Projects in the vision of EMS are the core of change. The large diversity of projects makes it difficult to have a general overview, particularly as principal. Although this is frequently asked for. A department without a manager will also not last. The same is true for a project. Often the opinion is that a project manager is responsible for a project, but in truth he or she is responsible for the various project tasks and takes care of timely and qualitatively execution against the costs determined. The principal, the person who assigned and instructed the project, is the actual manager of the whole project. On the basis of performance data the principal can give the project manager the right direction. The role of the principal is, as well as the project manager's role, crucial. But difficult, too. A project, before it has landed, is something vague. Many employees are active, but interim results are hardly visible. There are many pro's and con's, but in the end hard to materialize.
The solution is embracing a project management methodology tuned to the organization and the projects. Prince2 is very well suited for this, but Prince2 also has a pitfall called clerical work. This not necessarily has to be a pitfall, but does require an, initial, tuning of the work structure.

After the first implementation work can be done at professionalizing of project management. By the application of performance indicators it is relatively easy to monitor a project. EMS has these performance indicators readily available. Using EMS On-Line for this makes implementation simple, as EMS On-Line is developed with the EMS vision, including easy adjustable performance indicators.