Contents
Presidentrsquos Column 2
Welcome to the May Edition 3
Call for Volunteers Newsletters preparation 3
Our Sponsors 4
Events Calendar 5
Take our PMP Exam Coaching Class Autumn 2014 edition 5
PMI Netherlands Summit 3rd
Edition 6
PMI ndash Agile Certified Practitioner training coming up soon 7
Winning Project Teams workshops 8
Focus on PM Research 8
Agile LIWg White paper Chapter 4 Agile Project Management Leadership 9
Massawa ndash play and learn 10
Call for Volunteers Assistance in development of a Serious Game on Project Management 12
PMBOK Guide Pocket companion in Dutch 13
Recently certified PMI Netherlands members 13
PMI Journals 14
PMIs Communities of Practice Webinars June 14
Letrsquos stay in touch 15
Project Management Humor 16
Get inspired 16
May 2014
Volume 45 Issue 5
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
2
Presidentrsquos Column
Time flies when you are having fun So I must have had plenty of funny as
all of sudden I realize that we are about to enter June What happened to
the past month Somebody must have stolen days or even weekshellip
After challenging project times success was finally there After spending
awfully more time and money and de-scoping we finally delivered the first
part of a new service that is considered to be of strategic importance for
the customer I am working for What a great pleasure to see the first customers picking up
the service without having started promotion yet Looking at it from our profession we broke
every traditional rule known as the golden triangle We deliver month late spent much more
money than was planned for and had to de-scope re-scope and whatever xx-scope to make
it happen When demonstrating the new service to peers I mentioned there it is no more
my principal clearly expressed but it is also no less It looks like that we in this project as
happens in so many projects have crossed the thin line between failure and success This
time we ended at the success site of this line mainly because it was an important step for
my customer hence time and budget constraints were flexible as the customer wanted this
achievement
Every project is by definition unique therefore what defines failure or success is unique as
well Besides project success and failure are very close So that is how we decided to have
this as our Summit 2014 theme (see wwwpmi-netherlands-summitcom) We compiled a
program worthwhile at least considering of attending Seats are still available
Next to the Summit exciting news is that the Dutch translation of the companion to the
PMBOKreg 5th edition is now available It is called PMIrsquos PMBOKreg Guide in een notendop
Volunteers worked together with Van Haren Publishing and there it is yet another
successful project We will officially launch the ldquolittlerdquo book at our Summit so another reason
to participate I would say And then I didnrsquot mention the Spanish translation of this ldquolittle
bookrdquo and the German translation on its way It clearly shows what volunteers within the
PMI community are able to achieve and what I fancy most is that it as little as it is
underlines the global reach of PMI One of the many reason to join this community of
450000+ members worldwide and about 900 members in the Netherlands
Looking forward meeting you at the Summit or one of the other events we are preparing
Cees Pijs President
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
3
Welcome to the May Edition
I have the pleasure to welcome you to the May PMI Netherlands Chapter
Newsletter If you are looking for volunteer opportunities please pay your
attention in our 2 calls for volunteers In this issue again you can enjoy Focus
on PM Research article ndash this time about stress Our Agile Local Interest
working group has prepared for you 4th chapter of the White paper ndash
Leadership in Agile projects We have also few invitations to upcoming events
and of course approaching PMI Netherlands Summit You will also find this
time a short article I wrote about learning through playing games and as
always are waiting for you some news from PMIorg and PM Humor
Call for Volunteers Newsletters preparation
Cover Tulipfield in Holland by BKP
Małgorzata Krakowian Director Marketing and Communications
Editorial Office
Małgorzata Krakowian
Karen Obi
Contact communicationpmi-netherlands-chapterorg
I would like to announce that Im looking for volunteer(s) who would like to help
me with newsletter preparation
I hope you are happy with current quality but I feel there is always a room for
improvement So if you wish to help with putting together next newsletter releases
and enjoy publishing work please contact communicationpmi-netherlands-
chapterorg
In return I promise fun satisfaction my gratitude and some PDUs )
Małgorzata Krakowian Director Marketing and Communication
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
4
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
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
5
Events Calendar
Take our PMP Exam Coaching Class
Autumn 2014 edition We are happy to announce that next PMP Exam Coaching Class will take place on
11 October 1 November 15 November 29 November
Registration for the next PMP Exam Coaching Class is now open
Deadline for registration 24th September 1400
Already certified
Please forward this information to your colleagues
PMI Netherlands Chapter Other
June 2014
12 PMI Netherlands Summit More info
October 2014 11 PMP Exam Coaching Class 14 More info
November 2014 1 PMP Exam Coaching Class 24 More info
15 PMP Exam Coaching Class 34 More info
29 PMP Exam Coaching Class 44 More info
June 2014
10 Northern Star Consulting - Certified ScrumMaster class at Zeist
More info
30 Winning Project Team workshops More info September 2014
10 Threon - CAPM Certification Prep More info
13-14 Risk Zone Summit 2014 (Munich DE) More info
November 2014
13 Synergy 2014 ndash PMI UK Conference (London UK)
More info
26 Threon - Project Portfolio Management More info
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
6
PMI Netherlands Summit 3rd Edition
After the very successful and highly rewarded first two Editions PMI Netherlands Chapter
and CKC Seminars organize the 3rd Edition of PMI Netherlands Summit on June 12th 2014 at
FIGI in Zeist
The program provides high quality content to the project management community
presented by national and international thought leaders and experts with this yearrsquos central
theme
The thin line between project success amp failure
During last month three new sponsors joined us in making the 12th of June an
unforgettable event WIN Project Support AMI-consultancy and Valid
Bernard Roduit (our EMEA chapter mentor) wrote
ldquoOn that date for business reason I would not be available and therefore I
must unfortunately decline your kind invitation I know several keynote
speakers and it will be for sure a great event I wish you the best event possible
and thank you again for the opportunityrdquo
Block this day in your agenda and be part of a great experience for only euro 195 There
are still some tickets available
There is even a possibility to get free ticket FOR EVERY euro 1000 (one thousand Euro)
SPONSOR INCOME YOU RAISED (for example via your employer) YOU WILL BECOME A
FREE ENTRANCE TICKET
So push your organization and be an ambassador for our great Project Management
community
PMI Netherlands Chapter amp CKC Seminars
httpwwwpmi-netherlands-summitcom
Check PMI Netherlands Summit webpage for more information
Visitors of PMI Netherlands Summit
2014 receive a free copy of ldquoTaming Tigers Do things you
never thought you couldrdquo by Jim Lawless
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
7
PMI ndash Agile Certified Practitioner training coming
up soon
In todays businesses managing change has become part of the daily routine Change is evoked by lots of factors like the economic crisis increased competition need to diminish costs changing preferences of customers increasing regulations on social amp safety amp environmental aspects internationalisation impact of new (social) media This dynamic environment and increased complexity makes delivery of successful projects more and more difficult
Failure is often caused by the inability of traditional waterfall based project management methodologies to deal with dynamics The management principle of being in control evokes more and more control mechanisms instead of creating more flexibility The traditional project management approach is too much time-consuming Businesses need to be able to change quickly in order stay competitive Agile project management offers a way out when you are confronted with a highly dynamic project environment
The PMI ndash Agile Certified Practitioner qualification aims to enable project management professionals practicing Agile project management in such a way that it evokes benefits for the business like satisfied customers reduced time to market higher productivity lower wastecosts more involved specialists
Lagant management consultants specialized in project- program- and portfolio management now offers interested project managers and Agile consultants a PMI-ACP training in the Netherlands The training will make participants more familiar with the backgrounds principles methods framework (ao SCRUM XP DSDM) and Agile project life cycle We aim to increase Agile project management skills regarding to delivering business value getting stakeholder commitment active participation of users managing risks structuring an Agile project boosting Agile team performances adaptive planning and control continuous improvement We expect participants to become more aware of the personal leadership and organizational consequences when practicing Agile project management Combining the training experiences with self-study based on our ACP e- learning environment you will be able to participate in the PMI- ACP exam successfully The 3 day ACP training will start in September 2014
