2014.06 - pmi netherlands newsletter

Contents

Presidentrsquos Column 2

Welcome to the June Edition 3

Our Sponsors 4

Events Calendar 5

Take our PMP Exam Coaching Class Autumn 2014 edition 5

From the desk of the Events Director 6

PMI Netherlands Summit 3rd

Edition 7

RISK ZONE 2014 European Project Portfolio Risk Summit 8

Focus on PM Research 9

lsquo3rd PMI Netherlands Summit The Thin Line between Project Success amp Failurersquo by Henk-Jan van der Klis 10

Op weg naar PgMP ndash in Dutch 15

Agile Project Management and Leadership 17

News from Local Interest Workgroup ldquoISO for projectsrdquo 22

A survey on PM certification 22

Recently certified PMI Netherlands members 23

PMI Journals 23

PMIs Communities of Practice Webinars July 24

Call for PMBOKreg Guide - Sixth Edition Core Team Volunteers 24

Chapter Guest Pass program 25

Letrsquos stay in touch 26

Project Management Humour 27

Get inspired 27

June 2014

Volume 46 Issue 6

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

wwwPMI-Netherlands-Chapterorg

2

Presidentrsquos Column

While writing this column I discovered that almost half of 2014 has

passed How time flies when you are having fun And fun is what I have at

my daily job - executing projects and programs and as a leadervolunteer

of the PMI Netherlands Chapter Being a volunteer of the Chapter means I

am able to contribute to our profession and have numerous opportunities

to extend my network meet all kinds of interesting people and

organisations engage with Chapters around the world explore new possibilities etc Believe

me it is challenging and it requires dedication and asks a lot of energy but in return I get so

much back

Despite that I really enjoy my leadershipvolunteer role at the Chapter However it is time

to hand over and step back I will do so at the end of the year and together with alumni

board members I am defining the steps we need to take to recruit one or more successors I

truly hope and will do my utmost best to present some good candidates later this year when

election time comes Do you consider yourself a possible successor Great I am more than

happy to put you on the list and explore optionshellip

Meanwhile I will of course continue leading the Chapter to the next level In August after

we are all recharged from the holiday break the Board will spend the weekend discussing

the Chapterrsquos future strategy and defining the targets and actions for the coming years

Extending membership value or maybe best to say stakeholder value will of course be the

focal point We will use your inputs from surveys the April World Cafeacute session the feedback

we received from talking to you and experiences from other Chapters across the world That

is the good thing of being part of this huge international network called PMI Can you

imagine the creativity and innovation of 420 Chapters and over 450000 members across the

globe

I am looking forward to stepping back from the role of President of the Chapter but for sure I

will find other ways to keep contributing I hope that part of my enthusiasm encourages you

to at least consider volunteering We have direct needs of your involvement We need a

new President there may be vacant board positions and there is so much more we could use

some kind of support from you helping our Directors in creating and executing Marketing

strategies Communications creating events Publications organising local interest working

groups writing White Papers and exploring new innovative developments that will keep the

passion for Project Management alive amongst our Chapter that is now a community of

more than 900 members Make sure we know that your are interested by raising you hand

and create a VRMS profile (httpwwwpmiorgGet-InvolvedVolunteer-Opportunitiesaspx)

For now enjoy your holiday and for those that continue working have fun doing so Looking

forward meeting you after the summer break at one of our meetings

Cees Pijs President



3

Welcome to the June Edition

I have the pleasure to welcome you to the June PMI Netherlands Chapter

Newsletter

This issue seems to be the longest one since I took over Newsletter

preparation is what makes me very happy since I can provide more and more

interesting articles for you to read

In July you had a chance to attend our PMI Netherlands Summit Conference

I hope you liked it and in this newsletter you can read the takeaways from t

Henk-Jan van der Klis

in Focus on PM Research Peter M Storm encouraged us to consider if is project

team members in ldquodistant countriesrdquo (ie virtual team members) should be

managed differently from we how manage our ldquoown peoplerdquo (ie onshore team members) Rob

Janssen Duyghuysen in his article ldquoAgile Project Management and Leadershiprdquo continue discussion on

a topic originally started by our Agile Local Interest Workgroup published last month while Michiel

Dijkman is takes us (in Dutch) on a trip to become PgPM certified

If you are looking for volunteer opportunities please pay your attention to PMI call for PMBOKreg Guide ndash Sixth Edition Core team volunteers

As always some news from PMIorg and PM Humour are waiting for you as well

Cover PMI Nethrlands Summit 2014

Małgorzata Krakowian Director Marketing and Communications

Editorial Office

Małgorzata Krakowian

Karen Obi

Contact communicationpmi-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



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

August 2014

19 Webinar - lsquoWhy projects fail and why the Project Manager canrsquot help itrsquo

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


August 2014

18 Threon student summer camp More info

26-28 Threon Innovation Week 2014 More info

September 2014

10 Threon - CAPM Certification Prep More info

13-14 Risk Zone Summit 2014 (Munich DE) More info 29 IPMA World Congress 2014 (Rotterdam) More info

October 2014

13-15 RISK ZONE 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



6

From the desk of the Events Director

Listening to the input from our members largely based on the PMI NL

World Cafeacute session in February Irsquom glad to provide you with an update

on some of the main topics from an events point of view

1 You indicated that there is more interest for soft skills what

capabilities do the Project Managers of 2020 need

In July our Chapter meeting is dedicated to understanding stakeholders

(still largely from the methodology side of it) followed by a presentation

which brings you an introduction to further understanding your own

passion motivation abilities and limitations you might feel in project

situations in order to sharpen your awareness and increase your

personal effectiveness

2 You have suggested to also hold webinars for knowledge exchange

In August we will hold our first webinar this year As our pilot this first time is limited to 25

participants but when there is more interest we can easily extend the amount of (virtual seats)

available or alternatively schedule a second session The topic for August will be lsquoWhy projects fail

and why the Project Manager canrsquot help itrsquo

3 There is a growing trend and interest in becoming more socially engaged in projects for

charitable causes

In September we will hold a workshop ldquoProject Portfolio Management for Charity Organizationsrdquo

and wersquoll determine whether you as volunteer are interested in leading or supporting our charity

engagements in our Chapterrsquos Social Responsibility program

4 Your desire is to have PMI Netherlands Chapter lobby for more recognition for the profession

of the Project Manager

One of the efforts we support in this respect is to ensure an ISO norm will become available for

