2016.04 PMI Netherlands Newsletter

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

Portfoliomanagers

www.PMI-Netherlands-Chapter.org

Table of Contents Welcome to the April 2016 Edition ......................................................................................................... 2

Our Sponsors ........................................................................................................................................... 3

Events Overview ...................................................................................................................................... 4

Chapter Board News................................................................................................................................ 5

Charter renewal ................................................................................................................................... 5

Chapter Guest Pass program ............................................................................................................... 5

Business Plan update ........................................................................................................................... 5

Representation at ASML PM Day 2016 ................................................................................................ 5

Director Professional Development .................................................................................................... 5

Secretary .............................................................................................................................................. 6

Requests for Volunteers .......................................................................................................................... 6

Upcoming Events ..................................................................................................................................... 7

Chapter Meeting May 20th - 21st Two-Day Euregio Event in Limburg ................................................. 7

Chapter Meeting June 15th - Project Tooling unleashes the Future of Project Management ........... 10

PMI NL Chapter Summit 2016 ............................................................................................................... 11

Sponsor’s Announcements .................................................................................................................... 13

IIL Europe ........................................................................................................................................... 13

The PMO Company ............................................................................................................................ 15

Meet on our Volunteers ........................................................................................................................ 22

Recently certified PMI Netherlands members ...................................................................................... 22

Let’s stay in touch .................................................................................................................................. 23

September 2015

SepSSSeptember

Volume 54 Issue 5

April 2016

Volume 58 Issue 4

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

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Welcome to the April 2016 Edition

Spring has sprung! We see it everywhere around us. New signs of life emerging from their

sleep. In this very light, we also decided to bring some new life into our newsletter. We are

currently reviewing our newsletter format and content to ensure that we bring you the most

valuable and current news in a format that is easy for members to read.

Highlights in this edition:

Upcoming Chapter Events

Update on the 2016 Summit

Meet our Volunteers! *NEW*

Why do we need a PMO?

Did you think there would be a link between Agile and Historical

Civilizations?

This month our Chapter’s very special thanks to Karen Obi who has become actively

involved in compiling and setting up our Newsletter!

Of course, we always invite you to contribute an article that you feel may interest your

peers. It is good for your visibility and a real boost to your Curriculum Vitae.

As always, enjoy reading!

Editorial Office:

Odilia Kunne

Karen Obi

Contact: [email protected]

Odilia Kunne Director Communications


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

GOLD SPONSORS

SILVER SPONSORS

PARTNERS

FACILITY SPONSORS

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


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

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

http://www.strategyex.co.uk/

http://www.projectplace.nl

http://www.perfact-group.com

http://www.doyouscrum.com/

http://www.lagant.nl/

http://www.fiscam.nl/N

http://www.managementofchange.nl/

http://www.valid.nl/

http://thepmocompany.com/

http://www.insynq.nl/

http://www.threon.com/

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

http://www.hu.nl/

http://www.iil.com/

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Events Overview

PMI Netherlands Chapter Other

May 2016

12 PMI Summit/Ankara, Turkey More info 2 IIL- Agile for Business Analysts ($850-) Register 2 IIL- Change Management™ Practitioner ($1650) Register 20-21 Euregio Event with Germany & Belgium More info 10 IIL- Project Orange Belt® 2013 ($1250) Register 16 IIL- Agile Project Management Foundation

($1450) Register

23 IIL-Stakeholder Relationship Skills for Project Managers ($850)

Register

23-25 THREON - Program & Benefits Management More info 25 PPM Annual Conference 12th edition More info

June 2016 2 Agile & Scrum Virtual Conference More info 6-7 Northern Star Consulting - Distributed Team

Canvas More info

15 Chapter Meeting - Tooling unleashes the future of Project Management

More info 9 THREON - Free event: Linking Facility Management with Program and Project Management execution of Construction Projects

More info

13-15 TwentyEighty Strategy Execution - Foundations

of Business Analysis Course

More info

27-29 TwentyEighty Strategy Execution - Testing

Techniques for Tracing & Validating

Requirements Course

More info

July 2016

tbc Stedin Program Management Case – Stedin Program Management

More info

August 2016 28-31 THREON - Program & Benefits Management More info

September 2016 15 Annual Summit 2016 More info 12 AMI Consultancy - Masterclass Project

