Lykilfyrirlesarar:

VSF-HaustradtefnaJoop Schefferlie, Vice President Certification of IPMA International,  is managing director of the IPMA Certification Body of the Netherlands. He possesses more than 15 years’ experience in leading, building and changing of complex organizations with more than 800 employees based on a clear vision and objectives. Joop was board member and president for more than seven years for IPMA Netherlands till 2014. 

Fyrirlestur: Adaptive Leadership

Short description:
Many companies choose to manage changes based on an Agile approach. Particularly in situations where the assignment is not clear beforehand, or because of the rapid changes in the market, people must be able to switch quickly, that is a legitimate choice.
Managing these changes therefore requires a different balance in the weighing of the competences needed to successfully implement these changes. So a different kind of leadership. For example, the competences Humble, Adaptiveness, Vision and Engaged have a deeper meaning and are of greater importance when we look at the leadership roles in an Agile environment.
The IPMA Agile Leadership Certificate is a clear answer from IPMA to the many knowledge exams that are available in the market. You are not an experienced specialist after completing a training and taking a test. It is about understanding your strong and developing competences.
The above mentioned competences play an important role in the IPMA Agile Leadership exam.

Background:
By digital disruption we face the greatest revolution in corporate organization since 1800. It is unknown 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.
A famous example of digital disruption is 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 most important trend in Project Management at this moment is ‘Projectification of Societies’. Projectification of Societies is defined as the degree of diffusion of project management in all sectors of societies. The implication of this trend is that project management will become a basic competence for everybody. In Europe, time and money spent in projects is already more than 35 % and increasing.
So, we keep on managing all kind of project in all sectors of societies. However, the way we are managing projects is changing.
The company-wide scaling of Agile and Lean methods is a trend has become a reality. In recent years, Agile and Scrum supplanted the traditional project management in many sectors in industry, started in Finance and ICT.
75 % of the Dutch and Belgian companies are using Agile
60 % of them thinks that Agile is the best way for Project Management
85 % of them believes in a hybrid solution
(Source: KPMG 2016)
Agile is widespread. This means that our profession, Project Management is changing. To be successful we must become more agile and innovative. We must be aware of market and technical changes.
IPMA has started the initiative to develop a certification program, based on competences, for professionals with a leadership role within an Agile environment. The certificate focus on the establishment and acknowledgement of the individual competences of the professional and is for example additional to other agile certificates like Scrum and SAFe.

 

VFS-haustradstefnaDr Ralf Muller, Oslo Business School and Chief Editor of Project Management Journal.  DBA, MBA, PMP; Professor of Project Management, BI Norwegian Business school.

Fyrirlestur: Future Project Leadership and Governance.
Undirþema: Balanced leadership, Governance of projects, Governmentality

The terms leadership, management, governance and governmentality are often used interchangeably in day-to-day life. This presentation starts by positioning the terms against each other and shows how they apply to projects. Following that, the latest developments in three of the four themes are addressed. First, Balanced Leadership, a leadership that dynamically transfers between team members and project managers and impacts project performance more than the traditional leadership perspectives of person-centered or team centered leadership. This is followed by an overview of the latest research in governance and governmentality for projects. Here the former addresses structural and the latter the human perspective in governing projects. Different approaches to governmentality, project governance paradigms and mechanisms will be discussed. Profiles of organizations' governance and governmentality approaches will be compared and conclusions can be drawn by the attendees to identify most appropriate practices for their own projects and organizations.


Aðrir fyrirlesarar:

VSF-HaustradstefnaEva Kristinsdóttir, lyfjafræðingur og MPM, sérfræðingur í lyfjaskráningum í Vistor. 

Fyrirlestur: Er löggilding starfsheitisins verkefnastjóri raunhæfur möguleiki á Íslandi?
Undirþema: Hver er hefðin fyrir löggildingu starfsheita á Íslandi?, Hvers vegna ákváðu Bretar að löggilda starfsheitið faglegur verkefnastjóri?, Hver eru næstu skref í þessum efnum í tilfelli íslenskra verkefnastjóra?

 

 

VSF-HaustradstefnaDr. Inga Minelgaite, Assist. Professor/ MS Project management program supervisor School of Business University of Iceland. 