Project Management Rommert Stellingwerf will provide us with an update of the joint taskforce

from PMI and IPMA in November

And of course we will not let you down in regards to presenting you the most compelling experiences

from the field and sharing of knowledge from our Local Interest Workgroups Planned for this year

are

updates from our PMO LIWG where they will share insight into the most successful way of

learning and changing an organization ie through lsquogamificationrsquo (more details announced

shortly)

The story of the incredible Dutch project Water Works (Ruimte voor de Rivier)

the advantage of PPM tooling for organisations

and many more

A full program Hope you like it and will also encourage your colleagues to join you in coming to our

events Your appreciation and interest is what is fuelling and driving us

Looking forward to seeing you at our next event

Henk-Jan Molenkamp

Director Events



7

PMI Netherlands Summit 3rd Edition

Our Chapter organised its third PMI Netherlands Summit in

cooperation with CKC Seminars on June 12th in Zeist

The theme of this yearrsquos summit ldquoThe thin line between project

success and failurerdquo proved to be a solid framework for three

magnificent key-notes and many outstanding parallel tracks

including a track dedicated to our Local Interest Work groups

Thus this summit was about project management for project

professionals

Comments via crowdthinking via Linkedin brought up the ultimate

question to define project success or failure ask

all involved ldquowould you do it againrdquo Based on

the initial feedback during the day many

attendees ldquowould do it againrdquo and based on that I

am happy to conclude that this yearrsquos Summit

again was a great success Of course we will

evaluate this event in more detail before we

decide to kick-off next edition but anticipating

success feedback we already set a preliminary

date for next year June 11th Make sure to mark

this date in your agenda A more comprehensive

article on the Summit is under construction and will be published in the coming newsletters

Here are some pictures to (re-) taste the atmosphere of the day

Cees Pijs President



8

RISK ZONE 2014

European Project Portfolio Risk Summit

Risk Zone 2014 is the only European conference dealing exclusively with Risk Management from Project to Portfolio level While Risk Management at Project and Program level is well established and precisely defined Risk approaches at Project Portfolio level is yet to be formally considered The Summit aims at bridging the gap between Project Portfolio Risk Management and Global Business Strategy The Risk Zone Summit 2014 is taking place on 13-15 October 2014 in Munich

Over 2 days of lessons learnt experience sharing and strategic thinking the Summit will address 2 streams dedicated to a large audience of professionals in charge of Risk Management within their organisations Select the stream that best matches your profile or the one you want to learn from ndash the Summit is made for you to optimise the time you spend out of the office

The ProjectProgram Risk Management stream is dedicated to ProjectProgram Directors and Managers eager to deepen their knowledge and understanding of Risk Management best practices

The Strategic Project Risk Management stream covers challenges related to the approach of Risk Management from an organisation perspective and how to align it to the global strategy defined by the Board Board members C-Level executives Portfolio directors Strategists and heads of Global Risk will find here a way to engage into high level exchanges on how to define Risk Management as a strategic function

Over 100 participants will be offered the opportunity to hear from precise case studies keynote addresses and panel discussions or to attend think tank sessions covering topics such as Risk Identification Risk Quantification Human factors in Risk Management Risk Management Methodology International Regulations and many more

May it be to freshen-up your knowledge learn from your peers discover new methods or practices have your say on the way Risk Management will be considered in the future or simply to network and build-up strong relationships RISK ZONE 2014 is your one-stop shop to proactively manage risk within your organization once back to the office

Join this one of its kind highly targeted summit and be part of those few risk experts who will shape the way risk will evolve in the future

Register to the Risk Zone Summit and enjoy the benefits of being a PMI Netherlands Chapter member

When signing up to the event use this coupon to claim your discount

NL-PMI-15



9

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 benchmark to compare your own insights with June 2014 Should project team members in ldquodistant countriesrdquo be managed differently from we how manage our ldquoown peoplerdquo As more and more project work is distributed across various areas of the world this question has become a serious topic The old proverb says ldquoin Rome do as the Romans dordquo when it comes to behaving politely But does that also mean we should adapt our management principles to local habits I donrsquot think so Take for instance the results of a study by Vathsala Wickramasinghe and Suyama Liyanage They investigated whether or not the ldquoWesternrdquo principles of performance management also apply in Sri Lanka Previous research in the United States and the UK has shown that the application of performance management principles leads to higher productivity The results of the study in Sri Lanka confirm this relationship convincingly Wickramasinghe and Liyanage tested three principles of performance management performance evaluation learning amp development and involvement in decision making All three were significantly related to job performance Hence my question do not adapt your management principles to local habits but apply them consistently wherever you are Your management principles are the thread that keeps your organisation together But how about all these studies which show that project failure is imminent if you do not take cultural differences into account How do we reconcile these two viewpoints Yes you should take cultural differences into account but not by watering down your management principles What you should do is to adapt the way in which you implement your management principles in other cultures An illustrative example of how to do that was given by Joek Ruigrok a Senior Project Manager at Philips Lighting during the AMI PM Briefing on June 16th 2014 Joek shared his experiences and insights gained during the start-up of a luminaire project in China A previous attempt to attain a cost break-through in the very competitive Chinese market had not been as successful as expected Evaluation of the project led to the conclusion that the human factor was essential A new attempt was initiated by Joek and his team This time they adapted the way they implemented the Philips principles of Project Management (but not the principles themselves) For example they took into account that collective learning habits are different in China as compared to the way it takes place in the Netherlands As a result the project performance was above expectations Wickramasinghe V and S Liyanage ldquoEffects of High Performance Work Practices on Job Performance in Project-Based Organizationsrdquo Project Management Journal 2013 vol 44 no 3 64-77