Recovery

More info

Please note that the PMI NL Chapter Calendar Events are planned for your convenience, even though not all events have been definitely confirmed from a speaker and location point of view. Please do keep an eye on changes and do know that our website is leading. When an event is ready for registration all details will be confirmed. Note: the registration process has slightly changed – read the instructions carefully on our website.


http://www.pmi.org.tr/summit/ankara/eng/index.html#program

http://www.iil.com/incs/outlines/1025-9355.asp

https://www.iil.com/str_registration.asp?scity=Mon+1%3A00PM+-+4%3A00PM+ET&sdate=5%2F2%2F2016&sgroup=AAAG&sku=1025


https://www.iil.com/str_registration.asp?scity=Mon+8%3A00AM+-+11%3A00AM+ET&sdate=5%2F2%2F2016&sgroup=AAAE&sku=1068

http://www.pmi-netherlands-chapter.org/index.php/events/upcoming-events/


https://www.iil.com/str_registration.asp?scity=Tue+1%3A00PM+-+4%3A00PM+ET&sdate=5%2F10%2F2016&sgroup=AAAI&sku=1069


https://www.iil.com/str_registration.asp?scity=Mon+8%3A00AM+-+11%3A00AM+ET&sdate=5%2F16%2F2016&sgroup=AAAA&sku=1128



https://www.iil.com/str_registration.asp?scity=Mon+8%3A00AM+-+11%3A00AM+ET&sdate=5%2F23%2F2016&sgroup=AAAL&sku=8961

http://www.pmi-netherlands-chapter.org/index.php/146-third-party-events/770-threon-program-benefits-management


http://www.pmi-netherlands-chapter.org/index.php/events/upcoming-events/799-2016-05-25-project-portfolio-management-jaarcongres

http://www.pmi-netherlands-chapter.org/index.php/events/upcoming-events/798-2016-06-02-agile-and-scrum-driving-success-through-innovation

http://certification.scrumalliance.org/courses/20157283-csm


http://construct.threon.com/





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

http://www.recoveringprojects.nl/

http://www.pmi-netherlands-chapter.org/index.php/events/upcoming-events


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Chapter Board News

Charter renewal The 2015 charter of the PMI Netherlands Chapter has been approved by PMI. That means we have done a good job last year in providing value to our members and in advancing the profession of project, programme and portfolio management in our country.

Chapter Guest Pass program

Our Chapter has attained the maximum reimbursement level with the Chapter Guest Pass program! With this achievement, we have been enrolled as a member of PMI’s 500 Club for 2016. The program allows PMI members who have not yet joined their local chapter to try out chapter membership for free. We reached the goal much earlier than last year, so we are doing good in attracting members. Board members are eager to meet the recently joined members at one of our events.

Business Plan update In the coming months we will update our Business Plan 2016-2019, based on the existing

Chapter’s Strategy and input from PMI Inc. We have found a volunteer to lead this

interesting activity.

Representation at ASML PM Day 2016 On April 5th the Chapter was represented with a stand on the ASML Project Management

Day 2016, where some 400 Project Managers gathered to share project management best

practices and grow towards a higher level of

maturity. We presented general information

about PMI and the Netherlands Chapter,

including membership, and about PMI

certifications. We also showed PMI standards

and books. It was a good day for us. We have

made good contacts with ASML Project

Managers interested in becoming CAPM or PMP

and in joining PMI and the Chapter and with

their project management leadership.

Director Professional Development Rochelle Rober, our Director Professional Development, has stepped down from the board

per April 1st due to time constraints. She will continue as volunteer in Professional

Development, responsible for specific activities, such as certification advice. Rommert


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Stellingwerf, President, has taken over that role for the time being. So, we are looking for a

new Director Professional Development.

Secretary Due to work and personal circumstances our Secretary, Jan Vermeijs has suspended his role

in the Board. In the meantime, our Treasurer is taking the Secretary’s responsibilities. We

are looking for a Volunteer to fill this gap on a temporary basis.

