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PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Table of Contents Welcome to the April 2016 Edition ......................................................................................................... 2
IIL Europe ........................................................................................................................................... 13
The PMO Company ............................................................................................................................ 15
Meet on our Volunteers ........................................................................................................................ 22
Recently certified PMI Netherlands members ...................................................................................... 22
Let’s stay in touch .................................................................................................................................. 23
tbc Stedin Program Management Case – Stedin Program Management
More info
August 2016 28-31 THREON - Program & Benefits Management More info
September 2016 15 Annual Summit 2016 More info 12 AMI Consultancy - Masterclass Project
Recovery
More info
Please note that the PMI NL Chapter Calendar Events are planned for your convenience, even though not all events have been definitely confirmed from a speaker and location point of view. Please do keep an eye on changes and do know that our website is leading. When an event is ready for registration all details will be confirmed. Note: the registration process has slightly changed – read the instructions carefully on our website.
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Chapter Board News
Charter renewal The 2015 charter of the PMI Netherlands Chapter has been approved by PMI. That means we have done a good job last year in providing value to our members and in advancing the profession of project, programme and portfolio management in our country.
Chapter Guest Pass program
Our Chapter has attained the maximum reimbursement level with the Chapter Guest Pass program! With this achievement, we have been enrolled as a member of PMI’s 500 Club for 2016. The program allows PMI members who have not yet joined their local chapter to try out chapter membership for free. We reached the goal much earlier than last year, so we are doing good in attracting members. Board members are eager to meet the recently joined members at one of our events.
Business Plan update In the coming months we will update our Business Plan 2016-2019, based on the existing
Chapter’s Strategy and input from PMI Inc. We have found a volunteer to lead this
interesting activity.
Representation at ASML PM Day 2016 On April 5th the Chapter was represented with a stand on the ASML Project Management
Day 2016, where some 400 Project Managers gathered to share project management best
practices and grow towards a higher level of
maturity. We presented general information
about PMI and the Netherlands Chapter,
including membership, and about PMI
certifications. We also showed PMI standards
and books. It was a good day for us. We have
made good contacts with ASML Project
Managers interested in becoming CAPM or PMP
and in joining PMI and the Chapter and with
their project management leadership.
Director Professional Development Rochelle Rober, our Director Professional Development, has stepped down from the board
per April 1st due to time constraints. She will continue as volunteer in Professional
Development, responsible for specific activities, such as certification advice. Rommert
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Upcoming Events
Chapter Meeting May 20th - 21st Two-Day Euregio Event in Limburg PMI Netherlands Chapter is pleased to invite you to a very special 2-days event in the region
of Limburg, Netherlands.
We have put together a great program with interesting presenters in an idyllic surrounding.
The event is special because this time it is within short driving distance of our Belgium and
German PMI colleagues who are cordially invited as well! It is also special because we have
topics on Friday and Saturday! This requires you (if you would attend both days) to arrange
a hotel by yourself, but it does allow you to bring your friend, husband or wife to the region
as well, to spend some quality time together after the event is over. That’s also the reason
that we start relatively early and stop early, so you can spend the evening together, or if you
want, spent it together with your peer PMI members for networking and drinks.
So we start on Friday afternoon (15:00 – 20:00) and have an program on Saturday morning
from 9:00 – 12:00. You should arrange for a hotel yourself (if you stay), but, as mentioned,
the consideration is that you can bring your spouse/friend and enjoy a weekend in Limburg. (Since this is for your professional education your employer might be inclined to sponsor your hotel cost).
Why 2 days? Because that makes it worthwhile inviting your significant other to join you and have a great
and romantic weekend in Limburg afterwards!
What’s on the agenda? Mr. Lars Bessems MSc, MBA, Managing Partner Perfact-TASC, Expertise Manager will
enlighten us about all the ins and outs of Turnarounds & Projects Turnaround Management.
These large Oil & Gas industry related huge endeavors require that many special measures
and controls are in place making it is a very interesting Project Management diversification
by itself. The presentation will help you get insight into managing very large projects and
will bring you valuable ideas.
Prof. Peter Storm at Open University, will take us on a journey which is absolutely a
different topic, but has a similar name: Project Recovery Management. What needs to be
done when project come into the dangerzone? How to get back on track? How to manage
stakeholders and ‘turnaround’ (recover) the project from going bad to getting back on track?
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Parallel track – Mini Master Agile agenda
Friday May 20th
15:00 - Registration, with coffee
16:00 - Opening, Welcome and Introduction by the PMI Netherlands Chapter 16:05 - Introduction of our hosts Perfact Group
16:20 - Start of the Mini Master Agile - part 1 19:00 - Wrap-up & Friday Afternoon Networking drink 19:20 - Closure & your chance to visit beautiful Limburg and spend the evening with friends
Saturday May 21st
9:00 - Registration, with coffee
9:30 - Mini Master Agile - part 2, Surprise!