Regards and hellip stick to your management principles

Peter Storm

peterkennisenconl wwwami-consultancynl

Dr Peter M Storm KennisampCo AMI consultancy



10

lsquo3rd PMI Netherlands Summit The Thin Line between

Project Success amp Failurersquo by Henk-Jan van der Klis Source httpwwwhenkjanvanderklisnl201406pmi-netherlands-summit-

2014

On June 12 2014 PMI Netherlands Chapter and CKC Seminars organized our Third Summit in Figi Zeist about the Thin Line between Project Success amp Failure To summarise you are that thin line You can lsquotame your tigersrsquo and make change happen Happiness is what you ask for every day Are you happy As a Project Manager Customer and Team Would you do this project again Happiness is contageous in your environment The lsquowowrsquo factor of your passion in action changes the way you approach a project collaborate and stay sharp with pursuing right answers to the lsquowhyrsquo question Be open minded tackle risks as thatrsquos your job and prepare for the future All of this is more important than a certification in Project Management a particular framework or methodology It will bring project success within reach

The German Dr Thomas Juli was the first Keynote speaker Next to running and expanding his own consulting business and building the Institute for Project and Business Transformation he is lecturer for Innovation and Technology Management at the Wilhelm Buumlchner Hochschule in Darmstadt Germany an accredited private university for distance learning He is founder and president of i-Sparks an open online community that helps and motivates individuals and organisations turn their project challenges and failures into projects for success He is the author of Leadership Principles for Project Success (CRC Press New York 2011) and was happy to be with us and we demonstrated how to be happy with his message

Like Pharell Williams sings in Happy it is contageous To channel your passion to produce tangible results it needs focus strategy aligned priorities and motivation It starts with the why (read Simon Sineklsquos Start with Why) Then envisioning Think of the different effect of lsquoI have a dreamrsquo and lsquoI have a planrsquo Of course you need to accomplish so Acceptance Criteria Plans and Actions are needed to get there Summarized as Motivation Vision and

Project (MVP) itrsquos good to align your personal MVP to the team and companyrsquos MVP to get the lsquowowrsquo factor Passion needs structure and strategy to sustain Collaboration performing teams and learning from frequently delivered results are important Issues need to be resolved and priorities aligned to the MVP compass

Henk-Jan van der Klis httpwwwhenkjanvanderklisnl

Thomas Juli ndash Leadership happiness amp Project Success



11

Failure is necessary to achieve something Get into motion Join the movement Be the change Check Actionforhappinessorg

Parallel tracks during the Summit concentrated on

real stories about real projects

the secret behind every successful project

the human factor as critical success factor

local interest workgroups amp GampArsquos

Eric Soenens ndash Purpose and People before Project

Eric Soenens (Change Manager at Philips) told about the move of Philips International Headquarters into New Ways of Working exploring its successes and pitfalls as it moved 1300 top-heavy professionals into a different way of working Originally a building refurbishing project it quickly required a higher purpose and strong stakeholder management Soenens also stressed the importance of the why Managing a cost or square meters reduction project is different from enabling to place to share your passion Drivers for the project were collaboration trust productivity teamwork and company pride



12

Alignment starts where talking stops and listening begins Stop amp be present Write down whatrsquos been said and paraphrase Show that yoursquore actively listening Check your understanding Resistance will be there It may be the fear of uncertainty change losing control away from the comfort zone loss of power capacity issues or no direct personal benefits At Philips project resistance was managed by user involvement and co-creation of the results Itrsquos often the transition (process) not the change (outcome) itself that causes stress Donrsquot fight over positions discuss interests

Amy Andrade ndash Making the impossible possible is there sanity and success in

the midst of chaos

Amy Andrade (former director of Applications CareSpot Express Healthcare now entrepreneur at Andrade Group) wanted to look at a current large successful project in an environment of many objectives to achieve with stringent deadlines (8 months) to get to market What are the elements that allowed the project to be successful though by best practice standards it was impossible Success was measured as no body bags and no cash flow hiccups Elements that contributed to the projectrsquos success innovation vision leadership collaboration communication community and connection but also teamwork passion urgency and challenge preparation focus perseverance and new technology Apollo 13lsquos collaboration to get a square peg in a round hole clip served as backup illustration

Is this in your project management DNA Amy shared a reading tip as well Warren Bergerrsquos A More Beautiful Question And guess lsquowhyrsquo is one of the beautiful questions you must ask



13

Ed van der Tak ndash Achieving optimised team member self-control (using the

Critical Effort Methodology)

Ed van der Tak TA PPA (chairman of the Dutch Planning amp Scheduling Institute) introduced the Critical Effort Methodology but not after reflecting on a changed world taking a selfie and spending costly minutes on that concept before turning to self-management and the increase of the flexible workforce in todayrsquos personnel needs Ed wanted to call for urgency but basically showed the same developments in automation that my own professor Aart Bosman did at the University of Groningen from 1990-1993 connecting isolated solutions the move to Management Information Systems (MIS) and Decision Support Systems (DSS) and what Ed called Project Management ERP systems we know now for years as the CA Clarity or Microsoft suites around Project Management tools

To enable self-management takes place in self-organising teams Van der Tak doesnrsquot recognise the need for Agile or Scrum approaches but basic personal productivity tools such as task management support to prioritise individual tasks by current value to the teamorganisation The perception of workload must also be different The concept of time is different too under certain circumstances Read more on this in Kahnemanrsquos Thinking Fast and Slow Contributing value to each and Individual task still requires an overview of all tasks dependencies and available resources (time money people tools) Who will enable that and based on what information Whatrsquos new here I myself was not convinced of this alpha version of lsquoCritical Effort Methodologyrsquo but there will be more interaction and hopefully iterations

Jim Lawless ndash Taming Tigers

Countless individuals have been inspired by Taming Tigers by Jim Lawless one of the worldrsquos leading inspirational speakers and CEO of the Velocity Corporation With his team he has implemented successful change programs in companies including Apple Barclaycard Atos Axa BT Aramark Skrill Group and Badminton England The ldquoTigerrdquo is Jimrsquos metaphor ndash The Ten Rules are practical tools to overcome any barrier

