke coördinatie en regie bij onze nieuwe mediapartners neergelegd.Signum Marketing verzorgt de ontwikkeling en realisatie van de marketing en media van het IPMA Contenthuis. Romeo Delta is uitgever van Projectie en verantwoordelijk voor de advertentieverkoop van alle mediakanalen van IPMA. Deze nieuwe partners maken ook onderdeel uit van het contenthuis. Met alle bovengenoemde partners willen we synergie bereiken met de media-uitingen.”

Het IPMA Jaarcongres is het langstlopende congres voor de projectmanagement community in Nederland. Gedurende de dag staan de laatste inzichten op het gebied van projectmanagement centraal, gebracht door dé professionals in het vakgebied. Visionairs van buiten het vakgebied brengen u inspiratie. Kortom: als projectprofessional mag u het IPMA Jaarcongres niet missen!

8

IPMA JAARCONGRES 2016

WAT KUNT U VERWACHTEN:• visies en ontwikkelingen in projectmanagement• inspirerende keynote lezingen• vernieuwende praktijkcases: Good Practices• praktijkgerichte expertsessies: Better Practices• verbinding tussen theorie en praktijk: Next Practices• netwerken met vakgenoten• uitgebreide informatiemarkt met stands• boeksigneersessie

05-2016 | IPMA Projectie Magazine

PROGRAMMA08.30 Ontvangst en registratie09.15 Opening09.30 Keynote spreker Oscar David10.10 Keynote spreker Martijn van Hulsteijn10.50 Pauze en bezoek expositie11.30 Lezingen12.15 Lunchsessie en vip-sessie13.15 Lezingen14.00 Wisselpauze14.10 Lezingen14.55 Pauze15.30 Keynote spreker Paul Iske16.10 Keynote spreker Patrick van Veen16.50 Afsluiting17.00 Borrel

KIJK VOOR HET VOLLEDIGE EN MEEST ACTUELE PROGRAMMA OP WWW.IPMAJAARCONGRES.NL

PRAKTISCHE INFORMATIEVorm: jaarcongres met centrale expositieDatum en locatie: woensdag 16 november 2016, congreslocatie Spant! te BussumDoelgroep: alle projectprofessionals in Nederland: project-, programma- en portfoliomanagers, opdrachtgevers, adviseurs, onderzoekers, opleiders en trainersDeelnameprijs: 295 euro voor leden van IPMA-NL, 395 euro voor niet-ledenVerwacht aantal bezoekers: 250 - 300 Fred Bons tijdens het IPMA Jaarcongres 2015

THEMA: BETERE PROJECTEN VOOR EEN BETERE WERELD. WIE HEEFT DE MACHT OVER HET STUUR?


IPMA JAARCONGRES 2016Oscar David Oscar David opent de dag over de toekomst van macht. Projectmanagers moeten goed doorzien hoe macht werkt. Maar wat betekent dit in een toekomst waarin macht niet meer vanzelfsprekend bij de top ligt en zelfsturing en zelforganisatie centraal staan? Wat vraagt het van de projectmanager om aan het stuur te blijven? Oscar David onderscheidt drie vormen van macht en leiderschap die hierbij van belang zijn.

Oscar David is organisatiepsycholoog, executive coach, adviseur en spreker op het gebied van leiderschap en verandering. De afgelopen 25 jaar begeleidde hij leiders en professionals in de top van een groot aantal internationale ondernemingen, ministeries en andere overheidsorganisaties en zorginstellingen. Hij heeft naam gemaakt met het vele malen herdrukte boek Het enneagram in management. In zijn nieuwe boek Macht! beschrijft Oscar David de werking en dynamiek van macht. Daarnaast is hij als kerndocent executive leadership verbonden aan TIAS school for business and society.

Martijn van Hulsteijn Na deze inleiding op het concept ‘macht’ zal Martijn van Hulsteijn de vertaling naar de praktijk maken door te vertellen over zijn ervaringen als Projectdirecteur Grand Départ 2015 bij de Tour de France. Wat zijn de valkuilen en lessen geweest, en welke rol heeft macht gespeeld tijdens dit omvangrijke project?

Sinds 2005 werkt Martijn van Hulsteijn bij BMC als senior adviseur en als manager van de adviesgroep Sport. Hij heeft vele jaren ervaring in advisering op het gebied van (top)sport: visie- en beleidsontwikkeling, financieringsvraagstukken, evaluaties en onderzoek (waaronder rekenkameronderzoeken), verzelfstandiging/privatisering en (project)management. Verder heeft hij veel kennis van overheidsorganisaties (gemeenten, provincies, Rijksoverheid), sportorganisaties en aanverwante stakeholders.

Patrick van Veen Aan het eind van de dag geeft Patrick van Veen een biologische kijk op sociaal gedrag in organisaties. Hoe kun je sociaal gedrag binnen organisaties vanuit de biologie verklaren en belangrijker nog, hoe kun je hier als projectmanager je voordeel mee doen?

Patrick van Veen is gedragsbioloog en directeur van Apemanagement. Hij rondde zijn studie biologie in 1993 af aan de faculteit Biologie van de Universiteit Utrecht. Na zijn afstuderen werkte hij in de verzekeringsbranche in commerciële en leidinggevende functies. In 2002 heeft hij het bureau Apemanagement® opgericht en is hij teruggekeerd naar zijn oude vak: biologie. Zijn missie is wetenschap te vertalen naar maatschappelijke vraagstukken. Apemanagement werkt in Nederland, Duitsland en het Verenigd Koninkrijk. Door de pers wordt Van Veen gevraagd als deskundige op het gebied van gedrag en is hij regelmatig te horen als apendeskundige op de tv en radio. Naast zijn werk binnen Apemanagement doet hij onderzoek naar pestgedrag bij kinderen, als extern-promovendus aan de Radboud Universiteit Nijmegen. In de boeken die hij schreef, staat de vergelijking tussen mens en dier centraal: Help, mijn baas is een aap!, Dierbare Collega’s, Kuddegedrag in crisistijd, Pestkop apenkop en Oerinstincten van de liefde.

KEYNOTE SPREKERS

KIJK VOOR HET VOLLEDIGE EN MEEST ACTUELE PROGRAMMA OP WWW.IPMAJAARCONGRES.NL

Paul IskeProjecten en programma’s spelen zich vaak af in complexe omgevingen. Daarnaast is het vak projectmanagement zelf ook voortdurend aan het evolueren. Het gevolg hiervan is dat, ondanks alle goede bedoelingen en beschikbare kennis, projecten en programma’s niet altijd het beoogde resultaat opleveren. Het is belangrijk dat men voortdurend probeert nieuwe methodes te ontwikkelen en uitdagende projecten aan te gaan, maar ook dat geleerd wordt van ervaringen, zowel binnen een project (single-loop learning) als van andere projecten (double-loop learning). Het Instituut voor Briljante Mislukkingen streeft naar een klimaat waarin mensen worden aangemoedigd om te experimenteren en te leren.

Paul Iske is hoogleraar Open Innovation & Business Venturing aan de School of Business and Economics van de Universiteit Maastricht. Hij houdt zich hier vooral bezig met diensteninnovatie en sociale innovatie, met als specialiteit ‘Combinatoric Innovation’. Tot medio 2015 was hij Chief Dialogues Officer bij ABN AMRO, waar hij verbindingen legde om mogelijkheden voor innovatieve en duurzame waardecreatie te creëren. Paul is oprichter van het Instituut voor Briljante Mislukkingen, met als doel begrip te kweken voor de complexiteit van innovatie en ondernemen. Hij is gepromoveerd in de theoretische natuurkunde en werkte daarna bij Shell.

05-2016 | IPMA Projectie Magazine10

HEEFT U DE MACHT OVER HET STUUR AL VERLOREN? KEN UW KLASSIEKERS!Belangrijke projecten zorgen voor veranderingen. Wisselende coalities, tegenslagen, meevallers, personele wisselingen en toevalligheden veranderen het speelveld rond een project net zo gemakkelijk als de seizoenen in het jaar. Met voorbeelden uit (moderne) klassiekers als Hetebrij, Blanchard, Laloux en De Leeuw vertelt Edwin van Dieën hoe je de macht over het stuur kunt behouden. Een verhaal vol worst cases & lessons learned bij het sturen op politiek gevoelige projecten.

PARALLEL PROGRAMMAHet plenaire programma, met keynote sprekers die hun visie geven op macht en sturing in projecten, wordt aangevuld door het parallel programma. Tijdens de diverse sessiesworden ervaringen uitgewisseld en handvatten aangereikt om het geleerde in de praktijk te brengen. Daarbij staan drie pijlers centraal.

GOOD PRACTICES (PRAKTIJKCASES)

Edwin van Dieën, Manager

Gemeente Dordrecht

BOUWEN OP BASIS VAN VERTROUWENOm aan de stijgende wereldwijde behoefte aan melk te kunnen voldoen, besluit Vreugdenhil Dairy Foods een nieuwe zuivelfabriek te bouwen. Een spannende tijd omdat dit in het familiebedrijf nooit eerder is gedaan. De aanpak blijkt al snel anders dan gebruikelijk. De gedeelde waarden van het familiebedrijf vormen de basis en vertrouwen is het uitgangspunt gedurende de hele bouwperiode. Projectdirecteur Eelko Hoekstra van Vreugdenhil deelt zijn praktijkverhaal met een projectaanpak die gebaseerd is op waarden. Hij vertelt over de succesfactoren en wat deze aanpak Vreugdenhil heeft opgeleverd. Toeval? Nee, Frank Fondse (Finext) legt de link met Value-based Project Management.

Eelko Hoekstra, Operations Manager Vreugdenhil Dairy Foods

en Frank Fondse, Projectcontroller bouw nieuwe zuivelfabriek

Vreugdenhil Dairy Foods en Consultant Finext

AGILE PROJECTMANAGEMENT: WIE HEEFT DE MACHT OVER HET STUUR?Snel kunnen inspelen op nieuwe ontwikkelingen is tegenwoordig een vereiste. Een top-down benadering met bijbehorende structuur en macht werkt daarbij niet meer. Een andere manier van sturen wordt gevraagd, ook binnen projecten. Agile projectmanagement geeft de moderne projectmanager de mogelijkheid om veranderingen in een organisatie te bewerk-stelligen en een andere kijk op macht en leiderschap te brengen. Met veel praktijkvoorbeelden zal worden besproken hoe Agile projectmanagement is gestart bij Tele2, wat de valkuilen en lessons learned zijn, maar ook welke resultaten het heeft gebracht.

Ron van Vliet, Programma

Manager Tele2 en

Jeroen van Menen,

Agile Consultant Prowareness

IPMA Jaarcongres 2015


10 WAYS TO BE HATED AS A PROJECT MANAGERLet’s destroy the project team. During this presentation, you will learn the best practices to destroy a resource psychologically, blow up a team and fail a project. How to destroy the ego of the person and make sure they feel worthless, useless and that they don’t belong to this project team. Based on real experience and entertaining anecdotes, this speech will present you manipulation techniques but also an efficient way of climbing the hierarchy while ensuring program failure. Anti-values are just a joke and reverse psychology doesn’t work, does it?

BETTER PRACTICES (EXPERTSESSIES)

Patrice Blanchard,

Owner Museum Box sprl

BEST VALUE: WAAROM GEBRUIK VAN MACHT ZORGT VOOR RISICOVOLLE PROJECTEN?Macht is wijdverbreid een erg populair concept. Projectmanagers maken er graag gebruik van. Typerende bezigheden zijn zelf beslissingen nemen, management, aansturing, specificaties en controle. Maar werkt het wel? En hoe weten we dat? Bestaat er wel zoiets als controle over anderen? En is er wel een goed alternatief? Deze tracklezing behandelt de gespannen relatie tussen het gebruik van macht en projectsucces, verklaard vanuit het Best Value-gedachtengoed. Met praktijkvoorbeelden laten wij zien waarom ‘macht’ zorgt voor minder plezier, stress, vingerwijzen en risicovolle projecten. Wij onderbouwen waarom een tegenovergestelde aanpak (value-based) de voorkeur heeft als je waarde hecht aan projectsucces.

Cok van Schooten, Senior

Project Manager IPMA-B

en Marcus van der Ven

Senior Project Manager

Water Technology en

Best Value Expert &

Trainer Royal

HaskoningDHV

HET MANAGEMENT VAN ‘COMPLEXITEIT’De huidige maatschappij schijnt zich te kenmerken door complexe problemen die we moeten managen om zo de complexiteit te kunnen temmen. Maar wat als complexiteit eigenlijk niet bestaat? Of als het managen van deze problemen alleen maar meer complexiteit creëert? In deze presentatie zal organisatie- antropoloog Thijs Willems middels praktijkvoorbeelden uit zijn onderzoek bij ProRail en NS vraagtekens zetten en verder ingaan op het fenomeen ‘complexiteit’.

