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1IntroductionPlease hang on a while to learn more about the Dutch National Research Group, what it stands for, what its objectives are and how it pursues themMeet the DNRG229th Sept. 31st Oct. 2014

We invite you to stay with us for a few minutes and take the opportunity to learn more about the Dutch National Research Group the DNRG.

In the upcoming minutes we will explain what drives the DNRG, what it stands for and how it pursues its objectives.2Why the DNRG ?To promote the Human Factor globallyProject management ultimately deals with human dynamics and interactionThis awareness is rapidly growing anywhere Practitioners and researchers should join hands Meet the DNRG329th Sept. 31st Oct. 2014DNRG is a unique vehicle, and one conceived to helpinterpretthe language of project management as it is spoken byexpert researchers and experienced practitioners. It was conceived to bring a focus to the research component of the IPMA 2014 World Congress. There are many additional benefits to such initiatives not the least of which is demonstrating leadership on topics of existing or emergent areas of importance to project management practitioners. In our case, the focus will be on the human factors in project management.Over the last several years, interest in this area has grown significantly. And it is our belief that practitioners and researchers should join hands to enhance both hemispheres of the project management trade.3VisionThe Netherlands offer an unique climate for catalyzing World Class PM Research enabling researchers to deliver a lasting and sustained contribution to the worldsProject Management Community429th Sept. 31st Oct. 2014Meet the DNRGThe DNRG departs from a clear vision, namely thatThe Netherlands offers a unique environment for catalyzing world-class project management research, enabling researchers to make a lasting and sustained contribution to the worlds project management community.

4MissionDNRG actively supports Dutch based research to drive practice in project management.529th Sept. 31st Oct. 2014Meet the DNRG

The Dutch National Research Group (DNRG) has been created to help realize this vision through the active support of Dutch-based research to drive practice in project management. That is our primary mission.

5DNRG fulfills its mission throughthought leadership, support for project management researchers and practitioners, the promotion of cutting edge, rigorous and relevant research through a well defined strategyStrategy629th Sept. 31st Oct. 2014Meet the DNRG

To fulfill our mission and expand the discussion on the topic of human factors in project management, several initiatives will be launched over the coming year including the National Workshop Series (NWS), a research stream in the IPMA-NL National Congress, the 2014 DNRG Summit, and various research projects with industry partners. You will hear all about these activities in Projectiewhen 8 pages of each issue will be devoted entirely to profiling Dutch-based research6Strategy7Industry engagementPublicationsEventsFundingSpecial projects

29th Sept. 31st Oct. 2014Meet the DNRG

In order to realize that strategy DNRG uses several instruments, most importantly:DNRG actively searches for industry engagement by inviting private companies and government and educational institutions to participate in creating a research agenda.The DNRG furthers publications on project management research.DNRG also participates in the organization of events, such as this world congress, or the Dutch national IPMA annual congress. That way DNRG fosters the proliferation of knowledge and it mutually introduces practitioners and researchers to oneanother.DNRG also acts as a broker between researchers and sponsors.The DNRG also initiates special research projects.7Focus on Human FactorsUnderexposed in researchFocusing helps in putting The Netherlands on the research map829th Sept. 31st Oct. 2014Meet the DNRG

Projects and their contexts are becoming increasingly complexIn order to understand projects and to be able to lead for success, we need to understand the role people play in projectsTo achieve project success, understanding the Human Factors in project management is crucialResearch in to the Human Factors in project management to date has remained relatively small and un-coordinated

There are factors that support a project management capability that are undeniable, immeasurable, and dynamic. DNRG is committed to working with project managers to identify, explore and operationalize them. But what factors are we talking about? Over the last several years, interest in this area has grown significantly as the figure aboveillustrates. It shows in the results of a search of various human factors using a text word search to identify research articles in the International Journal of Project Management. Some are offered below with some topic examples to be discussed in the National Workshop Series.

