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Project management

A good project does not start with the planning, but with the question why the project is needed. What is the problem? When is the result good enough? Who should benefit from it, and who has to make it possible?

From there I bring structure: clear goals, a realistic plan, risks, decision-making and ownership. Where the situation calls for it, I work in short cycles and adjust based on progress and new insights. The goal is not only a project that is completed, but a result that actually lands in the organisation.

What I can help with

  • Getting stalled or delayed projects moving again
  • Making scope, planning and milestones realistic again
  • Holding suppliers to clear agreements
  • Bringing several projects and interests under one direction
  • Making risks, budget and progress visible and manageable
  • Handing projects over to an operations team that can carry them

From practice

Two years stuck, completed in four months

The situation
A workplace migration in healthcare had been running for two years. Client and supplier stood opposed to each other, there was miscommunication, and knowledge had been lost.
My approach
I broke the project down into manageable parts (hardware, software, exceptions) and phases (preparation, transition, aftercare). We started with hardware, because everything else depended on it. By making concrete progress visible, trust returned and there was room for the next steps.
The result
Realistic deadlines, calm among the stakeholders, and a project that was completed within four months and handed over to the organisation.

A year behind, live nine months later

The situation
Within the safety domain of a large, heavily regulated organisation, several projects ran at the same time, including new systems for safety reports and permits. Several suppliers, four teams and seventeen services that had to keep running in the meantime. One project was a year behind.
My approach
Scope reduced to what was really needed, priorities made explicit and suppliers held to clear agreements. At the same time I guarded the line between project and operations, so the teams were not swallowed up by the issues of the day.
The result
The delayed project was delivered within nine months, with an operations team able to take over the result.

Two streams, one direction

The situation
At a public health organisation I set up a project organisation for, among other things, an Exchange migration, the introduction of Teams and a new telecom provider. Then covid hit: the service desk was working overtime because of the accelerated roll-out of working from home, and all priorities shifted.
My approach
Not choosing between project and crisis, but picking up both streams. All projects got a single overview in Jira, so it stayed clear what continued and what could wait. At the same time I coordinated the service desk during the peak.
The result
The organisation could work from home, and the projects were completed.

Relevant: PRINCE2®

Where is it getting stuck?

Is your project stuck?

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