08.30 Foyer Registration

Thomas Swaak
09.20 Podium 3 Kick off
Thomas Swaak

Patrick van Veen
10.00 Podium 3 Keynote: It is all about MONKEY BUSINESS Why dealing with human behaviour is key to survive in a changing world

Darwin’s Survival of the fittest is maybe the best management quote for this era, meaning: the one who adapts to the changes in the surrounding world will survive. However, sometimes our human behavior conflicts with change and adaption to new challenges. What is the influence of our primal behavior? Or is it just politics that withholds us from change? Patrick van Veen will guide you through his virtual zoo, to explain what the human complexity is with change but also how we can deal with challenges as cooperation, information sharing and use of expertise. Primates will demonstrate how our primal behavior is conflicting with the changing world and work environment, however we will also see an optimistic perspective on the human species. This lecture will help, you to understand your behavior and that is the key to start the change of behavior.

Patrick van Veen

Behavioral Biologist  and director of Apemanagement

10.40 Foyer Break

11.10 Break out sessions round 1

Paul Vogels
Podium 3 A1 - Manage your project like a T-Ford

What’s the connection between the three gentlemen: Henry Ford, Adam Smith, Frederick Taylor and the way we could have Project Management improve the way we execute our Projects? Specialism!!
The shift in the paradigm of working labour set by Henry Ford by having the workshop builders have an isolated job instead of building a complete Model T Ford by yourself is the beginning of the specialization and scientific management. In the world of Project Management we most often see pre-Henry Ford Project Managers controlling and managing the whole Project by themselves. Luckily they don’t pick up the shuffle themselves and start digging. Our believe is that if you specialize your Project Management and Project Controls team in good highly and specialized team members, the output, result and efficiency of projects will improve significantly.

Paul Vogels

Managing Director, Primaned

Esther van der Arend
Podium voor de Kunst B1 - Case Study: Portfolio Management at BAM Bouw en Vastgoed Nederland bv Sponsored by Microsoft

Esther van der Arend will talk about her experiences with running a portfolio of IT projects at one of Europe’s largest construction companies. Which challenges did she encounter, what has been successful and what are the most important lessons learned after more than a year. Making use of Microsoft Project Online and edison365 as the portfolio management solution has been one of the first steps to gain traction and improve portfolio status visibility.

Esther van der Arend

Portfolio Manager, BAM Bouw en Vastgoed Nederland bv

Pieter Frijns Robert Bierwolf
Boardroom C1 - From Control to a Learning Perspective

Still a substantial if not a too large number of change programs- and projects are not or not entirely successful. Of course, success is just a seven-letter word and can mean a world of difference to the various stakeholders and actors.
Experience with Gateway Reviews in the Netherlands, in particular in the Dutch Government, shows that a successful balance between content, process, relational and cultural aspects is essential for a successful change.
The workshop explores interactively and playfully what the optimal balance is between attention for controlling and learning aspects in program and project management.

Pieter Frijns

Head of Bureau Gateway, Ministerie Binnenlandse Zaken

Robert Bierwolf

Vice President, IEEE TEMS

11.50 Change rooms

12.00 Break out sessions round 2

Marian Bosch-Rekveldt Noud Wijtenburg
Podium 3 A2 - Stimulating Early Warning Responses

Entering a project crisis, or project ‘failing’, does not happen overnight. Series of events have taken place before a project is diagnosed as failed. There are signs that indicate that a project is heading off track, so called Early warning (EW) signs. Examples of Early Warning signs are “a lack of communication”, “poor moral in the project team”, or “low commitment to the project objective”. Typically, organizations are aware of the presence of these signals, but struggle in their ability to respond to them; they experience certain barriers. This research provides insight in why we fail to address these EW signs and why we fail to respond to them before a project enters a crisis situation. By means of case study research, the main barriers to responding to EW signs are investigated. Results of the case studies are checked with industry experts. Finally, recommendations are provided on how to deal with these barriers. The human factor shows to be the crucial factor in improving our response to EW signs.

Marian Bosch-Rekveldt

Assistant Professor Project Management, TU Delft

Noud Wijtenburg

MSc Construction Management and Engineering

Kjell van der Giessen
Podium voor de Kunst B2 - Digital transformation and digital integration; the fun factor & streamlining of steering information.

The world is changing rapidly. There, we have no direct influence ( = digital transformation). How do we ensure that in and around our often virtual, multidisciplinary and multicultural project teams everyone has the right (steering) information at the right time?It is of greatest importance that digitisation does not so much gives us less work, rather it brings us a different way of working which definitely shouldn’t result in more work. Here, we have our influence; we can decide ourselves what to do with the digital transformation ( = digital integration). Which trends do we adopt and adapt to, and which do we ‘sit out’ for a while? What does the digital workplace of a virtual project team look like? How can we ensure that we can benefit from each other’s qualities at the right time and in the right way, even if we are working in a different time zone at the other side of the world? How can we digitise or even vitualise our project portfolio perspective? And how do we create a digital symbiosis of fun and work? For generations we have taught humans how to understand technology. Moving forward, we will teach technology how to understand us. In future, will we be searching for information or will information find us?

