2015.10 - PMI Netherlands Newsletter

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PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers

www.PMI-Netherlands-Chapter.org

Table of Contents Welcome to the October Edition ....................................................................................................................................................................... 2 Our Sponsors ..................................................................................................................................................................................................... 3 Events overview ................................................................................................................................................................................................. 4 Upcoming events ............................................................................................................................................................................................... 5

Chapter Meeting ‘Project Excellence’ at Tebodin, The Hague - Monday November 16 ................................................................................ 5 Chapter Meeting December, Eindhoven, Sustainable Project Management ................................................................................................ 6

Chapter Board News .......................................................................................................................................................................................... 7 Elections for PMI Netherlands Chapter Board .............................................................................................................................................. 7

From the desk of the Director Events ................................................................................................................................................................ 8 Enroll on the Local Interest Workgroups ....................................................................................................................................................... 8 New LIWG: Corporate Governance ............................................................................................................................................................... 9 LIWG CSR ...................................................................................................................................................................................................... 9 LIWG Program Board Dutch Publications of PMI Netherlands Chapter ...................................................................................................... 10 LIWG PMO .................................................................................................................................................................................................. 12 LIWG Culture ............................................................................................................................................................................................... 12 Program Management LIWG ...................................................................................................................................................................... 13 LIWG ISO for projects .................................................................................................................................................................................. 13 Agile LIWG ................................................................................................................................................................................................... 16

PMI NL Summit 2016 – Save the date! ............................................................................................................................................................. 17 PMI News ......................................................................................................................................................................................................... 18

PMP® Exam Update: Coming Soon on 11 January ....................................................................................................................................... 18 Business analysis at PMI: Access the largest global BA community ............................................................................................................ 18 What can project managers learn from one very successful college football coach? ................................................................................. 18 Agile organizations have better communications, more collaboration, and greater engagement than their competitors ........................ 18 Get the most from your next conference! .................................................................................................................................................. 18 Looking to break into the video game industry as a project manager?....................................................................................................... 18

Take our PMP Exam Coaching Class Spring 2016 edition ................................................................................................................................. 19 Sponsor Announcements ................................................................................................................................................................................. 20

As Project Managers, You’re Shaping the Future ........................................................................................................................................ 20 Project derailment & recovery .................................................................................................................................................................... 23

Recently certified PMI Netherlands members ................................................................................................................................................. 24

September 2015 SepSSSeptember Volume 54 Issue 5

October 2015 Volume 55 Issue 6

http://www.pmi-netherlands-chapter.org/

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Project Management Humour ......................................................................................................................................................................... 24 Let’s stay in touch ............................................................................................................................................................................................ 25

Welcome to the October Edition We warmly invite you to read this brand new October edition of our Chapter Newsletter full of interesting items and announcements! This month the elections for PMI Netherlands Chapter Board positions for the years 2016-2017 are coming up. They will be concluded by early November. Read all about it in this edition. Furthermore you will find the full program of the next Chapter November Event at Tebodin, the Hague. Enrolment is open, so be quick and ensure your seat is booked through our website. We ask your special attention for the section on the Local Interest Work Groups. Each group has written a paragraph on their whereabouts and their topics of interest. And as always you will find interesting information provided by our valuable sponsors. Do you have an item of interest of titbit of information that you would like to share with your peers? Please feel free to send us your contribution by the deadline November 13, 2015. Enjoy reading!

Odilia Kunne Director Marketing and Communication

Editorial Office: • Odilia Kunne • Karen Obi

Contact: [email protected]


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Our Sponsors Thank you to all our sponsors for their generous support! GOLDEN SPONSORS

SILVER SPONSORS

PARTNERS

FACILITY SPONSORS

Want to become our sponsor? Please check our website for more information.


http://www.managementofchange.nl/

http://www.ami-consultancy.nl/

http://pmi-netherlands-chapter.org/index.php/sponsors/sponsorship-information

http://www.esi-intl.co.uk/

http://www.iil.com/

http://www.lagant.nl/

http://www.fiscam.nl/N

http://www.ckc-seminars.nl/

http://www.valid.nl/

http://thepmocompany.com/

http://www.insynq.nl/

http://www.threon.com/

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Events overview See our chapter website for the full calendar

