I studied technical computer science myself. But even during my studies, it became clear that I wasn't really a techie. I preferred playing cards and talking to other students. I found contact with the people around me much more inspiring than writing code in the computer lab.
After my studies, I started working at KPN. That is where I drifted into the role of project manager, only I didn't know what that entailed at the time. I was programming and designing systems, but in the meantime, I was also coordinating small projects without knowing how to do it.
This is something for you
My department head realized much sooner than I did that a technical specialization didn't really suit me. So he pressed a brochure for a post-graduate project management course into my hands. “This might be something for you,” he added. It seemed like a fun challenge, so I enrolled in the post-graduate program.
This training provided a great foundation for the continuation of my career. It wasn't just about creating dry schedules; topics such as communication and stakeholder management were also covered—the softer side of the profession. I benefited greatly from this later in practice. Because you can create a beautiful schedule, but if it isn't supported by your team, it is your planning. And not from the team.'
IPMA takes a holistic view of the profession, in which the project manager as a person, the environment, and the profession take center stage.
IPMA has a nice three-part division
Through my work at KPN, I naturally came into contact with very different companies that handle risk management in their own way. From construction companies to banks and insurers, and everything in between. IPMA crossed my path through such a risk management knowledge community. The philosophy of IPMA appealed to me immediately, so I got certified.
What I like most about IPMA is that it is not tied to a specific country, company, or method. PRINCE2 is a method, Scrum is a method. IPMA takes a holistic view of the profession, placing the project manager as a person, the environment, and the profession at the center.
There is a nice three-part division. First of all, you have the technical competencies, so simply knowing your profession. Secondly, there are the contextual competencies, such as stakeholder management and culture. The behavioral aspect is also covered: leadership, conflict resolution, and negotiation. But it is also about yourself, the project manager as a person. Attention is paid to all these matters within IPMA.
You don't just put a pilot in a plane, do you?
Project management is a strategic discipline
Project management is a strategic competence. I cannot stress that enough. In practice, I see people ‘just doing it on the side’. Organizations underestimate the added value of a project professional. I have seen it so often in practice. A huge number of projects are undertaken, but the project managers simply lack the expertise. At the bottom line, nothing is earned. What a waste of time, money, and talent!
Companies that are not good at project management lack a crucial competence and can literally fall behind in their business or services. This applies to construction companies, which have almost exclusively project-based work. But it also applies to government bodies, which have to deal with many changes arising from legislation. Project management competence helps an organization in this regard. A large part of our economy is realized through projects. So it really matters. So do you have a serious project? Put a serious professional on it; otherwise, why would you undertake those projects?
In the dynamic world in which we live, project management (including Agile) truly makes the difference in advancing changes and new developments.
The golden tip: dare to make unpopular choices
My training is successful if people actually do something with the knowledge, in other words, if they put what they learn into practice. My entire training approach is geared towards this. I always say: choose 1 or 2 competencies to start working on *now*. This prevents a training course from remaining a paper exercise, which is of no use for your development as a professional.
You have to be a little crazy to enjoy this job. You work with all kinds of different types of people and clients, and that is quite demanding. You have to be able to handle pressure. If you get stressed out, how does that affect your people? Stay calm, no matter what happens.
And—this is truly my golden tip—dare to make unpopular choices. In the end, they are all looking to you as the project manager. Because if someone isn't performing well or the project isn't delivering on time, *you* are the one who has to deal with it. So make tough decisions when necessary and stand your ground. Ensure you know what your leadership style is and that you can vary it depending on the situation. That is the art of project management.
If you get stressed out, what about your people? Stay calm, no matter what happens.
Warm apple turnovers without whipped cream
"What can you wake me up for? Gosh, that is indeed something completely different from a question about IPMA. Let me think. Yes, you can wake me up for a warm apple turnover. Without whipped cream, with tasty apples. The apple turnover does have to be warm, though, otherwise I won't eat it. Then you would have woken me up for nothing."
Furthermore, I love cycling, mountain biking, and hiking in the mountains. And traveling; I enjoy getting to know different cultures. I sometimes dream of a piece of land in a southern country, perhaps Spain, among the olive trees. My family, by the way, doesn't believe a single bit of this: "As if you would ever stop working, you enjoy it way too much!" they say.
Then you've come to the wrong person.
What people don't know about me? I am calm and friendly, but I can also be very sharp. People think: 'Oh, he's such a nice man, he doesn't get angry.' But there is a difference between getting angry and being clear. I can be very clear when necessary and friendly where possible.
For example, if you warn me at the last minute that something won't work, when you could have known that a week earlier, then you've come to the wrong person. I try to convey that people take responsibility, not only for their own work but also for the team result. The latter counts in projects.
