advanced project management concepts in ... - hau...

AdvancedAdvancedProject Management Project Management

ConceptsConcepts in a in a Global EnterpriseGlobal Enterprise

Grigorios Androutsopoulos Grigorios Androutsopoulos

Siemens A.E., GreeceSiemens A.E., Greece

Grigorios Androutsopoulos

IntroductionMy background and my experiencesPM@Siemens

Siemens Focus Topic 1: ProcessesProcess and quality make the difference

Siemens Focus Topic 2: PeopleWell qualified project managers are not enough

Siemens Focus Topic 3: TransparencyInformation is power

Outlook


The Company


The Company:the 3 sectors

6.7%14.2%27.8%

51.3%

Healthcare

Medical Solutions

Energy

Power Generation

Power Transmissionand Distribution

Industry

Automationand Drives

Industrial Solutionsand Services

Siemens Building Technologies

OSRAM

TransportationSystems

Cross-Sectoractivities

Siemens IT Solutionsand Services

Siemens FinancialServices

External sales of Sectors excluding Other Operations (72”4 € as of September 30, 2007)

Project Management the Siemens way

PM@Siemens PM@Siemens –– What is it?What is it?

Grigorios AndroutsopoulosProject Managementthe Siemens way

What are the goals of PM@Siemens?

More than 50% of the global sales volume of Siemens is done in projects.Over the years, there have been a dozens of standards in Siemens project management.Successful project management is the key to the overall success of Siemens.

Thus, Siemens established the initiative PM@Siemens aiming at:Consistent Project Culture across all groupsStandards in Project Management by systematic best practice sharingImplementation of Best Practices in operative businessSufficient number of Qualified Project ManagersEfficient Profitability in Projects


PM@Siemens is …


Three Key Focus Areas


PM@Siemens PM@Siemens –– ProcessesProcesses


Structured Approach

Module 4: Personnel Management

Module 8: Knowledge Management

Module 10: PM Assessment

Module 9: Transfer and Implementation

Module 12:Small Projects

Module 5: Qualification

Module 6:PM Portal

What do we have to do to successfully implement PM@Siemens in our organisation?

What aspects of PM@Siemens do we need to support small projects efficiently?

How can we support everyone involved with the project with common IT?

How do we continually improve?How do we create transparency? –How do we work together to learn?

How do we developthe employees for our projects?

How do we successfully run projects?

Module 2: Contract Management

Module 3: Project Controlling

Module 7: Operative Quality management

Module 11: Project Procurement

Module 1: Processes and Roles


The Project Lifecycle


Project Categorization

A uniform project categorization has been defined across all Groups and Regions.

Exa

mpl

eE

xam

ple

Project Category A to FProject Category A to F

Financial

Order Value

Financial

Order Value

Contractual

Contractual Position

Contractual

Contractual Position

Technical Complexity

Clarity of Product

Technical Complexity

Clarity of Product

Organizational Considerations

Type of Project

Organizational Considerations

Type of Project

Contract

X ………

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amet, consectetuer

adipiscing elit. Nullam

elit. Quisque lobortis

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orci.

Implications:Selection and assignment of Project Manager according his/her certification levelType and frequency of project controlling and reportingLimits of Authority (LoA) to aprove / release an offerProject assessment (PMA+ assessments)


PM@Siemens PM@Siemens –– PeoplePeople


People

BEFORE

Project Portfolio

AFTER

Project Portfolio

Our Project Managers

People

Our Project Business

Business

HR Strategy

Fit? Input

Business Strategy

A

B B

CCCCCC

D D D D D…

A A

B B B B

CCCCCCCCC

DDDDD DDDD…

Project Manager Community Certified PM‘s of all levels

Appropriately Qualified PM’s are a prerequisite for future success!


Competence DevelopmentCompetence Development

CertifyDevelopAssess Knowledge

Test

Identify---------Recruit


Career Model and Siemens CertificationCareer Model and Siemens Certification

PM Career model in Siemens

E

F

D

C

B

A

Level 2

Level 3

Project Manager

Senior PM

PDir

Level 1

Project Manager

Small Projects

4,7509,522PM

13,438

3,388

528

identified

6,660Total

1,728SPM

182PDir

certifiedHQ of

Groups

Regions


Common and Common and ConsistentConsistent PM Training and PM Training and DevelopmentDevelopment

Participants in PM Curriculum (cumulated)

2687

5499

8308

10599

12902

2002 2003 2004 2005 2006

Global PM@Siemens TrainingPrograms


PM@Siemens PM@Siemens –– TransparencyTransparency


Shot Gun Analysis

“Simple and Effective method of monitoring Project Performance”

-100%

-80%

-60%

-40%

-20%

0%

20%

40%

60%

80%

100%

-100% -80% -60% -40% -20% 0% 20% 40% 60% 80% 100%GM at Order Entry (%)

GM

For

ecas

t (%

)

Monitors the change in Project profitability throughout project life

Positive & Negative deviation is easily tracked

Provides clear focus on problem projects

EBIT at Order

Income

EBIT Erosion

EBIT Improvement


Example – Project Performance

All Projects

-100%

-80%

-60%

-40%

-20%

0%

20%

40%

60%

80%

100%

-100% -80% -60% -40% -20% 0% 20% 40% 60% 80% 100%GM at Order Entry (%)

GM

For

ecas

t (%

)

No. of Projects Reported = XXXTotal Volume = XXX

EBIT FC>OINo. of Projects X Corresponding EBIT Value YProject Volume Z

EBIT FC<OI No. of Projects XCorresponding EBIT Value YProject Volume Z

EBIT OI<0No. of Projects XCorresponding GM Value YProject Volume Z

“Focus on RED Projects and those getting REDDER”.Assess and Address Non-Conformance Costs!

Projects delivering EBIT Improvement

Projects generating EBIT Erosion


PM010 PM020 PM040 PM070 PM080 PM100 PM200 PM300 PM400 PM550 PM600 PM650 PM670 PM700

acquisition phase project execution phase

Non Non ConformanceConformance CostsCostsHeavy influence in the acquisition phase

30%

15%

Key Focus AreaKey Focus Area


PM@Siemens PM@Siemens –– Future DirectionFuture Direction


PM@Siemens –Future Direction

2007

2009

2011

2008

2010

Culture Change

Engage with “ALL Functional Groups at ALL Levels” !

Maintain the cycle of “Continuous Improvement” !

Improve “Transparency” of Project Reporting

Apply “Rigorous Processes” to ALL Projects

“Qualify and Certify” our PM Community

Develop “Maturity” in our Project Processes and Organisation

“Disciplined Execution of PM@Siemens will deliver High Quality Projects, Customer

Satisfaction and Top Line Profit”

+++

Driving from “Compliance to Culture Change” !!!

““ItIt’’s what we do s what we do around herearound here””

ThankThank youyou forfor youryourattentionattention!!

Grigorios Androutsopoulos Grigorios Androutsopoulos

Siemens A.E., GreeceSiemens A.E., Greece


Back Up


PM@Siemens PM@Siemens –– GloballyGlobally


Example : PM@Siemens SWE Hub

Coordinator South West Europe – Spain

Aurora Assis

POR

Pedro Ricote

SPA

Alain Martin

BEL

Usama Osman

FRA Iacopo Meghini

ITA

Yossi Meppen

ISR


GRI


Important processes


Quality Gates


Implementation Degree

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