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Project Manager : Project Manager Apr May 2013
26 Project Manager PM processes lead the way Given that more than 60 per cent of its business is project-based, project management is at the core of everything global technology company Siemens does, which is why the company's most important project is the standardisation and maintenance of its PM processes. ALEXANDRA CAIN PROJECT: Implementing and maintaining PM@Siemens, a global program to improve project management processes at Siemens. SCOPE: A project management philosophy began to emerge at Siemens in the 1990s and in 2000 the PPM was formally implemented with the introduction of PM@Siemens, a global program that produces continuous and sustainable improvement of Siemens' project management processes. It remains key to the way the business operates and is designed to foster process and business excellence, as well as a standardised project management framework and common project management language across the organisation. •CASE STUDIES BACKGROUND BRIEFING Siemens is a diverse, global technology and electrical engineering organisation dating back 165 years. It operates across 190 regions and employs more than 370,000 people, with approximately 15,000 in project management. It has four distinct business units: industry, infrastructure and cities, energy and healthcare. There are four areas within the industry business: industry automation, drive technologies, customer ser vices and metals technologies. The infrastructure business has six areas: rail systems, mobility and logistics, low and medium voltage, smart grid and building technologies. The energy business comprises five areas: fossil power generation, wind power, power transmission, oil and gas, and energy service. Healthcare has four units: imaging and therapy, clinical products, diagnostics and customer solutions. PM@Siemens works to harmonise and standardise processes, methodologies and tools, and promote best practice within the business. It outlines minimum requirements for project management and provides a career model to support the ongoing professional development of project managers. Importantly, it also defines tools and systems for performance measurement, and incorporates assessments to measure the maturity of project management processes and areas that require improvement. KEY PLAYERS PETER LOSCHER Peter Loscher, Global CEO DAVID PRYKE David Pryke, head of Siemens energy in the local market, executive sponsor of PM@Siemens MICHAEL PINKERTON Michael Pinkerton, outgoing PM@Siemens Program Manager PAUL VILLIERS Paul Villers, Senior Project manager KEY CHALLENGE The main challenge associated with implementing a whole-of-business approach to project management was managing the change. There were two aspects to this challenge: not losing sight of the needs of the individual businesses within Siemens during the change, and selling the change across the entire business. The executive sponsor -- in this case head of Siemens energy locally David Pryke -- is invaluable in selling the change company-wide. "David Pryke's appointment is a way of showing executive level buy- in and support of PM@Siemens, and the importance of project management to the company," says Pinkerton. Villers agrees, adding that the 'horse power' the sponsor provides by being able to enforce project management systems across the business is a key tool in addressing the challenge of getting whole-of-business buy-in to the PM@ Siemens methodologies.
Project Manager Feb Mar 2013
Project Manager June July 2013