8National Workshop SeriesBased on UK model 20068 Locations (partnership universities and trade and industry)Human Factor and sub themes


Through the National Workshop Series (NWS), the Dutch National Research Group in project management (DNRG) aims to shed light on one of the most important areas in PM today: the human factor. Projects and their contexts are becoming increasingly complex. In order to understand projects and lead for success we need to develop our knowledge of the role people play in projects. To achieve project success, understanding the Human Factor in project management is a necessity. The NWS aims to improve this understanding and to further enhance the position of the Netherlands as a global frontrunner in this area.The NWS builds a multi-disciplinary network of academics and practitioners, that will shape project management research and practice regarding the human factor. In each workshop of the series we will explore one theme regarding the Human Factor in project management (including amongst others: Leadership, Trust, Commitment, Well-being, Attitude, Creativity, Ethics and Personal Development). The NWS is modeled on a successful research project held in the United Kingdom in 2006 called rethinking project management 9National Workshop SeriesImmediately supports the World Congress and contributions to the International Journal of Projectmanagement


Through the National Workshop Series (NWS), the Dutch National Research Group in project management (DNRG) aims to shed light on one of the most important areas in PM today: the human factor. Projects and their contexts are becoming increasingly complex. In order to understand projects and lead for success we need to develop our knowledge of the role people play in projects. To achieve project success, understanding the Human Factor in project management is a necessity. The NWS aims to improve this understanding and to further enhance the position of the Netherlands as a global frontrunner in this area.The NWS builds a multi-disciplinary network of academics and practitioners, that will shape project management research and practice regarding the human factor. In each workshop of the series we will explore one theme regarding the Human Factor in project management (including amongst others: Leadership, Trust, Commitment, Well-being, Attitude, Creativity, Ethics and Personal Development). The NWS is modeled on a successful research project held in the United Kingdom in 2006 called rethinking project management 10GoalsGain insights in project based managementEmergent practicesShare development of research themesEvaluate effects for Education and training Practice and research

1129th Sept. 31st Oct. 2014Meet the DNRGThe DNRG intends to gain new insights in the nature and the practice of project based management and project management. To that also belongs that we need to learn more about the emergence of ever new practices within the trade. That also means that we must share research themes and their development amongst researchers.It is quite imperative that these insights and that knowledge is evaluated in the light of their effects on education and training as well as daily practice and of course on the research agenda and actual research being performed.,11

I have a lot of questions to ask, but also experience to offerI can bring that knowledge and those insights across

[ Practice ][ Science ][ Education ]I can create new knowledge and new insights that drive practice29th Sept. 31st Oct. 2014Meet the DNRG12That way DNRGs initiatives uphold a hitherto scatterd triangle in which practice, research and education are closely linked together. The three of them together offer additional value to the project management field.1213NWS is present throughout the countryNWS touches upon a wide range of subjects, such as


Many stakeholders are involved

The NWS will be DNRGs most high profile event and one that wed like you to pay the most attention to and participate in. Over the last 10 months, DNRG has hosted workshops at various universities across the Netherlands (including Hogeschool Utrecht, University of Amsterdam, Delft University of Technology, University of Twenthe, University of Groningen, Erasmus University of Rotterdam, and University Amsterdam). The purpose of each workshop was to engage industry representatives to explore the human factors (identified above) and examine the existing and emergent project management activities associated with each.13Who participatesOpinion leadersKey players and executives Project executives Experienced project managersScientists that are heavily invested in Human Factors and project management

Participants are on the front-row to shape the research agenda for the Human Factor. The resulting research agenda allows research to target the problem areas that industry is faced with on a daily basis. Crucial knowledge about the Human Factor is accumulated, shaping the tools and insights to truly drive project management practice.They join a multi-disciplinary network of Project Management practitioners and academics, such as Opinion leaders, Key players and executives from industry and science, Project executives (e.g. head of projects, project management or PMO), Experienced project managers and Scientists that are heavily invested in Human Factors and project management.

