Program 2017-09-12T09:28:34+00:00

Program PMI Netherlands Summit 2017




Kick off by Thomas Swaak

Thomas Swaak, Senior Director, Managing Consultant at Philips Innovation Services


Pearl GTL: a project build by a community of 52.000 people

Rob Kretzers lead as Project Director a very challenging mega Project in the State of Qatar. He will share his 8 year journey of realizing The Pearl GTL Project, starting with a small team to develop the concept to a full scale construction peaking on site with 52.000 people building this fully Integrated Project comprising of Upstream Gas Production facilities as well as an Onshore worldscale GTL plant.
Key for success was the strong focus on the people who actually build the project and creating a culture of taking care of people resulting in excellent performance in safety, quality and productivity. And what was needed from leaders to make this happen.

Rob Kretzers, Executive Consultant, Royal Dutch Shell


Vanguard projects, challenges for project managers

Project managers of infrastructure programmes face an increasingly complex task due to increasing societal demands (such as liveability), as well as the quest to create more value. Traditional investments in networks focused on one dominant function, such as transport or water safety. Nowadays, to create extra value, we are more flexible in defining our challenges and broadening the scope of projects. Examples are the combination of functions (of which the storm surge barrier in the Eastern Scheldt was an important milestone) and ambitions for sustainability (the tunnel Rotterdamsebaan in The Hague has the ambition to be most sustainable tunnel). Because society changes, there is a search for more adaptive networks and structures. In general, asset managers focus more and more on a life cycle approach. To deal with such challenges interaction with stakeholders is crucial, from ways of stakeholder management to co-creation. These developments make the work of the project manager more challenging and interesting. In the lecture Marcel Hertogh will discuss current developments, present theoretical notions and most of all will give inspiring examples how to deal with these challenges.

Marcel Hertogh, Chair Infrastructure Design and Management, Delft University of Technology


Break at the exhibition


Understanding change and resistance in inter-organizational projects

Change management is an essential challenge to project managers in inter-organizational projects because change implies an intervention in each other’s processes. To understanding the nature of change and resistance prof. van Marrewijk presents the findings of a longitudinal study (2012-2017) of a change program by nine utilities organizations and constructors initiated to explore novel ways of collaboration in the joint construction of subsurface infrastructures.

Prof. dr. Alfons van Marrewijk, Professor of Business Anthropology, VU University Amsterdam


FAST 4 Principles Needed To Achieve Success and Drive Results

FAST is a revolutionary approach to leadership that simplifies exactly what is needed in order to be successful. My session will teach your audience, the common causes of failure, which are a lack of Focus, Accountability, Simplicity and Transparency (FAST), why these components are important, how we can improve in each of those areas, which rapidly transforms performance increasing both efficiency and effectiveness which helps you to achieve amazing results.

Gordon Tredgold, CEO, Leadership Principles LLC


Lunch break at the exhibition


Introduction afternoon by Thomas Swaak


Are you agile or Agile?

Christopher Pond has over close to 20 years’ experience working with organisations to help them improve how they manage their portfolios. Chris’ experience ranges from consulting to toolsets, supporting execution and delivery. Join Chris to hear all about his experiences of the customers’ move to more agile ways of working and what this means in terms of organisational change.

Christopher Pond, Sales Director UK and the Netherlands, Global Black Belt


Project Management 0.5 Change is Everything in Project Management

Within Philips technology pushed product development for consumer products is replaced by a consumer centric development. Hence new consumer insights, new business needs and other scope changes occur during the project lifecycle. The result is that the classical waterfall process is charged with significant scope changes to meet all new insights. We had to determine new ways of working and embraced the Minimal Viable Product approach. We will present best practices, being applied to real projects and product launches. The practical examples invite for significant interaction.

Tarek Bhija PMP, Sr. Project Leader, Philips HealthTech
Dr. Ir. Richard Muller PMP, Director Consumer Research, Philips HealthTech


Break at the exhibition


Slowing down is accelerating

One of the most influential inhibitions in our daily hunt for results, both professional and private, is the lack of deceleration. Or better said: our apparent inability to dare to slow down.
Fast, faster, fastest is the formula that’s seemingly inseparable from achieving success, finding answers, and get results. Results that are invariably translated into targets, deadlines, delivery dates and milestones.
In my daily coaching practice, I see target- and result orientation deteriorates into processes where there’s no time left for contemplation. Contemplation leading to a deeper connection with self and others. Leading, also, to laying barely related questions, needs and feelings.There is no time for emphatic listening if we know what that means in the first place, or a sincere interest in the story underneath people and their needs. Our actions seem to be solely directed by getting to our goal via the shortest and most efficient route.
Most sales managers demand that we should listen better to our customers, show customer intimacy; at the same time, the results of this are getting translated into short-term actions and targets. Really slowing down to contemplate a customer’s deeper questions and needs is considered as losing precious time, an unproductive hick-up on our way to results.
This story is about the enormous paradox of the declaration that is required to achieve quantum leaps in results.

Roderick Brodero, Docent Persoonlijk Leiderschap en coach, Nyenrode Business University


The project managers path is paved in gold or…

Jark Otten, Managing Partner Financial Management unit, KPMG Advisory


Closing by Thomas Swaak & Drinks at the exhibition