See PMI-ACP training details
For more information see wwwlaganteu
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
8
Winning Project Teams workshops
The Winning Project Teams is a highly practical workshop which enables you to use the latest developments in business psychology to create winning working relationships within the project teams and with all project stakeholders During this workshop you will learn about feedback communication and motivation as the key factors of successful collaboration Join the training in Amsterdam on June 30-July 1
For more details visit httpwptstamfordglobalcom
As a PMI Netherlands chapter member you can
save 10 on the tickets if membership is indicated on sign-up
Focus on PM Research
Welcome to the Focus on PM Research column of this Newsletter The idea is to brief you about thought provoking results from investigations about Project Management around the world Sometimes the news item will be brand new sometimes not The purpose is to give you a bench mark to compare your own insights with May 2014 Is working in projects stressful And if it is what are the consequences and what can we do about it Jeffrey Pinto Shariffak Dawood and Mary Beth Pinto investigated these questions through a survey among 353 project managers project engineers project executives project team members and other persons involved in projects Their survey is based on the so-called Demand-Control-Support model The model says in brief when you experience your job as very demanding and when you have little control over when and how you should do the tasks of your job and when you do not get support from your colleagues then it is likely that you feel stressed and that if this situation continues you run the risk of getting a burn out To answer the first question yes the results of this study show that project-based work is stressful The consequences are somewhat different for men and women Men tend to become cynical as a result of job stress Woman tends to become emotionally exhausted Recognize this from your own experience What can we do about it Well the results show that the underlying Demand-Control-Support model operates as expected If job demands increase during the course of a project and you donrsquot want your people to become cynical or emotionally exhausted then take care that their level of control over their work increases and that they support each other in their work How to do that Some of my earlier research suggests one way of increasing levels of control and mutual support And that is by stimulating joint team learning Specific team learning behaviors are for instance exploring the future of the project together reviewing work processes and looking for improvements asking for feedback from stakeholders and
Dr Peter M Storm KennisampCo AMI consultancy
Dr Peter M Storm KennisampCo Ami Consultancy
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
2
Presidentrsquos Column
Time flies when you are having fun So I must have had plenty of funny as
all of sudden I realize that we are about to enter June What happened to
the past month Somebody must have stolen days or even weekshellip
After challenging project times success was finally there After spending
awfully more time and money and de-scoping we finally delivered the first
part of a new service that is considered to be of strategic importance for
the customer I am working for What a great pleasure to see the first customers picking up
the service without having started promotion yet Looking at it from our profession we broke
every traditional rule known as the golden triangle We deliver month late spent much more
money than was planned for and had to de-scope re-scope and whatever xx-scope to make
it happen When demonstrating the new service to peers I mentioned there it is no more
my principal clearly expressed but it is also no less It looks like that we in this project as
happens in so many projects have crossed the thin line between failure and success This
time we ended at the success site of this line mainly because it was an important step for
my customer hence time and budget constraints were flexible as the customer wanted this
achievement
Every project is by definition unique therefore what defines failure or success is unique as
well Besides project success and failure are very close So that is how we decided to have
this as our Summit 2014 theme (see wwwpmi-netherlands-summitcom) We compiled a
program worthwhile at least considering of attending Seats are still available
Next to the Summit exciting news is that the Dutch translation of the companion to the
PMBOKreg 5th edition is now available It is called PMIrsquos PMBOKreg Guide in een notendop
Volunteers worked together with Van Haren Publishing and there it is yet another
successful project We will officially launch the ldquolittlerdquo book at our Summit so another reason
to participate I would say And then I didnrsquot mention the Spanish translation of this ldquolittle
bookrdquo and the German translation on its way It clearly shows what volunteers within the
PMI community are able to achieve and what I fancy most is that it as little as it is
underlines the global reach of PMI One of the many reason to join this community of
450000+ members worldwide and about 900 members in the Netherlands
Looking forward meeting you at the Summit or one of the other events we are preparing
Cees Pijs President
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
3
Welcome to the May Edition
I have the pleasure to welcome you to the May PMI Netherlands Chapter
Newsletter If you are looking for volunteer opportunities please pay your
attention in our 2 calls for volunteers In this issue again you can enjoy Focus
on PM Research article ndash this time about stress Our Agile Local Interest
working group has prepared for you 4th chapter of the White paper ndash
Leadership in Agile projects We have also few invitations to upcoming events
and of course approaching PMI Netherlands Summit You will also find this
time a short article I wrote about learning through playing games and as
always are waiting for you some news from PMIorg and PM Humor
Call for Volunteers Newsletters preparation
Cover Tulipfield in Holland by BKP
Małgorzata Krakowian Director Marketing and Communications
Editorial Office
Małgorzata Krakowian
Karen Obi
Contact communicationpmi-netherlands-chapterorg
I would like to announce that Im looking for volunteer(s) who would like to help
me with newsletter preparation
I hope you are happy with current quality but I feel there is always a room for
improvement So if you wish to help with putting together next newsletter releases
and enjoy publishing work please contact communicationpmi-netherlands-
chapterorg
In return I promise fun satisfaction my gratitude and some PDUs )
Małgorzata Krakowian Director Marketing and Communication
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
4
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
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
5
Events Calendar
Take our PMP Exam Coaching Class
Autumn 2014 edition We are happy to announce that next PMP Exam Coaching Class will take place on
11 October 1 November 15 November 29 November
Registration for the next PMP Exam Coaching Class is now open
Deadline for registration 24th September 1400
Already certified
Please forward this information to your colleagues
PMI Netherlands Chapter Other
June 2014
12 PMI Netherlands Summit More info
October 2014 11 PMP Exam Coaching Class 14 More info
November 2014 1 PMP Exam Coaching Class 24 More info
15 PMP Exam Coaching Class 34 More info
29 PMP Exam Coaching Class 44 More info
June 2014
10 Northern Star Consulting - Certified ScrumMaster class at Zeist
More info
30 Winning Project Team workshops More info September 2014
10 Threon - CAPM Certification Prep More info
13-14 Risk Zone Summit 2014 (Munich DE) More info
November 2014
13 Synergy 2014 ndash PMI UK Conference (London UK)
More info
26 Threon - Project Portfolio Management More info
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
6
PMI Netherlands Summit 3rd Edition
After the very successful and highly rewarded first two Editions PMI Netherlands Chapter
and CKC Seminars organize the 3rd Edition of PMI Netherlands Summit on June 12th 2014 at
FIGI in Zeist
The program provides high quality content to the project management community
presented by national and international thought leaders and experts with this yearrsquos central
theme
The thin line between project success amp failure
During last month three new sponsors joined us in making the 12th of June an
unforgettable event WIN Project Support AMI-consultancy and Valid
Bernard Roduit (our EMEA chapter mentor) wrote
ldquoOn that date for business reason I would not be available and therefore I
must unfortunately decline your kind invitation I know several keynote
speakers and it will be for sure a great event I wish you the best event possible
and thank you again for the opportunityrdquo
Block this day in your agenda and be part of a great experience for only euro 195 There
are still some tickets available
There is even a possibility to get free ticket FOR EVERY euro 1000 (one thousand Euro)
