Dr. Freudenberg, we constantly hear about projects that were not completed within the targeted timeframe, within the planned budget, or to the desired quality standards. How does strong project management contribute to the successful implementation of a project?
Thorough requirements planning by the client, with clearly defined objectives, is key. Then, all decision-makers should be involved at an early stage. Interim results must be aligned with the stakeholders’ objectives. Furthermore, the timely integration and continuous coordination of all parties involved in planning are essential. If changes become necessary, it is important to respond swiftly so that planning adjustments can be systematically incorporated into the ongoing process.
Is project management still necessary even if all companies involved in planning and execution do their jobs reliably and conscientiously?
Yes, it is essential. The planning phase focuses on the effective implementation of project objectives, the technical harmonization of the planning task, the consolidation of all work streams into a single cohesive whole, and relieving the planners by taking on management and coordination tasks. During execution, the focus naturally shifts toward construction, including the associated tasks. Thus, schedule monitoring, performance management, cost tracking, and the handling of change orders for all contractors take on greater prominence.
What skills must a project manager possess to effectively handle these tasks?
They must be able to plan conceptually and systematically while staying focused on the essentials to maintain an overview in critical situations. They must also recognize their own limitations to know which experts and team members need to be involved. Furthermore, they need determination, integrity, flexibility, creativity, and resilience, as well as in-depth technical expertise. And, of course, they need strong interpersonal skills to coordinate, motivate, and lead a team.
What motivates you most about your work as a project manager?
As a mechanical engineer, I’m particularly motivated by breaking down complex problems into their individual components, organizing them into manageable work packages, and working through them in a structured manner—or, in other words, orchestrating the problem-solving process. I find it rewarding when the planning efforts result in something tangible—especially when the holistic solution is the result of collaborative work among colleagues from different disciplines.
Since you’re a mechanical engineer in project management: How much does a project manager need to understand about what they’re managing?
A project manager must be able to steer the multifaceted aspects of a project task with a solid technical understanding. It requires quick comprehension and interdisciplinary experience. Of course, it’s an advantage to be an architect or civil engineer when a project focuses on building design. Our General Planning // plus projects focus primarily on the interaction between building design, the specialized planning disciplines, building services engineering, and IT. An interdisciplinary technical understanding that covers all the planning disciplines involved is not found in any standard educational program.
The widespread reliance on tools seen today is taking hold in many disciplines. How helpful are such tools in project management?
Tools such as project manuals, specialized software, or interface lists can effectively preserve and easily convey years of experience and tacit knowledge. In project management, they form the foundation of well-organized, well-structured collaboration—even for complex implementation projects. They serve to ensure quality, can reduce the workload, and support standardized aspects of project work. However, they are not yet a substitute for experienced project managers.
What were your most positive and most negative experiences in your work as a project manager?
Recently, we had to abruptly halt a project with a long-standing client—just before its completion. That was very difficult for me. Failing to complete a task “successfully,” or having to shelve a project prematurely—one in which I had personally invested a great deal of time and effort—goes against my nature. On the other hand, I feel great satisfaction when my own passion for the project rubs off on others. For example, we were recently at a client’s office for the final presentation of a master planning concept. We presented our results from the various planning disciplines and moved from one positive discussion to the next. The enthusiasm for our collaborative project work filled the group with ideas, motivation, and a sense of optimism. Even if it sounds a bit sentimental: moments like these, when the participants’ eyes sparkle with excitement, have something magical about them.