For more information on these job openings, see our Request for Volunteers section later in

the newsletter.

Requests for Volunteers

Secretary of the Chapter Board (temporary)

We are looking for a Volunteer to take over the Board Secretary duties for the next three

months. A nice opportunity to get an inside look in the Board activities!

Program Board

Volunteers for supporting the CEO with organizing events, finding compelling speakers and finding locations

Work Groups & Other

Volunteers in the region to organize regional ‘Beermeetings’ 2016 for networking and project discussions in the region

Interested? Please contact Rommert Stellingwerf or André Legerman


mailto:[email protected]


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Upcoming Events

Chapter Meeting May 20th - 21st Two-Day Euregio Event in Limburg PMI Netherlands Chapter is pleased to invite you to a very special 2-days event in the region

of Limburg, Netherlands.

We have put together a great program with interesting presenters in an idyllic surrounding.

The event is special because this time it is within short driving distance of our Belgium and

German PMI colleagues who are cordially invited as well! It is also special because we have

topics on Friday and Saturday! This requires you (if you would attend both days) to arrange

a hotel by yourself, but it does allow you to bring your friend, husband or wife to the region

as well, to spend some quality time together after the event is over. That’s also the reason

that we start relatively early and stop early, so you can spend the evening together, or if you

want, spent it together with your peer PMI members for networking and drinks.

So we start on Friday afternoon (15:00 – 20:00) and have an program on Saturday morning

from 9:00 – 12:00. You should arrange for a hotel yourself (if you stay), but, as mentioned,

the consideration is that you can bring your spouse/friend and enjoy a weekend in Limburg. (Since this is for your professional education your employer might be inclined to sponsor your hotel cost).

Why 2 days? Because that makes it worthwhile inviting your significant other to join you and have a great

and romantic weekend in Limburg afterwards!

What’s on the agenda? Mr. Lars Bessems MSc, MBA, Managing Partner Perfact-TASC, Expertise Manager will

enlighten us about all the ins and outs of Turnarounds & Projects Turnaround Management.

These large Oil & Gas industry related huge endeavors require that many special measures

and controls are in place making it is a very interesting Project Management diversification

by itself. The presentation will help you get insight into managing very large projects and

will bring you valuable ideas.

Prof. Peter Storm at Open University, will take us on a journey which is absolutely a

different topic, but has a similar name: Project Recovery Management. What needs to be

done when project come into the dangerzone? How to get back on track? How to manage

stakeholders and ‘turnaround’ (recover) the project from going bad to getting back on track?


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Agenda – Friday May 20th

15:00 - Registration, with coffee 16:00 - Opening, Welcome and Introduction by the PMI Netherlands Chapter 16:05 - Introduction of our hosts Perfact Group 16:20 - Turnaround Management – astonishing cases - 17:20 - > Break < 17:35 - Recovery Management – Peter Storm 18:30 - Wrap-up & Friday Afternoon Networking drink 19:20 - Closure & your chance to visit beautiful Limburg and spend the evening with friends

Register for Friday’s events here

On Saturday morning our key-note speaker Mr. Paul Vogels, BSc, Managing Director of

Primaned, will take a look at the core technique and heart of Project Management:

Scheduling! Although we all know about the magic PM triangle of Time, Cost and Quality,

and all are equally important, it is astonishing to see how often projects run out of time, cost

or quality because of poor planning. Especially at larger (turnaround-like) projects, using a

consistent and structured method of planning is a critical success factor. Mr Vogels will share

lots of real life examples and techniques including clash detection, a 4D way of planning

(BIM), etc.. So if you are ready for a master class level hour of project scheduling & planning,

please join us on this Saturday morning in beautiful Limburg!

Saturday May 21st

9:00 - Registration, with coffee

9:30 - Keynote speaker – The 4th dimension of Planning, Paul Vogels - Director, Primaned

10:30 - Closure & your chance to visit beautiful Limburg and enjoy a great weekend

Register for Saturday morning’s event here

In addition we run a special parallel session “Mini Master Agile for Beginners” against a

small participation fee (€75 per person - 20 seats only). This introduction course will address

the essentials of the Agile Project Management approach, use of SCRUM tools, etc. The

course will continue on Saturday morning and will then address the impact of starting to use

Agile techniques in your organization, leadership roles and how to implement Agile. This

part is mainly interactive and allows you to bring in your own questions and concerns.