SPONSOR INCOME YOU RAISED (for example via your employer) YOU WILL BECOME A
FREE ENTRANCE TICKET
So push your organization and be an ambassador for our great Project Management
community
PMI Netherlands Chapter amp CKC Seminars
httpwwwpmi-netherlands-summitcom
Check PMI Netherlands Summit webpage for more information
Visitors of PMI Netherlands Summit
2014 receive a free copy of ldquoTaming Tigers Do things you
never thought you couldrdquo by Jim Lawless
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
7
PMI ndash Agile Certified Practitioner training coming
up soon
In todays businesses managing change has become part of the daily routine Change is evoked by lots of factors like the economic crisis increased competition need to diminish costs changing preferences of customers increasing regulations on social amp safety amp environmental aspects internationalisation impact of new (social) media This dynamic environment and increased complexity makes delivery of successful projects more and more difficult
Failure is often caused by the inability of traditional waterfall based project management methodologies to deal with dynamics The management principle of being in control evokes more and more control mechanisms instead of creating more flexibility The traditional project management approach is too much time-consuming Businesses need to be able to change quickly in order stay competitive Agile project management offers a way out when you are confronted with a highly dynamic project environment
The PMI ndash Agile Certified Practitioner qualification aims to enable project management professionals practicing Agile project management in such a way that it evokes benefits for the business like satisfied customers reduced time to market higher productivity lower wastecosts more involved specialists
Lagant management consultants specialized in project- program- and portfolio management now offers interested project managers and Agile consultants a PMI-ACP training in the Netherlands The training will make participants more familiar with the backgrounds principles methods framework (ao SCRUM XP DSDM) and Agile project life cycle We aim to increase Agile project management skills regarding to delivering business value getting stakeholder commitment active participation of users managing risks structuring an Agile project boosting Agile team performances adaptive planning and control continuous improvement We expect participants to become more aware of the personal leadership and organizational consequences when practicing Agile project management Combining the training experiences with self-study based on our ACP e- learning environment you will be able to participate in the PMI- ACP exam successfully The 3 day ACP training will start in September 2014
See PMI-ACP training details
For more information see wwwlaganteu
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
8
Winning Project Teams workshops
The Winning Project Teams is a highly practical workshop which enables you to use the latest developments in business psychology to create winning working relationships within the project teams and with all project stakeholders During this workshop you will learn about feedback communication and motivation as the key factors of successful collaboration Join the training in Amsterdam on June 30-July 1
For more details visit httpwptstamfordglobalcom
As a PMI Netherlands chapter member you can
save 10 on the tickets if membership is indicated on sign-up
Focus on PM Research
Welcome to the Focus on PM Research column of this Newsletter The idea is to brief you about thought provoking results from investigations about Project Management around the world Sometimes the news item will be brand new sometimes not The purpose is to give you a bench mark to compare your own insights with May 2014 Is working in projects stressful And if it is what are the consequences and what can we do about it Jeffrey Pinto Shariffak Dawood and Mary Beth Pinto investigated these questions through a survey among 353 project managers project engineers project executives project team members and other persons involved in projects Their survey is based on the so-called Demand-Control-Support model The model says in brief when you experience your job as very demanding and when you have little control over when and how you should do the tasks of your job and when you do not get support from your colleagues then it is likely that you feel stressed and that if this situation continues you run the risk of getting a burn out To answer the first question yes the results of this study show that project-based work is stressful The consequences are somewhat different for men and women Men tend to become cynical as a result of job stress Woman tends to become emotionally exhausted Recognize this from your own experience What can we do about it Well the results show that the underlying Demand-Control-Support model operates as expected If job demands increase during the course of a project and you donrsquot want your people to become cynical or emotionally exhausted then take care that their level of control over their work increases and that they support each other in their work How to do that Some of my earlier research suggests one way of increasing levels of control and mutual support And that is by stimulating joint team learning Specific team learning behaviors are for instance exploring the future of the project together reviewing work processes and looking for improvements asking for feedback from stakeholders and
Dr Peter M Storm KennisampCo AMI consultancy
Dr Peter M Storm KennisampCo Ami Consultancy
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
3
Welcome to the May Edition
I have the pleasure to welcome you to the May PMI Netherlands Chapter
Newsletter If you are looking for volunteer opportunities please pay your
attention in our 2 calls for volunteers In this issue again you can enjoy Focus
on PM Research article ndash this time about stress Our Agile Local Interest
working group has prepared for you 4th chapter of the White paper ndash
Leadership in Agile projects We have also few invitations to upcoming events
and of course approaching PMI Netherlands Summit You will also find this
time a short article I wrote about learning through playing games and as
always are waiting for you some news from PMIorg and PM Humor
Call for Volunteers Newsletters preparation
Cover Tulipfield in Holland by BKP
Małgorzata Krakowian Director Marketing and Communications
Editorial Office
Małgorzata Krakowian
Karen Obi
Contact communicationpmi-netherlands-chapterorg
I would like to announce that Im looking for volunteer(s) who would like to help
me with newsletter preparation
I hope you are happy with current quality but I feel there is always a room for
improvement So if you wish to help with putting together next newsletter releases
and enjoy publishing work please contact communicationpmi-netherlands-
chapterorg
In return I promise fun satisfaction my gratitude and some PDUs )
Małgorzata Krakowian Director Marketing and Communication
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
4
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
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
5
Events Calendar
Take our PMP Exam Coaching Class
Autumn 2014 edition We are happy to announce that next PMP Exam Coaching Class will take place on
11 October 1 November 15 November 29 November
Registration for the next PMP Exam Coaching Class is now open
Deadline for registration 24th September 1400
Already certified
Please forward this information to your colleagues
PMI Netherlands Chapter Other
June 2014
12 PMI Netherlands Summit More info
October 2014 11 PMP Exam Coaching Class 14 More info
November 2014 1 PMP Exam Coaching Class 24 More info
15 PMP Exam Coaching Class 34 More info
29 PMP Exam Coaching Class 44 More info
June 2014
10 Northern Star Consulting - Certified ScrumMaster class at Zeist
More info
30 Winning Project Team workshops More info September 2014
10 Threon - CAPM Certification Prep More info
13-14 Risk Zone Summit 2014 (Munich DE) More info
November 2014
13 Synergy 2014 ndash PMI UK Conference (London UK)
More info
26 Threon - Project Portfolio Management More info
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
6
PMI Netherlands Summit 3rd Edition
After the very successful and highly rewarded first two Editions PMI Netherlands Chapter
and CKC Seminars organize the 3rd Edition of PMI Netherlands Summit on June 12th 2014 at
FIGI in Zeist
The program provides high quality content to the project management community
presented by national and international thought leaders and experts with this yearrsquos central
theme
The thin line between project success amp failure
During last month three new sponsors joined us in making the 12th of June an
unforgettable event WIN Project Support AMI-consultancy and Valid
Bernard Roduit (our EMEA chapter mentor) wrote
ldquoOn that date for business reason I would not be available and therefore I
must unfortunately decline your kind invitation I know several keynote
speakers and it will be for sure a great event I wish you the best event possible
and thank you again for the opportunityrdquo
Block this day in your agenda and be part of a great experience for only euro 195 There
are still some tickets available
There is even a possibility to get free ticket FOR EVERY euro 1000 (one thousand Euro)
SPONSOR INCOME YOU RAISED (for example via your employer) YOU WILL BECOME A