NEXT PRACTICES (WAT KUNNEN WE LEREN VAN ONDERZOEK?)

Thijs Willems, Promovendus,

Vrije Universiteit Amsterdam

EXTERNE INVLOEDEN OP SAMENWERKING IN PROJECTENOnderzoek over samenwerking in projecten richt zich vaak op de twee samenwerkende partijen. Dit onderzoek heeft zich gericht op de wijze waarop externe professionele actoren onbedoeld de samenwerking tussen partijen beïnvloeden. In drie cases zijn de kernteams van de private projectorganisatie én de actieve publieke project-organisatie geïnterviewd. De cross-case analyse leverde vijf mechanismen die leiden tot spanningen tussen de partijen: ambiguïteit in besluitvorming, voorkomen van belangenverstrengeling, driehoeks- relaties, onduidelijkheid in doel en onduidelijkheid in organisatorische context.

Leonie Koops, Projectmanager

Witteveen+Bos en Promovenda

Technische Universiteit Delft

DE MENSELIJKE FACTOR IN PROJECTENOndanks alle professionaliseringsslagen binnen het vak projectmanagement mislukken nog steeds veel projecten. Het zou goed zijn om de menselijke factor prominenter in de projecten te brengen. Het fundament hiervoor is vakkundig-heid en gelijkwaardigheid. Vervolgens kan de kracht van de kundige professionals worden ontsloten: door ze ruimte en vertrouwen te laten ervaren en te zorgen dat ze zich veilig voelen, door te zorgen dat de projectmedewerkers plezier hebben in het samenwerken en dat ze gedreven zijn om het maximale te kunnen presteren. Deze bijdrage legt uit hoe je door duidelijk te zijn, te inspireren en te faciliteren, tegemoet kunt komen aan het verlangen naar erkenning en waardering.

Joke Huizinga, Interim- en

Projectmanager,

Eigenaar van Joke

Huizinga Consultancy

DE TOEKOMST VAN DE PROJECTMANAGER: DE ONTWIKKELINGEN, CONSEQUENTIES EN KANSEN IN EEN VERANDEREND VAKGEBIEDAls projectmanager werkt u in een vakgebied dat zich onstuimig ontwikkelt. Wat is de actuele stand van zaken? In welke sectoren hebben deze veranderin-gen impact? Wat zijn de gevolgen? En wat voor kansen biedt het u?

Rik Pennartz, Senior Project

management & agile

trainer ISES

Deze derde casus over ethisch handelen in en rond projecten betreft een zelfstandig bestuursorgaan van de overheid met duizenden medewerkers, waarvan de directeur alleen projecten wenst waarbij hij geen lastige vragen hoeft te beantwoorden.

In deze serie over ethische dilemma’s in projecten licht de interessegroep Professionele Integriteit steeds een real life case uit en beschouwt deze vanuit de zes kernwaarden van IPMA Nederland: Transparantie, Integriteit, Betrouwbaarheid, Respect, Inlevingsvermogen en Verantwoordelijk. In Projectie 3 en 4-2016 verschenen de eerste twee delen. Deze keer zien we een project, waarbij het uit de wind houden van de directeur voor lastige vragen een hoger doel is geworden dan het projectdoel zelf.

AUTEURS

De betreffende overheidsdienst, die veel automatiserings-projecten kent, heeft duizenden medewerkers. De organisatie is gevestigd in een kansarme regio; alleen in de centrumstad van het gebied valt werk te vinden. Deze casus speelt aan het eind van het eerste decennium van deze eeuw, ergens in het voorjaar.

Al is en blijft die broodheer, men is de politiek in Den Haag zat: stopzetting van goed lopende trajecten, volkomen onverwachte veranderingen… Ook al overlegt men intensief met het ministerie, de grillen van de kamer en de partijen laten zich nauwelijks voorspellen. De algemeen directeur van de dienst wil projecten waarbij hij geen lastige vragen hoeft te beantwoorden. De attitude in het onderhanden project is zodanig dat er geen focus meer is op een eindresultaat met waarde. Medewerkers richten zich op het voorkomen van situaties waarbij Chris, de betreffende algemeen directeur, vragen van pers of politiek krijgt waarop hij geen antwoord heeft.

VAN AFWACHTEND NAAR ATTRACTIEF SPELHet project is verworden tot een soort afdeling administratie en voorlichting. Ik trek het traject vlot en entameer een open overleg met andere spelers, wat door de tijdelijke programmadirecteur en de medewerkers wordt toegejuicht. Tot er een nieuwe vaste programmadirecteur komt. Hij verbiedt het doorsturen van mails naar zusters in de keten, het voeren van overleg waar hij niet bij is of waarvan hij de agenda niet vooraf goedkeurt. In deze organisatie is het nu eenmaal zo dat een project succesvol is zolang Chris er geen last van heeft.Ik stop en besluit om in de zomermaanden mijn boek af te schrijven. Met een publicatie is dan weliswaar weinig te verdienen, maar het geeft meer bevrediging dan uren draaien zonder waarde toe te voegen in een overheidsorgaan waar iedereen dadelijk lang met vakantie is en zich om de wederkerigheid van elke euro salaris van de vaste baan niet veel zorgen lijkt te maken…

Dit voorbeeld en de in de eerder beschreven casussen maken duidelijk dat ethiek veelvuldig speelt in projecten. We denken dat mensen in projecten geholpen zijn met een moreel kader vanuit de discipline projectmanagement, opgesteld door collega’s en vakgenoten uit het veld. Dit laat zich samenvatten in zes kernwaarden die nu worden uitgedragen door IPMA-NL. Laten we eens verkennen hoe we vanuit deze kernwaarden tegen deze situatie kunnen aankijken.


Ethiek bij projecten

RENÉ HOMBERGEN René bereidt dit en komend jaar een boekuitgave voor over project-governance.

ARJAN VAN BOMMELArjan leidt de interessegroep Professionele Integriteit van IPMA-NL.

ALS DE DIRECTEUR ER MAAR GEEN LAST VAN HEEFT


TRANSPARANTIEDe transparante projectmanager communiceert open over de afwegingen die hij maakt en de belangen die hij daarbij laat meewegen.

De wegen om transparantie te bevorderen in dit project werden steeds gefrustreerd om Chris maar niet tot last te zijn. Met verstoppertje spelen is het algemeen belang echter niet gediend. Over de beslissing om geen verantwoordelijkheid meer te dragen voor het project dien je dan ook transparant te zijn.

INTEGRITEITDe integere projectmanager is in staat zijn persoonlijke belangen te scheiden van de belangen van zijn opdrachtgevers, klanten en andere belanghebbenden. Hij stelt alles in het werk om belangenverstrengeling of de schijn daartoe te voorkomen.

Je kunt soms voor een keuze komen te staan om je terug te trekken uit een opdracht zoals hier, waarbij je het belang van zichtbare toegevoegde waarde van het project laat prevaleren boven je eigen financiële belang. Als je dan ook maar de belangen van het oorspronkelijke projectdoel en die van het management laat meewegen. De afweging hier was dat je niet veel kunt bereiken met doormodderen in een maskerade. Het past bij je eigen deugd, je “ethische plicht” zo je wilt, goede dingen te doen en jezelf te vrijwaren van nodeloze stress.

BETROUWBAARHEIDDe betrouwbare projectmanager maakt verwachtingen over en weer expliciet, maakt heldere afspraken en komt deze na, zo goed als mogelijk. Hij communiceert helder en met redenen over afspraken en verwachtingen die niet kunnen worden nagekomen.

Als projectmanager in deze situatie wil je de organisatie goed duidelijk maken waar de schoen wringt en waarom je er geen deel van kunt uitmaken. Argumenten en motivatie zijn dan van belang. Leert de organisatie er wat van? Het ironische antwoord luidt: waarschijnlijk weinig. Het constructieve antwoord is: van doorgaan met het poppenspel nog minder.

RESPECTDe respectvolle projectmanager laat iedereen in zijn waarde en toont begrip en waardering voor andersdenkenden en andere culturen.

In dit project is de grote uitdaging om de persoon in kwestie te spreken en het keerpunt voor een voorzichtige verandering te organiseren. Het controleren van de omgeving volgens de gehanteerde projectmethode betekent in deze organisatie het voorkomen dat de directeur slecht nieuws bereikt. De directeur is druk.

Hij is nauwelijks persoonlijk aanspreekbaar. Hij heeft een hofhouding waarmee hij vergadert in bij voorkeur grote groepen. Een belangrijk deel daarvan vergezelt hem bij zijn rookmomenten. De man is benaderd met agendaverzoeken die werden gehonoreerd met een vertraging van twee maanden. Vervolgens met mails die pas bij de derde keer door de selectie van zijn secretaresses kwamen. Uiteindelijk is het gekomen tot een exitgesprek. Te laat voor het programma. Op tijd om authentiek gezichtspunten uit te wisselen over open- en geslotenheid in een overheidsprogramma. Hoe laat je iemand in zijn waarde die zichtbaar disfunctioneert maar waar niemand ingrijpt? Een oprecht gesprek onder vier ogen werkt het beste.

INLEVINGSVERMOGENDe inlevende projectmanager kan van perspectief veranderen en zich verplaatsen in de positie van de verschillende stakeholders. Hij is in staat de verschillende belangen rond het project af te wegen. Hij toont daarbij begrip voor de positie en argumenten van andere partijen.

De uitdaging in dit project zou zijn om op informele wijze het gesprek met Chris aan te gaan. Wat beweegt hem? Welke motieven spelen er? En wegen deze inderdaad op tegen het algemene projectdoel? Zo nee, is dat dan bespreekbaar te maken? Wat vinden mensen in zijn omgeving. Is het mogelijk een ander perspectief toe te voegen door te wijzen op de gevolgen van deze politiek?

VERANTWOORDELIJKDe verantwoordelijke projectmanager draagt zijn professionele waarden actief uit en bevordert deze bij minder ervaren collega’s. Hij is in staat dilemma’s te herkennen en hierop proactief te handelen. Hij reflecteert daarbij voortdurend op zijn eigen handelen.

De vraag is hier: kun je iets doen om de verworden cultuur aan de orde te stellen? Kun je tegenwicht bieden aan een houding die niet het generieke belang en de toegevoegde waarde voorop stelt? Hoe ver reikt je eigen invloedssfeer hier? In dit geval was de conclusie dat de organisatie niet binnen de context van de opdracht kon worden veranderd of tot een nieuw inzicht kon worden gebracht.

Maar vraag je eens af in jouw eigen – mogelijk vergelijkbare – situatie: zijn er nog mogelijkheden om verantwoordelijkheid te nemen, het gesprek aan te gaan en de situatie te veranderen?

Meer informatie over de interessegroep Professionele Integriteit IPMA-NL: [email protected] en ipma.nl/professionele-integriteit/ <

ALS DE DIRECTEUR ER MAAR GEEN LAST VAN HEEFT

Is het Project Management in uw organisatie gebaseerd op deze zeven management principes?

• Klantgerichtheid

• Leiderschap

• Betrekken van medewerkers

• Procesmatige benadering

• Continu verbetering

• Besluitvorming op basis van feiten

• Win-win relatie met leveranciers

Dan werkt u wellicht bij een van de 10.000 in Nederland ISO-9001 ge-certifi ceerde organisaties, waar deze management principes in de praktijk worden toegepast!

Maar is het projectmanagement zodanig ingeregeld in het bedrijfsvoeringsmodel dat het met continue verbeteringen en innovaties structureel bijdraagt aan duurzaam succes van de organisatie?

De ISO 21500 richtlijn voor project management maakt het eenvoudig mogelijk om aantoonbaar, methode-on-afhankelijk projectmanagement te inte-greren in uw eigen bedrijfsmanagement systeem. En daarmee een stevige basis biedt voor meer grip op projecten en een continu verbeterproces.

Meer weten?Doe op www.bevon.nl/iso21500 de zelf-test of neem deel aan de eendaagse ISO21500 workshop op 8 december 2016.

Het BEVON Gilde BVdirectie: ing. Ben [email protected] T: 055-3603918www.bevon.nl

Meer weten? Vraag een webdemo aan op www.bevon.nl/vifl ow, download de 30-dagen trialversie of bel ons met uw vraag.