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Parallel track – Mini Master Agile agenda

Friday May 20th


16:00 - Opening, Welcome and Introduction by the PMI Netherlands Chapter 16:05 - Introduction of our hosts Perfact Group

16:20 - Start of the Mini Master Agile - part 1 19:00 - Wrap-up & Friday Afternoon Networking drink 19:20 - Closure & your chance to visit beautiful Limburg and spend the evening with friends

Saturday May 21st


9:30 - Mini Master Agile - part 2, Surprise!

10:30 - Closure & your chance to visit beautiful Limburg and enjoy a great weekend

Please note that this mini-track has limited seats (20) and requires an additional fee of € 75

Register for the Agile event here

Location: Klooster Munstergeleen, Abshoven 33, 6151 GC Munstergeleen

Seats: 80 (for now)



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Chapter Meeting June 15th - Project Tooling unleashes the Future of Project

Management

The future of Project Management was a hot topic in 2015 and will be in 2016. What will

the future bring and what does it mean for the profession of Project Management?

We all see the profession changing: Yes, we do see a shift to agile projects. Yes, we do see

more self-steering teams (no Project Manager needed)? And yes, we understand that

projects entail much more collaboration with partners, suppliers, consultants than before

due to smaller and more agile specialized units and companies (a complete ecosystem by

itself). This requires different governance, different management style perhaps, but what it

also requires, are the right tools to enable teamwork, collaboration, transparency over so

many different parties involved and an easy way to keep abreast of status, priorities and cost

by means of dashboards and reports.

That’s why PMI Netherlands Chapter is proud to help you take a peek into the future by

presenting you with possible visions of this future. Senior consultants will update us about

what they see is coming upon us. We will bring you an intermediate update of the Chapter’s

BIG10 working group which is investigating the required skills and profile of the Project

Manager of 2020. Last but not least, we have invited our sponsors to provide the 2 most

compelling and useful features of their products and services that are enabling the future

already now!

Agenda (16:00 – 20:30hrs):

Part 1: The Future of Projects: enabled by Tooling – Consultant/Presenter view –

Part 2: The most amazing features and abilities of Project Tooling, presented by our

Sponsors

Location: INSynQ, Eindhoven

Registration to be opened soon through our website



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PMI NL Chapter Summit 2016

According to Agent of Change: The Future of Technology Disruption in Business, a White

Paper produced by Economic Intelligence Unit and based on a global survey of 567

executives, few industries will remain unchanged by technology disruption.

Project Management has become a robust discipline with many competent practitioners.

But despite the professionalism of Project Managers and the best efforts of project team

members, many projects still fail. Even when managers deliver projects on time and on

budget, they may still not meet the needs of their customers. So much about projects is

uncertain, a problem compounded by today’s need for more adaptability than traditional

models allow.1

In “Disruption in Project Management” Raj Kaushik states that in the wake of technology

disruption and crowdfunding, the role of Project Managers will have to change. By 2025, we

will see more or less flat organizations, with hardly anyone working as a traditional manager

with the main responsibilities of scoping, scheduling, resource handling, and reporting. The

Project Manager needs to take on the role of a project entrepreneur, where one needs to

change hats frequently.

So if all kinds of disruptions in every possible branch are to be expected, we might be

running late already in preparing ourselves. What will Project Management look like in an

era of disruption? What practices will then be embraced as good, better or even ‘best’?

One of your current practices? Lessons you learnt and worthy to spread among the

community of Project Managers?

After the successful PMI Netherlands Summit 2015, the PMI Netherlands Chapter in co-

creation with CKC Seminars are preparing for the fifth edition on September 15th 2016 in

Conference Center ‘t Spant in Bussum, the Netherlands.

1 Reinventing Project Management. The Diamond Approach to Successful Growth and Innovation,

Aaron J. Shenhar and Dov Dvir, 2009


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Central theme of the 2016 edition is:

Disruption!