FREE ENTRANCE TICKET
So push your organization and be an ambassador for our great Project Management
community
PMI Netherlands Chapter amp CKC Seminars
httpwwwpmi-netherlands-summitcom
Check PMI Netherlands Summit webpage for more information
Visitors of PMI Netherlands Summit
2014 receive a free copy of ldquoTaming Tigers Do things you
never thought you couldrdquo by Jim Lawless
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
7
PMI ndash Agile Certified Practitioner training coming
up soon
In todays businesses managing change has become part of the daily routine Change is evoked by lots of factors like the economic crisis increased competition need to diminish costs changing preferences of customers increasing regulations on social amp safety amp environmental aspects internationalisation impact of new (social) media This dynamic environment and increased complexity makes delivery of successful projects more and more difficult
Failure is often caused by the inability of traditional waterfall based project management methodologies to deal with dynamics The management principle of being in control evokes more and more control mechanisms instead of creating more flexibility The traditional project management approach is too much time-consuming Businesses need to be able to change quickly in order stay competitive Agile project management offers a way out when you are confronted with a highly dynamic project environment
The PMI ndash Agile Certified Practitioner qualification aims to enable project management professionals practicing Agile project management in such a way that it evokes benefits for the business like satisfied customers reduced time to market higher productivity lower wastecosts more involved specialists
Lagant management consultants specialized in project- program- and portfolio management now offers interested project managers and Agile consultants a PMI-ACP training in the Netherlands The training will make participants more familiar with the backgrounds principles methods framework (ao SCRUM XP DSDM) and Agile project life cycle We aim to increase Agile project management skills regarding to delivering business value getting stakeholder commitment active participation of users managing risks structuring an Agile project boosting Agile team performances adaptive planning and control continuous improvement We expect participants to become more aware of the personal leadership and organizational consequences when practicing Agile project management Combining the training experiences with self-study based on our ACP e- learning environment you will be able to participate in the PMI- ACP exam successfully The 3 day ACP training will start in September 2014
See PMI-ACP training details
For more information see wwwlaganteu
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
8
Winning Project Teams workshops
The Winning Project Teams is a highly practical workshop which enables you to use the latest developments in business psychology to create winning working relationships within the project teams and with all project stakeholders During this workshop you will learn about feedback communication and motivation as the key factors of successful collaboration Join the training in Amsterdam on June 30-July 1
For more details visit httpwptstamfordglobalcom
As a PMI Netherlands chapter member you can
save 10 on the tickets if membership is indicated on sign-up
Focus on PM Research
Welcome to the Focus on PM Research column of this Newsletter The idea is to brief you about thought provoking results from investigations about Project Management around the world Sometimes the news item will be brand new sometimes not The purpose is to give you a bench mark to compare your own insights with May 2014 Is working in projects stressful And if it is what are the consequences and what can we do about it Jeffrey Pinto Shariffak Dawood and Mary Beth Pinto investigated these questions through a survey among 353 project managers project engineers project executives project team members and other persons involved in projects Their survey is based on the so-called Demand-Control-Support model The model says in brief when you experience your job as very demanding and when you have little control over when and how you should do the tasks of your job and when you do not get support from your colleagues then it is likely that you feel stressed and that if this situation continues you run the risk of getting a burn out To answer the first question yes the results of this study show that project-based work is stressful The consequences are somewhat different for men and women Men tend to become cynical as a result of job stress Woman tends to become emotionally exhausted Recognize this from your own experience What can we do about it Well the results show that the underlying Demand-Control-Support model operates as expected If job demands increase during the course of a project and you donrsquot want your people to become cynical or emotionally exhausted then take care that their level of control over their work increases and that they support each other in their work How to do that Some of my earlier research suggests one way of increasing levels of control and mutual support And that is by stimulating joint team learning Specific team learning behaviors are for instance exploring the future of the project together reviewing work processes and looking for improvements asking for feedback from stakeholders and
Dr Peter M Storm KennisampCo AMI consultancy
Dr Peter M Storm KennisampCo Ami Consultancy
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
4
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
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
5
Events Calendar
Take our PMP Exam Coaching Class
Autumn 2014 edition We are happy to announce that next PMP Exam Coaching Class will take place on
11 October 1 November 15 November 29 November
Registration for the next PMP Exam Coaching Class is now open
Deadline for registration 24th September 1400
Already certified
Please forward this information to your colleagues
PMI Netherlands Chapter Other
June 2014
12 PMI Netherlands Summit More info
October 2014 11 PMP Exam Coaching Class 14 More info
November 2014 1 PMP Exam Coaching Class 24 More info
15 PMP Exam Coaching Class 34 More info
29 PMP Exam Coaching Class 44 More info
June 2014
10 Northern Star Consulting - Certified ScrumMaster class at Zeist
More info
30 Winning Project Team workshops More info September 2014
10 Threon - CAPM Certification Prep More info
13-14 Risk Zone Summit 2014 (Munich DE) More info
November 2014
13 Synergy 2014 ndash PMI UK Conference (London UK)
More info
26 Threon - Project Portfolio Management More info
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
6
PMI Netherlands Summit 3rd Edition
After the very successful and highly rewarded first two Editions PMI Netherlands Chapter
and CKC Seminars organize the 3rd Edition of PMI Netherlands Summit on June 12th 2014 at
FIGI in Zeist
The program provides high quality content to the project management community
presented by national and international thought leaders and experts with this yearrsquos central
theme
The thin line between project success amp failure
During last month three new sponsors joined us in making the 12th of June an
unforgettable event WIN Project Support AMI-consultancy and Valid
Bernard Roduit (our EMEA chapter mentor) wrote
ldquoOn that date for business reason I would not be available and therefore I
must unfortunately decline your kind invitation I know several keynote
speakers and it will be for sure a great event I wish you the best event possible
and thank you again for the opportunityrdquo
Block this day in your agenda and be part of a great experience for only euro 195 There
are still some tickets available
There is even a possibility to get free ticket FOR EVERY euro 1000 (one thousand Euro)
SPONSOR INCOME YOU RAISED (for example via your employer) YOU WILL BECOME A
FREE ENTRANCE TICKET
So push your organization and be an ambassador for our great Project Management
community
PMI Netherlands Chapter amp CKC Seminars
httpwwwpmi-netherlands-summitcom
Check PMI Netherlands Summit webpage for more information
Visitors of PMI Netherlands Summit
2014 receive a free copy of ldquoTaming Tigers Do things you
never thought you couldrdquo by Jim Lawless
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
7
PMI ndash Agile Certified Practitioner training coming
up soon
In todays businesses managing change has become part of the daily routine Change is evoked by lots of factors like the economic crisis increased competition need to diminish costs changing preferences of customers increasing regulations on social amp safety amp environmental aspects internationalisation impact of new (social) media This dynamic environment and increased complexity makes delivery of successful projects more and more difficult
Failure is often caused by the inability of traditional waterfall based project management methodologies to deal with dynamics The management principle of being in control evokes more and more control mechanisms instead of creating more flexibility The traditional project management approach is too much time-consuming Businesses need to be able to change quickly in order stay competitive Agile project management offers a way out when you are confronted with a highly dynamic project environment