Hoe kan ik continu verbeteren?Hoera ik groei! Groei is prachtig, maar het levert ondernemers ook hoofdbrekens op. Hoe tuig ik mijn organisatie verder op, hoe beheers en borg ik dat? Mijn opdrachtgevers vragen om ISO-certifi cering, hoe behaal ik dat? En hoe zorg ik dat ik op de toekomst ben voorbereid, duurzaam onderneem?Wij begeleiden ondernemingen en instellingen al meer dan 15 jaar bij die uitdagingen. Ben Bolland, oprichter/eigenaar: ,,Eenvoud en transparantie is de basis voor duurzaam succes.”

De weg naar duurzaam succesWij begeleiden u bij de vertaalslag in uw situatie te maken. Persoonlijk maatwerk-advies wordt ondersteund met in de praktijk bewezen methodieken en Vifl ow, een eenvoudig, betaalbaar BPM-tool.

Met wereldwijd meer dan 7000 implementaties en 1 miljoen gebruikers, is Vifl ow een van de meest gebruikte tools voor proces- en kwaliteitsmanagement.

Simpel op weg met templatesOnze Nederlandstalige BEVON-ViFlow templates voor kwaliteit-management (oa. ISO 9001:2015) en projectmanagement (Prince2, PRiSM) verkorten uw implementatietraject!

Waarmee u een stevig fundament legt voor verdere groei en wendbaarheid van uw organisatie! Net als de meer dan 60 organisaties, die u in Nederland al voor gingen.

CONTINU VERBETEREN? HOU HET SIMPEL… MET BEVON GILDE en VIFLOW

ing. Stefan van Aalst MScwww.fl ow4U.comstefan.vanaalst@fl ow4u.com

ing. Ben Bollandwww.bevon.nl [email protected]

Dan werkt u wellicht bij een van de 10.000 in Nederland ISO-9001 ge-certifi ceerde organisaties, waar deze management principes in de praktijk

Maar is het projectmanagement zodanig ingeregeld in het bedrijfsvoeringsmodel dat het met continue verbeteringen en innovaties structureel bijdraagt aan

project maakt het eenvoudig

ISO STANDAARDEN: BOUWSTENEN VOOR DUURZAAM SUCCES.

Vragen? mail deze experts

05-2016 | IPMA Projectie Magazine 1505-2016 | IPMA Projectie Magazine 15

RESEARCH PAGES

Editor Research Pages: Steven Nijhuis (SN), HU University of Applied Sciences Utrecht

Na publicaties van professoren, doctoren en masters hebben we dit keer een onderzoek, uitgevoerd door bachelor studenten.

Studenten van de enige projectmanagement bachelor die Nederland rijk is, van Hogeschool Windesheim. De PMED,

Project Management Education Development – voorgezeten door Bart Hoitink van NIMO – heeft Windesheim gevraagd

om onderzoek te doen naar de mogelijke ontwikkelpaden van projectleiders. Welke paden zijn er, hoe kunnen ze zich

ontwikkelen?

De oplevering betrof niet alleen een onderzoeksrapport (wat hierna integraal is opgenomen) maar ook een discussiesessie

met geïnteresseerden. Voor deze discussie is het resultaat samengevat in een roadmap. Die is als figuur bij het rapport

opgenomen.

Uiteraard is het lastig om algemene zaken te zeggen over ‘de’ ontwikkeling van ‘de’ projectleider. Interessant is daarbij niet

zozeer het onderscheid tussen junior, medium en senior, want dat is een gebruikelijk onderscheid, onder andere in de

gezondheidszorg (Satava, Gallagher & Pellegrini, 2003), interessanter is het onderscheid tussen evolving, dedicated en

alongside. Veel onderzoeksliteratuur gaat eigenlijk alleen uit van de dedicated of de evolving projectleider, terwijl voor heel

veel projecten de projectleider alongside is: iemand die het project erbij doet. De docent op de basisschool die de nieuwe

leermethode invoert, de systeembeheerder die het netwerk vernieuwt, et cetera. De juiste invulling van de roadmap in alle

velden vereist nog veel meer onderzoek, maar met name de indeling in de verschillende typen projectleiders is een meer dan

interessante aanvulling op de aanwezige literatuur.

Steven Nijhuis

• Discussing research to drive project management practice

MANAGING PROJECTS IN A GLOBALISED WORLD 1. INTRODUCTIONWithin the last few years the recession has hit hard on an internatio-nal level and has cost over 8.1 million people their job (OECD, 2008). It has been estimated that between 2010 and 2020 more than 15.7 million new project management (PM) positions will be created (PMI, 2013). Thus, with so many jobs available the question arises whether or not there will be enough people to fill them and whether or not they are qualified to handle the responsibilities of the job. Employers have shown an increasing interested in project managers (PMs) with the right certification, with only 31% of the employers required the right type of qualification in 2008, which increased by 10% in 2010 (Standish Group International, 2013). This shows that PMs need to be more involved in the development of their careers and in making sure they have the right types of qualifications their employers are expecting.

The Project Management Education and Development Board (PMED) represented by Bart Hoitink, has questioned the knowledge of both the employer and the employee on these right types of qualifications based on his experience (personal communication, February 4, 2015). PMED has noticed that most organisations have little knowledge about the existence of the profession ‘Project Manager’ and the many theories surrounding ‘what makes a successful project manager’ which could be the cause of the main challenge (Hoitink, personal communication, 2015).

Most PMs seem to have room for improvement in terms of completing a satisfactory project and meeting all the project requirements; budget, time, quality and scope. Some attempt to reinvent themselves as PMs through a method of trial and error (El-sabaa, 2001), which does not seem to be an effective method. This in turn results to an inefficient use of time and money, which could potentially be a derogative for the project they work on and on the efficiency of the PMs career development.

PMED experienced that PMs seem to move in three different streams which are those of: dedicated PMs, who learn PM in a college or university setting; evolving PMs, who learn PM on the job; and the alongside PMs, who work with PM as a side description to their regular jobs. However, this has just been an observation by PMED and no prior research has been conducted to support this statement yet.

The main challenge according to PMED is creating an effective career development path for these different PMs (Hoitink, personal

communication, 2015). The ineffective path that most PMs are following leads to the following issues: on one hand, companies have to spend a large sum of money over a long period of time per employee in order to train them in gaining enhanced and diverse skills to become better PMs. On the other hand, most PMs are trained over a long period, so while developing, the first projects they manage could potentially suffer tremendous loss (e.g. on negotiations, poor time management or similar situations).

The challenge seems to be applicable on an international level. When researching PMs career development one can find articles from different locations in the world, written in different languages regarding this issue. Besides the international extent, the lack of effective career development also causes issues on a company based level; affecting the employee, employer, as well as the clients of the company in question. When career development is effective, employ-ees could experience more satisfaction in their work, employers would not have to face under or over qualified workers, and clients could receive projects to their standards.

The question that arises from the proposed challenge is whether there is a way to reverse the challenge of an ineffective way of career development? The research will provide insight for the PMs and the possibilities of career development for these professionals. In addition, the knowledge gained from this research will be of interest to companies, the PMs themselves and their clients.

This research report will give an insight into the methodology behind the research after which it will summarize the results by answering the sub-questions and main question of the research. After this the report will put the research results up for discussion and will give a final conclusion on the findings. To conclude the report, a recommendation will be given of the use of the report as well as eventual future plans for development.

2. METHODOLOGY

Proposed research methodsThe research report contains both qualitative and quantitative research conducted amongst 6 different clients of PMED, which were eventually divided into 2 different sectors: engineering and IT. Within each company a semi-structured interview took place with a representative of the HR department, as well as 2 structured interviews with different PMs. These interviews were followed by surveys amongst different PMs within the company

ABSTRACT The following research report is written as part of the deliverables in the PMED Roadmap Project which is part of an assignment for the minor

‘Managing Projects in a Globalised World’ given at the Windesheim Honours College in Zwolle, the Netherlands. The research focuses on the

insufficient way of career development amongst PM’s. The report will explain the results which have let to the interpretation of another

deliverable; the roadmap matrix, in which a career path for three different project managers (PM’s) is given.



and the employees directly working with them. The surveys consisted of mainly multiple-choice questions, which made it easier to analyse answers. The surveys were sent via email through the HRM department in question, while the interviews were conducted in person.

Sampling methodThe sampling database of the research was provided by PMED since they have an extensive list, and contact with, companies involved in PM. Their list was categorized by different sectors in which the research team was only interested in the sectors of IT, health, engineering and international development. Within each category a convenience sample was taken of 3 companies. The convenience of this case depended on the accessibility of the companies and how easy it was to get into (prior) contact with them as well as their willingness to cooperate.

The interviews within the companies were also done by convenience sampling since it solely depended on which PMs were available. The sampling method for the surveys was done by purposive sampling using an email list provided by the HRM department of the company in question. This provided the research team with a good representation of PMs of multiple ages, gender and years of experience.

All the data collected has been analysed through multiple means. The information gathered from the surveys was processed using Google Forms, while the data gathered by semi-structured interview was analysed using a deductive approach, which looked for similarities in answers given by the respondents. This approach allowed the team to look for similarities, and was fitting with the set time restrictions.

Reliability & ValidityThe Oxford dictionary defines reliability as consistently good in quality or performance; able to be trusted (Oxford dictionary, 2015). Applying to research, reliability is the degree to which an assessment tool produces stable and consistent results. In order to ensure the reliability and increase the credibility of this research, triangulation was applied as a study tool. Other ways, which was used to justify the reliability, is by using reliable data sources during the desk research, to capture and store the data and by verifying the data gathered using professional tools and software.

The execution of this research involved linking distinct techniques such as semi-structured interviews, as well as gathering information by using relevant secondary research. On one hand, the quantitative research collaborates with the research, giving a dimension of the factors and providing an overview of the situation, based on the variables created by the researchers. On the other hand, the qualitative research aims to listen to people and comprehend what given factors appeals to them. Therefore, the information gathered using triangulation shows the magnitude of the issue and at the comprehension from peoples’ experiences.

The next step of concern was how to capture the data from the source. The interviews were recorded and a “speech to text” tool was used to help structure the text document. To ensure the reliability of the collected data, there was verification by listening to the interview recordings and checking them along side the texts.

The data collected on the quantitative research was processed using the tool of Google Forms, which is a reliable method of receiving and analysing survey data. Additionally, the data storage was organised in order to file all interview recordings and texts in case they need to be re-analysed. Finally, another important precaution was to peer-review the data gathered by the team members.

The term validity refers to how well a test measures what it expected to measure. While reliability is necessary, it alone is not sufficient. For a test to be reliable, it also needs to be valid. The validity was ensured by means of peer reviews made by the team members. This added to the triangulation of the data that allows a comparison between the gathered information. Additionally, the goals for the research were set out clearly, as well as the assessment measures that match the goals.

Cultural and ethical considerations The proposal for this research project has been evaluated and approved by WHC and PMED. The research has been conducted with primary data, by means of interviews taken for the qualitative investigation as well as the quantitative. Secondary data is presented in this research, provided by PMED in addition to distinct sources such as books and scientific articles, properly referenced.

The information has been collected and used only to attain the research goals. The information is presented in a collective way, without any prejudicing of the people involved – especially in regards to the acknowledge.

3. RESULTSWithin the result section the research data will be presented as following: every sub-question will be highlighted and answered through three different research methods after which the answer to the main question will be given. The three different research methods to answer the sub-questions will exist out of data gathered through semi-structured interviews, Internet surveys and by using in-house written information on the topic provided by several companies. The data collected by studying in-house information is solely confidential and can therefore not be shared. However, when it contains a link to public literature the research report will make sure to reference to that in both text and reference list.

The three sub-questions to be answered are:1. Which different competences show as important in PM and do

they differ in the following sectors? • IT • Health • International development • Engineering2. Which different types of PMs can be defined and do they follow

different career paths? 3. Why have some of the career paths of PMs been defined as

unsuccessful so far?Due to some unforeseen research obstacles not all questions can be completely answered with the gathered data. Despite this, the research team will try to give any relevant data which could potential answer part of the question. The obstacles within the research will be elaborated on in both the discussion as well as in the recommendation.

MANAGING PROJECTS IN A GLOBALISED WORLD

According to a PM from company 2, in order to achieve anything you need to have good communication skills. When listening to all participants within the research, having good communication skills as a project manager seems to be essential. 30% of all responds on the survey thought that having good communication was the second most important skill of a project manager. Both PM’s from company 3 mentioned that this means not only knowing how to voice your opinion but also how to listen.

