The Board of PMI Netherlands Chapter congratulates the following members with achieving their credential:

EDITOR'S NOTE:

Discussions around the Theme of assessing and evaluating impact of projects and programmes have been numerous in the past years. With particular regard to development cooperation projects and programmes, a number of Donors, multilateral, and bilateral agencies have not only requested implementing organizations to define a way to assess projects' impact, but also supported the development cooperation community with studies, guidelines, references, and best practices to help improve that process.

The topic remains however largely a disputed one, especially concerning the essence of Impact defined as long-term contribution to broad scope goals. Main question being: how can we assess the contribution of an individual project (or programme) to a very large goal? The issue of assessing this kind of impact is even more challenging when it related to projects which are not infrastructural or whose results are not easily quantifiable.

Let us find out more in PMI NL July event, the theme is ‘Impact Evaluation of Programmes and Projects in Modern Times’

The Board of PMI Netherlands Chapter congratulates the following members with achieving their credential:

The Board of PMI Netherlands Chapter congratulates the following members with achieving their credential:

EDITOR'S NOTE:

Changes in current business models are becoming more frequent. As part of this disruptive environment triggered by increasing demands from customers and the deployment of new technologies (especially in the digital domain), leadership teams must take into account a number of aspects. For instance, the business value proposition, customer relationships, target segments as well as project management in order to drive the change.

In the past, projects were considered successful once they met their targets (e.g. on time, scope completed and under budget). However, our modern business environment demands real success which can occur later when the expected business value is reached. Project managers have the responsibility to conduct their projects keeping in mind the strategic relevance to their organizations. Resources are scarce and new priorities are established to keep up with the changing market.

As a result, sometimes project managers have to take difficult decisions such as stopping a project because it isn't adding value to the company. In line the previous scenario, I would like to quote the great business guru Peter Drucker who said “there is nothing so useless as doing efficiently that which shouldn’t be done at all".

Taste Change Management in a Digital Transformation Setting
Activate your change management skills

As a professional, you are facing the task to manage and activate the change. For example where an organization is executing in a Digital Transformation initiative. In the end it’s all about transforming people by awaking and activating their change. But...how to do that?

In this highly interactive workshop we pick some cherries from a collection of twenty change activation topics (see below):