The PMI ndash Agile Certified Practitioner qualification aims to enable project management professionals practicing Agile project management in such a way that it evokes benefits for the business like satisfied customers reduced time to market higher productivity lower wastecosts more involved specialists
Lagant management consultants specialized in project- program- and portfolio management now offers interested project managers and Agile consultants a PMI-ACP training in the Netherlands The training will make participants more familiar with the backgrounds principles methods framework (ao SCRUM XP DSDM) and Agile project life cycle We aim to increase Agile project management skills regarding to delivering business value getting stakeholder commitment active participation of users managing risks structuring an Agile project boosting Agile team performances adaptive planning and control continuous improvement We expect participants to become more aware of the personal leadership and organizational consequences when practicing Agile project management Combining the training experiences with self-study based on our ACP e- learning environment you will be able to participate in the PMI- ACP exam successfully The 3 day ACP training will start in September 2014
See PMI-ACP training details
For more information see wwwlaganteu
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
8
Winning Project Teams workshops
The Winning Project Teams is a highly practical workshop which enables you to use the latest developments in business psychology to create winning working relationships within the project teams and with all project stakeholders During this workshop you will learn about feedback communication and motivation as the key factors of successful collaboration Join the training in Amsterdam on June 30-July 1
For more details visit httpwptstamfordglobalcom
As a PMI Netherlands chapter member you can
save 10 on the tickets if membership is indicated on sign-up
Focus on PM Research
Welcome to the Focus on PM Research column of this Newsletter The idea is to brief you about thought provoking results from investigations about Project Management around the world Sometimes the news item will be brand new sometimes not The purpose is to give you a bench mark to compare your own insights with May 2014 Is working in projects stressful And if it is what are the consequences and what can we do about it Jeffrey Pinto Shariffak Dawood and Mary Beth Pinto investigated these questions through a survey among 353 project managers project engineers project executives project team members and other persons involved in projects Their survey is based on the so-called Demand-Control-Support model The model says in brief when you experience your job as very demanding and when you have little control over when and how you should do the tasks of your job and when you do not get support from your colleagues then it is likely that you feel stressed and that if this situation continues you run the risk of getting a burn out To answer the first question yes the results of this study show that project-based work is stressful The consequences are somewhat different for men and women Men tend to become cynical as a result of job stress Woman tends to become emotionally exhausted Recognize this from your own experience What can we do about it Well the results show that the underlying Demand-Control-Support model operates as expected If job demands increase during the course of a project and you donrsquot want your people to become cynical or emotionally exhausted then take care that their level of control over their work increases and that they support each other in their work How to do that Some of my earlier research suggests one way of increasing levels of control and mutual support And that is by stimulating joint team learning Specific team learning behaviors are for instance exploring the future of the project together reviewing work processes and looking for improvements asking for feedback from stakeholders and
Dr Peter M Storm KennisampCo AMI consultancy
Dr Peter M Storm KennisampCo Ami Consultancy
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
5
Events Calendar
Take our PMP Exam Coaching Class
Autumn 2014 edition We are happy to announce that next PMP Exam Coaching Class will take place on
11 October 1 November 15 November 29 November
Registration for the next PMP Exam Coaching Class is now open
Deadline for registration 24th September 1400
Already certified
Please forward this information to your colleagues
PMI Netherlands Chapter Other
June 2014
12 PMI Netherlands Summit More info
October 2014 11 PMP Exam Coaching Class 14 More info
November 2014 1 PMP Exam Coaching Class 24 More info
15 PMP Exam Coaching Class 34 More info
29 PMP Exam Coaching Class 44 More info
June 2014
10 Northern Star Consulting - Certified ScrumMaster class at Zeist
More info
30 Winning Project Team workshops More info September 2014
10 Threon - CAPM Certification Prep More info
13-14 Risk Zone Summit 2014 (Munich DE) More info
November 2014
13 Synergy 2014 ndash PMI UK Conference (London UK)
More info
26 Threon - Project Portfolio Management More info
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
6
PMI Netherlands Summit 3rd Edition
After the very successful and highly rewarded first two Editions PMI Netherlands Chapter
and CKC Seminars organize the 3rd Edition of PMI Netherlands Summit on June 12th 2014 at
FIGI in Zeist
The program provides high quality content to the project management community
presented by national and international thought leaders and experts with this yearrsquos central
theme
The thin line between project success amp failure
During last month three new sponsors joined us in making the 12th of June an
unforgettable event WIN Project Support AMI-consultancy and Valid
Bernard Roduit (our EMEA chapter mentor) wrote
ldquoOn that date for business reason I would not be available and therefore I
must unfortunately decline your kind invitation I know several keynote
speakers and it will be for sure a great event I wish you the best event possible
and thank you again for the opportunityrdquo
Block this day in your agenda and be part of a great experience for only euro 195 There
are still some tickets available
There is even a possibility to get free ticket FOR EVERY euro 1000 (one thousand Euro)
SPONSOR INCOME YOU RAISED (for example via your employer) YOU WILL BECOME A
FREE ENTRANCE TICKET
So push your organization and be an ambassador for our great Project Management
community
PMI Netherlands Chapter amp CKC Seminars
httpwwwpmi-netherlands-summitcom
Check PMI Netherlands Summit webpage for more information
Visitors of PMI Netherlands Summit
2014 receive a free copy of ldquoTaming Tigers Do things you
never thought you couldrdquo by Jim Lawless
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
7
PMI ndash Agile Certified Practitioner training coming
up soon
In todays businesses managing change has become part of the daily routine Change is evoked by lots of factors like the economic crisis increased competition need to diminish costs changing preferences of customers increasing regulations on social amp safety amp environmental aspects internationalisation impact of new (social) media This dynamic environment and increased complexity makes delivery of successful projects more and more difficult
Failure is often caused by the inability of traditional waterfall based project management methodologies to deal with dynamics The management principle of being in control evokes more and more control mechanisms instead of creating more flexibility The traditional project management approach is too much time-consuming Businesses need to be able to change quickly in order stay competitive Agile project management offers a way out when you are confronted with a highly dynamic project environment
The PMI ndash Agile Certified Practitioner qualification aims to enable project management professionals practicing Agile project management in such a way that it evokes benefits for the business like satisfied customers reduced time to market higher productivity lower wastecosts more involved specialists
Lagant management consultants specialized in project- program- and portfolio management now offers interested project managers and Agile consultants a PMI-ACP training in the Netherlands The training will make participants more familiar with the backgrounds principles methods framework (ao SCRUM XP DSDM) and Agile project life cycle We aim to increase Agile project management skills regarding to delivering business value getting stakeholder commitment active participation of users managing risks structuring an Agile project boosting Agile team performances adaptive planning and control continuous improvement We expect participants to become more aware of the personal leadership and organizational consequences when practicing Agile project management Combining the training experiences with self-study based on our ACP e- learning environment you will be able to participate in the PMI- ACP exam successfully The 3 day ACP training will start in September 2014
See PMI-ACP training details
For more information see wwwlaganteu
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
8
Winning Project Teams workshops
The Winning Project Teams is a highly practical workshop which enables you to use the latest developments in business psychology to create winning working relationships within the project teams and with all project stakeholders During this workshop you will learn about feedback communication and motivation as the key factors of successful collaboration Join the training in Amsterdam on June 30-July 1