In this Summit we will elaborate on the interrelation between Disruption and Project

Management. What is the key role of Project Management? What are the capabilities we

need to develop? The lesson according to Josh Linkner, author of “The Road to Reinvention”

is simple - disrupt or be disrupted. This Summit is a call for action and will look at disruption

from several viewpoints.

Keynote speakers

We are pleased to announce the first keynote speakers:

Brian A. Weiss, Vice President, Practitioner Markets, PMI

Thomas Swaak, Senior Director, Philips Innovation Services, Industry Consulting

Prof. Christopf H. Loch, Director, Cambridge Judge Business School

Watch this space for more information on content.

Register with discount

Receive a € 50,- early bird discount! Register before May 30th and take advantage of € 50,-

Early Bird Discount! You can register here.


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

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Sponsor’s Announcements

IIL Europe

How Agile culture mimics the historical patterns of the rise and fall of civilizations By Tom Friend, CSP, ACP, SPC, FLEX, AHF, PSM, CSM

When the lessons of the past are forgotten, history tends to repeat itself, with predictable results. As an officer in the military, the understanding of history was foundational for becoming a well-rounded leader. In observing teams and organizations I have worked with in my personal history, I have seen common themes. A culture of apathy—which poses a threat to our civilization as a whole—is a prominent, recurring theme I have observed not only in my past positions, but also in the positions I have held on Scrum Teams. History shows if a society does not possess a strong “culture” of its own, based on shared beliefs, ethics, and goals, then it is ripe for conquest by societies that have this “culture.” The same holds true in both the world of business and of Agile. If a company or team does not have a strong culture, then it will fall to a competitor who has a system of shared beliefs, ethics, and goals. This is but one example of how the business world mirrors the pattern of foundation and collapse, administration and competition, which is exhibited by civilizations on a much greater scale. Societal collapse is the fall of a human society, civilization, and/or nation-state from a

previous position of economic, political, or martial prominence. This term encompasses a

spectrum of societal failures, including the abrupt fall of the Mayan Civilization, as well as

the gradual declines of the Western Roman Empire. These societal collapses occur for

numerous reasons, but one historical theme that is seen is that when one success is reached

(whether financial, political, or relational), relaxation and apathy become acceptable. This,

in turn, leads to a subsiding system of beliefs and ethics, and the loss of a shared culture.

These same consequences play out on teams as apathy and entitlement exhibit themselves. Success is not a gift, but rather a shared achievement, and a fragile achievement at that. Whether it is a society or a company experiencing success, constant attention must be given to ensure continued success and to keep entitlement, apathy, and an eventual collapse at bay. An individual’s belief in their contribution to the team is inherent in the success of a team.

Without a shared culture which sets a standard for individuals on a team, work ethic, time,

and profit can be lost. The perceived value of an individual’s work will decrease. In addition,


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the level of accountability for team members drops as apathy sets in. When a team

becomes a group of people with separate beliefs, ethics, and goals, the team is headed for a

collapse.

It just happens that the more elaborate the society, organization, or company, the more

vulnerable it is to apathy and ultimate collapse. Without the recognition of the threats

facing a successful group, and action taken towards mitigating present and future dangers, a

society, company, or team can be lost. History teaches us that any civilization can fall, even

at the peak of its success. The same is true for any Agile organization or Scrum Team. Those

teams which are based on a strong, shared culture will be able to effectively combat apathy,

and take advantage of the opportunities and circumstances presented to them.

In a world where self-organized teams regularly evaluate and adapt to reach success, the

underlying culture of the team is often forgotten. This culture—a system of shared beliefs,

a code of ethics, and a set of short and long-term goals—is a critical piece for a team to

develop. As you observe the culture in your workplace, what already exists? Has apathy

already set in? What will you do to change the culture in your workplace and foster growth,

cooperation, and purpose?

IIL’s First Annual Virtual Conference: Agile and Scrum – Driving Success Through

Innovation

Join us on June 2nd to hear from and interact with speakers who have profoundly changed

the nature of work by using Agile in software development and other application areas such

as Product Development, Operations, Finance, Sales and Marketing.