PMI Netherlands Chapter Other

November 2015

16 Chapter Meeting: Project Methodology implementation & Strategic PPM

More info

December 2015

14 Chapter Meeting: Sustainable Project Management

More info coming soon

November 2015

5 IIL – International Project Management Day 2015 : Ensuring A Sustainable Future

More info

16 - 18 IIL – PRINCE2 Foundation More info

17 - 20 Threon – Accelerated PMP Prep More info

19 Lagant – Agile Certified Practitioner Training

More info

19 - 20 IIL – PRINCE2 Practitioner More info

23 - 27 IIL – Business Analysis Certificate Program (BACP)

More info

25 - 26 IIL – Agile Development and Project Management

More info

30 - Dec 1 IIL – Project Management Fundamentals More info

December 2015

7 AMI Consultancy – Masterclass Project Recovery

More info

7 - 11 IIL – Project Management Certificate Program (PMP)

More info



http://www.pmi-netherlands-chapter.org/index.php/events/upcoming-events/756-2015-11-16-chapter-meeting-at-tebodin

http://www.iil.com/international-project-management-day-2015/default.asp?source=PMINETHERLANDS

http://www.iil.com/europe/

http://www.threon.com/pmpcr

http://www.lagant.eu/trainingen/agile/agile-trainingen/acp-training





http://www.recoveringprojects.nl/

http://www.iil.com/europe




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Upcoming events Chapter Meeting ‘Project Excellence’ at Tebodin, The Hague - Monday November 16 Our November Chapter meeting will discuss a subject close to all us - How to build and facilitate Project Management Excellence! Our esteemed speakers will share with you how larger organizations standardize their project methodology for engineering projects and exactly what strategic Portfolio Management entails. Tebodin is an Engineering and Services group., It builds, maintains and operates plants and buildings for industry, the energy sector and real estate. Their projects are run successfully according to a methodology described and maintained in the Tebodin Quality system. In order to improve alignment with their global clients, Tebodin has decided to overhaul their methodology and use the PMI’s PMBoK framework as the backbone of their project methodology. This session will be hosted by Mr. Jan Klein Wolterink, Director Project Improvement at Tebodin. He will take us on his journey from conception to starting-up this endeavor to implemet the new Quality standards for project execution to all corners of the globe where Tebodin is active. ABB is recognized as the largest supplier of industrial motors and drives, the largest provider of generators to the wind industry, and the largest supplier of power grids worldwide, supplying power and automation solutions, products and services to clients in a wide range of market sectors. This session will be hosted by Mr. Alex Hoogendoorn, Program Manager in the Operational Excellence department at ABB, who has been challenged to create a new governance model for Strategic Portfolio Management. Strategic Portfolio Management is a process where decisions are taken on multiple dimensions e.g. strategic project contribution, Budget Management, Business Case Management, Architecture Management and Resource Management. Agenda: 17:00 - Registration, Sandwiches and Refreshments 18:00 - Opening, welcome and introduction by the PMI Netherlands Chapter 18:05 - Introduction of our host - Jan Erasmus, Director, Large Projects at Tebodin 18:30 - Update of the Global PM Methodology / Quality Handbook -

Jan Klein Wolterink, Director Project Improvement at Tebodin Approach for updating the global project management execution & way of working currently in progress and preview on the (already) related lessons learned.

19:15 - Short Break


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19:30 - What does it mean to introduce Strategic Project Portfolio Management into your organization? - Alex Hoogendoorn, Program Manager Operational Excellence Everyone knows that Project Portfolio Management is about prioritizing projects and resource capacity planning. But how does one know what the impacted areas are when a project is activated or cancelled? What is the impact of a new project on processes, other applications, network, etc.? Also the role of PPM tooling will be addressed (the only way to do this process in a reliable manner).

20:15 - Wrap-up & Networking Drinks 21:30 - Close Date: Monday November 16 Location: Tebodin, Laan van Nieuw Oost-Indië 25, 2593 BJ The Hague Deadline for registration: November 12th, 2015 Register here! Chapter Meeting December, Eindhoven, Sustainable Project Management Please mark your calendars: Monday December 14 @ Insynq Eindhoven. ‘Green’ or ‘Sustainable’ project management is identified as one of the most important global Project Management trends today. A growing number of publications link the concepts of sustainability to Project Management, so it may be concluded that the integration of sustainability in business has now also found its way to the Project Management domain. Dutch author, Gilbert Silvius is considered one of the opinion leaders on the topic, with numerous articles and three books on the topic published. On 14 December, Gilbert will introduce us to the why, what and how of ‘Sustainable Project Management.’


