During the past two decades, the quantity of
goods shipped worldwide has quadrupled. APM
Terminals is living up to those numbers—
handling more than 38 million containers and providing inland cargo transportation services in nearly
Jesper Kjaerulf-Moller and APM Terminals’
program management office (PMO) keep the organization’s port projects moving forward smoothly.
Mr. Kjaerulf-Moller’s job is to ensure that new
port projects—which can take two to seven years
to complete—are successfully delivered while
meeting business needs.
Mr. Kjaerulf-Moller began his career as an
economist, but when he realized he was more
In for the Long Haul
PMP, head of
The Hague, the
challenged by organizational improvement he
gravitated toward project and change management, earning a master’s degree in major program
management from Oxford University.
Since APM Terminals created its PMO and
put you in charge of it two years ago, how
has project oversight changed?
Before, it was more document-based: At certain
stages in a project, certain documents had to be
completed. But documentation alone will not
ensure we act toward the same goal the next day.
To achieve that crucial action and progress in
project environments, discussions need to happen.
Now, it’s not just a reporting experience. We