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Nenad Tripić, Head of Project Management bei enjoy IT

Nenad Tripić von enjoy IT erzählt im Interview über seine frühen Anfänge mit dem Programmieren, seinen Weg zum Projektmanagement und was seiner Meinung nach wichtig für den Einstieg in diesen Job ist.

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Video Summary

In "Nenad Tripić, Head of Project Management bei enjoy IT," Speaker Nenad Tripić charts his path from early enthusiasm for technology and an informatics-focused HTL education, through corporate IT projects, to becoming Head of Project Management at enjoy IT. He explains why project management fits him better than development and outlines responsibilities spanning staffing and budget planning, strategy, internal organization, project scheduling, and continuously evolving PM practices with his team to meet customer needs. His advice to tech professionals: keep learning, stay open to change across agile and waterfall, believe you can achieve more, and keep pushing.

From Early Tech Curiosity to Strategic Leadership: Nenad Tripić, Head of Project Management at enjoy IT GmbH, on People, Planning, and Continuous Learning

A devstory profile by DevJobs.at

In the devstory session “Nenad Tripić, Head of Project Management bei enjoy IT,” speaker Nenad Tripić (enjoy IT GmbH) shares a concise yet telling journey through education, early industry exposure, and department leadership. What stands out immediately is the intentionality of his path: a strong early affinity for technology, a clear decision to focus on informatics in school, the willingness to recognize his strengths in project management, and—today—the commitment to a leadership role with real organizational impact.

His core message to tech talent is straightforward: Keep learning, stay open to new situations, and trust that you can achieve more than you initially think—by keeping at it.

He underscores it in plain words: continuous learning and growth, never being “done” with learning, remaining open to new things, and believing that things will click if you keep pushing forward. That ethos threads through every stage he mentions—from the classroom to heading a project management function.

Early fascination: Technology as a constant

Tripić describes a childhood with a broad enthusiasm for technology—from IT to cars and airplanes. This breadth is more than a fun backstory; it signals an instinct to understand complex systems and how parts fit together. That mindset becomes vital later in project environments, where ambiguity is normal and success depends on curiosity, structure, and perseverance.

Informatics at HTL: Programming—and discovering a management strength

Tripić says he chose schools with an informatics focus early on and then attended “the HTL here in Leoningen” in the informatics branch, where he enjoyed “very good education.” He learned programming there, along with project management in general. Crucially, he recognized “relatively quickly” that project management might be a better fit for him than writing code day-to-day. It wasn’t about lacking ability in development; it was about where his energy was: leading projects, working with people, administering, and controlling.

This is a noteworthy moment of self-awareness. Many engineers hold on to a pure developer identity longer than they need to. Tripić shows how important it is to notice your strengths and follow them, especially when they point toward coordination, leadership, and accountable outcomes.

First role in a large company: Co-owning and supporting projects

Right after school, Tripić joined a corporation in the IT domain and helped accompany and support different projects. Without enumerating specific programs, his account tells a familiar story: hands-on participation in real delivery, learning in the flow of stakeholder interactions, and the steady realization that communication, planning, and prioritization are what make results visible.

This early exposure reinforced his orientation toward project management and the kind of work that blends technical understanding with people and process.

Today: Head of Project Management at enjoy IT GmbH

Tripić now holds the role of Head of Project Management at enjoy IT GmbH. He remains involved in select projects while also shaping the people and departmental framework. His task list paints a clear picture of the function.

What his scope includes

Accompanying and leading projects himself: Staying grounded in delivery and client realities, even as a department head.
Personnel administration and management: The people side is central—from administration to team direction.
Budget planning: Turning resources into numbers, creating predictability, weighing investments.
Workforce planning: Orchestrating capacities, skills, availability, and team composition.
Strategy development: How do we organize ourselves internally? What’s our direction for the coming months?
Roadmapping and timing: “How do we plan the next months, which projects start when?”
Resource assignment: “Which people do we need for which projects?”—matching skills to demand.
Co-defining project management strategies with the PMs: How do we continuously improve internally and adapt to customer wishes “better and better” over time?

For us, this reads as a leader who stays close to operations while deliberately engineering the organization. The synthesis—grounded project work plus structural design—is typical of impactful department heads in tech.

What motivates him: Strategy and impact

Tripić is explicit about what he enjoys most in his role: strategy development and the impact he can have on the organization. He mentions levers such as how projects are designed and managed, which customers are assigned to whom, and how the organization evolves. We read this as a preference for shaping over merely administering—adjusting, connecting, and driving forward in ways that show up in team performance and customer outcomes.

Agile or waterfall? The landscape is moving

Tripić emphasizes that project reality keeps changing: “There are constantly new situations and new customers,” and the field shifts “whether it is the fast-moving, agile world or the classic waterfall model.” His call is clear:

Stay open to new approaches.
Keep developing yourself.
Persist, even when the path isn’t linear.

