Dutch process innovators on the importance of integral process management

Dutch process innovators (dpi) is a young and innovative project and consulting company with a fresh perspective on construction, infra, energy and industry, focusing on all processes required to successfully realize and maintain a project. They do this for tenders and projects, environmental management and asset management. Jesse Brandt, process developer and consultant, and Ileen van den Berg, project and process manager, explain how to manage projects effectively and how dpi's approach and process ideas fit in seamlessly with, among other things, civil engineering projects. 

Building the future, a task of stature

"We all know that clients and contractors in these sectors face a complex task," Jesse begins. "The growing demand for infrastructure, the urgent need for renewable energy sources and ongoing urban development are putting these sectors under pressure. There is a need for solutions that not only meet today's expectations, but also address the needs of the future."

Complex processes

"Especially with large projects, we see all kinds of complex processes at play during the various project phases," hooks Ileen. "Projects often last several years, with different stakeholders and disciplines involved in each phase. This still sometimes leads to communication problems, delays and budget overruns. On top of this comes the increasing social focus on sustainability and the need to embrace technological innovations. All in all, enough reasons to properly organize the various processes involved within such a complex project." 

Equal partners for optimal results

Ileen notes, however, that parties such as contractors often ask for a role when they seek help in optimizing project processes. "But instead of filling in a specific role, we prefer to look at what outcome they want to achieve. By joining the contracting party as a process partner, and acting as part of the team, we keep the focus on the needs on this project and can optimally support them in the route towards it." Jesse adds: "By running a project with the contractor as equal partners, they can deal with their core business (design, build, content) and we make sure everything around it is well organized. Whether it's the tender phase, execution or focused on asset or environmental management, together we ensure that the project runs as smoothly and in a controlled manner as possible." Ileen says dpi often acts as the glue between client and contractor. "We look at what's best for the project and direct both parties in that."

The question behind the question

She continues: "In doing so, we match the contractor's working methods as much as possible. Moreover, we proactively include people in the processes. We are not concerned with the process for the sake of the process, but rather give this a very practical interpretation." Jesse: "To carry out construction projects in the most controlled way possible, we go through a number of steps. First, we analyze the objectives, needs, expectations and risks. Here, as a process manager, you have to look beyond the customer demand and get the project needs as a whole clear. At dpi we call that 'the question behind the question'." In fact, Ileen explains that the question that comes to dpi is by no means always the contractor's actual problem or need. "Once the project need is clear, we create a plan of action and determine the strategy by which the stated goals can be achieved. Then we deliver the promised performance based on that approach. Of course, we are keen on the agreements made and keep track of the results we achieve. Interim evaluations in which we check whether the approach still fits the project needs, together with innovation, ensure continuous improvements during the process." Dpi preferably tackles projects on a risk basis. "Not on an hourly basis, but with a fixed price where we do our work in a very performance-oriented way."

Integrated process management

"Such an integrated approach to process management contributes to working more efficiently and effectively and being able to better identify any bottlenecks at an early stage," Jesse believes. "This allows for timely adjustments and makes the project more manageable. Another advantage is that it creates higher transferability." He explains, "When a large complex project is coming to an end, it needs to be properly transferred to the project client. It is important that all information is shared in a controlled way and the right people are deployed at the right time so that the work is delivered and handed over in a timely and complete manner." Our holistic approach, focused on improving processes and promoting seamless collaboration, allows large and complex projects to be effectively managed," Jesse says in conclusion.