The in-company information received from company 4, shows that in order to maintain client satisfaction, a focus should be directed on time management. In addition the in-company information shows the link between keeping track of time and the success rate they would transfer to their clients. However, although most of the interviewees and survey responders mentioned time management, none of them related it back to client satisfaction.

On the topic of multicultural awareness, a PM in company 3 said the following:

“In order to be successful as a project manager you need to be aware of what works and what does not work in each culture. If I am running a project in a particular ‘business’ culture, I need to know, because if I do not incorporate the cultural aspect of the organization in my project I will not be able to deliver results”

The result of not taking into account the importance of cultural awareness is explained by a PM of company 1. In his experience within the company he has seen the sudden change in cultural awareness after a big international project had gone wrong. He said that if they had been more aware when the project started, then they would have saved a lot of money and their reputation.

Throughout the research it has been debated by participants whether or not it is more important to have technical knowledge or project management knowledge. Leaving the importance aside, all of the interviews, surveys and in-company data show that good project management skills lead to better projects. A PM from company 6 expressed his/her surprise on situations he/she sometimes faces when consulting on other projects:

“I sometimes see people with years of experience, but when I ask them for their process rapports or for the project plans they are filled with mistakes or lacking vital parts. And still people wonder why their projects are failing”

According to a PM from company 4 one of the main challenges faced by PM’s is keeping overview on their projects. He/she mentions that keeping an overview and distance while at the same time taking into account all your different stakeholders can be quite tough sometimes. However, if you manage to do so you send out a feeling of trust to all parties involved. Thus not only keeping your stakeholders happy but also giving your team the confidence they need.

Being determined is not mentioned by all companies but has been highlighted by both PM’s and HR of company 6. All mention that sometimes people within a team are ‘allergic’ to taking responsibilities and therefore take longer when making choices or do not take them at all. As a PM you should have the competence of

Different competences and different sectorsThe first sub-question to answer is: which different competences show as important in PM and do they differ in the following sectors of IT, health, international development and engineering? The aim of this question is to identify whether there is a set list of competences necessary for a PM, and whether or not PM’s in different field would need to have a different list of competences. The results will first highlight the similarities after which it will show the collected differences.

The collected data has mostly been gathered in the fields of IT and engineering and both seem to agree on multiple different competences. Each of the competences will be listed and also why the different sectors interpreted these as being important to perform their job well. The following pie chart shows how the different competencies are distributed amongst the six different companies involved in the project.

All companies involved pressed the importance of having good leadership and communication skills as a PM. This importance has been consistent through out all 36 semi-structured interviews, in-company information and the 41 surveys. However, 16% of all skills mentioned were not mentioned by more than one company. What those competencies are will be elaborated on later in the section.

Over 50% of all responds to the survey felt having good leadership skills is the most important thing in being a good PM. A PM from company 6 agrees and mentions that leadership is key when making people take responsibilities and to let them deliver the best job they can. It is only through good leadership, you can steer your team into the right direction. The HR from company 1 says:

“Good leadership is one of the most important competences. You need leadership in order to connect people within your team and to keep a project moving, especially if your project takes a longer time”

All companies also seem to agree that a good PM needs to be result driven or oriented. It is believed that it is the general task for a PM to keep the overall goal or result in mind and to make sure the team gets there. The HR of company 6 does not necessarily believe that being result driven is something you can learn but that it is an expected competence for PM’s to have. If a project manager is not result driven it could potentially harm his or her drive in the project and leave the project lost for direction. Although the project manager of company 4 agrees with the importance of being result driven he also believes it is linked to several other competences such as keeping overview and leadership.

“If you know your wished result and you know how to get there, but you don’t know where you are and you can not get your team with you, you are still nowhere”.

Figure 1. Distribution Competences

05-2016 | IPMA Projectie Magazine18 05-2016 | IPMA Projectie Magazine18

According to a PM from company 2, in order to achieve anything you need to have good communication skills. When listening to all participants within the research, having good communication skills as a project manager seems to be essential. 30% of all responds on the survey thought that having good communication was the second most important skill of a project manager. Both PM’s from company 3 mentioned that this means not only knowing how to voice your opinion but also how to listen.

The in-company information received from company 4, shows that in order to maintain client satisfaction, a focus should be directed on time management. In addition the in-company information shows the link between keeping track of time and the success rate they would transfer to their clients. However, although most of the interviewees and survey responders mentioned time management, none of them related it back to client satisfaction.

On the topic of multicultural awareness, a PM in company 3 said the following:

“In order to be successful as a project manager you need to be aware of what works and what does not work in each culture. If I am running a project in a particular ‘business’ culture, I need to know, because if I do not incorporate the cultural aspect of the organization in my project I will not be able to deliver results”

The result of not taking into account the importance of cultural awareness is explained by a PM of company 1. In his experience within the company he has seen the sudden change in cultural awareness after a big international project had gone wrong. He said that if they had been more aware when the project started, then they would have saved a lot of money and their reputation.

Throughout the research it has been debated by participants whether or not it is more important to have technical knowledge or project management knowledge. Leaving the importance aside, all of the interviews, surveys and in-company data show that good project management skills lead to better projects. A PM from company 6 expressed his/her surprise on situations he/she sometimes faces when consulting on other projects:

“I sometimes see people with years of experience, but when I ask them for their process rapports or for the project plans they are filled with mistakes or lacking vital parts. And still people wonder why their projects are failing”

According to a PM from company 4 one of the main challenges faced by PM’s is keeping overview on their projects. He/she mentions that keeping an overview and distance while at the same time taking into account all your different stakeholders can be quite tough sometimes. However, if you manage to do so you send out a feeling of trust to all parties involved. Thus not only keeping your stakeholders happy but also giving your team the confidence they need.

Being determined is not mentioned by all companies but has been highlighted by both PM’s and HR of company 6. All mention that sometimes people within a team are ‘allergic’ to taking responsibilities and therefore take longer when making choices or do not take them at all. As a PM you should have the competence of

Different competences and different sectorsThe first sub-question to answer is: which different competences show as important in PM and do they differ in the following sectors of IT, health, international development and engineering? The aim of this question is to identify whether there is a set list of competences necessary for a PM, and whether or not PM’s in different field would need to have a different list of competences. The results will first highlight the similarities after which it will show the collected differences.

The collected data has mostly been gathered in the fields of IT and engineering and both seem to agree on multiple different competences. Each of the competences will be listed and also why the different sectors interpreted these as being important to perform their job well. The following pie chart shows how the different competencies are distributed amongst the six different companies involved in the project.

All companies involved pressed the importance of having good leadership and communication skills as a PM. This importance has been consistent through out all 36 semi-structured interviews, in-company information and the 41 surveys. However, 16% of all skills mentioned were not mentioned by more than one company. What those competencies are will be elaborated on later in the section.

Over 50% of all responds to the survey felt having good leadership skills is the most important thing in being a good PM. A PM from company 6 agrees and mentions that leadership is key when making people take responsibilities and to let them deliver the best job they can. It is only through good leadership, you can steer your team into the right direction. The HR from company 1 says:

“Good leadership is one of the most important competences. You need leadership in order to connect people within your team and to keep a project moving, especially if your project takes a longer time”

All companies also seem to agree that a good PM needs to be result driven or oriented. It is believed that it is the general task for a PM to keep the overall goal or result in mind and to make sure the team gets there. The HR of company 6 does not necessarily believe that being result driven is something you can learn but that it is an expected competence for PM’s to have. If a project manager is not result driven it could potentially harm his or her drive in the project and leave the project lost for direction. Although the project manager of company 4 agrees with the importance of being result driven he also believes it is linked to several other competences such as keeping overview and leadership.

“If you know your wished result and you know how to get there, but you don’t know where you are and you can not get your team with you, you are still nowhere”.

Figure 1. Distribution Competences


being determined to make the right decision, in what sometimes is a quick pace environment.

A PM in company 1 feels it is important that a PM can speak the technical language. If one could not do so it would mean that they would not have any idea what their team is saying and can therefore not control or work together or even understand the project. However, a PM in the same company understands the importance of speaking the same language but also voices that having too much knowledge of technical aspects could prevent you from keeping an overview. It is therefore in his/her opinion that it is just necessary to speak the language and nothing more.

When it comes to technical knowledge, the field of project management seems to be divided. Some PM’s from for instance company 2 and 6 mention that to much technical knowledge could make you lose overview while most of the participants from company one (both from interview and survey) stress that you need to have full technical knowledge of the project in order to control. Although there might be some division all seem to agree to a certain extend of technical knowledge is necessary in project management.

As shown above in text and in figure 1, most companies agree on a set list of competences. However, some companies feel that there are competences which solely apply to their sector. For instance HR from company 4 believes that within his sector (engineering) there is a need for much more technical knowledge then at any other sector. While a PM of the same company feels that it is all about company knowledge and knowing to talk to the right person when it comes to certain issues.

In company 3, both of the PM’s as well as HR thought that, when working at their company a PM should be more politically sensitive than at any other company. The PM did mention though that this had nothing to do with different sectors but that it was solely based on the kind of company they are, which is integrated within the governmental sector. Therefore it is surprising to see that a PM of company 5 shares the opinion of needing political awareness although they are a private company. The PM refers this back to the fact that they work with large projects with include multiple stakeholders within a hierarchal environment. There seems to be an overall disagreement to whether or not a PM could work with a given set of competences. A PM and HR from company 6 believe a project will be a project no matter in which sector you would place it in. While a PM of company 1 strongly believes that in order to be a PM in his sector you need to have completely different skills than if you were to work in another sector. Whether or not competences apply to all sectors will be discussed in the discussion part of this research report.

4. DIFFERENT TYPES OF PM’S AND DIFFERENT CAREER PATHSThe initial thesis of the research was that PM’s were divided into three different types (Ali et al., 2015). There was mentioning of the dedicated PM, who has gathered project management knowledge throughout his bachelor or Master studies. There is the evolving PM, who has learned project management on the job. And there is the alongside PM, who is dealing with project management on a part-time basis.

Looking at the results of the interviews and the surveys it shows that most PM’s see themselves at evolving or alongside. The introduction of the dedicated PM seems to be new although some HR representatives (company 2, 4 and 6) see this as a new upcoming trend. Other HR representatives (company 1) question whether or not there will be a lack in technical knowledge and press this to be more important than having good project management skills. Since the development of dedicated project managers does indeed seem to be something recent, the research team was unable to interview a dedicated PM.

Out of the 18 different interviews conducted, only two participants could not place themselves within the different types of PM and the different levels of junior, medium and senior, this because they believed to have made a change throughout their career. The people that could place themselves did so distributed over all different levels of the evolving and alongside PM. When asking about their career paths there did seem to be a difference when making an active choice for project management. When looking at given career paths it seems that evolving PM’s seem to make an active choice for project management somewhere in their careers, while evolving PM’s seem to roll into it without knowing that they are working in the field of project management. It is not until after having finished the project that they recognize their work as being project based.

It seems that especially the older generation of PM’s and the older companies work with or as alongside PM’s. A HR of company 1 refers this back to companies sometimes not taking project management seriously or to not see it as an actual profession. If they were to do so they would work more with evolving or dedicated PM instead of assuming that anybody could do a project, with or without the right training.

As mentioned most evolving PM’s seem to make an active choice for project management sometime in their career. A PM from company 2 said that as soon as he/she was aware of the fact that project management existed and that he/she liked working on assignments, which had a start and an end he/she actively chose to become a PM. He/she mentioned that the training on project management provided him/her with the right tools to become more acquainted with the field and to perform his/her job better.

Since the dedicated PM is such a new definition and not a lot of companies were aware of this type let along worked with some the results of this part only be given by interpreting the reaction on the type itself. As mentioned company 1 questioned the lack of technical skills while company 6 seemed to be open to the idea of having a PM who knows all the project management skills from start. This also seems to be positive for company 2, from which the HR mentioned that this way they would have to invest less in the PM when having to provide the right project management training and certificates.

Answering the sub-question one can therefore say that indeed there are different types of PM and they do follow a different career path to on another.

5. UNSUCCESSFUL CAREER PATHSAs researched through a literature review (Ali et al., 2015) and by personal experiences of the client, it showed that career paths of


being determined to make the right decision, in what sometimes is a quick pace environment.

A PM in company 1 feels it is important that a PM can speak the technical language. If one could not do so it would mean that they would not have any idea what their team is saying and can therefore not control or work together or even understand the project. However, a PM in the same company understands the importance of speaking the same language but also voices that having too much knowledge of technical aspects could prevent you from keeping an overview. It is therefore in his/her opinion that it is just necessary to speak the language and nothing more.