We interpret this as a pragmatic stance against method dogma. Context beats recipes: what matters is what serves the project, the team, and the customer. Agile and waterfall are tools, not goals. Leaders should be fluent in both and confident switching as the situation demands.

“Eventually it clicks”: Persistence made practical

Perhaps the most relatable note Tripić strikes is quietly optimistic: “Eventually it works.” Not heroic shortcuts, but steady learning, incremental adjustments, and the courage to stick with it. That is how careers in technical project leadership become both realistic and repeatable.

Actionable prompts for developers considering project management

Based on Tripić’s trajectory and statements, here are editorially distilled prompts for engineers and tech talent eyeing project management as a next step:

1) Find what gives you energy

Do you—like Tripić describes—take genuine satisfaction in coordination, working with people, structuring, and controlling?
Where in your week do you feel flow around planning, prioritizing, and clarifying?

2) Seek project responsibility as early as possible

In school or side projects, volunteer for light-weight leadership tasks: facilitating kick-offs, structuring work packages, capturing decisions.
As a developer, try component or workstream leadership. It’s a strong bridge between technical depth and stakeholder-facing delivery.

3) Balance doing the work and building the system

Tripić stays close to projects and also drives budgets, people, and strategy.
Mirror the pattern: learn to shift between operations and organization. Ask, “What does this teach me about the system?”—for future team composition or planning cycles.

4) Practice the “when” and “who” questions

Tripić’s role surfaces essential project questions: When do which projects start? Which people with which skills go where?
Train yourself to make these decisions explicit and maintain visible documentation. Transparency builds trust.

5) Maintain method duality: speak agile and waterfall

He names both worlds. Acquire both—not as dogma, but as complementary tools.
Develop a sense of which context benefits from which approach (e.g., volatile requirements vs. stable scope) without treating any method as the only truth.

6) Anchor in the customer and evolve with them

The session highlights adapting to customer wishes better and better.
Treat customer expectations as a moving target. Keep dialogue lively and bake learning loops into your way of working.

7) Make room for strategy—and measure your impact

Tripić appreciates strategy development and impact. Ask yourself: Where can I have leverage?
Strategy is tangible: set priorities, shift resources wisely, resolve dependencies, and bring decisions to the table. Protect time for this—even in small increments.

Self-check for your next move

Which activities do I both enjoy and perform well: coding, designing, coordinating, communicating—or a specific mix?
Where in my projects are start times, roles, and allocations unclear—and can I initiate clarity?
How visible is my contribution to strategy and structure—and how can I make it more concrete (roadmaps, capacity plans, decision briefs)?
Which customer wishes surprised us lately—and how do I adapt our way of working?
In which situations do I use agile and in which waterfall—and why?

Key takeaways from “Nenad Tripić, Head of Project Management bei enjoy IT”

Early tech affinity is a reliable foundation—even if your eventual focus is project management.
Informatics plus project management is a powerful combination—programming literacy paired with organizational competence.
Self-recognition matters: if leading projects, working with people, administering, and controlling energizes you, lean into it.
Early, real-world project exposure replaces assumptions with experience.
In the Head of Project Management role, project proximity and organizational design reinforce each other: personal project involvement, people topics, budget, workforce planning, strategy, assignment.
Strategy and impact are central motivators—with direct effects on customer-to-PM assignment and how the organization evolves.
The project world is fluid: agile and waterfall are complementary. Openness beats dogma.
Persistence pays: keep learning, stay open, and keep pushing—“eventually it works.”

Our editorial reading: Leadership as everyday learning

What this devstory shows is a calm, pragmatic leadership posture. No inflated buzzwords—just real work on structure, resources, strategy, and proximity to execution. Tech leaders must do both: work in the product/project and work on the organization. Tripić’s description of his day-to-day illustrates that tension and encourages us to embrace it.

The thread of “continuous learning and growth” is unmistakable. In a field where methods and tools evolve fast, learning capacity becomes the anchor. Pair that with a steady focus on customer wishes and the ability to translate them into team and project configuration, and you have the ingredients for durable impact.

Closing thought: Impact is a team sport

Even as Tripić shapes the function as Head of Project Management, there’s a strong collective note: strategies are defined together with project managers. That matters. Co-defining, co-evolving, co-adapting makes leadership stick.

For anyone stepping toward project leadership or department ownership, the essence of this session remains:

Detect your strengths early—and follow them.
Stay close to practice—while building the structures that carry.
Keep an open stance—methods are tools, not ends.
Trust the long arc—persistence makes it click.

That is how you get what Tripić emphasizes: strategy with impact—and an organization that not only meets customer wishes but adapts to them better and better.

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