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.
Behavioral Biologist and director of Apemanagement
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.
Managing Director, Primaned
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.
Assistant Professor Project Management, TU Delft
MSc Construction Management and Engineering
Lecturer, HU University of Applied Sciences
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!
Managing Partner, CoThink
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.
Project Manager, EmThePM
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.
Assistant Professor, Vrije Universiteit Amsterdam
PhD candidate, Vrije Universiteit Amsterdam
Projectmanager, Nederlandse Spoorwegen
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!
Owner, Speaker, Former central government CIO
Independent project management professional
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!
Speaker, Author and Corporate Trainer