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We are IPMA 2 | ®2
Joop Schefferlie
» 55 years life experience
» Joined IPMA in 2004
» IPMA-NL board member 2008 – 2014
» IPMA-NL President 2010 – 2014
» IPMA World Congres 2014 in Rotterdam
» Head of IPMA-NL Certification Body since 2015
» IPMA Vice President Certification since 2017
We are IPMA 5 | ®5
Topics
» Main trends in Projectmanagement
» Agile in Projectmanagement
» Conclusions & Vision on the future
» Q & A
We are IPMA 6 | ®6
Trends in Project Management
» Projectification of Societies
» Coping with complexity
» Human factors in Project Management
» Education in Project Management
» Diversity
We are IPMA 7 | ®7
Projectification of Societies
» Time & Money spend in projects, in all sectors of societies
» Benefits and lossess
» More & more activities and complex tasks are transformed into a project
» The context is adjusted into the Project Management environment
» Collection of projects are used for strategic development
» Complex sets of activities are planned as a project
» Projects… a hype ?
We are IPMA 8 | ®8
Implication & Risks of Projectification
» Pressure on people and organisations
» Pressure on the relationship between organisations and people
» PM will become a core compentence for everybody
» PM will be more eleborated and diversified
We are IPMA 13 | ®13
Change
» By digital disruption we face the biggest revolution in corporate organizations since 1800 and
unknown is what will happen, no one will be prepared. Digital disruption is the disruptive effect of
new technologies on the market, it provides newcomers to compete with established organizations.
» Some examples of digital disruption are Uber, which changes the transport world. Airbnb has totally
changed the hotel industry, and Spotify and Netflix have introduced disruptive business models for
the music and film industry.
» The company-wide scaling of Agile and Lean methods. A trend has become a reality.
» In recent years, Agile and Scrum supplanted the traditional project management.
» 75 % of all the Dutch and Belgian companies are using Agile
» 60 % of them thinks that Agile is the best way for PM
» 85 % believes in an hybrid solution
» (Source : KPMG 2017)
We are IPMA 14 | ®14
Agile
» Agile project management is an iterative approach to planning and guiding
project processes.
» Agile is not a method
» Agile is not a hype
» Agile is changing our PM world
» For now: especially in ICT and Finance
We are IPMA 15 | ®15
Agile & ING Bank
» Employees : 55.000
» Turnover : 17 billion (2016)
» Profit : 4 billion (2016)
We are IPMA 18 | ®18
IPMA Cetification Netherlands has started the initiative to devolop a certificate for profesionals with a
leadership role within an Agile environment. This certificate focus on the establishment and
acknowledgement of the individual competeneces of the professional and is for example additional to
other agile certificates like Scrum and SAFe.
For this certification the professional has to work on a tactical level between several Agile teams and
management with proven impact.
Agile Leadership Certification is with respect to the ICR4 regulations (experience and complexity) and
based on the ICB4 competences. Written exam and interview.
(IPMA) Agile Leadership
We are IPMA 20 | ®20
Planning
» IPMA Agile Leadership is launched in July in the Netherlands.
» Aligned with IPMA standards ICB4, ICB CCT and ICR4 on IPMA Level C
» Serious interest from Croatia, Switserland, Sweden, Russia, UK, France to adopt this new product.
» IPMA will start a pilot, to harmonize between these countries, approved by IPMA, and accept this
new product as an official international IPMA certificate on level C.
» IPMA Agile Leadership consists of a written exam (open questions) and interview.
We are IPMA 21 | ®21
Specifications
» C01: Strategy
» Mindset
» The leaders within agile organisations embrace change, which has consequences for the
strategy with which they wish to realise their vision. The latter is a’ spot on the horizon’ rather
than a dot. Through an agile strategy, the organisation is able to seize opportunities quickly
and securely and to dive away from threats. Agile leaders understand that such a strategy is
not written in stone, it’s a learning process, an instrument to give sense to the work that an
organisation does.
» Concepts
» Offensive actions; Agile Performance Management; Business Model; Canvas; Economic view;
Information radiator; Core values; Impediments; Light weight business case; Mission; SWOT;
Defensive actions; A ordable Loss7; Vision; Condition-creating action.
We are IPMA 22 | ®22
Specifications
Competence
C01-01 Mission and vision
The agile leader ...
a) A mission is the reason for an organi- zation’s
existence.
A good mission is short and concise, easy to remember
and describes what the organisation wants to mean for
the outside world, in short, how it is of value to its’
customers’.
Knows and understand the mission of the organisation
in which the teams operate.
Connects the individual missions of the di erent teams
to those of the organisation.
b) The vision describes the kind of orga- nisation that
one wants to become (in the long run).
The vision is also short and concise, easy to remember
and describes how the organisation wants to be seen.
The vision is agile, which means that people are always
looking for a connection to the value that their
environment expects.
Knows and understands the vision of the organisation
in which the teams operate.
Uses this vision to guide the teams in developing their
own vision.
We are IPMA 23 | ®23
Specifications
1 (2014) John P. Kotter, Accelerate, Harvard Busines s School Publishing.
2 (2011) Karl E. Weick, Making Sense of the Organization, Blackwell Publishing.
3 (2017) Tim Baker, Performance Management for Agile Organisations, Palgrave
Macmillan
4 (2010) Alexander Osterwalder and Yves Pigneur, Business Model Generation, Wiley.
5 (2017) http://www.scaledagileframework.com/take-an-economic-view/
6 (2006) Alistair Cockburn, Agile Software Development: The Cooperative Game, Addison-
Wesley 7 (2008) Saras D. Sarasvathy, E ectuation – Elements of Entrepreneurial Expertise,
Edwar Elgar.