Interview with Simon Rowell, member of the Faculty of Science at the University of Neuchâtel
9 January 2025
Dialogue
Circular Project Management, Training Can you introduce yourself, your organisation and your role in it?
I’ve been working at the Faculty of Science at the University of Neuchâtel for 10 years. As part of the Faculty Secretariat and Dean’s Office team, I coordinate all academic activities relating to Bachelor’s and Master’s level courses.
I am responsible for the administrative and technical follow-up of courses and the smooth running of examination sessions, while ensuring that regulations are respected.
Why did you decide to take part in the Circular Project Management training course at the Prefix Academy?
I took part in this course as part of my CAS in public management, project management option.
What were the main challenges or problems you faced before the training?
I was regularly faced with problematic situations, the resolution of which required the implementation of a project methodology. I’m thinking in particular of pedagogical and technical developments, which are not easy to implement in a highly institutionalised academic environment where there is very little room for manoeuvre.
Since you took the Circular Project Management course, have you been able to apply the tools and methods taught? If so, can you share how this has contributed to the mastery and success of your projects?
Yes, even though the training was completed recently, a number of tools and an understanding of the importance of the project outline have enabled me to review the way we manage projects with my colleagues. We now have the tools we need to engage stakeholders and ensure that projects are carefully monitored. We’ll also be much calmer in the face of constraints and the inevitable obstacles.
What struck you most about Circular Project Management, and how do you find it different or more relevant than other certification methods?
No doubt its flexibility. In a way, this method is the ‘Swiss army knife’ of project management: you may not need all the tools presented, but the methodology makes it possible to define which ones are necessary and thus to form a coherent whole around the project outline and the dashboard.
It also allows the manager to take a step back and review his or her work.
Can you share a funny or memorable anecdote from the training that you think reflects Prefix’s values?
Several of them! But what I remember most of all was the good humour that reigned throughout the course. Thirteen people from all walks of life came together in a classroom in the basement of a building, and the result was some great encounters, laughter and life lessons to remember. And a fool-proof project management method!
Philippe’s teaching style has a lot to do with it.
FRIBOURG CHAMBER OF COMMERCE
SERVICES
Circular Project Management, Conference
CONTEXT
The Fribourg Chamber of Commerce (CCIF) is an umbrella association whose aim is to promote entrepreneurial activities and the economy of the canton of Fribourg. With more than 1,100 companies, the CCIF serves as a platform for the canton’s economic activities. It officially represents the interests of industry, commerce and services in the canton, in Switzerland and abroad.
Among the many events it organises, the CCIF offers conferences on various themes that provide its members with opportunities to meet in a convivial setting.
ACHIEVEMENTS
Conference on Circular Project Management to the CCIF members.
Circular Project Management : The perfect alliance between predictive and agile
1 January 2021 Method
Circular Project Management Two approaches, one innovative response
Project management is dominated by two main methodological schools.
Predictive (or cascade)
Born with industrialisation at the end of the XIXᵉ century, it is based on rigorous planning and strict monitoring of deadlines, costs and resources.
Its strengths
- Clear vision: well-defined scope, structured planning throughout the project.
- Management: once the planning has been done, management is easier for the project manager because everything is already structured.
Its weaknesses
- Rigidity in the face of unforeseen circumstances: difficult to adapt the plan along the way.
- Lack of flexibility: little interaction with stakeholders during the project.
- Tunnel effect: risk of ending up with a final result that is not adapted to actual needs.
This approach is ideal for projects that are easy to predict at the outset and for projects that are highly regulated (industry, construction, aeronautics, etc.).
Empirical (or agile)
Born in the 1990s with the rise of collaborative methods, Agility is based on an iterative approach and strong stakeholder involvement.
Its strengths
- Great flexibility: continuous adaptation to changing needs.
- Collaborative working and frequent feedback for continuous improvement.
- Reduced risk: errors are corrected as they occur.
Its weaknesses
- Lack of long-term vision: difficult to anticipate deadlines and budgets.
- Complexity of coordination on large-scale projects.
- Requires constant involvement of teams and customers.
- Dependence on a stable team: agile works well when the same team follows the project from start to finish.
It is well suited to projects where needs change rapidly and the team is constant, such as software development, product innovation or uncertain environments requiring a high level of responsiveness.
Circular Project Management: the best of both worlds
Circular Project Management allows you to adopt a single method, which can be deployed in predictive, agile or mixed mode as required. Our hybrid approach combines the strengths and eliminates the weaknesses of predictive and empirical approaches:
- Unique method – Predictive, agile or mixed, depending on project needs and constraints.
- Universal – Suitable for organisations with different management cultures.
- Clear vision + flexibility – Structured plan with adaptability.
- Efficient management – Rigorous monitoring of costs and deadlines while remaining responsive.
- Adapted to projects with resource rotation – Enables new players to be brought on board without disrupting project progress.
How do you set up Circular Project Management?
Stage 1: Diagnosis – Identifying the context, needs and constraints of the project.
Stage 2: Selecting the operating mode – Predictive, agile or hybrid depending on the team and the environment.
Stage 3: Deployment – Implementation of the method and associated tools.
If you’re interested, let’s talk! Contact us to find out how this approach can transform your project management.