Kjell van der Giessen

Lecturer,  HU University of Applied Sciences

C1 - Continuing session C1

12.40 Foyer Lunch

Thomas Swaak
13.40 Podium 3 Wrap up
Thomas Swaak

Jan Willem Vernhout
13.45 Podium 3 Keynote: Practical insights for the complexity of the human factor

There is nothing soft about the human factor. Most project managers agree that it feels even harder to manage than the traditional “hard part” of project management. Do you know why? Since we label the human factor as soft, we believe there is no reliable way of managing the human factor, it’s something that just happens. But this is not true. I like to inspire you with lots of practical insights which helps you to manage and influence the human factor. Key skills for tomorrows’ project managers which you can use immediately.
!Caution: Confrontation with your believe system ahead!

Jan Willem Vernhout

Managing Partner, CoThink

14.25 Change rooms

14.35 Break out sessions round 3

Emily Luijbregts
Podium 3 A3 - The questions you should be asking your team

Project Managers usually ask the same set of questions to understand the current status of their project and the tasks assigned. How can we expect our organizations to be versatile if we keep asking the same, repetitive questions to know what’s going on in our projects? Perhaps it’s time to look at some other questions to assess the health of your project. Are your team members happy?
Are they able to do their work without being impeded by others? What are they most looking forward to in delivering this project?
Let’s talk about the questions we need to ask in order to help our projects and organizations become more proactive to issues, rather than reactive.

Emily Luijbregts

Project Manager, EmThePM

Gertjan Schuiling
Podium voor de Kunst B3 - Challenging our assumptions about project management

Being able to respond to ongoing change in project work requires practitioners to critically reflect on their own assumptions and actions, and develop a multitude of ways of looking at their situation. Together with the audience we will explore dominant and alternative perspectives on project management that inform our day to day decisions. Based on the example of our ongoing collaborative research with the Vrije Universiteit and RoyalHaskoning DHV we discuss how we, as project researchers and practitioners, can continuously create the reflective space needed to reinvent project management.

Gertjan Schuiling

Programmadirecteur Leergang Actieonderzoek voor veranderaars, Vrije Universiteit Amsterdam

Meinte Wildschut
Boardroom C3 - The project manager as captain: How to keep the ship on course under unpredictable weather conditions?

An important characteristic of a project is that it is planned. The task of the project manager is to perform the plan and, where expectations are not met, to get the project back to the plan or change the plan. A powerful tool here is risk management. This approach is based on the assumption that the world can be planned. But what if the world becomes increasingly disruptive, chaotic? If risk management appears to become insufficient to keep the project on course? What if the resilience of the project is endangered? In the scientific literature a world in which everything is predictable is called an ordered world. The opposite, a world in which predictability is absent, is called a chaotic world. In the latter, risk management can no longer be used: the relationship between cause and effect is lost. In such a world, how can a project manager protect the resilience of a project? To support the project manager to manage the project successfully under these conditions, a new instrument is being developed: the Uncertainty Web. In this approach the human factor is key: to be able to deal with chaos – and take advantage of it -, the whole project ecosystem, i.e. project manager, team members, stakeholders and suppliers, have to work together differently. The Uncertainty Web not only presents the principles but also the how-to’s. The participants of the workshop will be shortly introduced in the world of chaos and in the Uncertainty Web. Afterwards, they will be asked to evaluate the tool, based on a set of questions. Finally some background information will be presented and a discussion will be held on what has been learned and how to apply. The results of the evaluation will be used – anonymised – to test the Uncertainty Web scientifically.

Meinte Wildschut

Projectmanager, Nederlandse Spoorwegen

15.15 Change rooms

15.25 Break out sessions round 4

Dion Kotteman
Podium 3 A4 - Nothing as hard as soft controls

Each currently used project approach, the classic as well as the agile, focusses at the standard project risk factors: Budget, Qualified staffing, stable requirements etc. Some of them even add stakeholder management to the equation. Although all these approaches claim to increase project success the reality is different. Independent studies show that the project success ratio was the most stable factor in change management: 28%-29%.  The explanation is simple: we need to incorporate Soft Controls in our approach. And if you think agile working solves it all: agile working requires soft controls just as well!

Dion Kotteman

Owner, Speaker, Former central government CIO

Ariane Moussault
Podium voor de Kunst B4 - Building communities of practice

Communities of practice are groups of people who share a concern or a passion about a topic and who deepen their knowledge and expertise by interacting on an ongoing basis. Their success depends primarily on the voluntary engagement of their members and on the emergence of internal leadership. Informality and autonomy are key for a community to blossom.
Communities of practice prove to be a very effective knowledge strategy. But how to develop that strategy, knowing these success factors?

Ariane Moussault

Independent project management professional

C3 - continuing session C3

16.05 Foyer Break

Bill Richardson
16.35 Podium 3 Keynote: Why Every Project Manager Needs to Think Capability Not Only Skill

Learn how information overload, the pace of new technology introduction and the accelerating need for cross cultural intelligence are reshaping how project managers need to prepare for their future including where to invest professional development resources. Even the traditional skillareas of planning, control and execution now require a more broadly-based capability approach that wraps in having the right mindset as well as proficiency in the right tool sets. With advances in technology, even at the basic work management level, project managers need to demonstrate learning agility. This includes not only choosing the right tool(s) but also how to implement them effectively especially across organization and geographic boundaries at both the individual and team level. Novel has become the new normal and clients are expecting top tier results first time. Bottom line, what got you where you are, is not going to get to there!

Bill Richardson

Speaker, Author and Corporate Trainer

Thomas Swaak
17.15 Podium 3 Wrap up
Thomas Swaak

17.20 Foyer Drinks at exhibition