For more details visit httpwptstamfordglobalcom
As a PMI Netherlands chapter member you can
save 10 on the tickets if membership is indicated on sign-up
Focus on PM Research
Welcome to the Focus on PM Research column of this Newsletter The idea is to brief you about thought provoking results from investigations about Project Management around the world Sometimes the news item will be brand new sometimes not The purpose is to give you a bench mark to compare your own insights with May 2014 Is working in projects stressful And if it is what are the consequences and what can we do about it Jeffrey Pinto Shariffak Dawood and Mary Beth Pinto investigated these questions through a survey among 353 project managers project engineers project executives project team members and other persons involved in projects Their survey is based on the so-called Demand-Control-Support model The model says in brief when you experience your job as very demanding and when you have little control over when and how you should do the tasks of your job and when you do not get support from your colleagues then it is likely that you feel stressed and that if this situation continues you run the risk of getting a burn out To answer the first question yes the results of this study show that project-based work is stressful The consequences are somewhat different for men and women Men tend to become cynical as a result of job stress Woman tends to become emotionally exhausted Recognize this from your own experience What can we do about it Well the results show that the underlying Demand-Control-Support model operates as expected If job demands increase during the course of a project and you donrsquot want your people to become cynical or emotionally exhausted then take care that their level of control over their work increases and that they support each other in their work How to do that Some of my earlier research suggests one way of increasing levels of control and mutual support And that is by stimulating joint team learning Specific team learning behaviors are for instance exploring the future of the project together reviewing work processes and looking for improvements asking for feedback from stakeholders and
Dr Peter M Storm KennisampCo AMI consultancy
Dr Peter M Storm KennisampCo Ami Consultancy
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
6
PMI Netherlands Summit 3rd Edition
After the very successful and highly rewarded first two Editions PMI Netherlands Chapter
and CKC Seminars organize the 3rd Edition of PMI Netherlands Summit on June 12th 2014 at
FIGI in Zeist
The program provides high quality content to the project management community
presented by national and international thought leaders and experts with this yearrsquos central
theme
The thin line between project success amp failure
During last month three new sponsors joined us in making the 12th of June an
unforgettable event WIN Project Support AMI-consultancy and Valid
Bernard Roduit (our EMEA chapter mentor) wrote
ldquoOn that date for business reason I would not be available and therefore I
must unfortunately decline your kind invitation I know several keynote
speakers and it will be for sure a great event I wish you the best event possible
and thank you again for the opportunityrdquo
Block this day in your agenda and be part of a great experience for only euro 195 There
are still some tickets available
There is even a possibility to get free ticket FOR EVERY euro 1000 (one thousand Euro)
SPONSOR INCOME YOU RAISED (for example via your employer) YOU WILL BECOME A
FREE ENTRANCE TICKET
So push your organization and be an ambassador for our great Project Management
community
PMI Netherlands Chapter amp CKC Seminars
httpwwwpmi-netherlands-summitcom
Check PMI Netherlands Summit webpage for more information
Visitors of PMI Netherlands Summit
2014 receive a free copy of ldquoTaming Tigers Do things you
never thought you couldrdquo by Jim Lawless
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
7
PMI ndash Agile Certified Practitioner training coming
up soon
In todays businesses managing change has become part of the daily routine Change is evoked by lots of factors like the economic crisis increased competition need to diminish costs changing preferences of customers increasing regulations on social amp safety amp environmental aspects internationalisation impact of new (social) media This dynamic environment and increased complexity makes delivery of successful projects more and more difficult
Failure is often caused by the inability of traditional waterfall based project management methodologies to deal with dynamics The management principle of being in control evokes more and more control mechanisms instead of creating more flexibility The traditional project management approach is too much time-consuming Businesses need to be able to change quickly in order stay competitive Agile project management offers a way out when you are confronted with a highly dynamic project environment
The PMI ndash Agile Certified Practitioner qualification aims to enable project management professionals practicing Agile project management in such a way that it evokes benefits for the business like satisfied customers reduced time to market higher productivity lower wastecosts more involved specialists
Lagant management consultants specialized in project- program- and portfolio management now offers interested project managers and Agile consultants a PMI-ACP training in the Netherlands The training will make participants more familiar with the backgrounds principles methods framework (ao SCRUM XP DSDM) and Agile project life cycle We aim to increase Agile project management skills regarding to delivering business value getting stakeholder commitment active participation of users managing risks structuring an Agile project boosting Agile team performances adaptive planning and control continuous improvement We expect participants to become more aware of the personal leadership and organizational consequences when practicing Agile project management Combining the training experiences with self-study based on our ACP e- learning environment you will be able to participate in the PMI- ACP exam successfully The 3 day ACP training will start in September 2014
See PMI-ACP training details
For more information see wwwlaganteu
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
8
Winning Project Teams workshops
The Winning Project Teams is a highly practical workshop which enables you to use the latest developments in business psychology to create winning working relationships within the project teams and with all project stakeholders During this workshop you will learn about feedback communication and motivation as the key factors of successful collaboration Join the training in Amsterdam on June 30-July 1
For more details visit httpwptstamfordglobalcom
As a PMI Netherlands chapter member you can
save 10 on the tickets if membership is indicated on sign-up
Focus on PM Research
Welcome to the Focus on PM Research column of this Newsletter The idea is to brief you about thought provoking results from investigations about Project Management around the world Sometimes the news item will be brand new sometimes not The purpose is to give you a bench mark to compare your own insights with May 2014 Is working in projects stressful And if it is what are the consequences and what can we do about it Jeffrey Pinto Shariffak Dawood and Mary Beth Pinto investigated these questions through a survey among 353 project managers project engineers project executives project team members and other persons involved in projects Their survey is based on the so-called Demand-Control-Support model The model says in brief when you experience your job as very demanding and when you have little control over when and how you should do the tasks of your job and when you do not get support from your colleagues then it is likely that you feel stressed and that if this situation continues you run the risk of getting a burn out To answer the first question yes the results of this study show that project-based work is stressful The consequences are somewhat different for men and women Men tend to become cynical as a result of job stress Woman tends to become emotionally exhausted Recognize this from your own experience What can we do about it Well the results show that the underlying Demand-Control-Support model operates as expected If job demands increase during the course of a project and you donrsquot want your people to become cynical or emotionally exhausted then take care that their level of control over their work increases and that they support each other in their work How to do that Some of my earlier research suggests one way of increasing levels of control and mutual support And that is by stimulating joint team learning Specific team learning behaviors are for instance exploring the future of the project together reviewing work processes and looking for improvements asking for feedback from stakeholders and
Dr Peter M Storm KennisampCo AMI consultancy
Dr Peter M Storm KennisampCo Ami Consultancy
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
7
PMI ndash Agile Certified Practitioner training coming
up soon
In todays businesses managing change has become part of the daily routine Change is evoked by lots of factors like the economic crisis increased competition need to diminish costs changing preferences of customers increasing regulations on social amp safety amp environmental aspects internationalisation impact of new (social) media This dynamic environment and increased complexity makes delivery of successful projects more and more difficult
