I am referring to the widely recognized project management standards of the institutions International Project Management Association (IPMA) and Project Management Institute (PMI), as well as to a systemic-constructivist coaching approach.

  • IPMA focuses on people and their skills, the IPMA standards are summed up in the Individual Competence Baseline® (ICB4), concentrating on the elements People, Practice and Perspective.
  • PMI is very process-oriented and focuses on the 5 process groups initiation, planning, execution, monitoring and control as well as completion.

In addition, I can refer to a long lasting of experience in the agile working environment. In project executing companies I worked with, IT was smartly managed with scrum-teams and scrum-of-scrum forms.

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My use of methods

is diverse, individual and highly adaptive. I am able to rely on an extensive toolkit tailored to the specific goals, organization, people and situations. Depending on the project, I choose the most adequate techniques.

An abstract of my techniques and approaches:

  • Linear, phase-oriented approaches (e.g. Waterfall)
  • Iterative techniques like Scrum or Kanban
  • Bottom-up and top-down planning
  • Scenario techniques and trend analysis
  • Project environment and stakeholder analysis
  • Feedback methods: brainstorming, brainwriting, Flashlight, Post-its and more
  • Creative urges like Design Thinking, Walt-Disney-Method, image maps and more
  • Team building and reflection: icebreaker games, interactive activities and more
  • System boards and various constellations in rooms

My management style

I define my management style as adapted to the situation and mainly cooperative in order to involve teams in project decisions so that they are carried by everyone.


It is important to me to switch between different leadership styles to be able to respond to the respective situation. Crisis for example afford a different style of Project Management like highly productive, harmonic times.

See also ...