Introduction: Learning from successful benchmark companies and learning from the essence of management summarized from practice is always the wisest choice. Huawei has always attached great importance to project management, which plays an important role in promoting the company's development, realizing business value, and promoting talent training.
Huawei's project management is a business operation model. Huawei's project-centric operation is not just a set of practices or tools, but a relatively complete management system that includes policies, rules, processes, methods, and IT tool platforms, as well as organizational operations and evaluation. These elements are integrated and applied in project management practices, and through a three-tier control mechanism, projects, project sets, and project portfolios are effectively managed to realize business value.
Huawei first introduced project management in systems such as marketing and R&D, and after years of practice extended it to current areas such as change and infrastructure. As of 2018, Huawei has nearly 5,000 full-time project managers at all levels with various types of certifications.
Strong bottom line, construction project management system
Huawei's business practices cannot be separated from the guidance of the company's strategy, and Huawei's project management system effectively supports the company's strategic landing. The system includes not only the business aspects of the project itself, but also the management system to support the project, which involves authorization, assessment, evaluation, and incentives, etc. It is also known as the organizational-level project management system in the industry.
1. Managing value with the project portfolio
The project-centric project management system pulls Huawei's organizational structure from a weak matrix that is "function-oriented and project-supportive" to one that is "project-oriented and function-supportive".
The project-centric project management system pulls Huawei's organizational structure from a weak matrix of "project-oriented and project-supported" to a strong matrix of "project-oriented and function-supported" , which contains three levels of project portfolios, project sets, and projects, with Huawei's representative offices, system departments, and project teams responsible for the project portfolios, project sets, and projects, respectively.
The Representative Office is the main body of customer portfolio and product portfolio management, assuming responsibility for the realization of Huawei's strategic objectives, and is an operational unit. Based on the annual budget, the representative office optimizes resource allocation at the representative office level and promotes the gradual tilting of high-quality resources to high-quality customers. The Systems Department is the main body of project set management, and is responsible for the achievement of operational goals and customer satisfaction. The project team is the main body of project management, carrying out high-quality and efficient delivery based on the contract, and is responsible for the delivery progress, quality and customer satisfaction and other project business objectives.
Project Estimating, Budgeting, Accounting, and Accounting are key activities in project management.
Among them, the proposed budget is based on equipment, service costs and related costs to measure the project profit and loss and cash flow, 80% of the project costs need to be determined in the proposed budget stage; budget based on the proposed budget, according to the contract to determine the delivery of commitments, combined with the delivery plan and the baseline for the project to perform the life cycle of the income, cost of cash flow to set financial benchmarks; accounting is the project management of the " Accounting is the "thermometer" of project management, which accurately records history, describes the present, and manages the future through forecasting; as the last project accounting, final accounting is the "settling of scores" when the project is closed, which improves subsequent operations and refreshes the baseline through lessons learned.
3. Scientific measurement of maturity
For the maturity of the project management system, Huawei measures the maturity of the project management system from the three dimensions of the organization, PMCoE, and the project.
Organizational-level metrics are divided into five levels, from low to high:
① Primary: the company does not have or use project management skills;
② Implementation: the company has basic project management skills, occasionally used, but inconsistent, and is still in the process of developing them;
③ Operational: the company has project management skills, occasionally used, but inconsistent, and is still in the process of development;
③ Operational.
③Operation: The company's project management skills are sound and fully operational, with standardized processes;
④Integration: The company's project management skills are proficient and practical, highly integrated, and used consistently within the company, with predictable results;
⑤Leadership: The company's project management skills have reached the world's leading level, and have become the industry's leading project management skills. The company's project management skills are world-leading and have become an industry best practice.
Gathering Popularity and Cultivating a Project Management Culture
Drucker said, "Although management is a discipline, a knowledge that is systematized and used everywhere, it is also a culture." Huawei has always emphasized that resources are depleted, but only culture is alive and well and never runs out.
Huawei's project management culture consists of the following three cultures:
① Conceptual culture, i.e., the company's values, project management values, and the support of senior leadership;
② Institutional culture, i.e., standardized company project management system, a clear project management capability framework, and an organization that matches project management needs.
③ Behavioral culture , i.e., professional project management behavior, excellent leadership, strategic and business management skills, and a healthy project management ecosystem.
Huawei project management culture and Huawei's corporate culture is inherited, is the connotation of Huawei's core values in the project management activities in the extension and enrichment, Huawei project management culture of the essence of the following aspects:
1, customer-centric
Customer demand is the most important factor in the development of Huawei's business, the customer is the most important factor in the development of Huawei's business. To this end, Huawei implements a customer-centric approach to operations, establishing pivot points in the places closest to customers, and letting those who can hear the sound of the gun call for gunfire. At the same time, Huawei builds customer-centric scientific management systems and platforms through the construction of business, process, organizational security and information systems to support elite operations and ensure the successful realization of customer value. 2, the spirit of contract Huawei insists on winning customers with integrity, and integrity is Huawei's most important intangible asset. The essence of the spirit of contract is a two-way connection and norms to determine the interaction between people in a covenantal way. The spirit of contract in project management is that project members have a psychological contract that raises the habit of doing things according to the rules. To ensure that the spirit of contract is carried out, Huawei's specific practices are: ① Make a contract with the company, clarify project-centered policies, methods, and processes, and formulate an assessment mechanism; ② Make a contract with the customer. "The trust of the client is earned through constant hard work. Without customer support, trust and pressure, there is no Huawei today"; ③ Make a covenant with employees , signing project key performance indicators (KPIs) to achieve high-quality delivery. 3. Result-oriented Huawei does not have any scarce resources to rely on, and the only way to win the respect and trust of customers is to work hard. Huawei establishes a result-oriented value evaluation system, incorporating project KPIs into individual performance pledges, implementing result orientation, and delivering market pressure. At the same time, Huawei insists on being a "striker-oriented" company, and establishes a results-oriented qualification system based on the contribution and value brought to customers, upstream and downstream, and the team, so that the strikers can obtain reasonable rewards. 4. Teamwork In terms of teamwork, Huawei is famous for its wolf culture, which is characterized by unity of purpose, synergy of action, the same advancement, the same retreat, a wolf pack, full communication, absolute obedience, and a strong endurance that never gives up. Super endurance, never give up. The essence of the wolf culture is to fully implement the struggle and team awareness, so each person's appropriate role positioning is to determine the root of the team's wolf. In order to achieve the above, Huawei has carried out a solid construction of project management culture. Huawei uses Maslow's model to analyze employee needs, guide employees from low-level material needs to high-level cultural needs, and use the system to pull employee behavior, ultimately forming a strong project management culture at the company level, which promotes the success of the company's project management and ensures the company's business success. Huawei's project management process