Earn up to 20 PDUs! Learn more and register at www.iil.com/agile-and-scrum-conference.


http://www.iil.com/agile-and-scrum-conference

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The PMO Company

Case Study: the Business Case for a PMO

Introduction Research confirms that organizations with well-developed Project Management Office Functions performs significantly better than those organizations that lack such functions.

The reason of this is that projects are often delayed by unforeseen issues, requirements or scope changes and ineffective communications between project team members, users and other stakeholders. Over 75% of executives indicate that their Project Management Office is instrumental to deliver value to business goals:

“How is your PMO perceived in delivering value to overall business growth?”

Source: Forrester/PMI April 2011 Global Project Management Office Online Survey

BUSINESS GOALS ENABLERS BUILDING

BLOCKS

RESOURCES



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Hence, we may assume that risk of business value reduction can be effectively reduced by investing a fair percentage of expected business value into its enablers. It seems realistic that this percentage may vary between 1-5% of the portfolio’s contribution to such business value. This will be the baseline for determining the investment side of the business case for implementing a PMO.

Business Goals

Each organization is limited to investments and resources. For you as manager it is important that Returns on Investment are maximized. Establishing a PMO supports you to achieve such maximization. Through the creation of transparency and improvements of processes that a PMO realizes, benefits can be increased against lower cost, with your organization as the winner.

To achieve business goals, processes need to be continuously adjusted to accommodate changed market and/or product environments. Projects help to focus on these changes and support the transition of processes. Specific goals are mostly a mix of the following, each more or less important for the organization. As an example we describe the following case in which the following business goals dominate the project portfolio selection:

Higher Returns on Investment

Speed of Delivery

Cost Reduction

Maintaining Reputation To ensure that these business goals are achieved with maximum Returns on Investment, it is essential that we understand how the performance of the contributing projects impacts the rate of success for each of these goals.

To start the development of the business case for your Project Management Office, we must determine the organization’s business goals and relate each of your projects to these goals. The contribution to each of the business goals will help us to determine how important the projects results eventually are for obtaining the benefits of your business goals. Although the business cases for your projects should include the expected value, it may be hard to derive the monetary contribution of your projects to business goal results. This will especially be the case when the results are expected to be qualitative. When having difficulties to determine the contribution, estimate the additional cost to obtain the business goals when the project would not exist and subtract the project cost.


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Enablers The achievement of business goals is partly driven by internal enablers, each more or less impacting, but typical for your industry or organization type. Understanding the business goals and enablers helps you to determine which functions and resources need to be in place. Some are more important than others and therefor will drive your business case and roadmap.

Now it is time to understand the enablers that drive the success of a project. A project that is time-critical requires different controls and instruments than a project with a high sensitivity for cost overruns. And a project that must ensure high product safety and/or quality standards requires different controls and instruments than a project that drives more efficient sales operations. Project enablers may manifest in many ways and may even change during project execution. Identifying the enablers that drive business results for each of the projects can be done in a relatively straightforward way. For this case study we already know the monetary value of each of the projects to the business results.

Now, we determine for each project the relative impact that

each project enabler may have on the results of these projects.

By multiplying the monetary value of the projects with the relative impact of the enablers it is possible to determine in what extend specific enablers need our focus to prevent that business results are not completely obtained. The figure below reflects that in this case study three project enablers are most likely to impact the business results significantly. The relative impact on the overall potential business results by these three enablers is 56% of all enablers together. These project enablers are:

Cost

Risk

Communications

Hence, a very cost effective way to increase the likelihood that the projects in this case study add maximum value to the related business goals is to focus on the capabilities of the project organization in these three specific areas.

Contribution to

Business Value Hig

her

Ret

urn

on

inve

stm

ent.

Spee

d o

f D

eliv

ery.

Co

st R

edu

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n.

Mai

nta

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g R

epu

tati

on

.

