Employee portrait | Eva Pieëte

Eva Pieëte is a project supervisor at Witteveen+Bos. Her task: help project managers get the job done on time and within budget. Planning, risks, quality and finance are the key elements in achieving this.

Tangible projects

‘I began my career in the insurance industry before winding up at Nefit Bosch. There I realised that I enjoy working in a technical field. I’m now at Witteveen+Bos, where I get to contribute to a diverse range of tangible projects. One project will be a dyke reinforcement, whereas the next could involve a tunnel or bridge. To gain a better understanding of the work my more technically minded colleagues do, I recently took a course in civil engineering and practice. It’s not that I have any technically oriented ambitions myself, but that knowledge makes it easier for me to appreciate what my colleagues do, which gives me confidence during conversations with them to obtain information.’

Planning realistically

‘On larger multidisciplinary projects, the Project Management group keeps track of how things are going, especially in the areas of planning, risk management, quality, and financial control. We collect the information that project managers need to maintain oversight. This ensures our specialists are able to do their jobs as effectively as possible. The trick is to plan realistically. Optimism is good – it breeds ambition – but realistic planning prevents friction and ultimately ensures the best outcome. That’s why we keep an eye on things and make adjustments where necessary. The goal is to paint the most accurate picture possible of the future course of a project. With projects getting bigger and more complex, the importance of our work is only increasing.’

Rembrandt Bridge, Woerden

‘We’re increasingly seeing multiple structures being built or renovated on a single project, such as on the PTZ tunnel renovations project in South Holland. There are various interconnected elements on such a project; where these elements come together, opportunities as well as risks arise. Projects are becoming more complex and require integrated solutions. I was involved, for example, on the Rembrandt Bridge project in Woerden. While constructing the new bridge, exploiting combination opportunities, such as upgrading and revitalising a nearby business park, was explored. Not all projects require the direct involvement of our group, by the way. Through workshops on plan management and risk management, we try to teach colleagues how to monitor the progress of a project themselves. Effective administration is one of our most important tips – make sure you know where you stand.’