Failure is often caused by the inability of traditional waterfall based project management methodologies to deal with dynamics The management principle of being in control evokes more and more control mechanisms instead of creating more flexibility The traditional project management approach is too much time-consuming Businesses need to be able to change quickly in order stay competitive Agile project management offers a way out when you are confronted with a highly dynamic project environment
The PMI ndash Agile Certified Practitioner qualification aims to enable project management professionals practicing Agile project management in such a way that it evokes benefits for the business like satisfied customers reduced time to market higher productivity lower wastecosts more involved specialists
Lagant management consultants specialized in project- program- and portfolio management now offers interested project managers and Agile consultants a PMI-ACP training in the Netherlands The training will make participants more familiar with the backgrounds principles methods framework (ao SCRUM XP DSDM) and Agile project life cycle We aim to increase Agile project management skills regarding to delivering business value getting stakeholder commitment active participation of users managing risks structuring an Agile project boosting Agile team performances adaptive planning and control continuous improvement We expect participants to become more aware of the personal leadership and organizational consequences when practicing Agile project management Combining the training experiences with self-study based on our ACP e- learning environment you will be able to participate in the PMI- ACP exam successfully The 3 day ACP training will start in September 2014
See PMI-ACP training details
For more information see wwwlaganteu
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
8
Winning Project Teams workshops
The Winning Project Teams is a highly practical workshop which enables you to use the latest developments in business psychology to create winning working relationships within the project teams and with all project stakeholders During this workshop you will learn about feedback communication and motivation as the key factors of successful collaboration Join the training in Amsterdam on June 30-July 1
For more details visit httpwptstamfordglobalcom
As a PMI Netherlands chapter member you can
save 10 on the tickets if membership is indicated on sign-up
Focus on PM Research
Welcome to the Focus on PM Research column of this Newsletter The idea is to brief you about thought provoking results from investigations about Project Management around the world Sometimes the news item will be brand new sometimes not The purpose is to give you a bench mark to compare your own insights with May 2014 Is working in projects stressful And if it is what are the consequences and what can we do about it Jeffrey Pinto Shariffak Dawood and Mary Beth Pinto investigated these questions through a survey among 353 project managers project engineers project executives project team members and other persons involved in projects Their survey is based on the so-called Demand-Control-Support model The model says in brief when you experience your job as very demanding and when you have little control over when and how you should do the tasks of your job and when you do not get support from your colleagues then it is likely that you feel stressed and that if this situation continues you run the risk of getting a burn out To answer the first question yes the results of this study show that project-based work is stressful The consequences are somewhat different for men and women Men tend to become cynical as a result of job stress Woman tends to become emotionally exhausted Recognize this from your own experience What can we do about it Well the results show that the underlying Demand-Control-Support model operates as expected If job demands increase during the course of a project and you donrsquot want your people to become cynical or emotionally exhausted then take care that their level of control over their work increases and that they support each other in their work How to do that Some of my earlier research suggests one way of increasing levels of control and mutual support And that is by stimulating joint team learning Specific team learning behaviors are for instance exploring the future of the project together reviewing work processes and looking for improvements asking for feedback from stakeholders and
Dr Peter M Storm KennisampCo AMI consultancy
Dr Peter M Storm KennisampCo Ami Consultancy
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
8
Winning Project Teams workshops
The Winning Project Teams is a highly practical workshop which enables you to use the latest developments in business psychology to create winning working relationships within the project teams and with all project stakeholders During this workshop you will learn about feedback communication and motivation as the key factors of successful collaboration Join the training in Amsterdam on June 30-July 1
For more details visit httpwptstamfordglobalcom
As a PMI Netherlands chapter member you can
save 10 on the tickets if membership is indicated on sign-up
Focus on PM Research
Welcome to the Focus on PM Research column of this Newsletter The idea is to brief you about thought provoking results from investigations about Project Management around the world Sometimes the news item will be brand new sometimes not The purpose is to give you a bench mark to compare your own insights with May 2014 Is working in projects stressful And if it is what are the consequences and what can we do about it Jeffrey Pinto Shariffak Dawood and Mary Beth Pinto investigated these questions through a survey among 353 project managers project engineers project executives project team members and other persons involved in projects Their survey is based on the so-called Demand-Control-Support model The model says in brief when you experience your job as very demanding and when you have little control over when and how you should do the tasks of your job and when you do not get support from your colleagues then it is likely that you feel stressed and that if this situation continues you run the risk of getting a burn out To answer the first question yes the results of this study show that project-based work is stressful The consequences are somewhat different for men and women Men tend to become cynical as a result of job stress Woman tends to become emotionally exhausted Recognize this from your own experience What can we do about it Well the results show that the underlying Demand-Control-Support model operates as expected If job demands increase during the course of a project and you donrsquot want your people to become cynical or emotionally exhausted then take care that their level of control over their work increases and that they support each other in their work How to do that Some of my earlier research suggests one way of increasing levels of control and mutual support And that is by stimulating joint team learning Specific team learning behaviors are for instance exploring the future of the project together reviewing work processes and looking for improvements asking for feedback from stakeholders and
Dr Peter M Storm KennisampCo AMI consultancy
Dr Peter M Storm KennisampCo Ami Consultancy
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
9
experimenting with new solutions Of course it takes time to implement team learning practices in your project and that may increase the job demand level a bit But if you do yoursquoll see that both job control and mutual support will increase much more Pinto Dawood and Pinto ldquoProject management and burnoutrdquo International Journal of Project Management 2014 issue 4 p 578-589
Storm P Savelsbergh C amp Kuipers BS Learning For Success How Team Learning Behaviors Can Help Project Teams To Increase The Performance Of Their Projects Newton Square Project Management Institute 2010
Regards and hellip keep those stress levels down
Peter Storm
peterkennisenconl wwwami-consultancynl
Agile LIWg White paper Chapter 4 Agile Project
Management Leadership
When answering previous questions on when and how to apply Agile as a successful project management method we have asserted that leadership is important in projects that have to be run in a highly dynamic environment This is not so much about ldquodoing things rightrdquo but more about ldquodoing the right thingsrdquo that add value for stakeholders Leadership of project managers refers both to internal (team related) relations and external (stakeholder related) relations Creating a shared vision and getting commitment from important stakeholders has been defined as a critical success factor in projects with high dynamics In this part 4 of our white paper series on Agile project management we try to find the answer to the question what personal consequences will Agile project management have for the project manager
Answering this question we first defined the differences between management and leadership From the perspective of a project manager this does not mean that he or she should change the personal management style completely it is more about integrating two important leadership style elements servant leadership and connective leadership