Inte

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ion

Sco

pe

Co

st

Ris

k

Qu

alit

y

Co

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un

icat

ion

s

Tim

e

Res

ou

rces

Pro

cure

men

t

Stak

eho

lder

Man

agem

ent

project 1 1,000,000€ 60% 20% 20% 0% 5% 15% 5% 20% 5% 15% 5% 5% 5% 20%

project 2 5,000,000€ 20% 80% 0% 0% 10% 5% 30% 5% 5% 10% 5% 20% 5% 5%

project 3 2,000,000€ 50% 0% 0% 50% 0% 20% 5% 10% 0% 20% 20% 10% 0% 15%

project 4 9,500,000€ 20% 40% 40% 0% 0% 5% 5% 60% 5% 10% 5% 0% 0% 10%

project 5 2,000,000€ 0% 20% 0% 80% 10% 10% 0% 10% 0% 20% 30% 10% 0% 10%

project 6 500,000€ 20% 60% 20% 0% 5% 20% 5% 5% 5% 5% 5% 30% 10% 10%

Total value 20,000,000€ 4,600,000 8,700,000 4,100,000 2,600,000 775,000 1,575,000 2,150,000 6,575,000 800,000 2,425,000 1,800,000 1,600,000 350,000 1,950,000

BUSINESS GOALS PROJECT ENABLERS


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Depending on the maturity of your organization, other enablers may be eligible for development later in time while the three focus areas are under control. Within a project organization we recognize various functions that support one or more of the project enablers. Many of these functions are often centralized in a Project Management Office or are governed by procedures and standards. In this case study we will now look at these functions and see how we can improve the performance in such way that it is likely that business results are being improved against minimum investment.

Building blocks

By defining building blocks, it becomes easier to identify the typical functions that are needed to maximize the result of your PMO. Some may be present already but not important, others may have to be further developed. The framework can be easily applied in maturity scans to support a balanced organizational development and when defining the business case for a PMO.

The framework that we apply covers the following three types of functions.

Delivery functions

Governance functions

Centre of Excellence functions

For each of the three areas we identify specific PMO functions. Each contributes to one or

more enablers and therefore indirectly drives the achievement of business goals.


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Having identified the enablers for achieving the business objectives in this case study, it is now

possible to determine which building blocks need to be well established, or further developed,

to support maximum effect of the required enablers.

A simple matrix between the chosen enablers and the standard building blocks supports the

insight in required development.

Like we see in the top-3 project enablers, we can easily identify the building blocks on which

we must focus when developing the capabilities of the PMO functions in the project

organization.

For this case study we performed our regular Project Maturity Assessment that comes with our framework. Comparing the maturity assessment with the needed building blocks, we recognize that the overall enabling building blocks do not completely match the maturity level of the organization. Improvement is recommended in the following areas:

Stakeholder Management

Risk Management

Inte

grat

ion

Sco

pe

Co

st

Ris

k

Qu

alit

y

Co

mm

un

icat

ion

s

Tim

e

Res

ou

rces

Pro

cure

men

t

Stak

eho

lder

Man

agem

ent

5% 15% 5% 20% 5% 15% 5% 5% 5% 20%

10% 5% 30% 5% 5% 10% 5% 20% 5% 5%

0% 20% 5% 10% 0% 20% 20% 10% 0% 15%

0% 5% 5% 60% 5% 10% 5% 0% 0% 10%

10% 10% 0% 10% 0% 20% 30% 10% 0% 10%

5% 20% 5% 5% 5% 5% 5% 30% 10% 10%

775,000 1,575,000 2,150,000 6,575,000 800,000 2,425,000 1,800,000 1,600,000 350,000 1,950,000

PROJECT ENABLERS

975,496€

868,739€

1,103,008€

1,150,937€

1,013,401€

943,168€

836,055€

825,960€

796,860€

794,180€

584,909€

823,705€

908,667€

876,418€

958,717€

796,490€

865,333€

780,836€

599,995€

731,651€

749,853€

769,845€

610,244€

635,532€

20,000,000€

Issue Management

Risk Management

Stakeholder Management

Business Case

Project Planning & Control

Total value

Community Management

Knowledge Management

Skillpool Management

Standards & Methodologies

Process Management

Tools & Support

Quality Assurance Management

Reporting

Governance

Benefits Management

Communications Management

Procurement

Sourcing

Document Management

Information Management

Portfolio Strategy

Organisational Structure

Project Accounting

Change Management

DEL

IVER

Y

FUN

CTI

ON

S

GO

VER

NA

NC

E

FUN

CTI

ON

S

CEN

TER

OF

EXC

ELLE

NC

E

FUN

CTI

ON

S


● ● ● 20


Portfoliomanagers


Issue Management

Change Management

Document Management

Quality Management

Knowledge Management

Rescources By mapping the enablers to the framework of building blocks, we can now determine