When it comes to technical knowledge, the field of project management seems to be divided. Some PM’s from for instance company 2 and 6 mention that to much technical knowledge could make you lose overview while most of the participants from company one (both from interview and survey) stress that you need to have full technical knowledge of the project in order to control. Although there might be some division all seem to agree to a certain extend of technical knowledge is necessary in project management.

As shown above in text and in figure 1, most companies agree on a set list of competences. However, some companies feel that there are competences which solely apply to their sector. For instance HR from company 4 believes that within his sector (engineering) there is a need for much more technical knowledge then at any other sector. While a PM of the same company feels that it is all about company knowledge and knowing to talk to the right person when it comes to certain issues.

In company 3, both of the PM’s as well as HR thought that, when working at their company a PM should be more politically sensitive than at any other company. The PM did mention though that this had nothing to do with different sectors but that it was solely based on the kind of company they are, which is integrated within the governmental sector. Therefore it is surprising to see that a PM of company 5 shares the opinion of needing political awareness although they are a private company. The PM refers this back to the fact that they work with large projects with include multiple stakeholders within a hierarchal environment.

There seems to be an overall disagreement to whether or not a PM could work with a given set of competences. A PM and HR from company 6 believe a project will be a project no matter in which sector you would place it in. While a PM of company 1 strongly believes that in order to be a PM in his sector you need to have completely different skills than if you were to work in another sector. Whether or not competences apply to all sectors will be discussed in the discussion part of this research report.

4. DIFFERENT TYPES OF PM’S AND DIFFERENT CAREER PATHSThe initial thesis of the research was that PM’s were divided into three different types (Ali et al., 2015). There was mentioning of the dedicated PM, who has gathered project management knowledge throughout his bachelor or Master studies. There is the evolving PM, who has learned project management on the job. And there is the alongside PM, who is dealing with project management on a part-time basis.

Looking at the results of the interviews and the surveys it shows that most PM’s see themselves at evolving or alongside. The introduction of the dedicated PM seems to be new although some HR representatives (company 2, 4 and 6) see this as a new upcoming trend. Other HR representatives (company 1) question whether or not there will be a lack in technical knowledge and press this to be more important than having good project management skills. Since the development of dedicated project managers does indeed seem to be something recent, the research team was unable to interview a dedicated PM.

Out of the 18 different interviews conducted, only two participants could not place themselves within the different types of PM and the different levels of junior, medium and senior, this because they believed to have made a change throughout their career. The people that could place themselves did so distributed over all different levels of the evolving and alongside PM. When asking about their career paths there did seem to be a difference when making an active choice for project management. When looking at given career paths it seems that evolving PM’s seem to make an active choice for project management somewhere in their careers, while evolving PM’s seem to roll into it without knowing that they are working in the field of project management. It is not until after having finished the project that they recognize their work as being project based.

It seems that especially the older generation of PM’s and the older companies work with or as alongside PM’s. A HR of company 1 refers this back to companies sometimes not taking project management seriously or to not see it as an actual profession. If they were to do so they would work more with evolving or dedicated PM instead of assuming that anybody could do a project, with or without the right training.

As mentioned most evolving PM’s seem to make an active choice for project management sometime in their career. A PM from company 2 said that as soon as he/she was aware of the fact that project management existed and that he/she liked working on assignments, which had a start and an end he/she actively chose to become a PM. He/she mentioned that the training on project management provided him/her with the right tools to become more acquainted with the field and to perform his/her job better.

Since the dedicated PM is such a new definition and not a lot of companies were aware of this type let along worked with some the results of this part only be given by interpreting the reaction on the type itself. As mentioned company 1 questioned the lack of technical skills while company 6 seemed to be open to the idea of having a PM who knows all the project management skills from start. This also seems to be positive for company 2, from which the HR mentioned that this way they would have to invest less in the PM when having to provide the right project management training and certificates.

Answering the sub-question one can therefore say that indeed there are different types of PM and they do follow a different career path to on another.

5. UNSUCCESSFUL CAREER PATHSAs researched through a literature review (Ali et al., 2015) and by personal experiences of the client, it showed that career paths of

The main discussion in the research is the depth of technical skills needed in the different sectors. Most agree that a PM’s needs to understand the technical language of the field he is working in and that a good PM needs to know the basics of the field used in his project. If that is enough seems to depend on the depth of the content of the project itself. This is in both IT and Engineering the case, but outside these sectors it could be that it is more an understanding of the business if there is not a technical environment. On the other hand to much technical knowledge can a cause a PM loosing the overview of the project and get stuck at the details.

The discussion will leave aside the competences which are mostly agreed upon, such as leadership and communication, and will point out the different thoughts which seem to be many on competences such as; speaking/having technical knowledge, and having the project management skills.

7. CONCLUSION As a conclusion one can say that communication and leadership are the most important competences after which comes result orientation, time management, keeping overview. Furthermore looking at the skills, which increase the success rate of projects are multicultural awareness and a sense for different environments. When it comes to technical knowledge the basic understanding and speaking the language are most important. Only if there are very technical projects the PM needs to fully understand the processes.

Looking at the existence of different types of project managers it seems to be true based on the responses to the research. Since a degree in project management and therefor the possibility to become a dedicated PM is very recent, many companies are not aware of the benefits and often doubt if they would want a dedicated PM because of the lack of technical knowledge. Especially in older companies or older project managers don’t see project management as a profession and therefor also don’t see the value of a dedicated PM, because for them it is something a person grows into.

More up to date companies and PM’s see project management as a profession and how important the right training is to enhance specific skills. These PMs therefor also seem to have a more effective career development. This is also closely linked to the fact that these project management actively decided to become a PM.

In order for a PM to manage bigger and more complex projects they are constantly developing and also have the ambition to develop further. This can be the reason why no PM considers them self as unsuccessful. In order to develop PM’s, companies are reinventing the wheel by analysing a possible career for there project managers and what kind of competences, trainings and certificates they will need. Furthermore most companies require that their PMs are taking initiative, which they often are because of the active choice as mentioned before.

The only question left is if the project managers are taking effective career development path. Most PM’s realised in some point in there career that there is project management, which is a profession and where lots of trainings exist to enhance skills in order to execute this profession. Even though most project management careers are not effective, nearly no PM wanted to miss on the experience and knowledge they gained throughout their career. Both aspects are closely

PM’s generally could be more effective. However out of all 18 interviews and through 76 surveys it shows that 0% would describe their career as unsuccessful. Although nobody would think of their career as being unsuccessful some would like to change some of their choices if they were given the chance.

A PM from company 1 would have for instance focused more on project management related certificates like IPMA if he would have known of its existence earlier. While a PM of company 5 would have taken more time before getting really into project management so he/she could have understood the different aspects in a business a bit better instead of just the project management side of it. Overall there does not seem to be a clear similarity between the differences people would like to make in their career paths. No two answers were the same and although one could be linked back to a lack of knowledge about the field of project management this can not be generalised to the rest of them.

The answer to the sub-question will therefore be that as far as the research goes no one would think of their career as unsuccessful. Perhaps this perception is given because one could always be more effective with his or her time, but looking at the given data everybody seems to like the path they are on and still agree with the choices that they made. Whether or not they were effective could be up for debate but they all led to the positions the participants are in and like.

6. DISCUSSIONIn order to answer the main question of the research; which competences are needed to create a successful career path for a project manager? One needs to put the results of the research up for discussion. Several aspects will need to be taken into consideration, such as the context in which the data was collected and the similarities or differences in given answers.

Research has shown that communication and leadership are the most important competences a project manager needs to have. Leadership skills of a PM gives him the ability to delegate responsibilities and make it possible that the team delivers the best job they can, by steering the team in the right direction. Whereby communication skills are needed to communicate clearly to involved parties and also listen to the challenge a team member might face.

Even though it is up to the reader do decide for him self if result orientation is a skill a person already has or can develop, but in order to be a good project manager he needs to be result driven at some point. Result orientation is therefor keeping the overall goal and result in mind regarding the project but on a higher level also on the benefits of the company. Being result oriented and driven can be linked closely to keeping overview, but also to leadership skills.

Looking on some main hard skills a project manager needs to have is time management, which in some cases is linked to the success rate of projects. This can be the main factor for client satisfaction together with the ability to involve stakeholders in the process of the project. Involving stakeholders can be placed under the skill of communication but also on a more advanced level stakeholder management.

Another factor in projects is the culture they are in, this is on the one hand an international factor resulting in intercultural awareness. On the other hand it is the feeling and understanding of an environment the project will take place. This awareness can be political, cultural, technical, etc. But can have a major impact on acceptance and therefor success of the project.



linked to the understanding and awareness, which needs to be spread more that there is a profession of project management in the future.

8. RECOMMENDATIONSThe field of project management has much to be investigated when it comes to models relating career path of the professionals and necessary competences for the levels set. Since the project team had to work within a set time budget and through guidelines set by the minor ‘Managing projects in a globalised world’, provided by the Windesheim honours college, the team would like to touch upon some recommendations for future use and development.

Starting from the scope of this research and in view of its breadth, the original plan of the project team was to incorporate multiple sectors within the roadmap, however due to a small time budget, the team did not manage to do so and had to generalize the given results. A recommendation would therefore be to continue on building the roadmap and create a different one for different sectors if necessary. The team assumes that for instance lean management cannot be used in every single type of project management, or that the soft skills required for a PM in humanitarian aid might be different then one in IT.

Another recommendation given for the continuity of this work is to research about the development of project teams. A trend, which the project team noticed during research, was the one of self-steering teams and value based project management. If PMED would like to adapt to this trend, the team would recommend to investing in a roadmap for project teams rather than PMs. By focusing on project teams it would mean that the different types of PMs would no longer be applicable and research might need to be done into the different types of project teams, however the level of seniority will remain. Making the step to project team might be a very valuable decision since not only will the reach of the product dramatically expend due to more participants but the problem within career development will most likely be dealt with quicker since the recognition of the roadmap as a standard will be bigger.

BIBLIOGRAPHY- Ali, I., Rook, S., Verwijs, R., & De Souza Azevedo, I. (2015).

PMED career development; Project proposal. Zwolle, the Netherlands: Windesheim Honours College.

- Arthur, M., Khapova, S., & Wilderom, C. (2005). Career success in a boundaryless career world. Journal of Organizational Behavior , 26, 177-202.

- Baccarini, D. (1999). The logical framework method for defining project succes. Perth: Curtin University.

- Bozionelos, N. (2004). The relationship between disposition and career success: a British study. Journal of Occupational & Organizational Psychology , 77 (3), 403-420.

- CDAA. (2015 йил March). What is career development? Retrieved 2015 йил 18-March from Career development association of Australia: http://www.cdaa.org.au/?page=WHAT%20IS%20CAREER%20DEVELOPMENT

- El-sabaa, S. (2001). The skills and career path of an effective project manager. International Journal of Project Management , 19, 1-7.

- Hoitink, B. Delevelopment path; T-shaped professional. Roadmap PM development. NIMO, Soesterberg, the Netherlands.

- Hoitink, B. (2015 йил 4-February). Director business

development. (R. Verwijs, A. Ibtisam, R. Sandra, & I. de Souza Azevedo, Interviewers).

- IPMA. (2015 йил March). About IPMA. Retrieved 2015 йил 15-March from IPMA: http://ipma.ch/about/

- Llopis, G. (2012 йил 22-October). Five Most Effective Ways to Invest in Your Career. Retrieved 2015 йил 18-March from Forbes: http://www.forbes.com/sites/glennllopis/2012/10/22/five-most-effective-ways-to-invest-in-your-career/

- Mariotti, H., & Zaughy, C. (2013). A aprendizagem informal e o conceito 70:20:10. São Paulo: BSP Business School São Paulo.

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AUTHORS

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Izabela Cristine de Souza Azevedo has a bachelor in Civil Production Engineering – Centro Federal de Educação Tecnológica de Minas Gerais, Belo Horizonte, Brazil (2012-2017). She is a Civil Engineer intern at MRS Logística SA, Belo Horizonte (dealership railways, company of logistic and railway transportation; July 2016 – Dec. 2017). She has worked on several projects: Flow processes assessment model in civil engineering PMO’s (2015, in collaboration with MRS Logística SA); Career roadmap for project managers (2015, in collaboration with the Project Management Education & Development Board) and Trainer of Construction Management course at Programa de Engenharia e Sociedade – PROGEST (An organization of studies in Engineer, Society and technology; 2013-2014).