1 Act boldly today ndash time is limited 2 Re-write your rule book ndash challenge it hourly 3 Head in the direction of where you want to arrive every day 4 Itrsquos all in the mind 5 The tools for Taming Tigers are all around you 6 There is no safety in numbers 7 Do something scary everyday 8 Understand and control your time to create change 9 Create disciplines ndash do the basics brilliantly 10 Never never give up

He insists on testing principles of change on himself before advising others In 2003 he accepted a bet to be a horse jockey at a race within one year lacking any previous horse-riding experience In August 2010 he used Taming Tigers to become Britainrsquos Deepest



14

Freediver the first Briton to dive below the magic 100m barrier on a single breath of air The presentation is unique because Jim has undergone ldquoimpossiblerdquo change twice to prove that his principles work We all got a copy of Taming Tigers at the summit so I will read and review it later Jimrsquos second book ndash The 7 Crsquos of Cultural Change will be in the shops in September 2015

Laurentiu Neamtu ndash The Open Minded Project Management Framework

Laurentiu Neamtu (Academic Director at La Salle Almere Campus) introduced the concept of open minded Project Management which basically sustains there is no best Project Management framework but a combination of best practices adapted to the specific project The standards should fit to the project and not vice versa The success rate depends on understanding the project and the right combination of standards Neamtu used elements from the SuccessFail ratio the balance between Risk and Change importance of hard skills and soft skills for Project Management the Agile Manifesto to Dan Pinklsquos takeway from his book Drive and ndash again ndash Simon Sinekrsquos Start with the why Neamtu wanted to stress the importance of trust but nearly stranded in a discussion on social media and the need for face-2-face communication in distributed project teams Somehow lsquowaterfallrsquo got negative press again This time including claims that waterfall stands for lsquono interaction with the consumerrsquo Can anyone provide evidence for this The Open Minded Project Management Framework happened to be no more than

1 prioritise value creation 2 adapt standards to context 3 facilitate your projects yoursquore no expert anymore

Martijn Jong Partner amp Director AMI Consultancy was involved in Maasvlakte 2 ndash the expansion of the Port of Rotterdam ndash the biggest civil engineering project in the Netherlands since the Delta Works It was completed on May 22nd 2013 ndash under budget within time constraints and with a satisfied client In an interactive discussion with the Maasvlakte 2 stakeholders Contract Manager- Menno Steenman (Havenbedrijf Rotterdam) and Peter Klip (Project Director) Martijn took us through the project highs and lows and offered a close look into the project kitchen Goals of the project were

time amp money (controlling constraints)

stakeholder satisfaction (building teams and involvement of stakeholders) and

preparation for the future (fitness for purpose)

Determining whether Maasvlakte 2 also accomplished the third goal was asked of the stakeholders and the audience Simultaneously a student Klara Paardenkoper had prepared her thesis on announcement of Klara Paardenkoperrsquos thesis of the shrinking lsquohinterlandrsquo of the Port of Rotterdam Like De Jong I also read the thesis so I remained seated doubting whether or not all this new land will indeed be used within the next 15 years as was the goal This remains an open question Lessons from Maasvlakte 2



15

no process managers step forward work to increase relationship-building with competitor teams ie create singular

project identity as they did to break down walls personal discussion ndash Menno and Peter relied on the fine print on the contract to

resolve disputes deploy small teams with subject matter experts

That proved to be successful

As from June 16th presentations and pictures of the Summit will be at wwwpmi-netherlands-summitcom The fourth Summit will be one June 11th 2015 Will you be there too

Visit PMI Netherlands Chapert Linkedin group to share your opinion about the conference

Op weg naar PgMP ndash in Dutch Eind 2013 ben ik gecertificeerd als PMI Program Management Professional Dat was het eind

van een intensieve en behoorlijk tijdrovende reis die ik op deze

wijze wil delen met geiumlnteresseerden

Ik ben sinds 1995 actief als projectmanager en later

programmamanager met af en toe uitstapjes naar

lijnmanagement Zowel de term projectmanager als

programmamanager kennen een ruimhartige interpretatie

Daarmee bedoel ik dat feitelijk iedereen zonder voorbehoud zich

zorsquon titel kan aanmeten Deze ontwikkeling heeft ertoe heeft

geleid dat ik de behoefte kreeg om eenduidig vast te leggen wat

mijn kennis- en ervaringsniveau was op dit vakgebied

Omdat ik de afgelopen 10 a 12 jaar verantwoordelijk ben geweest

voor behoorlijk stevige programmarsquos besloot ik de lat voor mezelf

hoog te leggen en te gaan voor de in mijn ogen zwaarste certificering

Een van de zaken waar je dan achter komt is dat er in Nederland geen netwerk is waar je op

terug kunt vallen Daarmee bedoel ik dat je grotendeels op jezelf en eigen discipline bent

aangewezen

Ik heb daarbij de volgende stappen gezet

Via PMI heb ik contact gezocht met iemand die in Nederland PgMP gecertificeerd is

Via LinkedIn heb ik contact gelegd met een PgMP gecertificeerde

Ik heb contact gelegd met Dr Ginger Levin

Ik viel in die zin met mijn neus in de boter dat mijn traject samenviel met de overgang naar

Program Guide 30 waardoor slechts in zeer beperkte mate oefenmateriaal beschikbaar was