Next we defined important domains and competences that are relevant for servant leadership when helping and enabling the Agile development team to do their job Then we defined important domains and competences that are relevant for connective leadership when connecting with relevant stakeholders and their values even though these values and related interests seem to conflict When looking for answers on how to integrate these leadership aspects in onersquos personal project management style we found D Golemanrsquos concept of emotional intelligence very helpful
Finishing this paper on leadership aspects of Agile project management we will give our view on the question what the organizational (- cultural) consequences will be when applying Agile project management methods becomes a routine for the business Definitely for
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
10
traditional hierarchical organizations that are confronted with the challenge to become Agile at a business level a profound change is necessary
Finally we will summarize what makes Agile projects successful seen from the project managerrsquos perspective
Contents
1 Introduction 2 Leadership 3 Servant leadership 4 Connective leadership 5 Personal growth towards emotional intelligence 6 Organizational consequences 7 Making your Agile projects successful
Read more (pdf)
Massawa ndash play and learn
Last month I finely had opportunity to visit my home town Krakoacutew in
Poland Of course as I always do I checked if local PMI chapter is
organizing an event that time I was lucky and I had great opportunity
to take part in Massawa game shortened version of training given by
Octigo Massawa simulates the realization of a complex construction
and its purpose is to not teach us PM theory but it is focused on soft
skills and increases of awareness of the role of projects For me it was
a great opportunity to check myself in roles Irsquove never worked At the
beginning of the training every small group was supposed to assign
roles to the members and I volunteered to be in Steering committee
The definition of what do each role was not given and we had to work it out within the
group I saw my role as giving directions and support for PM if needed Unfortunately other
2 members of the committee wanted to control everything ndash micromanagement in purest
version I was completely
shocked and I saw how
everyone (including PM) was
threatened For first few
minutes no one dare to speak ndash
even PM Since I hate
micromanagement Irsquove decided
to do something and I gave an
advice to my colleagues in
committee that maybe this is
not what they should do I took
Małgorzata Krakowian Director Marketing and Communications
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
11
them on the side and we discussed what
we want to achieve They told me that
they are acting that way because no one
was working and they felt responsible to
take an action For me it was clear that
people were confused since it was a new
project new roles new rules and instead
of hurry them we should help them
understand all those aspects and only this
will drive us to actions We did so and we asked our PM to start the project with one thing in
mindhellip ldquoWe are always there for her if neededrdquo Our project members started to work and
since we saw first results and their engagement two of us decided to join work and become
good ghosts for team members (where needed) Personally I wanted to take advantage of
this opportunity and watch people working and communicating It was a great pleasure to
see them building making decisions and collaborating I really enjoyed this training I was
always wondering how I would behave if I
had to be in such role ndash now more or less I
know Irsquom happy that I didnrsquot jump into
micromanagement style and was able to
trust the project team
With this article I would like to encourage
you to not only focus on learning theory but
let yourself to explore soft skills trainings
Such simulations will give you safe
opportunity to try different behaviours in
practice
Finally I would like to great my wonderful project team PMI Krakoacutew and training organizers -
Octigo It was a pleasure to spend few hours of my holidays with you
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
12
Call for Volunteers Assistance in development of a
Serious Game on Project Management Will you participate in creating a cutting edge serious game for training soft skills for project managers We are
looking for project managers junior and senior to assist in putting PMIrsquos project management knowledge into
the game Together with you we will design ways to implement project management knowledge into the game
in line with PMIrsquos PMBOK Guidereg
PMI Netherlands Chapter has partnered with Grendel Games
(wwwgrendel-gamescom) and M-engaged (wwwm-
engagedcom) to create a serious game for (project) managers
The purpose is to train soft skills like leadership communication
conflict handling negotiations etc The project goal is to deliver
a working demo version before the end of this year
The game is aimed at (junior) project managers To create a
successful game from PMIrsquos perspective project management
knowledge from the PMBOK Guidereg and experience based upon
this knowledge is needed
The project includes the use of cutting edge motion capture techniques and facial expressions in a space
laboratory setting The study work has been done The first studio activities have taken place and game design
is underway Now it is time to include project management knowledge in
the scripts and the gameplay Yoursquore help is needed We want to discuss with you create scripts and game
situations and finally like you to test the prototype
The research on this project has taken quite some time but it
has now come to the final stage where development and
project management knowledge needs to be combined
Look at the images to get an impression where your project
colleagues can train soft skills in the future
In the project we (and maybe you) work together with
experienced game designers and developers Also part of the
project is a skilled psychologist
If yoursquore interested or have additional questions please contact Reneacute Vielvoije (operationspmi-netherlands-
chapterorg)
Bertrand Weegenaar Reneacute Vielvoije
M-engaged PMI Netherlands Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
13
PMBOK Guide Pocket companion in Dutch
We are proud to let you know that PMBOK Guide Pocket companion in Dutch is ready and you can buy it
Please visit PMI book shop
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their
credential in AprilMay
Name Credential
Mr Claudio Gaiaschi PMP
Mr Fred Ritsman PMP
Mr Michael Todaro CAPM
MrRonald Aalders PMP
Mr Richard Houben PMP
Mr Jacques Verspeek CAPM
Mr Herman Chrisstoffer PMP
Mrs Karin Flanderijn PMP
Mr Steven van der Kooye PMP
Mr Meinte Wildschut PMP
Great job
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
14
PMI Journals
PMIs Communities of Practice Webinars
June PMI Community of Practice webinars are available exclusively to PMI members and at no additional
cost
Participants may claim 1 Professional Development Unit (PDU) per one hour webinar
12 Use of mobile devices in construction projects
13 Lessons from Evaluation of World Financed Projects
13 The Journey To The South Pole
16 Workforce Analytics - Applied to Project Management in Govt
17 Develop Your Change Intelligence
17 Idea Mapping
17 Embedding Quality
24 Contemporary issues in PM maturity
26 Utilizing EVM to Combat Corruption in ID Organizations
26 Five Practical Strategies for Big Data Projects
26 Integrating Value Engineering and Project Management
30 Benchmarking Your HR Technology Roadmap A Govt Case Study
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
and give it a go and join other followers Looking forward to tweet-connect
If you miss our Chapter meeting or want to hear it again now you can check our YouTube channel where
we publish recordings from our events httpwwwyoutubecomuserPMINetherlands
To make reading our newsletters more convenient for you wersquove created an Issue account where you can
find all our newsletters httpissuucompmi_netherlands_Chapter
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
15
Letrsquos stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter
httppmi-netherlands-chapterorg
You can also sign up here to get Chapter news on your email
Join our LinkedIn group
httpwwwlinkedincomgroupsPMI-Netherlands-Chapter-130083
share your thoughts and join discussions We will also inform you about Chapter events Newletters issues
and other PMI news
You can also follow our company page
httpwwwlinkedincomcompanypmi-netherlands-chapter
Check out our Facebook Fan page
httpswwwfacebookcomPMINetherlandsChapter
which was set up to inform you about recent news and for community building purposes We will let you
know about Chapter events Newletters issues and share with you our meetingsrsquo impressions
Besides the website LinkedIn and Facebook you can follow us on Twitter httpstwittercompminlch
On a regular basis we send tweets to inform you about Chapter events news from PMI etc Have a look
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PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project- Programma- en Portfoliomanagers
wwwPMI-Netherlands-Chapterorg
16
Project Management Humor
Get inspired
You lead people
And manage things
Get it right and it will be easy
Confuse them and it will be hard
You cannot lead things
And people donrsquot want to be managed