Evolving

INFO ON

ENTRY LEVEL

• At least a bachelor degree• Has an understanding of the language and has a basic technical skill

package• Gained experience during traineeship or has relevant work experi-

ence in the fi eld• He/she worked in teams or in parts of projects• He/she needs to be proactive, take initiative, have communication

skills, be result oriented and able to take responsibilities

60% EXPERIENCE ON THE JOB

• Take small responsibilities• Able to be responsible

for small parts of a bigger project or small project

• Little complexity of projects

o Small teams o Low budget o Short timeline o Low risk• Learn through failure• Apply the theory learned• Keep overview• Find out boundaries and

your strength

25% RECEIVING COACHING

• Ask for help• Get a mentor to

help building up selfconfi dences, increase experience, lessons learned and get rid of obstacles

• Coaching on apply and improve project management skills

15% COURSES & TRAINING

• Balanced development of hard skills and soft skills

• IPMA-D• PRINCE2 Foundation• Hard skills o Planning o Quality o Stakeholder analyses• Soft skills o Team dynamics

JUN

IOR

PM


• Learn through failure• Apply the theory learned• Keep overview• Communicate boundaries• Take more responsibilities• Able to manage middle

size projects• More complex projects• Proper set up of scope

and requirement • Manage own team

20% EXCHANGE OF EXPERIENCE

• Infl uence and motivate team members

• Understand critical points and how to deal with them

• Improve interpersonal abilities by analysing diffi culties



• IPMA-C• PRINCE2 Practitioner• Hard skills o Budget management o Change management o Risk management o Stakeholder management• Soft skills o Managing a team o Leadership training o Negotiation


• Able to manage complex projects

• Manage several project managers

• Clear communication o Clear boundaries o Clear scope• Team building• Able to work world wide

15% COACHING & MENTORING

• Exchange of experience• Coach colleagues• Intervision sessions

5% TRAINING & READING


• IPMA-B (-A)• Soft skills o Infl uencing stakeholders o Motivate team members o Diff erent style of

leadership o Creativity and

innovation o Intercultural awareness• Agile management• Lean• MSP• Hard skills o Monitoring o Evaluation

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Ibtisam Ali has a bachelor in BEng Civil Engineering (2012-2016). She has worked at Shalom Orphanage. Th is experience involved several weeks of looking aft er orphans in a small village in Tanzania (2011). Projects she has worked on:

Career roadmap for project managers (2015, in collaboration with the Project Management Education & Development Board); Integrated project work - Project managing and presenting a tender proposal to industry professionals (2016); Tygron group work - Illustrating the inland shore concept to engage stakeholders and develop ideas to create a serious game vision for the Dutch Ministry of Infrastructure and Environment (2014) and BAE Systems Engineering Challenge: Challenge to design a sustainable water structure (2011).

Sandra Rook has a bachelor in Civil Engineering, HZ University of Applied Sciences, Vlissingen, Th e Netherlands (2012-2016). She worked an a Th esis on dike design at tender Eemshaven – Delfzijl, Royal HaskoningDHV, Amersfoort, Th e Netherlands (Feb. – June

2016) and she is one of the project managers of the Career roadmap for project managers (2015, in collaboration with the Project Management Education & Development Board).

Rebecca Verwijs has a bachelor in Global projects & change management, Windesheim Honours College, Zwolle, the Netherlands (2012-2017). Currently, she is working on Research intern at women & gender studies research center, Kadir Has university

(Aug. 2016 – Dec. 2017). She has worked on the following projects: Career roadmap for project managers (2015, in collaboration with the Project Management Education & Development Board); Child to Farmer educational program in Kibinge, Uganda (2014, in collaboration with Connect 2 Uganda) and IPMA Global Young Crew 2014, Rotterdam (2013-14, in collaboration with IPMA Young Crew, and IPMA Netherlands).


AlongsideDedicated• At least a bachelor degree in project management• Basic understanding of project management including hard skills• Certifi cation in IPMA-D and PRINCE2 Foundation• Gained experience in project management during school projects

and internships• He/she needs to be proactive, take initiative, have communication

skills, be result oriented and able to take responsibilities


• Traineeship to gain experience of working in the fi eld and in diff erent positions

• Able to be responsible for small parts of a bigger project or small project


o Small teams o Low budget o Short timeline o Low risk• Learn through failure• Apply the theory learned• Keep overview


• Ask for help• Get a mentor to

help building up selfconfi dences, increase experience, lessons learned and get rid of obstacles

• Get an understanding on the environment of company, business, fi eld


• PRINCE2 Practitioner• Hard skills o Change management o Risk management• Soft skills o Team dynamics o Result orientation o Progress control o Flexibility o Conceptual thinking o Customer oriented• Agile management

• At least a bachelor degree• Work experience• Able to work in teams and in project teams• Clear understanding of the working fi eld• Environment sensitivity


• Able to be responsible for small parts of a bigger project or small project


o Small teams o Low budget o Short timeline o Low risk• Learn through failure• Apply the theory learned• Keep overview


• Ask for help• Get a mentor to help

increase experience, lessons learned and get rid of obstacles


• Hard skills o Planning o Budget o Quality o Interested parties o Requirement and

objectives o Teamwork o Project structures


• Learn through failure• Apply the theory learned• Keep overview• Communicate boundaries• Take more responsibilities• Able to manage middle

size projects• More complex projects• Proper set up of scope

and requirement • Manage own team

20% EXCHANGE OF EXPERIENCE

• Infl uence and motivate team members



• Having an understanding on the environment of company, business, fi eld



• IPMA-C• Hard skills o Stakeholder management• Soft skills o Managing a team o Leadership training• Program management• Portfolio management• Lean Management• MSP


• Learn through failure• Apply the theory learned• Keep overview• Find out boundaries• Take more responsibilities• Able to manage middle

size projects• More complex projects• Set up of scope and

requirement


• Motivate and infl uence team members



• Having an understanding on the environment of company, business, fi eld


• Soft skills o Team dynamics o Result orientation o Progress control o Flexibility o Conceptual thinking o Customer oriented











innovation o Intercultural awareness• Hard skills o Monitoring o Evaluation











innovation o Intercultural awareness• Hard skills o Monitoring o Evaluation

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PROJECTMANAGEMENT LASTIG? NEE HOOR!

A4 adv-bkm.indd 1 11-10-16 11:57


In een wereld waarin projecten en samenwerkingsverbanden steeds complexer worden en er een roep is om allesomvattende methoden, is er volgens auteur Roel Wessels juist behoefte aan eenvoud. Terug naar de kern dus, zodat je in staat bent om de nuttige elementen uit de vele beschikbare methoden en leiderschapstechnieken te combineren en om te begrijpen hoe je ze toepast in je eigen stijl.

THEMA’SEnkele thema’s uit het boek: Wat zijn de basistechnieken van de projectmanager, passend in zowel een Agile als in een traditionele omgeving? Hoe integreer je de vele beschikbare projectmanagementmethoden in je eigen werkproces? Hoe kun je met slim leiderschap en gedrag enorme winst behalen in effectiviteit en efficiëntie door altijd de regie te nemen (de factor 10)? Hoe combineer je traditionele (waterval georiënteerde) productontwikkeling met Agile (software) ontwikkeling? Hoe meet je vanaf het begin van het project al de werkelijke projectstatus op basis van de kritische parameters? Hoe creëer je met een verleidelijke hartslag in elke situatie voortgang, lerend vermogen, communicatie en doelgerichtheid? Hoe blijf je bij dit alles vooral je zelf?

DE 10%-CONFRONTATIEREGELAls voorproefje op het boek schreef Wessels een blog over de 10%-confrontatieregel. Het is een hulpmiddel dat hij zelf gebruikt om duikbootgedrag te voorkomen. Duikbootgedrag is het gedrag als je bij de start van een activiteit ‘onder water duikt’, hard doorwerkt en pas helemaal aan het einde als het af is weer ‘aan de oppervlakte komt’. Met de 10%-confrontatieregel voorkomt Wessels dit door bij de start van de activiteit het commitment aan te gaan, om na ongeveer 10% van de doorlooptijd al ‘boven water te komen’ en een tussenresultaat te tonen aan de stakeholders. Het is belangrijk dat je begrijpt dat dat moment niet vrijblijvend is. Je wacht dus niet af óf je iets te melden hebt, maar maakt vóóraf de afspraak dat je iets te melden hebt. Dat is spannend, want vaak weet je dan helemaal nog niet wat je kan gaan communiceren. Maar dat komt vanzelf wel.

Het commitment zorgt er namelijk voor dat je meteen overzicht moet creëren en de belangrijke (proactieve) zaken duidelijk krijgt. Het mooie van het 10%-confrontatiemoment is dat je niet alleen voorkomt dat je last krijgt van uitstelgedrag, maar vooral dat de opdrachtgever en je omgeving door het vroege eerste resultaat verrast worden en daardoor in de ‘meedenk-modus’ geraken. Je voorkomt dus uitstelgedrag én zorgt dat je een sfeer creëert van WIJ in plaats van de JIJ-ZIJ (die meestal ontstaat als de druk van de deadline oploopt). En het allermooiste? Wat je toont bij het 10%-moment hoeft niet perfect te zijn. Juist niet, men verwacht nog geen eindresultaat! Door met lef vroeg te confronteren creëer je dus een omgeving waarin je creatief mag zijn, fouten mag maken en waarin een open samenwerking ontstaat. Zo mooi is het projectmanagementvak, projecten leiden is fun!

BOEKBESPREKINGDE COMPLETE PROJECTMANAGER

Titel: De complete projectmanagerAuteur: Roel WesselsISBN: 9789401800419Prijs: € 31,75

AUTEUR PIET GREVEN

Sloot met dit onderzoek zijn

studie aan de TU Delft af bij

Balance.

1. INTRODUCTIONThe implementation of Project Portfolio Management in an organization is a complex matter. Despite the fact that PPM is often introduced as a ‘one size fits all’ solution, the implementation of PPM diverges for every organization. water boards have complex Project Portfolios. The current methods that are used to manage the portfolios however, do not always provide sufficient insights in the progress and results of the portfolios on project-, program-, and portfolio levels. The problem that will be addressed in this research is the deficient level of insight in the progress and results of projects, and programs of water boards, manifesting into an insufficient level of Project Portfolio control

within the water boards (Filippov et al., 2010; Levine & Wideman, 2010).In order to address this problem the water boards are searching for ways that can help them manage their Portfolios. The objective of this research is to present a Project Portfolio Management model for water boards based on Portfolio Management concepts. The model presented in this article answers to the

research question: which Portfolio Management methods can improve the current practice in order to optimize Project Portfolio control for water boards? The first part of this article presents the available

concepts for Portfolio Management. Secondly the research results are discussed presenting the water boards’ objectives for PPM. Finally the objectives for PPM are linked to the appropriate concepts which combined form the model for PPM for water boards (Cooper et al., 2001; Hörz & Stettina, 2014; Martinsuo & Lehtonen, 2007; Rad & Levin, 2006).

2. DEFINING PROJECT PORTFOLIO MANAGEMENTProject Portfolio Management can be defined as a collection of projects and/or programs and other works that are grouped together to facilitate the effective management of that work to meet strategic business objectives. According to literature, objectives for Portfolio Management are: creating a common basis for discussion, strategic alignment, focus on fewer more worthwhile projects, reduce time to market, improve strategic planning, formal project selection, to make explicit what is implicit and total cost reduction. Literature describes different concepts for Portfolio Management that provide the principles for the methods for Portfolio Management (Jack R Meredith & Mantel Jr, 2011). The compatibility of a specific concept for the organization depends on the organizational objectives for applying Project Portfolio Management (Souder, 1973). Based on literature the following question is answered: which Portfolio Management Concepts are available for managing organizations, and how do these methods work? In answer to this question six concepts for Portfolio Management methods can be identified which form the basis for Portfolio Management models.


ABSTRACT Should we use conventional project management methods to manage organizations or should further professionalization take place by

implementing Portfolio Management? This article describes the research on the application of Project Portfolio Management of Dutch water

boards. First it is addressed which concepts for Portfolio Management are available and to what organizational objectives they contribute.

Next the objectives for water boards are identified. In the actual research the objectives are tested against their importance for water boards

using the Q-methodology. In conclusion a model for Portfolio Management for water boards is presented.

Keywords: Project Portfolio Management, water boards, efficiency, strategic allignment, strategic planning, resources, interdependencies.

THE OPTIMIZATION OF PROJECT PORTFOLIO MANAGEMENT FOR WATER BOARDS


1. The Stage Gate Model: this concept is based on iterative processes whereby projects are selected and managed by means of review stages, or gates (Cooper, 2008; Cooper et al., 1999, 2001, 2002).