Daar stond tegenover dat in het najaar van 2013 de 360 feedback kwam te vervallen

hetgeen eacuteeacuten stap minder betekende in het hele traject

Michiel Dijkman



16

En dan is het aan de slag De eerste fase is veel uitzoek- en schrijfwerk om de ervaring te

onderbouwen die aan de basis staat van deze certificering Dat heeft mij ongeveer 3

maanden gekost Daarbij is het nodig dat je inzichtelijk hebt welke uren je aan welke

programmarsquos hebt besteed dus voorwaarde is een administratie die een aantal jaren

teruggaat

Vervolgens moeten de 5 inhoudelijk vragen worden beantwoord waarbij het zaak is de juiste

toon te vinden Het lijkt erop dat we in Nederland iets onderkoeld zijn dus je moet bij de

beantwoording van de vragen niet al te bescheiden zijn Op zich geen moeilijk fase en wat

mij betreft te beantwoorden zonder al te nadrukkelijk naar de theorie te kijken Ook deze

fase heeft zorsquon 3 maanden geduurd inclusief het versturen van kopieeumln van diplomarsquos en

het valideren van de ervaring Dit laatste was onderdeel van een audit waar overigens niet

iedereen mee te maken krijgt Deze wordt steeksproefgewijs gehouden

De laatste fase is de fase voor het examen Ik heb daar een half jaar voor genomen (inclusief

zomervakantie) en heb in die tijd de nodige discipline moeten opbrengen om de Program

Guide voldoende tot mij te nemen Daarbij heb ik gebruik gemaakt van een lijvig oefenboek

dat ik via Dr Levin had verkregen Op 6 november heb ik uiteindelijk examen gedaan en

(gelukkig) in eacuteeacuten keer gehaald Het examen vind plaats achter de computer en levert meteen

een einduitslag op Dat is een spannend moment

Terugblikkend heeft het mij de volgende inzichten opgeleverd

De PgMP collega in Nederland heeft mij voorzien van waardevolle tips tav de

aanpak

Bij het examen bleek dat de oefenvragen die ik trouw had gebruikt nogal afweken

van de uiteindelijke examenvragen Ik was de tweede lichting die het nieuwe examen

aflegde op basis van Program guide 30 dus dat zal nu minder zijn

Het vereist de nodige discipline om dit traject op tempo door te lopen Ik heb dat

opgelost door net als vroeger studiemomenten in mijn agenda op te nemen

Het heeft behoorlijk wat kennis toegevoegd over het vakgebied van Programma

Management maw ik ben er van overtuigd dat het mij op het vakgebied naar een

hoger niveau heeft gebracht Ik zou het dus zo weacuteeacuter doen

Ik ben ervan overtuigd dat het belang certificering in ons vak gaat toenemen vanwege de

toenemende mate waarin organisaties dmv programmarsquos strategie effectueren in

organisaties en de behoefte om objectief inzicht te verkrijgen in de kennis en ervaring van

programmamanagers Ik kan een vergelijkbare certificering dan ook warm aanbevelen voor

collegarsquos die vinden dat ze er qua kennis- en ervaringsniveau aan toe zijn



17

Agile Project Management and Leadership Referring to our white paper on the leadership consequences of Agile project management we advocated to incorporate servant leadership elements in the PMrsquos management role In papers on Agile project management however another leadership style is often advocated transformational leadership This article is meant to explain similarities but most of all differences between these two leadership concepts Transformational leadership Bass1 specified that transformational leadership occurs when leaders broaden and elevate the interests of their employees when they generate awareness and acceptance of the purposes and mission of the group and when they stir their employees to look beyond their own self-interest for the good of the group (p 21) He stipulates that this transcending beyond self-interest is for the group organisation or society In essence transformational leadership is a process of building commitment to organisational objectives and then empowering followers to accomplish those objectives The result at least in theory is enhanced follower performance (Burns 1998)2 Transformational leaders transform the personal values of followers to support the vision and goals of the organization by fostering an environment where relationships can be formed and by establishing a climate of trust in which visions can be shared Four primary behaviors constitute transformational leadership

idealised influence (or charismatic influence)

inspirational motivation

intellectual stimulation

individualised consideration Idealised influence Idealised influence is the charismatic element of transformational leadership in which leaders become role models who are admired respected and emulated by followers Consequently followers demonstrate a high degree of trust in such leaders Idealised influence in leadership also involves integrity in the form of ethical and moral conduct The development of a shared vision is an integral component of the idealised transformational leaders role It helps others to look at the futuristic state while inspiring acceptance through the alignment of personal values and interests to the collective interests of the groups purposes Inspirational motivation Transformational leaders inspire and motivate others by providing meaning and challenge to their followers work The spirit of the team is

1 Bass B M (1990) From transactional to Transformational Leadership Learning to share the vision

Organizational Dynamics 18 19-31 2 Burns J M (1998) Transactional and transforming leadership In G R Hickman (Ed) Leading Organizations

(pp 133-134) Thousand Oaks CA Sage Publications

Rob Janssen Duyghuysen janssenduyghuysenlagantnl



18

aroused while enthusiasm and optimism are displayed (Bass 1998 p 5)3 The transformational leader builds relationships with followers through interactive communication which forms a cultural bond between the two participants and leads to a shifting of values by both parties toward common ground The leader inspires followers to see the attractive future state while communicating expectations and demonstrating a commitment to goals and a shared vision Intellectual stimulation Transformational leaders stimulate their followers efforts to be innovative and creative by questioning assumptions reframing problems and approaching old situations in new ways Followersrsquo mistakes are not publicly criticised and creativity is openly encouraged Transformational leaders solicit their followers ideas and creative solutions to problems thereby including followers in problem solving The intellectually stimulating leader encourages followers to try new approaches but emphasises rationality Individualised consideration The transformational leader disburses personal attention to followers based on the individual followers needs for achievement and growth He or she acts as a coach developing followers in a supportive climate to ldquohigher levels of potential (Bass 1998 p 6) The considerate leader recognises and demonstrates acceptance of the followersrsquo individual differences in terms of needs and desires By doing this the transformational leader fosters two-way communication through effective listening The leader develops followers by delegating tasks and then unobtrusively monitoring those tasks--checking to see if additional support or direction is needed The net effect of individualised consideration and other transformational leadership behaviors is empowerment of followers Summarising the transformational leader articulates the vision in a clear and appealing manner explains how to attain the vision acts confidently and optimistically expresses confidence in the followers emphasises values with symbolic actions leads by example and empowers followers to achieve the vision However it should be recognized that transformational leaders could develop a very powerful influence over followers Followers respect and trust transformational leaders so they conform their values to those of the leaders and yield power to them Servant Leadership Robert K Greenleaf4 is credited with initiating the servant leadership concept In his opinion leadership must primarily meet the needs of others The focus of servant leadership is on others rather than upon oneself and on an understanding of the role of the leader as a servant Self-interest should not motivate servant leadership rather it should ascend to a higher plane of motivation They develop people helping them to strive and flourish Servant leaders provide vision gain credibility and trust from followers and influence others While servant leadership is an increasingly popular concept we should be aware that academic research on servant leadership is still in its infancy Thus far the research on