10:30 - Closure & your chance to visit beautiful Limburg and enjoy a great weekend
Please note that this mini-track has limited seats (20) and requires an additional fee of € 75
Register for the Agile event here
Location: Klooster Munstergeleen, Abshoven 33, 6151 GC Munstergeleen
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Sponsor’s Announcements
IIL Europe
How Agile culture mimics the historical patterns of the rise and fall of civilizations By Tom Friend, CSP, ACP, SPC, FLEX, AHF, PSM, CSM
When the lessons of the past are forgotten, history tends to repeat itself, with predictable results. As an officer in the military, the understanding of history was foundational for becoming a well-rounded leader. In observing teams and organizations I have worked with in my personal history, I have seen common themes. A culture of apathy—which poses a threat to our civilization as a whole—is a prominent, recurring theme I have observed not only in my past positions, but also in the positions I have held on Scrum Teams. History shows if a society does not possess a strong “culture” of its own, based on shared beliefs, ethics, and goals, then it is ripe for conquest by societies that have this “culture.” The same holds true in both the world of business and of Agile. If a company or team does not have a strong culture, then it will fall to a competitor who has a system of shared beliefs, ethics, and goals. This is but one example of how the business world mirrors the pattern of foundation and collapse, administration and competition, which is exhibited by civilizations on a much greater scale. Societal collapse is the fall of a human society, civilization, and/or nation-state from a
previous position of economic, political, or martial prominence. This term encompasses a
spectrum of societal failures, including the abrupt fall of the Mayan Civilization, as well as
the gradual declines of the Western Roman Empire. These societal collapses occur for
numerous reasons, but one historical theme that is seen is that when one success is reached
(whether financial, political, or relational), relaxation and apathy become acceptable. This,
in turn, leads to a subsiding system of beliefs and ethics, and the loss of a shared culture.
These same consequences play out on teams as apathy and entitlement exhibit themselves. Success is not a gift, but rather a shared achievement, and a fragile achievement at that. Whether it is a society or a company experiencing success, constant attention must be given to ensure continued success and to keep entitlement, apathy, and an eventual collapse at bay. An individual’s belief in their contribution to the team is inherent in the success of a team.
Without a shared culture which sets a standard for individuals on a team, work ethic, time,
and profit can be lost. The perceived value of an individual’s work will decrease. In addition,
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
The PMO Company
Case Study: the Business Case for a PMO
Introduction Research confirms that organizations with well-developed Project Management Office Functions performs significantly better than those organizations that lack such functions.
The reason of this is that projects are often delayed by unforeseen issues, requirements or scope changes and ineffective communications between project team members, users and other stakeholders. Over 75% of executives indicate that their Project Management Office is instrumental to deliver value to business goals:
“How is your PMO perceived in delivering value to overall business growth?”
Source: Forrester/PMI April 2011 Global Project Management Office Online Survey
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Hence, we may assume that risk of business value reduction can be effectively reduced by investing a fair percentage of expected business value into its enablers. It seems realistic that this percentage may vary between 1-5% of the portfolio’s contribution to such business value. This will be the baseline for determining the investment side of the business case for implementing a PMO.
Business Goals
Each organization is limited to investments and resources. For you as manager it is important that Returns on Investment are maximized. Establishing a PMO supports you to achieve such maximization. Through the creation of transparency and improvements of processes that a PMO realizes, benefits can be increased against lower cost, with your organization as the winner.
To achieve business goals, processes need to be continuously adjusted to accommodate changed market and/or product environments. Projects help to focus on these changes and support the transition of processes. Specific goals are mostly a mix of the following, each more or less important for the organization. As an example we describe the following case in which the following business goals dominate the project portfolio selection:
Higher Returns on Investment
Speed of Delivery
Cost Reduction
Maintaining Reputation To ensure that these business goals are achieved with maximum Returns on Investment, it is essential that we understand how the performance of the contributing projects impacts the rate of success for each of these goals.
To start the development of the business case for your Project Management Office, we must determine the organization’s business goals and relate each of your projects to these goals. The contribution to each of the business goals will help us to determine how important the projects results eventually are for obtaining the benefits of your business goals. Although the business cases for your projects should include the expected value, it may be hard to derive the monetary contribution of your projects to business goal results. This will especially be the case when the results are expected to be qualitative. When having difficulties to determine the contribution, estimate the additional cost to obtain the business goals when the project would not exist and subtract the project cost.