Fyrirlestur: Too (in)visible to ignore: “Cultural DNA” in future of project management.
Undirþema: Societal culture, project management, future

Presentation summary: 
The presentation highlights importance of societal culture in globalizing world and why its relevance will grow. Few potential trends in future will be presented and contextualized and suggestions made how business can approach it. The presentation will answer question like: Why and how should we talk about societal culture in globalizing world? How is it relevant for future of project management? What potential challenges does it pose and how we can prepare for it?

 

VSF-haustradstefna VSF-HaustradstefnaDr Helgi Þór Ingason, Helgi Þór Ingason prófessor, Háskólanum í Reykjavík og Þór Hauksson, formaður Verkefnastjórnunarfélags Íslands.

Fyrirlestur: Verkefnastjórnun 2050. 
Undirþema: Vangaveltur um stöðu fagsins í framtíðinni út frá mismunandi sjónarhornum. Niðurstöður af málþingi MPM námsins og Verkefnastjórnunarfélagsins á Degi verkefnastjórnunar í Háskólanum í Reykjavík, vorið 2018.

 

VSF-haustradstefna

 Guðmundur Daði Rúnarsson, framkvæmdastjóri Tækni- og eignasviðs Isavia.

Fyrirlestur: 25 ára Verkefnastofn Keflavíkurflugvallar. 
Undirþema: Breytingarstjórnun. Áhættustjórnun. Óvissustjórnun.

Þróunaráætlun Keflavíkurflugvallar er sett fram til 25 ára sem sýn miðað við að skila af sér afurð sem uppfyllir markmikð stofnsins á settum tíma hvers fasa en þarf að vera í stöðugri aðlögun vegna breytinga í eftirspurn eftir afurð, ytri og innri kröfum í flugheiminum og stöðu rekstraraðila til að takast á við samkeppni.

 

VSF-Haustradstefna


Nicoloai Mohr Balle,
programme Manager for the National Digitalisation Programme on the Faroe Islands Gjaldstovan, The Ministry of Finance.

Fyrirlestur: How safe are we? Project Management and IT/Cyber Security.
Undirþema: How do we as Project leaders mitigate the challenges of IT and Cyber Security risks in our projects. How do we in the National Digitalisation Programme in the Faroe Islands implement IT-security as a way of thinking.

 

 

VSF-HaustradstefnaViktoría Jensdóttir, Global Program/Project Manager, Össur.

Fyrirlestur: Comparing apples to apples.
Undirþema: Benefit tracking and lessons learnt in major projects. 

In this session Viktoria will go over the importance of benefit tracking in projects. Benefits can both be in form of monetary value but also in lesson learnt and compliance. She will talk about her experience in different projects and companies.

Viktoria has got an M.Sc in Industrial engineering and is currently a Global Program/Project Manager for Össur. She previously worked at Alcoa where she gained important experience in running projects while starting up the Alcoa plant and also in Continuous Improvement. . After four years working as a process owner at Alcoa she moved to Össur as CI&Safety manager she implemented various lean tools such as 5s, suggestion system, the lean school, visual management and daily huddles etc. She worked for Síminn and Landspítalinn as implementation leader of lean methodology before going back to Össur last June.
Viktoría has taught Quality & Process management as well as lean in the University of Iceland and University of Reykjavík . She has the website www.lean.is where she puts out free material and videos for people interested in lean and quality management.
She is also the co-owner of Lean Ísland a yearly conference about better management and continuous improvement - www.leanisland.is

 

VSF-HaustradstefnaVSF-HaustradstefnaDr. Ute Schiffel, Safety Manager, Tern Systems og Sigurjón Páll Kolbeins MPM, Director of Project Management, Tern Systems.

Fyrirlestur: The Future of Projects in a Safety-critical Domain. 
Undirþema: “The eternal struggle: Project management vs safety”

Tern Systems works in the aviation domain and provides software for safety-critical air traffic control systems. That entails the need for extensive evidence that our products are safe enough for their purpose. This poses challenges to project management. Our talk will present our current and future approach to fulfilling our stakeholders’ demands.

 

VSF-Haustradstefna

 

Lára Böðvarsdóttir, MPM, Oditor ehf. 

Fyrirlestur:  Staða Benefit Realisation Management (BRM) hjá íslenskum fyrirtækjum og fyrstu skref að innleiðingu.
Undirþema: Hvað er Benefit realisation management (BRM)?  Hvernig nýtast mælingar og vöktun á ávinningi við verkefnastjórnun? Hvar eru íslensk fyrirtæki stödd með tilliti til BRM?

 Glærur fyrirlesara 2018