http://www.pmi-netherlands-chapter.org/index.php/events/upcoming-events/756-2015-11-16-chapter-meeting-at-tebodin

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Chapter Board News Elections for PMI Netherlands Chapter Board This month we have news from the Election Committee, consisting of:

Rommert Stellingwerf: +31 (0)6 2269 4947 André Legerman: : +31 (0)6 1132 9966 Cees Pijs : +31 (0)6 2500 4034

Elections for PMI Netherlands Chapter Board positions for the years 2016-2017 are coming up again this month and are to be concluded by early November. The terms for the following directors ends by the end of this year: • Rochelle Röber, Director Professional Development • Odilia Kunne, Director Marketing and Communication • Louis van Norel, Director Membership and Volunteers They have all indicated to be willing to continue their positions for a second two year term, but the board was calling for alternative nominees for these positions before October 31st. By the time you read this, you will have received an email with the election process and the call for nominees. Early November you will be informed on the results of the nomination phase and the following steps in the Election Process. For any enquiries related to this Election Process you may contact our President at [email protected]


mailto:[email protected]

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From the desk of the Director Events Enroll on the Local Interest Workgroups We all have benefitted from the wealth of knowledge and standards PMI has provided us with, but to apply this knowledge in specific situations can be a challenge. Some topics require or deserve more contextual in-depth exploration. The information of what PMI is providing to us is fairly general, but in our Local Interest Workgroups (LIWG) you can bring your personal ideas, knowledge and experience and bring it one level deeper. Compare and discuss your ideas with others who also want to explore and learn more than theory alone. The PMI Local Interest Workgroups give you great opportunity to extend your

knowledge and understanding of specific topics The LIWGs provide you feedback and reflection The LIWGs bring you to the next level The LIWGs give you the possibility to become more visible by means of publications

(whitepapers, research outcomes, etc.), posts and chats The LIWGs extend your network. Socially and professionally!

The LIWG members talk about the things you are interested in! If your Interest has not been captured by one of the existing groups, you create one yourself with help and sponsoring of PMI Netherlands Chapter! The LIWGs define their scope together and the gatherings and means are sponsored by PMI Netherlands Chapter. The amount of time required varies per person and ambition, but ranges between 2 hours per month and 2 hours per week. (The only thing you HAVE to do, is respond to and review work and input from peer LIWG members! What we do strive for with the LIWGs is ACTIVE communication and professionalism amongst the participants. So, while participation is voluntary, it does not mean that it is non-committal. There will be deliverables that will be agreed within the group and expected feedback needs to be provided. Similar to your own project teams, it is only as strong as the weakest link. Last month PMI NL organized a LIWG marketplace. It was a successful evening with lots of great ideas and knowledge exchange. This evening gave a boost to the workgroups’ ambitions and we certainly want to encourage you to participate and collaborate to bring the knowledge of our Project Management experience in the Netherlands to more colleagues by means of new publications and posts on our LinkedIn groups. Please find below an overview of the current LIWGs and be bold: go and enroll to the group to hear about the next scheduled meeting. For more LIWG information go to our Chapter website here. Enjoy! “By three methods we may learn wisdom: First, by reflection, which is noblest; Second, by imitation, which is easiest; and third by experience, which is the bitterest.” ― Confucius


http://www.pmi-netherlands-chapter.org/index.php/contacts/workgroups

https://www.goodreads.com/author/show/15321.Confucius

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New LIWG: Corporate Governance As Project, Program or Portfolio Manager we very often see that projects/programs fail due to instability or a lack of Project Governance. This is directly related to poor Corporate Governance. It is important and beneficial for companies that we, as PMI certified professionals, get more involved in setting up and/or advising about Governance since we feel the consequences of poor management or communication first in our programs. Corporate Governance broadly refers to the mechanisms, processes and relations by which corporations are controlled and directed. Corporate Governance essentially involves balancing the interests of the many stakeholders in a company - these include its shareholders, management, customers, suppliers, financiers, government and the community.

Objective: The PMI NL Local Interest Workgroup “Corporate Governance” focuses at the lessons learned, do’s and dont’s of governing Projects & Programs and investigates the relationship with Corporate Governance. Its intention is to provide guidelines and early warning systems as to what good practices prescribe for organizations running multiple Programs and Projects and Corporate Governance in general; Increase Innovation within companies by good Governance for Project Portfolio

Management; Establish PMI NL (and this LIWG Corporate Governance in particular) as an important

resource for Corporate Governance set-up aimed at Executive Managers and Corporate Board Members.

