In his presentation to a packed room, Paul Hodgkins described the journey that Siemens have taken from PM naivety to world-class project-based organisation. With over 40,000 projects directly driving c.40bn sales, the importance of effective project and programme management could not be over-stated but overcoming the inertia of 400,000 employees worldwide and 160 years of accumulated culture has been an immense challenge. However, robust and continuous support from the most senior levels in the company meant that the necessary culture change was able to take root. The progress that Siemens has made over the last decade is an inspiration to all of us.
Paul described the different elements that now make up PM@Siemens, including categorisation of projects with standard requirements for each category; local process champions in all countries and all parts of the business to help instil the global standards; a clear career path for project practitioners; a fully standardised project lifecycle; PM maturity assessments at business unit level; highly rigorous competence assessments for the more senior PM roles and matching of PMs to projects based on competence; and a world-class training and development system.
Siemens do not consider themselves to have arrived this will be a journey that has no end but it is clear that the changes they have made to date have had a fundamental impact not just on project delivery and the perception of project management within their business but has also had a measurable impact on the companys bottom line. A common framework for project business, commitment from executive management, and recognition that one size does not always fit all have been key enablers to their success so far. The event attendees were left with the challenge as to how to make the same impact in their own businesses.
To view Paul's presentation please click on the link below.