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PRINCE2 Trainer since 2002
As experienced project-/programme manager I was mainly successful restructuring failing projects. Especially in highly political environments, my approach often delivered results. Obviously, these situations resulted in many lessons.
In 2002 I was given the chance to attend a PRINCE2 Practitioner course, delivered by a respected British trainer. The training gave me some very important insights:
- The PRINCE2 approach was very recognizable; it was based on a way of thinking that I used from the beginning of my career.
- The PRINCE2 approach was fundamentally different from project management used by prominent (IT-)consultancies. PRINCE2 was not primarily focussed on delivery by a specialist but on realizing a useful investment by a project's customer: the Customer/Supplier model with the conflicting Business Cases. This was an explanation for the conflicts I encountered over the years with management of consultancies.
Later in 2002 I was trained as a PRINCE2 trainer by the same British trainer.
From 2002 I was an APMG Approved PRINCE2 Trainer.
An approach based on principles
My approach as a PRINCE2 trainer is based on these principles:
- A training must be enjoyable for the delegates.
Often achieved by direct and active communication. So: for me (preferably) no PowerPoint presentations, but discussions and working with questions and comments by delegates. When that leads to improvisation or leads to digressions, then so be it (obviously within time limits). It is all about the delegates, not about the trainer.
- Understanding works; memorizing usually does not.
Even in a short two-day PRINCE2 Foundation course, which is now the popular format in The Netherlands, I approach the course using real-life examples. Using my own examples and possibly well-known projects, I discuss cases with delegates. I even more prefer to discuss cases from the delegates' own experience.
The point is: trying to memorize dry theory does not work well, trying to create practical understanding does. By avoiding short-term memory, the exams will usually even become easier. But also after the course, the material will be more useable.
- PRINCE2 delivers wise lessons; the Principles are the basis.
Most problems in projects, as practically discussed following the previous point, and the suggested solutions can be brought back to the principles described by PRINCE2.
I approach discussions heavily from (1) the justification for the project (Business Case), (2) the environment of the project, supported by roles and responsibilities and (3) emphasis on products and quality.
The writers of the PRINCE2 Principles in 2009 have admitted (unfortunately for me, only off the record) that they were inspired by my comparison of PRINCE2 and PMI (2005); see this page.
For a large part, my Whitepaper section shows how I approach PRINCE2 and the training; a lot less mechanical and a lot more focussed on the environment of the project and on understanding than a lot of other trainers.
My approach is often very different from many other PRINCE2 trainers. My courses are lively and contain passion and emotion.
Both exam results and evaluations by delegates show that my approach works very well.
An overview of my (re)certifications can be found here (follow thee link).