The certification exercise for
IPMA-B (International Project Management Association level B) has put my 25 years of project management experience in the established theoretical frameworks.
Agile Project Management gives a structured approach that enables steering at executive level with the steering committee and the business on result, cost and milestones, while allowing iterative development for the project team.
More traditional organisations are looking for project management security with the principles and themes of Prince2. By ‘speaking the Prince2 language’ I am able to work effectively from the outset as an external project manager.
Understanding the Agile principles is very important as more and more organizations are (trying to) implementing Agile ways of working. I received the Agile Certified Professional certificate by demonstrating my understanding of the Agile principles and that I used them in practice.
ProjectBlauw provides step-by-step clarity
Project: reaching targets on time and within budget.
Blauw (Blue): making rational analyses, setting clear goals and planning activities.
Working in a project-based manner means dealing with: limited resources, a team (do we understand each other), working towards a goal while, handling risks (uncertainties), the relation to other projects and the connection with the existing organization. By creating a stable environment, goals can be reached in an efficient and controlled manner.
Systematical / blue-print thinking
The theory of Thinking in Colours was developed by Léon de Caluwé and Hans Vermaak and is extensively described in the book Learning to Change (2006). Blue-print thinking is based on the rational design and implementation of the desired changes. This is done by controlling, planning and managing these changes, using rational argumentation. Blue-print thinking strives for maximum predictability of the outcome. In order to achieve the desired results, adjustments can be made along the way. Think first, act later is the motto. Thinking and acting are sequentially related to each other.
Although the colour ‘blue’ ensures clarity for everyone in terms of outlining the challenge and the handling of issues, ‘blue’ alone is not enough to ensure a good project and a good end result. A risk of being ‘blue’ is that irrational aspects are not sufficiently taken into account. As a result, this sometimes creates more resistance rather than commitment. Other pitfalls are impatience, rushing and not allowing other people to take their time. In this case, people might start to feel insufficiently involved in the result. It is therefore important that all the other colours are represented within the project team and that the blue project manager is open to their input.
The ‘blue’ way of thinking is based on rational design and the implementation of changes:
to clearly specify the desired result in advance
specify requirements for the outcome
plan, execute and adjust all steps in light of the desired result
It is important to realize that everyone has a preferred colour in which he can effectively intervene, but that the effectiveness in other colours is low. With this approach it is professional: to know what needs to be done, what colour of intervention is desired, but then also to decide if it’s wise to do the task yourself or let others do it. It is professional to (learn to) know your own limitations.