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Author: Dries

  • Executive Programma Project-management 

    Executive Programma Project-management 

    Wil jij uitgroeien tot een sterke projectleider in een snel veranderende wereld?

    Dan is het Executive Programma Projectmanagement van EHSAL Management School Brussel precies wat je zoekt!
    In een VOCA-wereld (volatiel, onzeker, complex en ambigu) is projectmatig werken dé sleutel tot succes.

    Deze opleiding biedt jou:

    • Praktijkgerichte inzichten in klassiek én agile projectmanagement
    • Een unieke Projectmanagement Game om je skills écht te testen
    • Coaching in communicatie en leiderschap
    • Ervaren docenten uit het werkveld

    👉 Meer info op de EMS website: https://www.emsbrussel.be/projectmanagement
    👉 Of boek een meeting met de programma coördinator Hugo Couck via: https://www.emsbrussel.be/stel-je-vragen-18

    📍 Locatie opleiding: Odisee/KU Leuven Campus Brussel, vlak bij Brussel-Centraal
    📆 Start: dinsdag 14 oktober 2025
    💡 Erkenningen: VOV, BEV en kmo-portefeuille (tot 30% subsidie!)

  • AI is not just technology

    AI is not just technology

    Reflecting on CIOforum Belgian Business on AI, I am inspired by the depth of discussions and the breadth of ideas. It’s clear that AI is not just a technology: it’s transforming the way we think, operate, and innovate.

    Here are some takeaways that resonate with me:

    💡 Data is the foundation: The emphasis on FAIR principles (Findable, Accessible, Interoperable, and Reusable) and clean data is undeniable. Imagine the possibilities with data orchestration acting as the conductor of a complex symphony, harmonizing streams from multiple sources, automating workflows, and delivering actionable insights to the right place at the right time. It’s enabling smarter, faster decisions.

    💡 Measuring AI’s impact beyond ROI: While ROI remains a critical metric, the concept of ROE (Return on Employee) is equally vital. It is a metric that measures the value generated by each employee and evaluates how effectively a company utilizes its human resources to achieve business outcomes. Think of it as measuring the human-centered value AI brings to the table.

    💡 Agentic AI is the third wave of the AI revolution: Next up are physical agents (think about all the mind-blowing videos of humanoid robots that are filling our timelines) and as the fifth and final wave, AGI (Artificial General Intelligence). To succeed in the current wave of AI agents, it is key to get agent orchestration and governance in order. Achieving complex goals efficiently and intelligently needs coordinated management of these agents. Coordinating multiple agent interactions ensures efficiency and intelligent goal achievement.

    💡 The timeless IT paradigms endure: Amidst the AI revolution, the principles of people first, process second, and technology last still hold . AI can be a gamechanger, but without strong change management and end-to-end business process optimization, it risks becoming mere automation on steroids.

  • ”Het knettert in de bovenkamer”

    ”Het knettert in de bovenkamer”

    ”Het knettert in de bovenkamer”

    Zo begon de mail van de mentee waarmee ik vorige vrijdag een afspraak had. De bakkerij in het Wintercircus bleek het perfecte decor voor een gesprek dat gepland was voor twee uur, maar uiteindelijk ruim drie uur duurde.

    Een gesprek vol wederzijdse inspiratie. We bouwden bruggen tussen ideeën, concepten, businessdoelen, levenskeuzes, nieuwe connecties en oude samenwerkingen. Het ging van persoonlijk naar professioneel, van technologie naar zingeving:

    💡 Je eigen pad vinden
    Hoe kijk je terug op je verleden – zelfs tot aan je kindertijd – om te ontdekken waar je écht energie van krijgt? Die persoonlijke waarden helpen je om voluit achter de visie, missie en strategie van een organisatie te staan. Of om te beseffen dat het tijd is voor iets nieuws.

    Entry Wintercircus

    💡 Leren en groeien
    Hoe blijf je jezelf ontwikkelen voor de uitdagingen van morgen? Een combinatie van menselijke en technische vaardigheden is essentieel. Formele opleidingen zijn waardevol, maar informele leermomenten en vooral het toepassen van kennis in de praktijk maken echt het verschil.

    💡 Zelfstandig of ondernemer
    Wat is het verschil, en wat past bij jou? Door je sterktes en ambities helder te maken, maak je bewustere keuzes. Voor sommigen is dat intrapreneurship binnen een organisatie, voor anderen een freelance traject in een niche. Er is geen universeel pad en je moet jouw weg vinden.

    💡 Data strategie
    Hoe wordt een organisatie écht data-gedreven? Technologie, architectuur en governance zijn belangrijk, maar de sleutel ligt vaak in cultuur, leiderschap en effectief management om de waarde van data te ontsluiten.

