In 20 14, one of Huawei's key tasks is to change from function-oriented to project-oriented Guo Ping, the rotating chairman of Huawei, is also the initiator of this project.
The following contents are shared by Guo Ping and the company's internal project management experts.
Share points:
1. Why should we pay attention to this project?
2. What is project-centric?
3. Project-centered challenges
4. How to achieve project-centric?
5. Requirements for the project manager?
0 1
Why should we pay attention to this project?
1. The company's equipment growth slowed down: in 20 13, both the fixed network and the electric soft core experienced negative growth, while the wireless network achieved about 9% growth due to the development of LTE. However, we can see that while the growth of equipment is slowing down, the growth of the whole service has reached 24%. Value is shifting from equipment to services and software, both of which are project-driven.
2. There are many delivered projects, and large projects are still growing: in 20 13 years, the total number of delivered projects is 8267, and ABC projects are on the increase. Faced with so many projects, it is impossible to do a good job in the overall management of the company without a good project management system.
3. The scale of representative offices is constantly expanding: in 20 13 years, the sales revenue of one third of overseas representative offices exceeded 10 billion US dollars, and the sales revenue of 24 representative offices exceeded 300 million US dollars. The span and difficulty of representative office management are getting bigger and bigger, and the demand for small management units is getting stronger and stronger. Some areas have spontaneously begun to try small management units.
The company's project management is essentially similar to Kyocera's "amoeba management" and Haier's "one person, one person in one", that is, to stimulate the vitality of the front line and improve operational efficiency, which is also our fundamental appeal centered on the project.
02
What is project-centric?
1. The purpose of the transformation to project-centric is to establish an organization-level project management system in the company.
We compare the company's future management system to a cobra: the head can rotate flexibly. Once the foraging or attacking object is found, the whole body moves very quickly and can jump up to attack vertically, while the developed skeletal system is interlocking and flexible, which ensures that it can provide strong support for the head when attacking. Cobra's head is like the project management at the front end of our business, and its flexible operation and skeleton system to support opportunities are like our management support system, which is the basic structure of the company's future management system.
Taking the project as the center is not only the operation in the form of business front-end projects, but also a management support system that provides comprehensive support for the projects. It is a complete framework connecting the front-end and back-end of business, involving people, processes, knowledge and strategy. It is also called organization-level project management system in the industry.
Project-centered refers to project management at the organizational level. Through mature organization-level project management methods, processes and best practices, give full play to the flexibility and initiative of representative offices, standardize and streamline their business activities, and make their management develop in a predictable, manageable and self-disciplined direction, thus improving operational efficiency and profitability.
2. Project-centered includes three levels: project portfolio, project team and project.
A complete project management system centered on the project includes three levels: project portfolio, project team and project. The representative office, system department and project team should be responsible for the project portfolio, project team and project respectively.
3. Organizational operation should be transformed from a weak matrix with functions as the mainstay and projects as the supplement to a strong matrix with projects as the mainstay and functions as the supplement.
How to describe project-centric in more detail? We can measure our organization from five aspects: the authorization of project manager, the power of project budget management, the availability of resources, the role of project manager and the role of project manager ("eight members"). According to this model, Huawei currently belongs to a weak matrix structure, that is, functional departments play a leading role and project-based organizations only play an auxiliary role.
Are we going to operate completely in the form of projects in the future? It doesn't have to be like this. The engineering projects of construction companies and consulting projects of consulting companies can be completely project-based operations. However, Huawei's business characteristics are still different from those of construction companies and consulting companies, so our goal is to gradually transition to a strong matrix structure with projects as the mainstay and functions as the supplement through 3-5 years' efforts, rather than complete project operation.
03
Project-centered challenges
At present, there is still a big gap in the authorization of project managers, the power of project budget management and the availability of resources, which is the biggest challenge and obstacle in the process of transformation.
The transformation to project-centered is not to create a new system, we must fully learn and learn from the mature project management methods in the industry. As we all know, IBM regards the continuous improvement of project capability as a long-term strategic action. Through more than ten years of continuous reform, a complete project management process and system has been gradually established, and the business operation is based on project management, realizing the flexible management of the organization. Company E divides projects into three categories: R&D, customers and changes. Take E Company as a reference, and see what specific differences we have in the above three aspects. These differences are not necessarily gaps, but they can provide us with the direction of thinking.
04
How to achieve project-centric?
The transition to project-centric is a gradual process. In this process, we should not only do a good job in the management of specific projects and the construction of corresponding supporting mechanisms, but also pay attention to the impact of the transformation to project centralization on the management of representative offices and reform the budget mechanism to meet the requirements of project centralization operation.
In the project management and supporting mechanism construction, we mainly do the following four aspects:
1, along the main process of project management, do a good job in the baseline construction of delivered projects, consolidate the "four calculations" foundation of the project, and improve the project budget management level. This is a project-centered foundation. Without this foundation, project management is a castle in the air.
2. Clarify the positioning of project-oriented organizations in the whole management system, and optimize the management control of project-oriented organizations, including the generation, appointment, responsibilities, authorization, assessment, budget acquisition and implementation of project-oriented organizations.
3. Establish project resource management rules, processes and IT platforms suitable for future development, improve the level of resource planning, put resources on the shelves, and make all resources visible and transparent to the project. We should refer to the industry practice and discuss the acquisition of Company E&; Feasibility and specific landing scheme of Huawei Sell mechanism.
4. On the basis of summing up the pilot experience, further promote the project benefit sharing, gradually expand the benefit sharing to all delivered projects, and improve the initiative of grassroots combat organizations in project management.
In the operation and management of representative offices, we should use the method of project management at the organizational level to straighten out the relationship among project portfolio management, project team management and project management, with the optimization of planning and budget accounting system as the starting point. In the future structure, the representative office is the main body of customer portfolio and product portfolio management, and undertakes the responsibility of realizing the company's strategic objectives. 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.
The system department is the main body of project management and should be responsible for the realization of business objectives and customer satisfaction. The delivery project team is the main body of project management, which carries out efficient, low-cost and high-quality delivery according to the contract, realizes the project management objectives, and is responsible for the delivery schedule, quality, customer satisfaction and other project objectives.
To achieve these three levels of goals, we must also make major changes in the budget management mechanism and management control system, which will be painful and long. Our preliminary plan is divided into three stages:
In 20 14, we will focus on baseline construction, budget improvement and resource allocation optimization, and at the same time clean up and optimize the documents that are inconsistent with the project in the company's policies and systems.
In 20 15, key issues such as project manager's authorization and budget management power were tackled, and the research and pilot of organization-level project management method with representative office as the basic business unit was launched.
20 16 on the basis of the mature pilot, we focused on solving the relevant mechanism of portfolio management of representative offices, so as to effectively support the strategic goal of tilting high-quality resources to high-quality customers.
05
Requirements for project managers
There are three requirements for the project manager:
1. Diversified roles, tools and methods are the hallmarks of the next generation of project managers. While the project manager promotes business change, business change in turn puts forward new requirements for project leaders. Project managers should adapt to the needs of diversified roles in the future and the challenges brought by different environments, tools and project management methods.
2. The method is very important, but the result is more important. A successful project manager should be proficient in project management methods (standards, processes, etc.). ) and can deliver satisfactory results (quality, cost, satisfaction, performance, etc.). ).
3. The needs of customers are changing, the needs of projects are changing, and the management requirements of the company are also changing. As the most critical role in the process of project-centered transformation, the project manager should be able to adapt to this transformation and create value for the company.
The above is the general process of Huawei's development from "function-centered" to "project-centered". I hope it can inspire you.