14Where do they come from ?Participants represent many different industry sectors and all major project management disciplinesThe participants of the NWS come from a wide range of industries, whether they from the private sector, education and research or government institutions.And although project management dominates the field, all major project management disciplines are represented.15Sub themesLeadershipCommitmentTrustBurn-outWell beingAttitudeWillingness

16AcceptanceCreativityEthicsEncouragement and supportTrustworthiness

29th Sept. 31st Oct. 2014Meet the DNRGAttitudecan be a direct reference to team dynamics and the resulting impact on project management performance. Projects can be influenced by positive or negative attitudes on project activities. Where can the influence of attitude be seen? Sponsor attitude toward project manager (and project management generally) can drastically affecting momentum. Mutual understanding of roles amongst team members can reinforce team attitudes, and to reinforce project managers vision (or not), and the advocacy (or lack thereof) from line managers for all projects and project managers.

Commitmentto a process-centric approach to managing projects is challenging and, often, inappropriate. The nature and/or type of engagement by those individuals (or other elements of the organization) can affect how that management took place. Where and how can that commitment be affected? Through resourcing, individual / team perspective, dedicated PMO involvement, organizational values, skills development. Unit management can commit resources after recognition of a problem.

Acceptancecan speak to acceptance of the process, the people from within the project, and the necessary work toward building a creative space. It can be achieved (or not) through negotiationwithin project conversations and activitiesthat address the context, and agreed upon project goals. Some may not perceive a project manager as a colleague who can convince them to take a particular action and issues must still be positioned in a way that the ultimate decision rests with them.

Experts and other stakeholders must adapt their strategies with project team members that might be new to them but necessary for the project. This expectation can manifest in a changeable project scope that keeps the project undefined. The creative element to some projects can be absolutely necessary enabler to their management and impossible to quantify. Some considerations and/or activities can include: use of specific communication activities such as learning circles, the influence of non-project staff, shoehorning creative activities in otherwise strict development processes.

16Creativityenabler to managementimpossible to quantifydynamic forcemanageable resourcecant be trained, must be nurtured


The creative element to some projects can be an absolutely necessary enabler to their management and impossible to quantify. The purpose of this workshop is to explore creativity as both a dynamic force and manageable resource. Participants will be exposed to a variety of ideas that they can bring back to their own project environments. They will include:Use of specific communication activities such as learning circles help manage (meet) expectations and try to meet deadlines.In order to appreciate the potential assistance of the project management organization (the unit) and its processes, we need to excite them to creativity.Creativity might be best handled by non-project staff.Shoehorning creative activities might in the face of strict development processes might be unsuitable.Creativity is something that cant be trained but nurtured.Process limitations might impede the creative elements of project progress.

17Trust in projects..


18Collaborationto reach shared project successdifficult in practicecombination of individuals causes a complex situation


Within the current Dutch construction industry, complex and extensive civil engineering projects are often executed by private partnerships, with a public client (the Dutch department of public works, better known as Rijkswaterstaat). Large projects in this context are considered multimillion euro projects, characterised as uncertain, complex, politically sensitive and involving a large number of stakeholders. Multiple research on such projects is already done over the past years, especially on hard factors, like risk management or supply chain control. However, research on soft factors like collaboration is limited but desirable due to struggle as identified in practice.The size of the projects and the associated large amount financial resources, reference requirements and risk involved, causes that company are willing to step into a partnership. Out of these companies a joint organisation (or joint venture) is established, in which collaboration is necessary to reach shared project success. The different backgrounds of the individuals entering the project on a temporary basis, has proved to be difficult in practice.The combination of individuals derived from different parent companies, all having a specific specialism and having more or less experience in the sector, causes a complex situation regarding collaboration. This thesis is aimed at providing insight into the individuals perspectives into factors influencing collaboration in a specific formed centre of collaboration, using the following research question: Which factors influence collaboration according to an individuals view, in a specific formed centre of collaboration?19LeadershipCan exist as a roleAnd a dimensionAdjustable factorHow will it become manifest2029th Sept. 31st Oct. 2014Meet the DNRG