Target LIWG audience: Senior Portfolio and Program Managers, as well as Directors Project Management (Senior Management level required). For more information or participating in this ambitious new workgroup, please contact [email protected].

LIWG CSR

- Corporate Social Responsibility = MVO = “Maatschappelijk Verantwoord Ondernemen”

Objective Support charity organizations, NGO’s, “Goede Doelen” with getting their projects run in a professional and efficient manner saving donated funds and helping creating a better world.



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History The Initiative began in October 2014 with a group of enthusiastic volunteers wanting to share their professional project management knowledge with charitable organizations. The objective was to assist these types of groups who may not have the necessary resources to run their projects efficiently. Our first step involved developing a basic service offering and finding charities or goede doelen interested in working with us. Our first project involved a charity in Nigeria whose mission is to transform the lives of youth and women through entrepreneurship. The project involved the implementation of affordable and sustainable sanitation systems in rural areas.

Dream PMI Netherlands Chapter volunteers are becoming the center excellence / control center for volunteer actions for CSR projects for (their) companies and charity organizations.

Next steps 1. Get new volunteers / coaches to help find the next charity project where project

management is missing or can use some coaching We need YOU!

2. Scout for WNF, Artsen Zonder Grenzen, Syrian Refugees projects, etc that could be done better with our help.

3. Set-up the support project / coaching / governance for our next CSR endeavour.

Interested? Contact Tammy Vesely at [email protected] and join our next CSR session in early December.

LIWG Program Board Dutch Publications of PMI Netherlands Chapter The Program Board Dutch Publications of PMI Netherlands Chapter started in 2007, right after the Chapter’s first publication: the Dutch translation of the PMBOK Guide 3rd Edition. Why translate the PMBOK Guide or any other PMI publication? When you are not fluent in a language, your brain is constantly coding and decoding the language instead of focusing on understanding the content. Although a lot of Dutch people speak English quite well, really grasping a model as complex as the PMBoK Guide is much harder to do when it is not in your native language. Yet we wanted to find a way for Dutch Project Managers to get acquainted more easily with the PMBoK as a key reference and framework for Project Management. Offering a translation is an effective way for lowering the barriers.



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A group of volunteers continued the first publication initiative by creating new translations and publications. What have we realized so far? In 2009 we published the Dutch translation of the PMBoK Guide 4th edition Also in 2009 the ‘Lexicon voor Project-, Programma- en Portfoliomanagement’ was

issued, in an effort to create a translation of one common terminology in the Project Management profession.

And in the same year we created the Pocket companion to PMI’s PMBOK Guide 4th Edition. This provides an easy access to PMI’s ‘World of Project Management Standards & Best Practices’ as well as a quick intro and structured overview of the PMBoK Guide.

In 2010 this pocket edition was also translated in German (rather logical with one of the authors being of German origin).

In 2013 we released the Pocket Companion again, now completely aligned with the update of the PMBoK Guide 5th Edition.

In 2014, we decided not translating the complete PMBoK Guide again, but to make a Dutch translation of the PMBoK Guide Pocket Companion only. Also the German translation was re-issued next to a French and Spanish translation. The last two in response to requests of French and Spanish chapters for creating their own PMBoK Pocket companions, as they meet just the same ‘language challenges’ as we do.

In summary, this Chapter initiative has been quite successful, as in total nearly 10,000 copies of these publications have been bought by our readers. What are the next steps? We are now preparing our publication plan for the upcoming 3-5 years, while focusing on the core reason of existence of the Program Board Dutch Publications: What kind of Dutch information or publications can be useful for the Project,

Program and Portfolio Management community in the Netherlands? How can we facilitate a more easy access to the global knowledge and experience

available within the PMI community?

Your input is key! Please contact Anton Zandhuis at [email protected] for joining our team. Help us in making global PMI knowledge and information easier accessible for the Dutch PM community. We are looking forward to working with you!



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LIWG PMO Have you worked for or with a PMO? Do you have an opinion about the way a PMO should work? Would you like to share that opinion? If ‘yes’ is your answer the new and improved LIWG PMO is made for you!

