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Project Management Professionalisation coves a broad area, and is concerned with the following layers in the organisation:

  1. Senior and higher management
  2. Project management processes
  3. Project managers
  4. Project employees

Professionalisation begins either with the project manager (3), or with the setting up of the project management processes (2). The experience an organisation has with projects is the determining factor in this.

At senior management level, predictable projects are a necessity, and therefore, as well as tailored project management processes, there is also a requirement for competent project managers and competent project teams.

Senior and higher management

The most important question that senior and higher management has, is:

With our projects, can we achieve those changes that, from a strategic viewpoint, are both  necessary and desirable?

Senior and higher management are waiting for predictable projects, and this is the only valid reason for starting up a professionalisation project. This requires further explanation; in our opinion an uncertain project is also predictable when we can state beforehand which things we do not yet know. That is, we do not avoid the uncertainty in a project, but we face up to this in advance and embrace it, so that we know what we are taking on, even when it not certain if it is achievable.

Because doing nothing is not an option, we start anyway.

From project management professionalization, senior and higher management expect to get  projects, through which they can achieve their strategy, and a part of our service is aimed at doing that.

Project management processes

How do you achieve predictable projects? By seriously thinking about the way in which you, as an organisation, can best handle projects.

There are many different methods that an organisation can employ as the starting point for designing the project processes. These processes, however, should be designed in such a way that they fit in with, on the one hand the organisation’s culture, and on the other hand with the requirements, which higher management lays down in the sense of novelty, technology, complexity and pace.

The core of those processes are the methods used to manage projects and to make decisions about them. It is too rash to just produce standard reports and enforce these in the different projects. Indeed, it is incorrect to assume that all projects are the same, because processes are there for the organisation and not the reverse.

The specific approach per project is strongly dependent on the four dimensions already mentioned as typifying the project: novelty, technology, complexity and pace. Tailoring the approach to the specific project is an essential competence for a project manager.

Project managers

As well as choosing the right project management approach, competent project managers are also able to inspire the people involved, both inside and outside the project, to support the project and take action. Project management is ultimately about delivering the result and managing expectations.

On the one hand the project manager has good communication skills and on the other hand, in addition, sufficient knowledge of, and skill in, project management techniques and market related matters.

As well as professionals, who choose for the profession of project manager, there are of course those who operate now and again in the position of project leader, and we find that attention should also be paid to these employees. Possibly with a lighter variant of project management, but they definitely need a certain set of project skills, and Dhirata also has a solution for them.

Project management is a profession, but in addition it is also an occupation!

Team members

People make a project successful. It is better to have a functioning team with a poor project manager, than a non-functioning team with a good project manager. Projects are people, who co-operate together towards a mutually agreed and supported objective. The co-operation in a project is in itself a skill, and, therefore, training of the team members also belongs to the professionalisation of project management.