    Inside Wintercircus

    ⚡ Ook in mijn hoofd knetterde het achteraf. Van de energie. ⚡

    Mentoring is voor mij een manier van ‘paying it forward’. Tijd investeren in echte connecties, met de wetenschap dat je daar ooit – vaak op onverwachte manieren – de vruchten van plukt.

    Bakker Klaas (Wintercircus)
  • Leiderschap in IT: iets uniek!

    Leiderschap in IT: iets uniek!

    IT, leiderschap & management zijn mijn ding. Mijn passie.

    Deze post van Gerrit en artikel raakten me omdat het precies benoemt waar ik elke dag mijn energie in steek … en, gelukkig, ook heel veel energie uit haal.

    ⚡ Wat ik helaas nog vaak zie in IT: mensen met ambitie die hun groei enkel vertalen naar een rol als leidinggevende of manager. Terwijl niet iedereen gelukkig wordt van managen. Integendeel: wie écht gedreven is door technologie, haalt zijn voldoening meestal uit iets totaal anders dan leidinggeven.
    ⚡ Ik heb al verschillende mensen voor deze valkuil proberen waarschuwen: groeien betekent niet alleen “de ladder op”. Groeien kan ook zijn: nieuwe dingen leren, uitdagende projecten opnemen, of je technische skills naar een hoger niveau tillen in een nieuwe context.
    ⚡ Eén van de ongemakkelijke waarheden van leiderschap is “expert wordt manager”. In IT is expertise cruciaal, maar de beste IT’er is zelden vanzelf de beste leider. Zet mensen in hun kracht of bied de juiste begeleiding als ze wél willen groeien richting leiderschap.

    Het doet mij veel plezier om te lezen dat authenticiteit in dit artikel zo centraal staat. Dit is één van mijn kernwaarden. Misschien is dat ook waarom ik leiderschap in IT zo fascinerend vind: geen façades of maskers, maar échte connectie.

  • Proud to be Ambits business mentor

    Proud to be Ambits business mentor

    “We don’t teach you anything—we help you develop what’s already within”

    As a business mentor, my goal is to contribute to a better world by supporting the growth of individuals and empowering business leaders to thrive.

    Why I believe in the power of mentoring:

    • A trusted ally who asks the right questions and helps to avoid pitfalls
    • Guidance to uncover new possibilities and overcome barriers
    • Encouragement to find balance—pushing you forward while reminding you to slow down when needed
    • Leadership development that fosters success and well-being in teams and organizations
    • Structure and accountability to drive meaningful actions and outcomes

    What mentoring gives me in return:

    • The joy of encountering new situations, gaining fresh insights, and connecting people and ideas
    • The satisfaction of making a difference: helping one person often impacts many others
    • A chance to satisfy my curiosity and challenge myself to think differently

    There’s nothing more rewarding than hearing from a former mentee months after our journey together, sharing the positive changes they’ve achieved with my support. That feeling drives me to mentor again and again.

    I’ve been fortunate to have exceptional mentors in my own life, and I see it as both an honor and a responsibility to pay it forward. Mentoring is not just shaping leaders today, it’s cultivating the next generation of mentors for tomorrow.

    Thanks Gerrit and Ambits to give me this opportunity! 🙏

  •  The power of a good story

     The power of a good story

    I got the opportunity to have a personal chat with Stefaan Vandist about the power of a good story while we were waiting for the rain to stop.

    During the keynote about innovation, creativity and sustainability there were 4 key messages:
    1️⃣ Find stakeholders willing to make a difference. Sometimes, they’re not the first ones you think of. Be creative in forming coalitions.
    2️⃣ Dream big: Instead of worrying about what might not work, imagine how awesome it would be if it does.
    3️⃣ Make solutions tangible quickly: Prototype, fail fast, fail often, but always fail forward. Learn from each experience.
    4️⃣ Celebrate success, no matter how small.

    But what resonated most was the power of storytelling: It can immerse people in a dream, make them believe in the possible, and inspire action among those willing to make a difference.

  • Strategic Sourcing Advisory

    Strategic Sourcing Advisory

    Evaluation and Recommendation for Strategic IT Managed Services.

    The client engaged Proj3ctS to conduct a comprehensive evaluation of its Application Development & Management contract. The objective was to assess the current outsourcing agreement (including service performance), contractual alignment, and strategic fit, in light of an upcoming decision point.

    Approach

    We conducted a structured assessment process involving:

    • In-depth stakeholder interviews across Business, IT, and Procurement
    • Review of contractual documents, SLA reports, and service delivery plans
    • Qualitative and quantitative analysis of the performance
    • Evaluation of the evolving scope of services since contract inception

    Outcome

    The project culminated in a detailed sourcing recommendation, enabling the client to make an informed strategic decision. Based on our findings and guidance, the client chose to continue the partnership.