Why? A good PMO is essential for improving and repeating project success. Any large corporation understands the need for a PMO to achieve a cycle of continuous Project Management improvement. Understanding the PMO will improve knowledge on all levels associated with Project Management. Participating in the LIWG PMO will improve your knowledge of the PMO, you will get access to different corporations and improve and expand your network.

How & What? Our goal is to create or update best practices for a successful PMO and publish these in a PMI white paper. We plan on doing this by using existing articles on the subject and conduct case studies at working PMO’s at different corporations. Since this is a newly formed group the subjects and goals are still very open for discussion. Join us by sending an e-mail to Douwe Roelofsen ([email protected]) We are looking forward to meet with you!

LIWG Culture

Reason for Existence Within the PMBoK, culture is recognized as a factor that can have a high impact on the success of projects. On the subject of processes, tools and techniques, there is however little guidance in the Project Management Body of Knowledge. The LIWG-C culture is a group of project managers with interest in Project Culture. Our objective is to progress the topic of culture within the PMBoK and develop practical guidance, tools and techniques. Results/Achievements At the end of 2012/beginning 2013 a series of workshops were held. In 2014 a draft survey was created that now needs to be reviewed and tested so that it can be used in the field.

What are the next steps? Currently the LIWG-Culture is in the process of reforming; since members of the early days have moved to other areas, the group is acquiring new members and will revise goals and charter of the group. We are looking forward to meet you! - Johan de Vroet ([email protected])



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Program Management LIWG Purpose: To bring the profession and skills of the Program Manager to the broader audience. The profession of Program Management is getting more and known to the world although there are only a handful of formal educational opportunities available on this subject. Since the inception of the PgMP certification, less than 1,400 people worldwide were able to pass the exam. Only 134 of those people came from Europe and only 8 are from The Netherlands. How: By organizing small open sessions where all kind of topics are presented to small groups. We organize about 6 evenings a year at various locations hosted by companies. Each evening has a topic which is opened with the theory, i.e. (what does the standard tell us) and a practical part (how does it work in practice). Who: Anyone who is interested in the profession of the Program Management. The PgMP LIGW is guided by Goran Benjamin and Henk Smits. What are we looking for: Individuals who wish to actively learn more and willing to dive in. Active participation is welcome. People who enjoy writing so as to be able to prepare a variety of publications. Contact: Henk Smits [email protected]

LIWG ISO for projects Development of a family of ISO standards for Project, Programme and Portfolio Management (PPPM) is done with worldwide participation of more than 100 subject-matter experts from some 40 countries. The overall portfolio of work is managed by the international ISO Technical Committee TC/258 and the actual documents are prepared and compiled by Study and Working Groups. In the Netherlands, members of the NEN standards committee 381236, in which some 10 companies take part, are taking part in the actual development of the standards, while the Local Interest Work Group “ISO for projects” reviews these documents from the NL perspective and takes part in their promotion. The LIWG was established in 2009 as an initiative from PMI Netherlands Chapter and IPMA Nederland. The group consists of some 10-20 professionals, interested in the ISO standards for PPPM.



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Reason for existence / Objectives 1. To be sounding board for ISO standards on PPPM

- Look at ISO standards, independent of developers - Review and comment standards - Use and application in NL

2. To promote ISO standards for PPPM

- Keep NL professionals up-to-date on products - Write articles & practice guides - Host presentations and stands at Meetings & Congresses

Results/Achievements The following standards have been published by ISO and reviewed by the LIWG “ISO for projects” to get the NL perspective and input: ISO 21500:2012 “Guidance on Project Management,” 2012. The first worldwide

recognized international standards provides guidance for Project Management and may be used by any type of organization, including public, private or community organizations; and for any type of project, irrespective of complexity, size, or duration. This standard provides high-level description of concepts and processes that are considered to form good practice in Project Management. Projects are placed in the context of Programmes and Project Portfolios. Topics pertaining to general management are addressed only within the context of Project Management.

ISO 21504:2015 “Project, Programme and Portfolio Management – Guidance on Portfolio Management,” 2015. It provides guidance on the principles of Project and Programme Portfolio Management. It is relevant to any type of organization including public or private and any size organization or sector. The guidance presented is intended to be adapted to suit the specific environment of the Project and Programme Portfolio. The document does not provide guidance on Project Management, Programme Management, or general business Portfolio Management (e.g.Financial Portfolio Management).