As we approach the end of the NWS, focus shifts to Leadership. It can exist as both a role and a dimension and as either, a factor adjustable to different conditions, organizations and environments. The only real question is how will it manifest in a project environment?20Intended resultsInterdisciplinary research agendaEnriched by reflexive practicePractice supplemented by cutting edge research2129th Sept. 31st Oct. 2014Meet the DNRG21Group research process22Network meetingsPresentations & DiscussionsIllustration, Adstruction, Application, Explanation, etc.Insights &ImplicationsInsights &ImplicationsWorld of theoryNew perspectives &New approachesWorld of practiceExisting problems &Emergent practice29th Sept. 31st Oct. 2014Meet the DNRGEach workshop will be kicked off with presentations from an academic expert and an expert from practice on the theme of the day. These presentations will provide a starting point for a dialogue among the different perspectives of the participants of the workshop. Each workshop will be organized as a learning system in which different perspectives will be shared and innovative views will be developed through organized sensemaking between participants.

Participants are on the front-row to shape the research agenda for the Human Factor. The resulting research agenda allows research to target the problem areas that industry is faced with on a daily basis. Crucial knowledge about the Human Factor is accumulated, shaping the tools and insights to truly drive project management practice.

On the next page you will hear a short fragment of the discussions amongst participants of the NWS.

22Subthemas22-10-2013Introductie23

23ActivitiesResearch pages in ProjectieSpecial edition of Projectie on Dutch researchTranslate results NWS in publicationsTranslate results in research agenda


24Research pagesIntroduction to latest researchFosters dialogue between practice and researchGive publicity to Dutch based research of project management2529th Sept. 31st Oct. 2014Meet the DNRG

The outcomes of the national workshop series are to be presented to the global project management community at the IPMA World Congress of 2014. They include but are not limited to: a research agenda on the Human Factors in PM, a state of the science for each factor and a platform bridging the gap between science and industry. This will help position the Netherlands as the go-to place for the Human Factor in project management.

During this World Congress you have the possibility to get acquainted with research results. Various presentations in the academic and DNRG stream show the growth of Dutch based research, both in terms of numbers, diversity and quality.25Output NWSNew insightsNew perspectivesPublications aimed at practitionersPapers aimed at (new) research2629th Sept. 31st Oct. 2014Meet the DNRG

The outcomes of the national workshop series are to be presented to the global project management community at the IPMA World Congress of 2014. They include but are not limited to: a research agenda on the Human Factors in PM, a state of the science for each factor and a platform bridging the gap between science and industry. This will help position the Netherlands as the go-to place for the Human Factor in project management.26DNRG is also a modelFor organizing researchFor commissioning researchFor proliferating results2729th Sept. 31st Oct. 2014Meet the DNRG

27Whats next ?..2829th Sept. 31st Oct. 2014Meet the DNRGThe outcomes of the national workshop series will be presented to the global project management community at the IPMA World Congress of 2014 in Rotterdam, including:a research agenda on the Human Factors in PMa state of the science for each factora platform bridging the gap between science and industryThis will position the Netherlands as the go-to place for the Human Factor in project management

28Thanks for having been with usIf you like to learn more on the DNRG, please contact our representatives throughout this conference.We d like to thank you for being with us during this presentation. Should you like to learn more about the DNRG, please contact our representatives either in this booth or elsewhere during the congress.They will gladly inform you in more detail about the intentions and objectives of the DNRG.Of course you can have a closer look at our web site as well. The address is:http://www.dutchnationalresearchgroup.nl/nl/who-is-dnrg/29The presentation restarts inseconds

123456789101520253029th Sept. 31st Oct. 2014Meet the DNRG30Thus our journey ends; to those who just joined us in the mean time 301601Blues34403.46Part One (Tubular Bells I)MIKE OLDFIELDTubular Bells I, track 11973newage30041.035

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