2. Scoring Models: this concept is based on objective project selection. The aim of the concept is to score and rank projects based on a set of pre-defined criteria (Cooper et al., 2002; Milosevic, 2003).

3. The Analytical Hierarchy Process: like scoring models this concept is based on objective project selection. Scoring and ranking will be done based on sub-criteria on top of criteria (David & Saaty, 2007; Martinsuo & Lehtonen, 2007; Milosevic, 2003).

4. The Dependency Matrix and Optimization Model: this concept focuses on the identification and quantification of interdependencies between projects (Dickinson et al., 2001; Rad & Levin, 2006).

5. The Real Options Approach: this concept is based on financial methods. The method aims to reduce risk and optimize the value of a risky project (Milosevic, 2003; Rad & Levin, 2006).

6. Agile: this concept is characterized by frequent interactions, iterative reviews, and self-managing teams (Dybå & Dingsøyr, 2008; Hörz & Stettina, 2014; Schwaber & Beedle, 2001). Agile effectuates close interactions across domains, effectiveness and fast learning (Hörz & Stettina, 2014; Nerur & Balijepally, 2007; Williams, 2012).).

Based on these concepts a Portfolio Management model can be formulated for organizations. A formalized Portfolio Management model provides a tool to manage and control an organizations portfolio. The main goals of Project Portfolio Management are established as follows: the maximization of the portfolios financial values, linkage of the firm’s strategy to the portfolio and balancing the projects within the portfolio with respect to the organization’s capacities (Hörz & Stettina, 2014; Martinsuo & Lehtonen, 2007). The successful implementation of a PPM-method requires organizational commitment.

3. POINT OF IMPROVEMENT FOR WATER BOARDSFor this research, several interviews have been conducted with members from six water boards and three third party consultants. The purpose of these interviews has been to identify if and how Portfolio Management is formalized within the water boards, and what water boards intend to achieve by implementing PPM. The following question has been answered: what are the shortcomings of the water boards current Project Portfolio Management methods?

First of all, the interviews indicated that in general there is a lack of integrated Portfolio Management methods. As stated by one of the interviewees, Project Portfolio Management provides great business opportunity. His notion is that Portfolio Management is something that water boards aren’t doing properly, are enable to do, or do not know about. A second shortcoming for some of the selected cases is the existence of operative islands. Most of the participating organizations have fragmented structures. Operative islands

obstruct transparency and insights in different departments. The lack of these insights is problematic since activities from different departments can be related. Another shortcoming from operative islands is the allocation of budgets to departments rather than centralized distribution of the budgets based on organizational objectives. Another point for improvement is the linkage to strategic objectives: all efforts should contribute to organizational goals. The organizational goals and objectives therefore have to be clearly defined. Although several methods are already in place, the interviewees indicate that herein still lies room for improvement.One of the reasons why water boards are interested in Portfolio Management is for selection and prioritization of projects and programs. Prioritization is not something that happens yet. It is expected that due to increasing budgetary and resource constraints, prioritization will be required in the future.

Another point for improvement lies within progress monitoring. Monitoring isn’t based on quantitative data. For most water boards iterative processes are applied, primarily during the initiation phase where propositions are translated into projects. During the execution phase, total review of the entire portfolio doesn’t occur enough and exchange between programs is lacking. One development within water boards is the identification of interdependencies between projects and other efforts. This can be related to projects within the organization and projects from partner organizations. The case studies show that one of the ways water boards are improving their efficiency, is by mapping interdependencies between projects. Even though interdependencies are identified, not all water boards quantify the gain from combined activities in a succinct manner. Due to a growing number of tasks for water boards, budgetary constraints and resource constraints, the importance of portfolio planning is recognized by water boards. As stated by one of the interviewees: portfolio planning is something that is missing or can be improved. What is lacking is qualitative programming, whereby the ambitions are transferred into processes of exploration, followed by processes of planning and realization. A point for improvement hereby is proper insight in what is to come.

Currently portfolio planning is based on the financial planning. The notion hereby is that by keeping expenditures consistent, the demand for resources will be kept at an equal level as well. Although this method seems to work to a certain extent, it is based on the false assumption that expenditures and required resources are directly linked. Managing the resource capacity proves to be difficult for water boards. The aim is to evenly distribute resources over time. This is something that can be improved.Another planning related matter that can be improved is the resource allocation and capacity management. During the planning phase of projects it is clear which resources are required. However effective planning of specialists tasks is lacking.

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4. THE RESEARCHBased on the literature and the case studies 19 objectives for PPM have been formulated. For answering the question: which method or combination of methods will best suffice the water boards’ objectives for Project Portfolio Management? A Q study has been performed (Brown, 1980; D. M. Thomas & Watson, 2002; D. B. Thomas & Baas, 1992). The results of the Q study have provided an answer to the following research question: what are the water board’s objectives for Project Portfolio Management? By evaluation of the perspectives and motivations the most important objectives for Portfolio Management for water boards have been identified. • The most important objective for water boards according

to the research is Strategic Alignment. The respondents emphasize that organizational objectives are the basis and starting point for Portfolio Management. All decisions for selection and managing should be based on this objective.

• Secondly Strategic Planning is most important. Strategic planning aims to do the right activities at the right moment; this is what the water boards are currently all about.

• Another significant objective is Flexibility; this objective is scores well for both perspectives. Portfolio Management is characterized by continuous reassessment and optimizations. This requires flexibility.

• According to the respondents a significant objective is to achieve goals cost efficiently. Cost efficiency is considered as one of the most important objectives for a government organization since it deals with public funds.

• The respondents also note the importance of efficient resource allocation. The respondents underpin that efficient use of resources is required since water boards are dealing with limited resource capacity.

• Also important is planning of projects according to resource capacity. In the current situation the resource planning is deduced from the financial planning. Water boards aspire to plan projects according to available resources, which will enable portfolio managers to optimize the usage of their resources.

• Finally the identification of interdependencies. This can lead to cost efficient alternatives. The assessment of interdependencies is a major topic at several water boards.

5. SELECTION OF THE CONCEPTSThis research presents a model for Portfolio Management for water boards. This method is based on the concepts of Portfolio Management that are mentioned in chapter 2 of this article. In this section the objectives for Portfolio Management for water boards are linked to corresponding concepts for Portfolio Management, thereby conditions are defined for the organization that are required for meeting the objectives.

The main objective for Portfolio Management is strategic alignment. All projects and programs that compose the portfolio are to be selected based on these objectives. Strategies and objectives have to be formulated in a succinct manner in a template that is understandable and accessible

for everyone in the organization. This method requires a template in which all objectives and related activities are clearly defined. Thereby insight has to be provided in the way these activities contribute to organizational objectives.

Strategic planning deals with long term planning. For water boards it is important to know which efforts need to be undertaken and these efforts are to be executed. Portfolios are dynamic. Although a rough estimation can be made of which projects, programs, and other activities have to take place within certain timeframes, the exact planning is always subject to change. This calls for a method that allows for re-evaluation and re-alignment. The stage gate model provides a solid foundation for managing the portfolio. Hereby formalized re-evaluation moments will take place where the entire portfolio is evaluated. This allows for the opportunity to update the planning based on the progress and new developments.

The planning of projects, programs, and other efforts, is nowadays based on financial evaluation of projects. However since water boards are dealing with limited resources, the ambition is to plan projects based on available resources. Rather than making financial planning evaluations of the projects and programs, one should map all required resources based over the planning period of projects and programs. The portfolio planning should be based on the requirement for resources. If this is done, it will effectuate that the demand for resources will be kept at a constant level.

Water boards see the need to allocate their limited number of resources more efficiently. Profound insight on project level on the activities and resources that are required at certain time can be used to increase the efficient allocation of resources on portfolio level. This will require constant re-evaluation and extensive interaction on project level which can be effectuated by applying agile methods. The dependency matrix can be applied to identify to what extend projects, programs, and other efforts are related. Combining the activities can effectuate financial gain, efficient use of resources, and better management of the environment.

In order to realize goals cost efficiently, the most effective alternatives to meet objectives have to be selected. In order to choose the most cost efficient alternative, all efforts (innovative and maintenance) have to be taken into consideration. Through time more external factors can influence the cost effectiveness of the alternatives; through iterative re-evaluation continuous optimization can take place. This can be effectuated by use of the stage gate model. Also external influences such as interdependencies should be considered. The optimization model can hereby be used for the composition for financial optimization of the portfolio.



Figure 1: the final model

6. A MODEL FOR PORTFOLIO MANAGEMENT FOR WATER BOARDS

In conclusion to this research, the main research question will be answered. “Which Portfolio Management methods can improve the current practice in order to optimize Project Portfolio control for water boards?” In this research several concepts for Portfolio Management have been presented that meet different objectives for Portfolio Management. The main objective for Portfolio Management for water boards is strategic alignment. Therefore the basis for a Portfolio Management method for water boards should be based on a formalized template in which all objectives are succinctly described. The Stage Gate Model will provide a basis for managing the portfolio. The method will therefore be characterized by an iterative nature and formalized review phases. This will benefit the strategic planning. Iterative evaluation and reassessment of the portfolio provides a flexible basis to realize cost efficiency and efficient resource planning. To optimize the level of efficiency of resource allocation agile methods will be applied. In addition to the Stage Gate Model, application of the Dependency Matrix and Optimization Model will provide insight into interdependencies. The Optimization Model hereby will contribute to the cost efficiency of the portfolio. The final model this research presents for Portfolio Management for water boards is shown in Figure 1. In the next section the model and implementation of the model is explained more elaborately.

7. THE ADVICEBy basing the method on the water boards objectives for Portfolio Management the presented model is likely to fit in the established organizational structure. Nevertheless, implementation of a Portfolio Management method is something that requires time and commitment. Before water boards should consider the use of a Portfolio Management method. Some conditions should be met. Before implementation of any model, the added value of Portfolio Management should be recognized by members of the organization. In order for a portfolio method to work, sufficient support is required. In order to achieve this, members of the organization have to understand the virtues of the method. Another pre-condition is that there cannot be operative islands. Portfolios, programs and projects are not confined to separate departments. The organization should shift from managing departments, to managing objectives and allocated projects and programs. Implementation of the model goes in four steps, as shown in figure 2.

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Figure 1: the final model

The first step is strategic alignment. Strategies and objectives have to be formulated in a succinct manner in a template that is understandable and accessible for everyone in the organization. From the case studies has become apparent that the Water Control Plan provides a basis for describing the goals and objectives in a Goals and Efforts Network. This method will have to be further developed. Using the existing method as a template will require that all objectives are clearly defined. Thereby the required activities that achieve these objectives have

to be clear. All activities should be represented; not only innovations but also maintenance projects, and all other activities. Thereby insight has to be provided in the way these activities contribute to organizational objectives. This way the portfolio is formulated based on organizational objectives. The next step is the implementation of the Stage Gate Model. The stage gate model will be used to allow for continuous optimization of the strategic planning, efficient resource allocation, and cost efficiency. Planning of the portfolio will be done based on available resources. By using the stage gate model the portfolio will be monitored continuously on an iterative basis. Formalized iterative review moments, which should take place about three to four times per year, will provide the opportunity to re-assess the entire portfolio. This provides the opportunity for re-alignment with organizational objectives, optimization of the planning, and re-evaluation of costs.

The third step is applying the dependency matrix to identify to what extend projects, programs, and other efforts are related. Combining the activities can effectuate financial gain, efficient use of resources, and better management of the environment. The optimization model will provide a tool for selecting the financially optimal composition of the portfolio.

Step 4 is the implementation of agile methods to enable optimal resource allocation. The importance of efficient resource allocation is underpinned by the water boards’ limited number of resources. Efficient resource allocation allows for the possibility to boost as soon as certain procedures are finalized by means of allocating resources at these moments. Resources (people) are then allocated to projects in a tactical way at the right moments. To increase the efficiency of resource allocation, continuous monitoring of resource availability is required.

Profound insight on project level on the activities and resources that are required at certain time can be used to increase the efficient allocation of resources on portfolio level. This will require constant re-evaluation and extensive interaction on project level which can be effectuated by applying agile methods.

Meeting the conditions and implementation of the different method effectuates the implementation of the proposed model for Portfolio Management for water boards, see figure 1. Application of this model should provide a sufficient level of insight in the progress and results of the water boards portfolios and effectuate proper portfolio control. Further professionalization of the organization will take place by implementing Portfolio Management.