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Enablers The achievement of business goals is partly driven by internal enablers, each more or less impacting, but typical for your industry or organization type. Understanding the business goals and enablers helps you to determine which functions and resources need to be in place. Some are more important than others and therefor will drive your business case and roadmap.
Now it is time to understand the enablers that drive the success of a project. A project that is time-critical requires different controls and instruments than a project with a high sensitivity for cost overruns. And a project that must ensure high product safety and/or quality standards requires different controls and instruments than a project that drives more efficient sales operations. Project enablers may manifest in many ways and may even change during project execution. Identifying the enablers that drive business results for each of the projects can be done in a relatively straightforward way. For this case study we already know the monetary value of each of the projects to the business results.
Now, we determine for each project the relative impact that
each project enabler may have on the results of these projects.
By multiplying the monetary value of the projects with the relative impact of the enablers it is possible to determine in what extend specific enablers need our focus to prevent that business results are not completely obtained. The figure below reflects that in this case study three project enablers are most likely to impact the business results significantly. The relative impact on the overall potential business results by these three enablers is 56% of all enablers together. These project enablers are:
Cost
Risk
Communications
Hence, a very cost effective way to increase the likelihood that the projects in this case study add maximum value to the related business goals is to focus on the capabilities of the project organization in these three specific areas.
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Depending on the maturity of your organization, other enablers may be eligible for development later in time while the three focus areas are under control. Within a project organization we recognize various functions that support one or more of the project enablers. Many of these functions are often centralized in a Project Management Office or are governed by procedures and standards. In this case study we will now look at these functions and see how we can improve the performance in such way that it is likely that business results are being improved against minimum investment.
Building blocks
By defining building blocks, it becomes easier to identify the typical functions that are needed to maximize the result of your PMO. Some may be present already but not important, others may have to be further developed. The framework can be easily applied in maturity scans to support a balanced organizational development and when defining the business case for a PMO.
The framework that we apply covers the following three types of functions.
Delivery functions
Governance functions
Centre of Excellence functions
For each of the three areas we identify specific PMO functions. Each contributes to one or
more enablers and therefore indirectly drives the achievement of business goals.
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Having identified the enablers for achieving the business objectives in this case study, it is now
possible to determine which building blocks need to be well established, or further developed,
to support maximum effect of the required enablers.
A simple matrix between the chosen enablers and the standard building blocks supports the
insight in required development.
Like we see in the top-3 project enablers, we can easily identify the building blocks on which
we must focus when developing the capabilities of the PMO functions in the project
organization.
For this case study we performed our regular Project Maturity Assessment that comes with our framework. Comparing the maturity assessment with the needed building blocks, we recognize that the overall enabling building blocks do not completely match the maturity level of the organization. Improvement is recommended in the following areas:
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
Issue Management
Change Management
Document Management
Quality Management
Knowledge Management
Rescources By mapping the enablers to the framework of building blocks, we can now determine
which resources are actually required to maximize the effect of the enablers. Each
building block offers a variety of processes, tools and techniques. The rationale to
invest in the development and implementation of any of these resources depends on
the value that it provides to achieving your business goals…
Related to your business goals, specific enablers need to be in place to increase business success. The framework of PMO building blocks offers a variety of resources that can be applied to make the enablers work. The extend of needed resources depends on the influence that a resource has on one or more of the enablers and directly drives the cost side of the business case and the roadmap.
PMI Netherlands 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en
Portfoliomanagers
www.PMI-Netherlands-Chapter.org
While organizations previously believed that a PMO would just be the differentiator,
expectations increased. It is not enough to simply lead governance or monitor methodology.
Instead, a PMO must provide tangible, repeatable, long-term benefits that can be proven
upfront.
The methodology to build a business case for a PMO, as outlined in this case study supports a customization from the start to align with organizational strategy. It prepares for change as corporate strategy shifts.
Furthermore, it is not enough for a PMO to produce results. The PMO must also communicate those results throughout their organization to earn executive support and overcome skepticism. Only by doing so will PMOs be viewed as offering a competitive edge.
About The PMO Company
The PMO Company was founded in 2009 with a vision on project collaboration through tooling and governance. We do that independent of time and location, but also with a specific working model, in which our professionals integrate their hard and soft skills to provide clients the maximum Returns on Investment. Our globally experienced and oriented professionals possess a highly developed sensitivity for cultural differences and work with our clients as partners to obtain business results. For that we apply a framework of building blocks that enables the execution in all aspects of project and service management on operational, tactical, as well as on strategic level. For more information about the PMO Company, please visit our website. If you are interested in following a workshop on this topic with your company, just contact Gerard van Lier.
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