The following standards are currently under development and the LIWG will form an opinion about them: 2016: ISO 21505 “Project, Programme and Portfolio Management – Guidance on

Governance.” This standard describes the context and provides guidance on the framework and principles for the governance of Projects, Programmes and Portfolios from pre-project considerations to post-project evaluations reflecting current practices. It is designed to assist those in governing bodies and at the Executive and Senior management level of organizations to fulfil their governing duties with respect to leadership, regulatory, fiduciary and ethical obligations for Projects, Programmes and Portfolios within their organizations. Studies into the failure of Projects and Programmes around the world have provided supporting data for the conclusion that a common root cause was a failure of


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governance. Failure often results in substantial losses including money and other resources, as well as lost opportunities. So, indeed a very relevant document for all organizations when you think of the failures of large infrastructure and government ICT projects in the Netherlands.

2016: ISO 21503 “Project, Programme and Portfolio Management - Guidance on Programme Management“;

2017: ISO 21506 “Project, Programme and Portfolio Management - Vocabulary“; 2018: ISO 21500 “Project, Programme and Portfolio Management - Guidance on

Project Management“ (revision). A study group has started to look at the maintenance of ISO 21500, which was published in 2012. The purpose is to recommend whether a maintenance Working Group should be established to take steps to maintain ISO 21500.

To support the promotion of the standards for PPPM the following material has been written by the experts from the NEN standards committee and the LIWG: An internal document comparing ISO 21500 and PMBoK Guide 4th Edition, ICB3 and

Prince2 NEN-ISO 21500 (nl) Richtlijnen voor projectmanagement, 2012 (translation of the

English version) ISO 21500 in de praktijk, 2012 (NL); ISO 21500 in practice, 2013 (EN) ISO 21500 A pocket guide, 2013

Next steps Members of the NEN standards committee continue their contribution to the development of the ISO standards. As the documents are being issued for comments the LIWG will review them and deliver input. To help with the promotion of new standards, the authors also contribute supporting whitepapers, guides and books about them. So join the LIWG “ISO for projects!” Learn as PPPM professional, keep up-to-date with important developments in your field and last but not least: have fun! You can contact: PMI Netherlands Chapter: Rommert Stellingwerf, iso-liwg@pmi-netherlands-

chapter.org IPMA Nederland: Lex van der Helm, [email protected]

Note: also the NEN standards committee always looks for new members, participating in the actual development of the ISO standards in this field. Contact the NEN standards committee (“normcommissie”) Maarten Peelen, secretary, [email protected].






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Agile LIWG

Agile LIWG wants to create an open source model for the implementation of a process tailored PMI ACP framework for you, your team and/or your organization. Our aim is to offer a better understanding of the Agile context through information sharing by getting the right information, to the right people, at the right time. With the aid of Google+ we are developing a platform dedicated to practical learning knowledge. Our community of practice wants to stimulate knowledge sharing, capitalization and collective learning. Join our free-of-charge Introduction Workshop for LIWg members and PMI framework from 17:30 – 21:00 hrs on November 25th in Nieuwegein. For this go to https://plus.google.com/u/0/communities/118126864273498063854 to join our community and for further details. At this meeting, we would like to start with the first attempt of the “backlog.” To introduce ourselves to each other, please complete a single PowerPoint slide about yourself. Workshop 25 November 17:30 – 21:00 Introduction Workshop LiWg Members and PMI-ACP framework Location:

KWD, Weverstede 15, 3431 JS Nieuwegein Agenda:

17:30 – 18:00 “Chinese food for thought” Introduction presentation For this members are asked to prepare sticky notes (post-its)

19:00 – 20:00 Introduction ACP open implementation framework Learning network Shu : Agile Individual learning Ha : Communities of Practice Ri :Team collaboration/ ceremonies

20:30 – 21:00 Retrospective and sprint planning Next sprint and planning

Contact: Frank Hendriks [email protected]


https://plus.google.com/u/0/communities/118126864273498063854


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PMI NL Summit 2016 – Save the date! The 5th edition of the PMI Netherlands Chapter Summit will be held on September 15th 2016. If you are interested in (re-)viewing the Summit 2015 presentations, you can download them here: http://www.pmi-netherlands-summit.com/presentations/ by using the following password: PMSUM20%15#. A photo impression of the Summit 2015 can be found here: http://www.pmi-netherlands-summit.com/2015-photo-impression/


http://www.pmi-netherlands-summit.com/presentations/

http://www.pmi-netherlands-summit.com/2015-photo-impression/

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PMI News PMP® Exam Update: Coming Soon on 11 January January may seem far away, but when you’re preparing for the Project Management Professional (PMP)® exam (remember?) it’s just around the corner. Please direct anyone you’re mentoring to the Exam Hub for all the details on just what is changing. You too can make a good start in your career in 2016 by unleashing your full potential and take the next step toward earning the PMP before 25% of the exam focuses on the new content topics. Therefore, the countdown to 11 January is underway…