REFERENCESArcher, N. P., & Ghasemzadeh, F. (1999). An integrated framework for project portfolio selection. International Journal of Project Management, 17(4), 207-216. Blom, J. A. (2014). Embracing Change: The Road to Improvement? Master, TU Delft, Delft. Bon, J., & Menger, E. (2015). Business Case PPM-Tool Waternet: “De juiste dingen doen”. Amsterdam: Waternet.Brouwer, M. (1999). Q is accounting for tastes. Journal of Advertising Research, 39(2), 35-35. Brown, S. R. (1980). Political subjectivity: Applications of Q methodology in political science: Yale University Press.


Figure 2: implementation of PPM


Brown, S. R. (1993). A primer on Q methodology. Operant subjectivity, 16(3/4), 91-138. Buijnsters, M., & Peijnenburg, E. (2014). Offerte advisering Waternet-PPM applicatiekeuze. Rotterdam: Balance.Chin, G. (2004). Agile project management: how to succeed in the face of changing project requirements. New York: AMACOM.Cooper, R. G. (2008). Perspective: The Stage-Gate: idea-to-launch process—Update, what’s new, and NexGen systems. Journal of product innovation management, 25(3), 213-232. Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1997). Portfolio Management in new product development: Lessons from the leaders-II. Research Technology Management, 40(6), 43. Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1999). New product Portfolio Management: practices and performance. Journal of product innovation management, 16(4), 333-351. Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2001). Portfolio Management for new products. New York: Basic Books.Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2002). Optimizing the stage-gate process: what best-practice companies do–II. Research-Technology Management, 45(6), 43-49. David, J., & Saaty, D. (2007). Use analytic hierarchy process for project selection. Paper presented at the ASQ Six sigma forum magazine.Dickinson, M. W., Thornton, A. C., & Graves, S. (2001). Technology Portfolio Management: optimizing interdependent projects over multiple time periods. Engineering Management, IEEE Transactions on, 48(4), 518-527. Dybå, T., & Dingsøyr, T. (2008). Empirical studies of agile software development: A systematic review. Information and software technology, 50(9), 833-859. Essex, D. E. (2005). In Search of ROI. PM Network, October, 46-52. Filippov, S., Mooi, H., & van der Weg, R. (2010). Project Portfolio Management: How do you do? Delft: Delft Center for Project Management.Ghasemzadeh, F., & Archer, N. P. (2000). Project portfolio selection through decision support. Decision support systems, 29(1), 73-88. Hörz, J., & Stettina, C. J. (2014). Agile Portfolio Management: An empirical perspective on the practice in use. International Journal of Project Management, 33(1), 140-152. Huchzermeier, A., & Loch, C. H. (2001). Project Management Under Risk: Using the Real Options Approach to Evaluate Flexibility in R&D. Management Science, 47(1), 85-101. Kendall, G. I., & Rollins, S. C. (2003). Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed. Miami: J. Ross Publishing.Krebs, J. (2008). Agile Portfolio Management: Microsoft Press.Leffingwell, D. (2007). Scaling software agility: best practices for large enterprises: Pearson Education.Levine, H. A., & Wideman, M. (2010). Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits: Wiley.Lycett, M., Rassau, A., & Danson, J. (2004). Programme management: a critical review. International Journal of Project Management, 22(4), 289-299.

Martinsuo, M., & Lehtonen, P. (2007). Role of single-project management in achieving Portfolio Management efficiency. International Journal of Project Management, 25(1), 56-65. Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. New York: John Wiley & Sons.Meredith, J. R., & Mantel, S. J. (2010). PROJECT MANAGEMENT: A MANAGERIAL APPROACH, 7TH ED. Hoboken, NJ: John Wiley & Sons.Milosevic, D. Z. (2003). Project management toolbox: tools and techniques for the practicing project manager. New York: John Wiley & Sons.Nerur, S., & Balijepally, V. (2007). Theoretical reflections on agile development methodologies. Communications of the ACM, 50(3), 79-83. PMI. (2001). A guide to the Project Management Body of Knowledge Newtown Square, PA: Project Management Institute.Rad, P. F., & Levin, G. (2006). Project Portfolio Management tools and techniques. New York: IIL Publishing.Rautiainen, K., Von Schantz, J., & Vähäniitty, J. (2011). Supporting Scaling Agile with Portfolio Management: Case Paf. com. Paper presented at the System Sciences (HICSS), 2011 44th Hawaii International Conference on.Schwaber, K., & Beedle, M. (2001). Agile Software Development with Scrum: Prentice Hall PTR, Upper Saddle River, NJ, USA.Souder, W. E. (1973). Utility and perceived acceptability of R&D project selection models. Management Science, 19(12), 1384-1394. Stephenson, W. (1993). Introduction to Q-methodology. Operant subjectivity, 17(1), 1-13. Stettina, C. J., Heijstek, W., & Fægri, T. E. (2012). Documentation work in agile teams: the role of documentation formalism in achieving a sustainable practice. Paper presented at the Agile Conference (AGILE), 2012.Thomas, D. B., & Baas, L. R. (1992). The issue of generalization in Q methodology:“Reliable schematics” revisited. Operant subjectivity, 16(1), 18-36. Thomas, D. M., & Watson, R. T. (2002). Q-sorting and MIS research: A primer. Communications of the Association for Information Systems, 8(1), 9. Thummadi, B. V., Shiv, O., Berente, N., & Lyytinen, K. (2011). Enacted software development routines based on waterfall and agile software methods: socio-technical event sequence study Service-Oriented Perspectives in Design Science Research (pp. 207-222): Springer.Turner, P. J. R. (2009). Gower Handbook of Project Management. Aldershot, UK: Gower Publishing.Vähäniitty, J. (2012). Towards agile product and Portfolio Management. Van Exel, N., & de Graaf, G. (2005). Q methodology: A sneak preview. .Williams, L. (2012). What agile teams think of agile principles. Communications of the ACM, 55(4), 71-76. Zika-Viktorsson, A., Sundström, P., & Engwall, M. (2006). Project overload: An exploratory study of work and management in multi-project settings. International Journal of Project Management, 24(5), 385-394. <

SENPROGROEPEN(collegiale ervaringsuitwisseling ervaren projectmanagers)Midden Nederland Bob de VosOost Nederland VacantNoord Nederland Maarten de Vries

REGIOGROEPENRegio Zuidoost Nederland Louise SavelkoulRegio Midden Nederland VacantRegio Amsterdam Marcel de KoningRegio Noord en Oost Nederland: Yvonne van der Woude

COMMUNITIES EN INTERESSEGROEPENAgile Projectmanagement in samenstellingCritical Chain Richard SmalDuurzaamheid voor Projecten en Programma’s Manfred van VeghelFaciliteren in Projecten en Programma’s Mertine MiddelkoopIdem Henri HaarmansGoed Opdrachtgeverschap Ernst MolierIntegrale Projectbeheersing Marco Buijnsters ISO voor Projecten Ben Bollandidem Rommert StellingwerfPlatform voor ondernemers Jan SeijerlinProcesmanagement VacantProfessie en Hoger Onderwijs Harm MeijerProfessionele integriteit Arjan van BommelProgrammamanagement Bert van der HooftProjectmanagement bij de Overheid Migiel GloudemansProject Portfoliomanagement Dré VersteegProject Management Ondersteuning Midden Judith EngelbertsProject Management Ondersteuning Zuid Eric MengerRisicomanagement Dick Smorenberg en Gerard BakkerYoung Crew Robin van de Akker

IPMA CERTIFICERINGDirecteur Joop SchefferlieTelefoon (088) 337 63 30E-mail: [email protected] Committee: voorzitter Robert Knoop, [email protected] & Appeal committee: voorzitter Ine Waterreus, [email protected]

BESTUURVoorzitter Fred BonsSecretaris Pieter GremmenPenningmeester Ben BollandCertificering Clemens BonMarketing, media & communicatie Mimoun el OuartiEvents & awards Marco BuijnstersOnderwijs & onderzoek Pieter GremmenLeden & interessegroepen Robbert van AlenBusiness partners Fred Bons

BESTUURSVERTEGENWOORDIGERS IPMA-NLDaarnaast zijn de volgende personen aangewezen als bestuursvertegenwoordigers van IPMA-NL:Ben Bolland (ISO)Drs. Pau Lian Staal-Ong (Onderwijs- en onderzoeks-veld)Jan Seijerlin (PZO-ZZP)

MANAGEMENTManager ledenactiviteiten Hans FredrikszOffice manager Loek Goede

IPMA-NLPostbus 543780 BB VoorthuizenTelefoon (0342)41 62 34E-mail: [email protected]

INFO

DE ACTUELE AGENDA VAN DE IPMA-NL ACTIVITEITEN STAAT VERMELD OP DE WEBSITE: WWW.IPMA.NL


& A A ABESTUURSVERTEGENWOORDIGERS IPMA-NL

ABESTUURSVERTEGENWOORDIGERS IPMA-NL

Drs. Pau Lian Staal-Ong (Onderwijs- en onderzoeks- ADrs. Pau Lian Staal-Ong (Onderwijs- en onderzoeks-

& A &


Q &Q &Q A

Q A

Q & A &Q &Q A

Q &Q A & A &

LESSONS LEARNED

MET HANS BAKKERhoogleraar tu delft,

faculteit citg

nap chair management of

engineering projects

onafhankelijk adviseur

Q: Lessons learned, waarom wil je het daar nu weer over hebben, dat is toch redelijk oud nieuws?

A: Het is inderdaad zeker niet nieuw, maar het is een proces waar we veel aan kunnen verbeteren.

Q: Hmm, als je het over processen gaat hebben, word ik wat nerveus. Welke kant wil je op?

A: In vrijwel alle projectmanagementsystemen is lessons learned een integraal onderdeel, zowel in die van de internationale organisaties als in die van de bedrijven. In veel gevallen is het proces uitermate helder beschreven. Je begint een fase met wat er te leren valt van anderen en aan het eind van de fase inventariseer je wat er geleerd is en sla je dat op.

Q: Nou, dat lijkt dan allemaal goed voor elkaar. Waarom het hier opnieuw ter sprake brengen?

A: Dit is het eerste proces wat sneuvelt als de druk toeneemt. Vaak nemen we onvoldoende tijd om te leren van wat anderen hebben gedaan en geven we onszelf onvoldoende tijd om onze ervaringen te delen.

Q: Er zijn toch voldoende boeken geschreven over kennismanagement, dus waar schort het dan aan?

A: Vaak zijn de lessons learned gedegradeerd tot slechts een onderdeel van de uiteindelijke evaluatie van het project. Maar aangezien de projectmanager alweer snel op een nieuw project nodig is, nemen we ook hier nauwelijks tijd voor.

Q: Maar een projectmanager praat toch graag over haar ervaringen?

A: Zeker. En een projectmanager is terecht trots op wat zij bereikt heeft. Dus dat gaat nog wel. Maar het is een uitdaging om anderen deze lessen ter harte te laten nemen.

Q: Wat is dan de oplossing?

A: Ik raad projectmanagers aan om direct na hun aanstelling op een nieuw project, contact te zoeken met twee of drie collega’s op soortgelijke projecten, al dan niet voltooid, om ervaringen te delen. Dat is waarschijnlijk de beste methode om het geleerde – en dat werkt twee kanten op – te delen.

05-2016 | IPMA Projectie Magazine

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When projects are complex and there is a lot at stake, there mostly is a kind of Project Board. Sometimes organizations call it a steering committee or a program committee. Managers with different expertise and different intentions are asked to keep the project or program on target. Is the Project Board effective? Sometimes. Is it easy to function as a joined team? No. For most people itis just another meeting in a long row. Do we need to abandon this monster? Certainly not. Just make the Project Board work.

The Effective Project Board makes managers familiar with the nature, role and tasks of project boards. It enables managers to actively and consciously contribute to the success of projects in their organizations. It provides answers to questions such as:

• Why do we have project boards?• What is expected from project board members before and during a project?• How can we establish managers’ eligibility for project boards?• How do project boards relate to organizational governance?

This book is aimed at managers who want to find out how they can fulfil their role as project board member. Project and program managers who want to learn how they can address the intricacies of project boards will also find it useful.

Jan Postema (1954) studied Early Modern History inthe Netherlands and holds an MBA from HertfordshireUniversity UK. He has been involved in projectmanagement for more than 25 years and acted as a projectmanager and project consultant in various organizations. Since 2013 he is a management team member in IPMA Netherlands’ Dutch National Research Group in project

management, which among other things aims at making the results ofscientific research available for project management practitioners.

The series Project House presents written and digital publications forProfessional development in management. Providing a minimum of theory and a maximum of practical guidelines in a short notice. In addition,the books are ideal as a reference.

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Betere projecten voor een betere wereld - IPMA · BOEKBESPREKING: DE COMPLETE PROJECTMANAGER...

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