which resources are actually required to maximize the effect of the enablers. Each

building block offers a variety of processes, tools and techniques. The rationale to

invest in the development and implementation of any of these resources depends on

the value that it provides to achieving your business goals…

Related to your business goals, specific enablers need to be in place to increase business success. The framework of PMO building blocks offers a variety of resources that can be applied to make the enablers work. The extend of needed resources depends on the influence that a resource has on one or more of the enablers and directly drives the cost side of the business case and the roadmap.


● ● ● 21


Portfoliomanagers


While organizations previously believed that a PMO would just be the differentiator,

expectations increased. It is not enough to simply lead governance or monitor methodology.

Instead, a PMO must provide tangible, repeatable, long-term benefits that can be proven

upfront.

The methodology to build a business case for a PMO, as outlined in this case study supports a customization from the start to align with organizational strategy. It prepares for change as corporate strategy shifts.

Furthermore, it is not enough for a PMO to produce results. The PMO must also communicate those results throughout their organization to earn executive support and overcome skepticism. Only by doing so will PMOs be viewed as offering a competitive edge.

About The PMO Company

The PMO Company was founded in 2009 with a vision on project collaboration through tooling and governance. We do that independent of time and location, but also with a specific working model, in which our professionals integrate their hard and soft skills to provide clients the maximum Returns on Investment. Our globally experienced and oriented professionals possess a highly developed sensitivity for cultural differences and work with our clients as partners to obtain business results. For that we apply a framework of building blocks that enables the execution in all aspects of project and service management on operational, tactical, as well as on strategic level. For more information about the PMO Company, please visit our website. If you are interested in following a workshop on this topic with your company, just contact Gerard van Lier.

Good things happen when you get involved with PMI Netherlands Chapter!




● ● ● 22


Portfoliomanagers


Meet on our Volunteers

Name Karen Obi

Role in Chapter Volunteer Editor, Newsletter

Profession Super Duper Project Manager

Hails from Trinidad & Tobago; Canada

Background Canadian Armed Forces (Basic Training)

Bachelor’s Degree from University of Waterloo in

Canada (not Belgium);

MBA Degree from (Tias)NIMBAS

Mother of 4 boys

Came to NL on 2-year contract as expat 20+ years

ago

Mission 1. Ensuring that the English in our newsletter is

grammatically correct

2. Working on politically-charged projects. (I have a

lot of experience dealing with naughty boys)

Recently certified PMI Netherlands members

We congratulate the newest PMP’s on passing their exam and receiving their certification:

Mr. Francis Belen, PMP Mr. Frans G. Helmers, PMP Ms. Kitty van den Heuvel, PMP Mr. Wietse Werter, PMP

Well done!


● ● ● 23


Portfoliomanagers


Let’s stay in touch Our webpage is the main source of information about the PMI

Netherlands Chapter: http://pmi-netherlands-Chapter.org

You can also sign up here to get Chapter news on your email.

Join our LinkedIn group: http://www.linkedin.com/groups/PMI-Netherlands-Chapter-130083 Share your thoughts and join discussions. We will also inform you

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Check out our Facebook Fan page: https://www.facebook.com/PMINetherlandsChapter which was set up to inform you about recent news and for

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Besides the website, LinkedIn and Facebook you can follow us on

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On a regular basis we send tweets to inform you about Chapter

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other followers. Looking forward to tweet-connect.

To make reading our newsletters more convenient for you, we’ve

created an Issuu account where you can find all our newsletters: http://issuu.com/pmi_netherlands_Chapter

You may also be interested in the latest Newsletter of IPMA-NL


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http://www.linkedin.com/company/pmi-netherlands-chapter

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http://www.ipma.nl/archief-nieuwsbrieven/

2016.04 PMI Netherlands Newsletter

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