Topsoe R&D

1. Can you briefly introduce yourself and your positions at Topsoe R&D?

Our names are Rasmus and Matthias, and we have been working for many years as project managers at R&D on development projects within catalysis. The position requires deep technical understanding and involves planning, coordinating and ensuring the progress of projects in cooperation with production, commercial departments, etc. As part of the Half Double initiative, we have established a small project team where we are working to further optimize our approach to project management.

2. How did you experience working with projects before you started using Half Double?

Before Half Double was introduced, project management at Topsoe R&D was based on more traditional methods and there was no common approach to project management. Roles were often unclear and there was a lack of common understanding of how to make decisions.

3. Why did you seek a new approach to project management?

An internal assessment indicated that project management was an area for improvement. We wanted a more consistent approach to projects, with a clear structure. The main focus was on faster project execution, higher employee satisfaction and an overall focus on project management as a professional discipline and career path.

4. What was your first introduction to Half Double?

A colleague had heard about the concept and we contacted Implement and Michael Ehlers. He held a session during an R&D management meeting where we were shown the concept and discussed how it would fit with us.

5. How has the method affected the way you and the rest of the team work?

With the introduction of the Half Double method, we gained a much clearer project organization with clear roles such as Impact Owner and Project Owner.

Early in the project process, the dialogue between R&D and Commercial is strengthened, ensuring that we work purposefully toward the right goals and create the desired impact. At the same time, the role of the project manager is more clearly defined, giving the project manager a clear picture of what is expected in his role.

6. Is there a situation or example that stands out particularly clearly for you?

On one particular project, we spent nearly three months getting the impact case right. As a result, the purpose of the project (impact) became significantly different than originally assumed. The discussion of the impact case provided an important dialogue between R&D and Commercial so that we gained a common understanding of opportunities, challenges and real customer needs. This also provided the basis for closer dialogue throughout the project.

7. What have been the biggest benefits?

We have achieved significantly greater transparency regarding roles and responsibilities in the projects, making it easier to understand who is responsible for what tasks. At the same time, collaboration within the organization has improved so that we are now working more purposefully to create the desired impact. The common approach to project management has proved especially valuable for new employees, as it makes the onboarding process clearer. Work has also become easier for managers in general, as everyone now knows what methodology we use, what courses are relevant, and with whom to spar.

8. What have been the biggest challenges?

One of the biggest challenges is that the wide variation in the size and duration of projects makes it difficult to get a clear overview of where there is room for improvement. For example, it is difficult for us to measure the impact of the method on parameters such as lead time. Moreover, projects that were already running often found it difficult to see the benefits of the method because many projects run over a longer period of time and therefore require sustained efforts to bring new participants into the process. At the same time, project managers in R&D tend to be motivated more by the technical aspects than by the project management itself, which can lead to the focus on project management subconsciously taking a back seat. Finally, it has been found that it takes more training than expected; a three-day course does not make someone an expert in the Half Double methodology. It takes a lot of practice, constant sparring and support to reach the desired level of competence.

9. What have you personally learned from working with Half Double?

Half Double gives us a common framework for communication.

We have learned that it takes more communication than you might initially think because we all perceive things differently. A lack of communication can lead to major misunderstandings.

Although our projects vary greatly in size, duration and skills required, it is still possible to apply a common approach to them.

10. What advice would you give others?

When considering using the Half Double methodology as a project manager, it is important not to be too ambitious and believe that everything will work perfectly from the start. Start with the tools and methods that make the most sense to you and work to master them before building on top of them. It is also crucial to just start and not be afraid to make mistakes - the important thing is to constantly adapt and listen to stakeholders along the way. Having several people working with the methodology at the same time is a great advantage, as it provides better opportunities for sparring, but you must be aware that this takes time. Management support is essential because it can be difficult to measure concrete improvements, for example in time-to-market. Instead, use tools such as pulse checks and agree with management what parameters you will measure - for example, employee engagement, belief in the success of the project or perceived improvement in collaboration.

11. How do you see the future with Half Double at Topsoe?

Half Double is firmly implemented in Topsoe R&D and we are gradually getting better at using the methodology. We are constantly working to adapt the methodology to our needs and are constantly integrating new methods that strengthen our project management. In this way, we are developing a true Topsoe project model for new products.