“At ICT TriOpSys, you can combine different roles and continuously explore new domains. That makes the work challenging and diverse. And we’re a very open organization—it’s also important to us that everyone feels comfortable here.”
“Project management with us isn’t just about planning and organizing,” says Mark. “You also need to be able to spar with engineers, understand how systems work, and at the same time ensure that the team functions well.”
Mark joined TriOpSys in 2008, when it was not yet part of ICT Group. “I come from a technical background,” he says. “Team lead, tech lead, development manager—I’ve held the full range of roles. As a senior project manager, I no longer develop myself, but if needed I can still look into systems and discuss things with developers.”
The clients Mark and his teams work for are organizations that are vital to the country, with business-critical IT systems. “These are systems that typically need to run 24/7,” he explains.
Complex software systems
His technical background helps him in his work, especially since many projects revolve around complex software systems for organizations where reliability is crucial. Many of these systems process enormous amounts of data. Mark refers to them as “black box applications.” “Data goes in and data comes out, but a lot happens under the hood. As a project manager, you need to understand roughly how that works, otherwise you can’t make good decisions.” He adds, “A technical background is not strictly necessary for a project manager at ICT TriOpSys. It’s mainly about understanding the big picture. As long as you can think along about how systems work at a high level and ask the right questions, you don’t need to master the technology or code yourself.”
We take the client step by step through the process. It’s no longer like the old days with one big project and then waiting to see the result. You develop together, with continuous feedback.
Agile way of working
Many ICT TriOpSys projects now use agile methods: iterative development in short cycles, with continuous client feedback. “It’s rarely like before, with a large fixed-price project and then seeing what comes out,” says Mark. “We involve the client step by step in the process.” Sometimes this even means that employees from the client’s organization join the project team to experience how such a trajectory works. “That benefits both sides.”
Project manager as facilitator
According to Mark, good project management is mainly about people. “Engineers are indispensable for executing client projects,” he says with a smile. “They sometimes have their own manual that was never written down.” His role is therefore often that of a facilitator: someone who removes obstacles so the team can perform optimally. “You make sure people can do their work well, you help where needed, and you maintain the overview.” This also means he pays a lot of attention to the social side of teamwork. “It’s not just about technology or delivering a project. It’s also about functioning well as a team, making sure everyone feels good, and keeping the client satisfied.”
Open culture
“That human aspect fits well with the culture at ICT TriOpSys,” says Mark. “It’s a very open organization, and informal moments are also important here. We have a foosball table and a table tennis table. There are also regular team outings—from karting and golf to sheep herding. These activities help you get to know each other better.” But for him, open communication matters most. “If something is going on, I’d rather hear it today than six months later during a performance review.”
Opportunities within a larger organization
Since ICT TriOpSys became part of ICT Group, Mark also sees new opportunities. “You notice there are many connections with other parts, such as ICT InTraffic, where I also worked for a few years when it was not yet part of ICT Group,” he says. “This creates opportunities to share knowledge and people. If we need staff or have excess capacity, we can now look within other units. That greatly increases flexibility.”
And new opportunities also arise for employees themselves. “It’s easier to switch between projects or domains within the organization. If someone has a specific interest—for example, air traffic control—that’s something we can simply discuss here.”