3 Bass B M (1998) Transformational leadership Industrial military and educational impact

Mahwah NJ Lawrence Erlbaum Associates 4 Greenleaf R K (1977) Servant leadership A journey into the nature of legitimate power and greatness New

York Paulist Press



19

servant leadership has focused mostly on the comparison of the servant leadership concept to other leadership methods and the identification of specific characteristics of servant leadership Laub (1999)5 studied servant leadership in an attempt to define specific characteristics of the servant leadership concept through a written measurable instrument His research validates the idea of values as a basis for servant leadership However he qualified his conclusions by stating that additional empirical research is necessary to fully understand the relationship between values and servant leadership Russell and Stone6 focused on understanding the values and attributes of servant leaders His research hypothesised that servant leaders possess different personal values than non-servant leaders and these personal values are tied to the attributes of leadership They identified functional and accompanying attributes of servant leadership

Functional attributes Accompanying attributes

Vision ( an ideal and unique image of the future this vision must be compelling inspiring and empowering it unites organisational members)

Communication (leaders must articulate and communicate their vision)

Honesty (truthfulness) and integrity (adherence to an overall moral code)

Integrity results from four essential values truth telling promise keeping fairness and respect for the other

Trust (firm reliance on the integrity ability or character of a person)

Credibility (quality capability or power to elicit belief) and competence

Service (providing information time attention materials other resources)

Stewardship

Modelling (demonstrating by personal behavior the commitment to the set of ethics that has to be institutionalised)

Visibility (the public presence behavior and interactions being a visible role model)

Pioneering (step out into the unknown to find new and better ways of doing things)

Willingness to take risks to experiment and to innovate

Appreciation of others (stimulating others to learn and to be successful)

Listening and encouragement

Empowerment (entrusting followers to take control over their own situation)

Teaching (bring forth and develop the talent of others) coaching and delegation (delegating responsibilities and encourage followers to take ownership)

Table 1 Servant leadership attributes Differences Before responding to the question whether there are any differences between transformational leadership and servant leadership it should be stated anyway that there are complementary elements Their leadership frameworks incorporate (a) vision (b) trust

5 Laub J A (1999) Assessing the servant organization Development of the servant organizational leadership

assessment (SOLA) instrument Dissertations Abstracts Online 9921922 6 Russell R F amp Stone A G (2002) A review of servant leadership attributes Developing a practical model

Leadership and Organization Development Journal 23 145-157



20

(c) respect or credibility (d) risk-sharing or delegation (e) integrity (f) listening (g) mentoring or teaching and (h) modelling The importance of appreciating and valuing people is emphasised Nonetheless they form a distinctly separate theoretical framework of leadership because of a primary difference the focus of the leader With transformational leadership the leaders focus is directed toward the organisation His or her behavior builds follower commitment toward the organisational objectives through empowering followers to accomplish those objectives The primary focus is on the organisation with follower development and empowerment secondary to accomplishing the organisational objectives The result is enhanced follower performance In contrast the servant leader is one who focuses on his or her followers Servant leaders do not have particular affinity for the abstract corporation or organisation rather they value the individuals and teams that constitute the organisation This is not an emotional endeavor but rather an unconditional concern for the well-being of those who form the entity This relational context is where the servant leader actually leads The servant leader does not serve with a focus on results rather the servant leader focuses on service itself Servant leaders trust their followers to undertake actions that are in the best interest of the organization even though the leaders do not primarily focus on organisational objectives According to Bass7 servant leadership is close to the transformational components of inspiration and individualised consideration (p 33) However the focus of servant leadership is upon the leaderrsquos aim to serve This desire to serve people supersedes organisational objectives Servant leadership is a belief that organisational goals will be achieved on a long-term basis only by first facilitating the growth development and general well-being of the individuals and teams who comprise the organisation Conversely Bass states that transformational leaders strive to align their own and others interests with the good of the group organisation or society The primary aim is organisational conformance and performance more than it is service to and facilitation of followers This difference can be seen as a logical extension of some of the primary themes in the leadership literature Various research studies dating back to the middle part of the 20th century have identified (a) a task or production dimension and (b) a people or relationship dimension to leadership See for instance Blake and Moutonlsquos well-known situational Leadership Grid based on contrasting these two dimensions Transformational leadership incorporates a greater emphasis upon production because the leader has a stronger focus on organisational objectives On the other hand servant leadership involves a higher concern for people because the primary focus of the leader is upon his or her followers Another area of emerging distinction between transformational leaders and servant leaders is that of follower influence and motivation resulting from the focus of the leader Anecdotal evidence suggests that transformational leaders rely more on their charismatic attributes to influence followers whereas servant leaders significantly influence followers through service itself The motive of the servant leaderrsquos influence is not to direct others but rather to motivate and facilitate service and stewardship by the followers themselves It is a humble means for

7Bass B M (2000) The future of leadership in learning organizations Journal of Leadership Studies 7 18-40



