What I take on
Project management with me isn't about writing status reports. It's about: building structures, removing obstacles, forcing decisions, and getting the team into working tempo.
- Interim project leadership – when no one internally has capacity, or a project is about to tip over
- Software rollouts – new ERP, CRM, sector or property-management software from pilot to full operation
- Migrations – data, systems, locations — low-risk with a rollback strategy
- Reorganisations – restructuring processes without paralysing day-to-day operations
- Crisis projects – when someone needs to take over who reads the situation quickly and makes hard calls
Methodology
No method dogma. I use what fits the situation:
- Classical (waterfall, critical path) for projects with a clear endpoint and hard dependencies
- Agile (Kanban, light Scrum) for projects with unclear requirements and short iteration cycles
- Hybrid in most real-world cases — agile delivery inside a classically planned overall frame
What matters isn't the buzzword, but: who decides what by when on what basis.
Typical projects
- Rolling out a new property-management or sector-specific software in a 5–50 person business
- Migrating legacy IT infrastructure to the cloud without disrupting day-to-day work
- Consolidating multiple sites or teams onto a shared tool landscape
- Taking over a stalled project as interim PM