Huawei's project management is a business operation mode. Huawei's project-centered operation is not only a set of practices or tools, but also a relatively complete management system, including policies, rules, processes, methods, IT tool platforms, organization, operation and evaluation. These elements are integrated and applied in project management practice, and through a set of three-tier management and control mechanism, the project, project set and project portfolio are effectively managed to realize commercial value.
Huawei first introduced project management into marketing, R&D and other systems, and after years of practice, it expanded to the current reform, infrastructure and other fields. As of 20 18, Huawei has nearly 5,000 full-time project managers at all levels with various certifications.
Strengthen confidence and establish project management system
Huawei's business practice is inseparable from the guidance of the company's strategy, and Huawei's project management system effectively supports the company's strategy. This system not only includes the business operation of the project itself, but also includes the management system that supports the project, involving authorization, assessment, evaluation and encouragement. It is also called the organization-level project management system in the industry.
1. Managing Value with Portfolio
The project-centered project management system draws Huawei's organizational structure from a weak matrix of "function-oriented and project-assisted" to a strong matrix of "project-oriented and function-assisted", including three levels: project portfolio, project set and project, while Huawei's representative office, system department and project team are responsible for project portfolio, project set and project respectively.
The representative office is the main body of customer portfolio and product portfolio management, and undertakes the responsibility of realizing Huawei's strategic objectives. It's a business department. Based on the annual budget, the representative office will optimize the resource allocation at the representative office level and promote the gradual tilt of high-quality resources to high-quality customers. System department is the main body of project management, responsible for the realization of business objectives and customer satisfaction. The project team is the main body of project management, delivering high quality and high efficiency according to the contract, and being responsible for the project management objectives such as delivery schedule, quality and customer satisfaction.
Budget estimate, budget, accounting and final accounts are the key activities in project management.
Among them, the budget estimate is based on the cost of equipment, services and related expenses to measure the project profit and loss and cash flow, and 80% of the project cost needs to be determined in the budget estimate stage; Based on the budgetary estimate, the budget sets the financial benchmark for the cash flow of income and cost during the project implementation according to the delivery commitment determined in the contract and the delivery plan and baseline; Accounting is the "thermometer" of project management, which accurately records history, describes the present and manages the future through prediction; As the last project accounting, final accounts are the "after-autumn accounts" when the project is closed. By summing up the experience and lessons, improve the follow-up operation and refresh the baseline.
3. Measure maturity scientifically
Huawei measures the maturity of project management system from three dimensions: organization, PMCoE and project.
Organization-level indicators are divided into five levels from low to high:
Junior: the company has no or no project management skills;
(2) Implementation: The company has basic project management skills, which are used occasionally, but are inconsistent and still in the process of development;
③ Operation: The company's project management skills are sound, the operation is sufficient, and the process is standardized and unified;
④ Integration: The company's project management skills are skillful and practical, highly integrated, and can be used continuously in the company with predictable effect;
⑤ Leading: The company's project management skills have reached the world leading level and become the best practice in the industry.
Gather popularity and cultivate project management culture
Drucker said: "Although management is a science and a systematic and widely used knowledge, it is also a culture." Huawei has always stressed that resources will be exhausted, and only culture will never be exhausted.
Huawei's project management culture includes the following three cultures:
(1) cultural concept, that is, company values, project management values, and the support of senior leaders;
(2) Institutional culture, that is, a standardized company project management system, a clear project management capability framework, and an organizational structure that matches the project management needs;
③ Behavior culture, that is, professional project management behavior, excellent leadership, strategic and business management ability, and healthy project management ecosystem.
Huawei's project management culture is in the same strain as Huawei's corporate culture, which is the extension and enrichment of Huawei's core values in project management activities. The essence of Huawei's project management culture includes the following aspects:
1, customer-centric
Customer demand is the driving force for Huawei's development, and serving customers is the only reason for Huawei's existence. To this end, Huawei implements a customer-centric combat mode, and establishes a fulcrum in the nearest place to the customer, so that people who can hear the gunshots can call the gunshots. At the same time, through the construction of business, process, organizational guarantee and information system, Huawei builds a customer-centered scientific management system and platform, supports elite soldiers and ensures the successful realization of customer value.
2. The spirit of contract
Huawei insists on winning customers with integrity, which is Huawei's most important intangible asset. The essence of contract spirit is a two-way connection and norm, and the interactive relationship between people is determined by concluding a contract. The spirit of contract in project management is that project members have a psychological contract and form the habit of doing things according to the rules.
In order to ensure the implementation of the spirit of the contract, Huawei's specific practices are as follows:
(1) Sign a contract with the company, define the project-centered policies, methods and processes, and formulate the assessment mechanism;
(2) enter into a contract with customers, "the trust of customers depends on continuous efforts. Without the support, trust and pressure of customers, there would be no Huawei today ";
(3) Sign contracts with employees and key performance indicators (KPI) of the project to achieve high-quality delivery.
3. Result-oriented
Huawei has no scarce resources to rely on, and only hard work can win the respect and trust of customers. Huawei has established a result-oriented value evaluation system, incorporated the project KPI into the personal performance commitment letter, implemented the result orientation, and passed on the market pressure. At the same time, Huawei insists on taking strugglers as the foundation and establishing a result-oriented qualification system based on the contribution and value brought to customers and upstream and downstream teams, so that strugglers can get reasonable returns.
4. Teamwork
In terms of teamwork, Huawei has a well-known wolf culture, that is, consistent goals, coordinated actions, common progress and common retreat, unity of wolves, full communication, absolute obedience, super endurance and never giving up. The essence of wolf culture is to fully implement hard work and team consciousness, so everyone's appropriate role positioning is the basis for determining the wolf nature of the team.
In order to achieve the above goals, Huawei has made solid efforts in building a project management culture. Huawei uses Maslow's model to analyze employees' needs, guide employees to change from low-level material needs to high-level cultural needs, and use systems to draw employees' behaviors, and finally form a strong cultural atmosphere of project management at the company level, promoting the success of the company's project management, thus ensuring the company's commercial success.
Huawei project management process