Business analysis at PMI: Access the largest global BA community Get tools, templates, expert opinions and shared experience http://ow.ly/S6giu

What can project managers learn from one very successful college football coach? Read the blog http://ow.ly/S6iBk

Agile organizations have better communications, more collaboration, and greater engagement than their competitors Download PMI’s new research on organizational agility. http://ow.ly/Sf9Az

Get the most from your next conference!

View this slideshow for tips to help you master your next Project Management event: http://bit.ly/1QkCw0F

Looking to break into the video game industry as a project manager? Learn how in PM Network®: http://ow.ly/SicQs


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http://links.pmi.mkt6308.com/ctt?kn=5&ms=MjM3NzAxMDcS1&r=MTU0OTA1MjgzMzY3S0&b=0&j=NjYxNjg3NzMxS0&mt=1&rt=0

http://bit.ly/1QkCw0F

http://ow.ly/SicQs

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Take our PMP Exam Coaching Class Spring 2016 edition Do it the first time right We are happy to announce our next PMP Exam Coaching Class Spring 2016: Day 1 : Saturday March 5th 2016 Day 2 : Saturday March 19th 2016 Day 3 : Saturday April 9th 2016 Day 4 : Saturday April 30th 2016 Location: Hotel De Bilt, Utrecht De Holle Bilt 1 3732 HM DE BILT Register here! Deadline for registration: January 29th 2016 17:00hrs. The Class consists of 4 Saturdays within 2 months, with weeks in between for self-study. The first three sessions will get you acquainted with the Exam format and answer questions in the specific Project Management knowledge areas. Our coaches will discuss the rationale behind the answers with you. Each day is concluded with an overview of the topics for next time. On the last day you will make a mock exam. You are expected to have studied the selected chapters of the provided materials at home before every class. To be effective it is recommended that you have passed the experience and education eligibility requirements. More information: can be found here. Already certified? Please forward this information to your colleagues….! Please note that the last day to test under the current version of the PMP® exam is January 11th 2016.


http://www.pmi-netherlands-chapter.org/index.php/events/upcoming-events/754-2016-03-05-pmp-exam-coaching-spring-2016

http://www.pmi-netherlands-chapter.org/index.php/events/upcoming-events/754-2016-03-05-pmp-exam-coaching-spring-2016

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Sponsor Announcements

As Project Managers, You’re Shaping the Future By Shar Olivier, MEM, LEED-AP IIL’s Global Business Development Manager / Director of Sustainability and CSR

The future is full of uncertainty. As project managers, you are placed in the position of predicting the future on a daily basis, something that scientists and world leaders are attempting to do as our global climate changes at an alarming rate. How do project managers fit into this mix? PMs are not necessarily scientists or leaders of countries, you are not the CEO, at the end of the day what power do you possess? My thinking is that you are the real shapers of the world. You make the choices and the decisions that have lasting effects across the Enterprise and across the Globe. Every day you make choices, about human capital, about resources

and materials, about Risk Management and Change Management. By looking at these choices through the lens of Sustainability, and across the Enterprise, NOT just for the duration of your project, you can be the change agents crucial to ensuring a sustainable future. You can develop your Sustainability Consciousness. Can you look at the outcomes of your project for the life of the product or program? Can you forecast first costs vs. last costs? Can you look at the LCA (Life Cycle Assessment) of the project? How do your choices tie into the Supply Chain? And into the Value Chain of the entire Enterprise? These questions can guide your decision making and allow you to reduce risk, and increase profitability and ensure the success of your project (not to mention making your project sponsors and senior stakeholders very happy)! How can you shape the future with your successful project? Here are three ways:

1. See your project through the lens of the SEEE™ Model- IIL has developed a model for the four pillars of Sustainability and Corporate Social Responsibility: Social, Economic, Environmental and Ethical impacts.


