Joop Schefferlie

Zagreb, Oktober 2017

IPMA Agile Leadership

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 3 | ®3

Netherlands

We are IPMA 4 | ®4

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 9 | ®9

Coping with complexity

We are IPMA 10 | ®10

Human factors in project management

We are IPMA 11 | ®11

Broader education in project management

We are IPMA 12 | ®12

Diversity

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 16 | ®16

We are IPMA 17 | ®17

Is it possible to certify Agile

people based on the

IPMA ICB

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 19 | ®19

IPMA Certification Database

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.

We are IPMA 24 | ®24