21

affecting follower behavior Servant leaders rely upon service to establish the purposes for meaningful work and to provide needed resources It is a characteristically unique method for stimulating and influencing the behavior of others They develop relationships where followers are encouraged to follow their lead of service Real servant hood is a leadership style that relies upon the influence of self-giving without self-glory Transformational leaders rely upon their charismatic abilities that can be considered as a form of personal power Instead of focusing on service as a means to motivation transformational leaders rely more on their charismatic enthusiastic nature to garner influence and motivate followers They seek to get followers to commit to various organisational goals and facilitate organisational objectives Bass said Attaining charisma in the eyes of onersquos employees is central to succeeding as a transformational leader Charismatic leaders have great power and influence [they] inspire and excite employees with the idea that they may be able to accomplish great things In essence transformational leaders develop a type of influence derived from their expertise strength of relationships and charismatic abilities Conclusion The overview of transformational leadership and servant leadership contained herein reveal many basic similarities between the two leadership concepts Both transformational leaders and servant leaders are visionaries generate high levels of trust serve as role models show consideration for others delegate responsibilities empower followers teach communicate listen and influence followers Certainly transformational leadership and servant leadership are not antithetical concepts Rather they are complementary because they both describe excellent forms of leadership offering the conceptual framework for dynamic or Agile leadership Nonetheless there are significant points of variation in the concepts Most importantly transformational leaders tend to focus more on organisational objectives while servant leaders focus more on the people who are their followers This difference is also the reason for introducing the connective leadership concept next to servant leadership in our paper on leadership consequences of Agile project management Jean Lipton Blumen8 relates connective leadership to relational and instrumental goal achieving styles that fit well with the ldquofeminineldquooriented concept of servant leadership The charismatic abilities of transformational leaders could result in the risk of manipulating

followers to realise the leaderrsquos own personal goals From this perspective transformational

leadership could even be linked to more ldquodirectrdquo goal achieving styles that emphasize

individualism self-reliance belief in ones own abilities as well as power and competition

This traditional ldquomasculinerdquo ego ideal of strong directive leaders is the opposite of servant

leaders

8 Jean Lipton- Blumen The age of connective leadership in On leading change ed F Hesselbein amp R Johnston

pp 89-101 Jossey- Bass New York



22

News from Local Interest Workgroup ldquoISO for projectsrdquo

Our ldquoISO for Projectsrdquo Local Interest Workgroup is working on lsquoISODIS (Draft International Standard)

21502 Guidance on Project and Programme Portfolio Managementrsquo which is relevant to any type of

organizstion including public or private and any size organisation and sector The guidance presented

in this standard is intended to be adapted to suit the specific environment of the project and

programme portfolio

Now the draft standard is available for public comments via the link

httpwwwnormontwerpennennlHomeCategory001 and we would like to ask you for your help

Your comments will be reviewed by the Dutch StandardsCcommittee for Project Management before

they are sent to ISO After resolution of all comments the standard will be published in the course of

2015

After login at normontwerpennennl you can comment online on each section of this draft

standard You can also provide general comments in the Title section

The final date for comments is 22 August 2014

More information and questions Contact Rommert Stellingwerf rommertfamiliestellingwerfnl

A survey on PM certification Project Management certification continues at an increasing rate around the world Certification is a very

important component of professional practice and is a vital component of professional association strategy

Ten years ago we conducted a study designed to understand the value of project management certification

processes to individuals making the decision to seek certified project manager status This information

provided important insights into the value placed on certification by the individuals that choose to take this

step

We are conducting a follow up survey which will provide important insight into how perceptions and attitudes

towards certification have changed over the last decade Comparing the responses over a decade apart will

make a unique contribution to our understanding of the development of project management over this period

We would really appreciate it if you would participate in this study The following link will take you directly to

the survey We anticipate that it will take between 15 and 45 minutes to complete

httpswwwsurveymonkeycomsDZ2TB9R

If you are interested you can sign up at the end of the survey to receive an executive summary of the study

findings and for a draw prize for participants

We thank you for your time and hope you will choose to be a part of this exciting study

Sincerely Tomas Blomquist PhD UMEA University



23

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

credential in MayJune

Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP

Mr Jasper de Jong PMP

Mr Frank Vreys PMI-ACP

Mr Onder Karpat PMP

Mr Menasseh Rotteveel PMP

Mr Karel Boonzaaijer PGMP

Great job

PMI Journals



24

PMIs Communities of Practice Webinars

July PMI Community of Practice webinars are available exclusively to PMI members at no additional cost

Participants may claim 1 Professional Development Unit (PDU) per one hour webinar

14 Benchmarking Your HR Technology Roadmap A Government Case Study

15 Multipartner Collaboration HelpHurt Project performance

15 Introduction to IT Outsourcing Transitions

16 BreakThrough Secrets to Excellent Executive Project Support

16 Project Monitoring and Evaluation

17 Security Considerations for EVM Projects

17 Sustainability in Organizations and Institutions

23 Minimizing Construction Projects Risk

24 Role of ProjectProgram Manager in PromotingSupporting Innovation

24 Leadership when the Project Crashes - Dave Davis

24 Improving Outcomes through Agile PM and BA Collaboration

24 Making Change Management a Competitive Advantage

24 The New Business Case for the Sustainability Imperative

29 Lessons Learned from the Amazonian PMO

30 Public health ethics in the context of project management

31 Utilizing EVM to Combat Corruption in International Dev (Repeat)

Call for PMBOKreg Guide - Sixth Edition Core Team

Volunteers PMI is announcing its call for volunteers for those who would like to participate in the development

of A Guide to the Project Management Body of Knowledge (PMBOKreg Guide) ndash Sixth Edition We are

now looking for volunteers to be part of the core committee for the latest edition

Access the Volunteer Relationship Management System (VRMS) now to read more about this

opportunity This opportunity is open to potential volunteers until 25 July 2014 Click here to learn

more



25

Chapter Guest Pass program

Are you a PMI member living or working in the Netherlands and who has not joined our

Chapter yet

Want an easy way to find out how great the programs of the

PMI Netherlands Chapter are Make use of the Chapter

Guest Pass program now

There are more 1200 PMI members in the Netherlands but

less than 70 are members of the PMI Netherlands

Chapter The Chapter Guest Pass program is aimed to

narrow that gap It allows you to experience all the

benefits join many activities and appreciate the value of

joining our Chapter by trying it out at no cost for you for the

remainder of your PMI membership

So if yoursquore not a member of the Chapter yet use this

program to join our Chapter and discover all it has to offer

for you If yoursquore a member of the Chapter and know other

PMI members in the Netherlands who are not a member of

the Chapter please share this information with them and

let them know that they can now join PMI Netherlands

Chapter for free

How does the program work

Get in touch with us by sending an email to our Operations

Officer (operationspmi-netherlands-Chapterorg) and refer to the Chapter Guest Pass program After

validating your request our Operations Officer will provide you a code to activate the Chapter Guest Pass

program The Chapter Guest Pass is valid for one time use from the point of initiation through the end of the

memberrsquos current PMI membership cycle We encourage you to activate the code as soon as possible to get to

become fully immersed in the Chapter and its activities and enjoy the benefits for a maximum amount of time

