How do you create an efficient project process with steady progress from start to finish—both in general terms and in terms of the tools, methodologies, or techniques you use in planning to build a strong foundation for the future?

“An efficient project process begins with thorough and balanced planning, where the level of project management is tailored to the specific project. I always prioritize gaining an overview of the contractual basis, deliverables, technical complexity, staffing needs, stakeholders, and the time and budget constraints. This initial analysis forms the foundation for all subsequent decisions and allows me and the rest of the project team to design a management model that is precise and robust without becoming more cumbersome than absolutely necessary.

During the planning phase, I use a range of proven ABC tools and methodologies to establish a strong foundation. I place great emphasis on communicating clearly with the project team and work systematically and proactively to define how each phase should proceed, as well as what prerequisites must be met to ensure progress. I incorporate early risk assessments as a standard part of the startup phase, as this provides a clear picture of the project’s uncertainties and thus helps prioritize management efforts correctly from the outset. In addition, I work with phase-based process plans that ensure all parties share a common understanding of what is to be delivered, when, and how quality is to be documented. At the same time, I draw on experience from previous projects to select methods and approaches that suit the project’s size and nature, which helps create structure, rhythm, and predictability in both collaboration and deliverables."

What is the most crucial factor for a good process, and how does it contribute to a successful project?

"In my view, the most important factors for a good process are predictability and a solid alignment of expectations. When all parties involved know what deliverables are expected in each phase, how decisions will be made, when milestones must be reached, and what needs to be in place to move forward, a secure foundation for collaboration is established. A well-defined process creates transparency and reduces the risk of misunderstandings. At the same time, it makes it easier to identify challenges early on so they can be addressed before they affect progress. Once the processes are clear, the team can focus on delivering quality, and it becomes significantly easier to ensure a successful project. This results in higher quality, greater ownership, and greater job satisfaction."

How do you ensure an overview of financial, time, and resource management on very large, complex projects?

"In large projects, a clear overview of finances, time, and resources is absolutely essential, but the most important thing is to establish clear and unambiguous lines of communication. I therefore work with clear financial parameters from the start and regularly follow up with forecasts, which make it possible to identify deviations in a timely manner. Together with the discipline leaders on the project, I structure time management around a combination of an overall master schedule and detailed plans for the individual disciplines. This breakdown provides a realistic picture of both the big picture and the day-to-day tasks. When it comes to resources, my priority is to assemble a core team with strong expertise and ensure that key personnel remain on board during critical phases throughout the project. I have found that large projects rarely proceed exactly as planned, which is why consistent, regular, and transparent follow-up is necessary so that project management can be continuously adapted to actual conditions."

How do you engage the project’s various stakeholders and ensure effective communication among them—both internally across the different disciplines under your purview, as well as with external disciplines, stakeholders, authorities, and the like?

"For me, engaging the project’s stakeholders is about creating clarity, confidence, and structure in the collaboration. Internally within the project organization, I work with a clear framework where roles, responsibilities, and professional interfaces are aligned early on. I establish a regular meeting schedule and a culture of open dialogue, where everyone knows the current status and what the next steps are. This fosters a shared understanding and a strong sense of ownership among the professional disciplines I manage, making collaboration more predictable and efficient. Before we can offer constructive criticism to external partners, we need to make sure our own house is in order.

Externally, it’s just as important to ensure a structured form of communication. I therefore work with clear communication channels so that the client, authorities, contractors, and other consultants know who to communicate with and how decisions are relayed throughout the organization. In addition, if the project environment allows it, we often use a decision list on our projects, which is regularly updated and shared with relevant partners. This brings clarity to the process and reduces the risk of misunderstandings. I place great importance on creating a collaborative environment where professionals from different disciplines can bring their strengths to bear without working in silos. When all parties feel that their input is taken seriously and that communication is both respectful and focused, engagement increases, and conflicts can be proactively prevented rather than addressed late in the process.

For me, good communication isn’t about frequent meetings, but about clarity and relevance. I therefore prioritize information that supports progress and actively work to translate complex knowledge into clear messages that all stakeholders—both internal and external—can use to guide their actions. Clear communication strengthens trust between the parties and fosters a collaborative environment where everyone contributes constructively to the project’s success."

What do you do after a construction project is handed over to apply the lessons learned to the next project?

"After a design phase is complete or a construction project is handed over, it’s important to me to document lessons learned in a way that can be actively applied moving forward. I also prioritize celebrating our achievements. I work on evaluations between design phases as well as a wrap-up process where we review what worked well, what challenged us, and what specific improvements we can make for the next project. I translate these experiences into clear takeaways, which are shared with the project team and the organization. In this way, we avoid repeating the same mistakes and continuously develop our professional practices. I view the collection of lessons learned and subsequent knowledge sharing as just as important a part of project management as planning and oversight."

There’s a lot of great input here, but if we’re going to try to summarize it very briefly at the end, how would you describe the discipline?

"If I had to describe it as briefly as possible, project management, to me, in its simplest form, is about balancing the corners of the project triangle—that is, 'Resources,' 'Scope,' and 'Time,' so that it doesn’t tip over, while at the same time never losing sight of quality and good relationships."