Every level of the organisation across Vestforsyning has been actively working to develop the company’s project culture – and it has paid off!
The green transition is transforming the utilities sector! Vestforsyning has committed to reducing CO₂ emissions and increasing investment in renewable energy sources such as wind and solar power.
Vestforsyning is a multi-utility company based in Holstebro, which is facing significant investments and the development of new technologies to phase out fossil fuels and promote sustainable solutions. Vestforsyning expects to invest over one billion Danish kroner over the next five years.
The demands on project management have never been greater, as Vestforsyning looks towards a future with more and increasingly complex projects.
Vestforsyning therefore wishes to develop a shared project culture and a common language for projects across the entire organisation to strengthen collaboration between the various units.
In addition, the aim is to create a structured and systematic approach to increase efficiency and the ability to achieve project objectives.
Last but not least, Vestforsyning aims to improve its reporting systems so that management can intervene at an early stage should projects develop differently than expected.
Overall, we have planned the process based on a ‘whole system’ approach. This means that we have drawn up an overarching plan setting out when and how different departments, staff groups and managers are to be involved in the process, in order to ensure the greatest possible relevance and buy-in.
The core group has been Vestforsyning’s project managers, as they are the ones who work on the projects on a day-to-day basis, use the tools and act as role models for the project culture.
Next, we have regarded the executive board and managers as another key group. Their most important role is to act as role models, as skilled project owners and steering group members, but also to actively seek out the jointly agreed descriptions and templates when following up on and approving projects.
Furthermore, all technical staff, support functions, etc. have been involved in the process to a lesser extent, as these are the people who participate in projects – or who have to live with the consequences of the decisions made within the projects.
The process was developed as a combination of a skills development project and a cultural change project.
We worked according to the following process, in which we presented the methodology behind a tool, allowed the project managers to test it on a real-life case from their daily work, and then reviewed their experiences.
We drew on existing experience and templates/documents already in use, and on that basis sought recommendations from the participants regarding what we should focus on next.
Ultimately, Mannaz, in collaboration with the project managers at Vestforsyning, developed a customised project model aimed at standardising and structuring the approach to project work.
Vestforsyning A/S is a multi-utility company with around 125 employees, which supplies heating, electricity, water and wastewater services to residents of Holstebro Municipality. Vestforsyning is actively committed to sustainability and the green transition, and invests regularly in future-proof solutions.