Get connected and start enjoying the benefits of the PMI Netherlands Chapter



26

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



27

Project Management Humour

Get inspired

PMs are the most creative pros in the world we have to figure out everything that could go

wrong before it does Fredrik Haren



2

Presidentrsquos Column

While writing this column I discovered that almost half of 2014 has

passed How time flies when you are having fun And fun is what I have at

my daily job - executing projects and programs and as a leadervolunteer

of the PMI Netherlands Chapter Being a volunteer of the Chapter means I

am able to contribute to our profession and have numerous opportunities

to extend my network meet all kinds of interesting people and

organisations engage with Chapters around the world explore new possibilities etc Believe

me it is challenging and it requires dedication and asks a lot of energy but in return I get so

much back

Despite that I really enjoy my leadershipvolunteer role at the Chapter However it is time

to hand over and step back I will do so at the end of the year and together with alumni

board members I am defining the steps we need to take to recruit one or more successors I

truly hope and will do my utmost best to present some good candidates later this year when

election time comes Do you consider yourself a possible successor Great I am more than

happy to put you on the list and explore optionshellip

Meanwhile I will of course continue leading the Chapter to the next level In August after

we are all recharged from the holiday break the Board will spend the weekend discussing

the Chapterrsquos future strategy and defining the targets and actions for the coming years

Extending membership value or maybe best to say stakeholder value will of course be the

focal point We will use your inputs from surveys the April World Cafeacute session the feedback

we received from talking to you and experiences from other Chapters across the world That

is the good thing of being part of this huge international network called PMI Can you

imagine the creativity and innovation of 420 Chapters and over 450000 members across the

globe

I am looking forward to stepping back from the role of President of the Chapter but for sure I

will find other ways to keep contributing I hope that part of my enthusiasm encourages you

to at least consider volunteering We have direct needs of your involvement We need a

new President there may be vacant board positions and there is so much more we could use

some kind of support from you helping our Directors in creating and executing Marketing

strategies Communications creating events Publications organising local interest working

groups writing White Papers and exploring new innovative developments that will keep the

passion for Project Management alive amongst our Chapter that is now a community of

more than 900 members Make sure we know that your are interested by raising you hand

and create a VRMS profile (httpwwwpmiorgGet-InvolvedVolunteer-Opportunitiesaspx)

For now enjoy your holiday and for those that continue working have fun doing so Looking

forward meeting you after the summer break at one of our meetings

Cees Pijs President



3



Newsletter

















Editorial Office


Karen Obi




4

Our Sponsors


GOLDEN SPONSORS

SILVER SPONSORS

PARTNERS

FACILITY SPONSORS




5

Events Calendar






Already certified



August 2014


More info





August 2014



September 2014



October 2014


November 2014


More info




6



















charitable causes











are



shortly)



and many more




Henk-Jan Molenkamp

Director Events



7









professionals















Cees Pijs President



8

RISK ZONE 2014











NL-PMI-15



9




Peter Storm





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





3



Newsletter

















Editorial Office


Karen Obi




4

Our Sponsors


GOLDEN SPONSORS

SILVER SPONSORS

PARTNERS

FACILITY SPONSORS




5

Events Calendar






Already certified



August 2014


More info





August 2014



September 2014



October 2014


November 2014


More info




6



















charitable causes











are



shortly)



and many more




Henk-Jan Molenkamp

Director Events



7









professionals















Cees Pijs President



8

RISK ZONE 2014











NL-PMI-15



9




Peter Storm





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





4

Our Sponsors


GOLDEN SPONSORS

SILVER SPONSORS

PARTNERS

FACILITY SPONSORS




5

Events Calendar






Already certified



August 2014


More info





August 2014



September 2014



October 2014


November 2014


More info




6



















charitable causes











are



shortly)



and many more




Henk-Jan Molenkamp

Director Events



7









professionals















Cees Pijs President



8

RISK ZONE 2014











NL-PMI-15



9




Peter Storm





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





5

Events Calendar






Already certified



August 2014


More info





August 2014



September 2014



October 2014


November 2014


More info




6



















charitable causes











are



shortly)



and many more




Henk-Jan Molenkamp

Director Events



7









professionals















Cees Pijs President



8

RISK ZONE 2014











NL-PMI-15



9




Peter Storm





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





6



















charitable causes











are



shortly)



and many more




Henk-Jan Molenkamp

Director Events



7









professionals















Cees Pijs President



8

RISK ZONE 2014











NL-PMI-15



9




Peter Storm





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





7









professionals















Cees Pijs President



8

RISK ZONE 2014











NL-PMI-15



9




Peter Storm





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





8

RISK ZONE 2014











NL-PMI-15



9




Peter Storm





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





9




Peter Storm





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





10



2014









11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





11











12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





12



the midst of chaos





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





13











14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





14












15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





15























aangewezen









Michiel Dijkman



16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





16





teruggaat
















aanpak
















17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





17












18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





18




York Paulist Press



19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





19










Stewardship















20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





20





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





21






leaders





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





22






programme portfolio





2015










step













23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





23



Name Credential

Rene de Zwart PMP

Mr Pieter Boers PMP

Martine Kampers PMP



Mr Onder Karpat PMP



Great job

PMI Journals



24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





24


























more



25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





25



Chapter yet

















Chapter for free











26








and other PMI news
















27


Get inspired





26








and other PMI news
















27


Get inspired





27


Get inspired



2014.06 - pmi netherlands newsletter

Documents

rd pmi netherlands summit

pmi journals

agile project management

project management humour

project success failure

edition core team volunteers

risk zone

pm research