    Impact

    This engagement reinforced the client’s sourcing strategy, ensured alignment between service delivery and business needs, and strengthened the foundation for the future.

  • Empowering Ambits with Scalable Back-Office Automation

    Empowering Ambits with Scalable Back-Office Automation

    Proj3ctS enables Ambits to scale with a future-proof, low-code solution that halves administrative costs and enhances user experience.

    Ambits, a fast-growing Belgian startup specializing in leadership mentoring, faced a significant challenge: a manual, inefficient back-office process that hindered scalability and transparency. To support their growth ambitions, Ambits turned to Proj3ctS for a tailored digital transformation.

    The Challenge

    Ambits connects executives and management teams with experienced mentors through structured six-month programs. With a growing client base—including major players like Belfius and Umicore, as well as SMEs and startups—the administrative burden of managing mentor-mentee journeys became unsustainable. Initially handled via Excel by a single student worker, the process was inaccessible, error-prone, and lacked scalability. A later switch to off-the-shelf mentoring software proved too rigid, unintuitive, and disconnected from Ambits’ existing tools.

    The Solution

    Proj3ctS stepped in to lead the transformation. Leveraging its expertise in digital strategy, architecture, and project management, Proj3ctS designed a scalable solution built on the Microsoft Power Platform. The new application was developed using low-code technology, ensuring rapid deployment and seamless integration with existing tools like Jotform and Outlook.

    Proj3ctS coordinated the entire project lifecycle—from high-level architecture to stakeholder alignment—ensuring that the final product met Ambits’ unique operational needs.

    Key Features & Results

    • Automated Communication: All forms and emails are now automatically routed to the right stakeholders, eliminating manual follow-ups.
    • Centralized Data Access: Key users have real-time access to relevant data based on their roles, improving transparency and collaboration.
    • Integrated Time Tracking: Mentors can now log their hours directly in the platform, offering valuable insights into program efficiency.
    • User-Friendly Interface: Designed with simplicity in mind, the platform ensures a frictionless experience for both internal teams and external mentors.
    • Cost Efficiency: Administrative costs have been reduced by 50%, freeing up resources for strategic growth.

    A Scalable Foundation for Growth

    The application went live in May 2023, just six months after project kickoff. Since then, over 50 mentoring projects have been successfully migrated to the new platform. The solution is fully scalable, allowing Ambits to onboard new users without significant increases in licensing costs.

    “Proj3ctS quickly understood our complex workflows and translated them into a powerful, intuitive tool. The result is a back-office that supports our operations instead of slowing them down,” says Gerrit Sarens, CEO of Ambits. “We now have a clear, real-time view of our mentoring programs, which is essential for our continued growth.”

    Looking Ahead

    Ambits is now operating with a robust digital backbone that supports its mission: delivering impactful mentoring experiences. With all essential features in place, the organization is ready to explore future enhancements and “nice-to-haves” that will further elevate the user experience.

    “Together with Proj3ctS, we’ve built a solution that aligns with the four pillars of successful digital change: people, process, technology, and data,” says Dries Vandevyvere of Proj3ctS. “Delivered on time and within budget, this project empowers Ambits to focus on what truly matters—growth and meaningful mentorship.”

  • IT Transformation

    IT Transformation

    Situation

    The organization faced significant challenges in its IT department, including bad leadership, lack of ownership, an unclear vision, and excessive governance structures. These issues hindered our ability to innovate and respond to market demands effectively.

    Key Project Areas

    The transformation of the IT organization focused on several critical areas.

    First, we aimed to balance demand and supply, ensuring that our IT resources were allocated efficiently to meet the needs of the business. We also undertook a comprehensive organization design, restructuring the IT department to improve efficiency and accountability. Clearly defining roles and responsibilities was another key area, as it helped enhance ownership and performance within the team.

    We established clear levels in the Target Operating Model (TOM) to streamline operations and simplify the application landscape for better integration and usability. Improving vendor and contract management processes, along with executing effective service management, were also essential components of the project. Implementing stringent budget control measures ensured financial discipline, while enhancing visibility and transparency across all IT processes helped build trust and accountability.

    Balancing the run and build aspects of IT was crucial for continuous improvement, and optimizing the Software Development Life Cycle (SDLC) led to better project outcomes. Strengthening project management practices ensured that projects were delivered on time and within budget.

    Project success

    The transformation project resulted in a new and future-proof IT organization that is easier to manage and more responsive to business needs.

    We achieved better control over our budget, reduced third-party risks, and streamlined IT processes.

    The application landscape is now more manageable, and our IT services are more reliable and efficient.

