"How do you recognize a good project manager? It's the one that kept afloat!"

Unfortunately reality shows that (new) project managers are often on their own and thrown in at the proverbial 'deep end'. If all goes well, and they keep afloat, there will be projects with even stormier waters awaiting them. And if not, they weren't apparently bouyant enough. A good lifeguard (read: project management coach) could've prevented this situation.

Of course good theoretical knowledge, supported with common project management best-practices as the PMBOK and methods like Prince2 and Scrum, is a pre-condition to be able to function as a good project manager. But time and time again this does not prove to be enough. Knowing the theory is a good start, but how should for example an agile approach be tailored to the needs of a program? Or what is the most effective way to work with near/offshore teams? Next to these 'harder' skills, also 'soft' skills are an important success factor in project management. How to motivate your team? How to deal with that difficult senior user? How to handle those additional requirements that only just surfaced?

Real project management is learned when putting it into practice. But this doesn't mean that we should all (by trial and error) gain our experiences and learn the hard way what works and what doesn't. In his dissertation on success- and failure factors of projects, Aart van Dijk states that the project manager doesn't learn from earlier mistakes (follow link for article translation by Google - original Dutch article here). We believe in active coaching - sparring and inter-vision - and in doing so making other options visible. This allows the project manager to make better choices, to define more focussed actions and to - where required - enlist help. The result: fewer mistakes, which increases the success of the project manager and thus of the project.

CoachingWe have years of experience with the coaching and guiding of project managers, but also with senior users and delivery managers in a project environment. An independent point of view provides so much added value, that we also coach each other. We wouldn't have it any other way. We would be delighted to have you experience the power of this 'outside-in' view.

How does this work in practice? After an introduction meeting, in which we discuss background, objective and moments of contact, we can start the coaching. It is important to have a connection - if not, we're happy to introduce you to another coach. We prefer to agree on a fixed contact moment in which we discuss the ins- and outs of your project. Of course we're always reachable to spar for a moment. After all, it's about your success! Our coaching agreement can be cancelled by you at any time. Coaching should offer added value - and not be a burdensome duty. Did we arouse your interest? Please contact us and we're happy to discuss the possibilities with you.