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2. Practice Relentless Risk Analysis Every time you have a meeting, use the top ten risks

as your agenda. Always be asking your team and stakeholders questions about the future. For example: What risks do you see in the near term and long term? What would we do if the top engineer left for another position? What’s the Plan B if we don’t receive the materials on time? Additionally, consider the broader context of Enterprise Risk: How does my project effect the Value Chain of the entire organization? Does my project contribute to Climate Change, or does it help to solve this crucial global risk we all face?

3. Identify your project’s Sustainability Key Performance Indicators (KPI) and track them. You cannot manage what you do not measure. I am sure most of you are familiar with the old adage, but if has never been more relevant. What resources/materials are involved in my project? Were they sourced responsibly? What are the effects of your project on Air Quality, Water Quality or Ecosystem Services? What is my project’s carbon footprint? How much Greenhouse Gases


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(GHG) has my project produced or sequestered? How does your project affect the Human Capital involved and community in which it takes place? Have all stakeholders been taken into consideration? By embedding these questions and metrics into your project from the onset, you will impact the outcomes and the total Value Chain across the Enterprise.

In order to reliably assess what the future holds for your project, you need to gather relevant data on a regular basis at frequent intervals. This not only instills a discipline in reporting, but it enables you, the Project Manager, and others, to detect trends and predict outcomes. If you are keeping track of trends, then you’ll be in a better position to see where those trends lead. Another crucial aspect of success is to cross over business units and communicate. Do not allow your team to be put into a silo. Involve HR, Finance, and other business units in your project planning and outcomes. Understand the Enterprise functionality and how integrated thinking and communication is vital to the success of your project. Predicting the future isn’t easy, but with the right global vision and the right team focus on enterprise risk and impacts, we can each be leaders to our stakeholders, and our projects will have the lasting impacts for a sustainable future. About Shar Olivier Shar is a recognized thought leader in Sustainability and the Director of IIL’s Corporate Social Responsibility Practice Area. With more than 18 years of experience in the field, Shar has presented to more than 100,000 professionals across dozens of business sectors. She presented most recently at the PMI Southern Caribbean Chapter in Trinidad on Organizational Survival, and graduated at the top of her class in Environmental Leadership and Sustainability at Duke University’s Nicholas School for the Environment. About International Institute for Learning, Inc. (IIL) IIL is a global leader in training, consulting, coaching and customized course development, and is proud to be the educational provider of choice for many top global companies. IIL's core competencies include Project, Program and Portfolio Management, Business Analysis, Microsoft® Project and Project Server, Lean Six Sigma, PRINCE2®, ITIL®, Agile, Leadership and Interpersonal Skills, Corporate Social Responsibility and Sustainability, like Sustainable Supply Chain Management, Organizational Sustainability, Sustainability Accounting (ESG), and Corporate Reporting. Please visit www.iil.com and take part in IPM Day 2015: Ensuring a Sustainable Future.


http://www.iil.com/

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Project derailment & recovery From time to time projects “derail” or get “stuck in the mud.” What are the major causes of project derailment? How can a derailed project be brought back on track? How can derailment be prevented? Often mentioned causes are:

• Poor project management • Weak business case and inadequate attention to business needs and goals • Lack of top management support • Lack of attention to the human and organizational aspects • Failure to involve users appropriately • Inappropriate contracts • Inadequate design solutions • Incompetence and lack of experience

It is the combined occurrence of a majority or all of these conditions, which is connected to derailment. The simple and straightforward answer to the second question –how to recover a derailed project- then is: repair each and all of the causes. However, this recovery approach leaves unanswered why and how all of these conditions occurred in the first place. Why did no one notice that there is a lack of top management support? Or that project management systems are inadequate? That the business case is weak? If it was noticed, why did no one act upon it? Are the conditions mentioned above not really symptoms rather than causes? In the Masterclass Project Recovery we focus on both the symptoms and the root causes of derailment. Using examples from different industries we show that a root cause of project derailment is a breakdown of the joint problem solving capability of the parties involved in a project. We illustrate how the process of derailment gradually develops and why it is almost invisible at first. We then propose a general approach to turn around the derailment process and to recover the project. Finally we offer advice on how to make potential derailment visible at an early stage and how to prevent a breakdown of the project. For more information: www.recoveringprojects.nl


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Recently certified PMI Netherlands members The Board of PMI Netherlands Chapter congratulates the following members with achieving their credential:

Great job!

Project Management Humour


http://dilbert.com/strip/2010-01-25

http://dilbert.com/strip/2010-01-25

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2015.10 - PMI Netherlands Newsletter

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