  • The Agile Project manager

    The Agile Project manager

    Looking for an “Agile Project Manager”

    Last week I was intrigued by a job vacancy from a staffing agency in my mailbox. They were looking for an ‘agile PM to support one of their customers in an ambitious program to improve the customer experience’. The fact that a project manager would be working agile to deliver a program were too many contradictions in one sentence for me. I asked for more information but am still waiting for the response.

    The situation did spark my ambition to write a blog article about

    • The difference between projects and programs
    • The roles in classic and agile project management

    I hope to shed some light on the need for a hybrid approach to project & program management. And the reason why recruiters in IT and project management should be aware of this.

    Project or program: Same same, but different?

    No, it is not. They are essentially different.

    A project is a temporary undertaking to create a unique product, service or result. Key elements are the uniqueness and the fact that you focus on 1 product, service or result. There is a clear aim on this one objective.

    A program combines related projects and program activities in a coordinated manner. Focus is on the integration between the parts to obtain benefits not available when managing them individually. Key elements are the coordination and integration for the overall benefit.

    This means that a project manager and program manager have a whole different role and job. The program manager applies his knowledge, skills and principles to obtain the program benefits and control that is not available by managing the projects and other program components individually.

    Agile project management: the roles in scrum

    Looking at the Scrum methodology, there are not a lot of roles: It only takes one product owner, a scrum master and team members. That is it.

    • The product owner is responsible for managing the product backlog to achieve the desired outcome that a product development team seeks to accomplish. He represents the business, which means that his key activities are around identifying and describing the items on the backlog, prioritize, accept the delivery, and create transparency about the product and work.
    • The scrum master is the conductor of the scrum team. He clears the obstacles, facilitates the team collaboration, ensures the team follows the agile processes and coaches the team in agile values and principles. He is accountable for the team effectiveness, but at the same time should act as a servant leader for the team and the larger organization.
    • And finally, the scrum or agile team: a small team of – preferably full-time – people with all the necessary competencies, without any formal hierarchy, and focused on delivering according to the product goal. They are cross-functional team and have an end-to-end responsibility to deliver their sprint commitments.

    There is no project manager role. Maybe if we scale agile from a team to a program level?

    Scaling agile to program level

    In SAFe the agile teams power the Agile Release Train (ART). This ART is a long-term team of agile teams that incrementally develops, delivers, and operates one or more solutions. The roles that are critical to operate and ART are

    • Release Train Engineer (RTE): a servant leader that facilitates program execution.
    • Product Management: responsible what gets build.
    • System Architect or Engineer: define the architecture to guarantee that the systems and interfaces for the solution work together.
    • Business Owners: responsible for the business outcome of the ART
    • The end customer of the product

    Sounds like the RTE comes closest to the program manager. But he is no project manager.

    Hybrid (project) management: the best of both worlds?!

    In today’s fast change world, we are confronted more and more with situations that ask for the combination of classic and agile techniques. When blending the two extremes in a smart way, you can end up with the best of both worlds: Hybrid project management. This is exactly the mix where a project manager can fill the gap: by applying a hybrid management approach, bringing a compromise between classic & agile and succeeding where the 2 separately would fail.

    Maybe a hybrid Project Manager is the best answer to the challenges of today’s complex professional environments and the way to deliver true value for the customer ?!

    Proj3ctS and hybrid project management

    If you want to hear more about blending classic and agile, reach out via http://Proj3ctS.be or keep an eye on this blog for more insights.

    References

    PMI Lexicon of Project Management Terms – From Project Management Institute – Via https://www.pmi.org/-/media/pmi/documents/registered/pdf/pmbok-standards/pmi-lexicon-pm-terms.pdf

    What is scrum? – Scrum.org, the Home of Scrum – Via  https://www.scrum.org/resources/what-is-scrum

    The Truth About Job Titles in Scrum – By Dave West (CEO and Product Owner of Scrum.org)– Via https://youtu.be/0fW8aoxyVHs

    Agile Glossary – From Agile Alliance – Via https://www.agilealliance.org/agile101/agile-glossary/

    Agile Release Train (ART) in Essentail SAFe – From Scaled Agile Framework – Via https://www.scaledagileframework.com/agile-release-train/

  • IT system and business process integration

    IT system and business process integration

    Roll-out of core Purchase2Pay and Account2Report processes, integration with several satellite applications, migration to new applications and implementation of the standard business processes.

  • InfoHub 4 drug commercialisation

    InfoHub 4 drug commercialisation

    Implementation of all business processes and supporting IT systems for the commercialization of a first drug product.

    Management of several tracks: Set-up for the SAP ERP system, integration with 3rd parties, creation of an analytics solution and extension of the CRM application.