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ESI - der richtige Partner!
Neben offenen Trainings in vielen Ländern Europas und der ganzen Welt führt ESI speziell für Kunden entwickelte oder angepasste Inhouse-Trainings durch. Unsere Kunden kommen aus den unterschiedlichsten Branchen: IT, Telekommunikation, Pharma, Finanzwirtschaft, Energie, Consulting, Versicherungen, Handel, Öffentlicher Dienst und vielen mehr. Bitte lesen Sie, wie wir die folgenden Unternehmen unterstützen konnten, ihre Unternehmensziele zu erreichen:
The BackgroundASML is the world’s leading provider of lithography systems for the semiconductor industry, manufacturing complex machines that are critical to the production of integrated circuits or microchips. Founded in 1984, ASML is publicly traded on the Euronext Amsterdam and NASDAQ. With more than 6,500 employees worldwide, it enjoys an approximate 65 percent market share. ASML spends an average of €460 million annually on research and development and has more than 3,000 engineers in R&D. Working on five major products, along with other applications and products, ASML’s engineers can have more than 200 simultaneous projects occurring at any one time. In 2005 ASML decided to assess its project capabilities. It determined that while the company had long enjoyed successive growth and strong profit margins, there were opportunities through improved project management to realise even greater results. The assessment showed that while there was no agreed ASML project management methodology, many engineers applied a range of project management skills and tools to gather requirements, plan and track their projects. However, since less than ten percent of project plans were “good” based on ASML’s criteria, this hampered company executives’ ability to evaluate and track projects against corporate goals and ensure effective resource allocation. The review also found that individuals fulfilling the role of project manager had often been selected for their technical expertise, rather than their project management skills, knowledge and experience. It was determined that ASML could greatly benefit from:
The StrategyIn order to achieve its project management goals, ASML recognised it would need a partner that could help develop the methodology, design and deliver the learning programme as well as help ensure the project management practices became part of ASML’s corporate structure and culture. In 2006, ASML selected ESI International to help drive and support their programme. Together ASML and ESI identified several core components for the programme:
TacticsThe programme consisted of three completely integrated elements: the methodology, the training of the individual and the coaching of the integrated project teams. The first part of the programme focused on the development of the ASML-specific project management methodology. In order to be successful the methodology needed to follow best practices as set out in the PMBOK® Guide while taking into consideration what was already working at ASML and the specific project management needs of the business. With the methodology well defined, ESI developed and delivered instructor-led courses designed around the tailored methodology. Once team members completed the courses they were given time to review their current projects and develop an understanding of how to apply the methodology. After a few weeks, coaching workshops, as well as individual one-on-one coaching sessions, were made available to all project managers and their project teams, a potential audience of more than 200 people. They were asked to identify high-priority projects with a focus on R&D projects for this real-time learning component. The coaching sessions and workshops were spread over several months and allowed project leaders and teams to agree upon working procedures for:
ResultsWhile many organisations struggle to see a significant impact early on from project management learning and develop programmes, the scope of ASML’s project portfolio combined with the comprehensive nature of the programme delivered clear, up-front benefits. In addition to the knowledge and skills gained through the instructor-led courses, individual coaching and coaching workshops delivered to ASML team members, results to date include:
Next StepsDespite its rapid progress, ASML recognises that project maturity is a long-term effort. The company continues to build upon its success by:
“Driving through this much change in such a short period of time was not an easy effort,” said Bernardo Payet, EUV Programme Management Office, ASML. “ESI has helped us identify the real need for project management and embed the change, quickly delivering results and benefit.”
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| Peter Künstle, Lufthansa System Berlin, Kelsterbach Lufthansa Systems, eine 100%ige Tochter des Lufthansa Konzerns mit Sitz in Kelsterbach, ist mit rund 4.500 Mitarbeitern und Niederlassungen in 14 Ländern einer der weltweit führenden IT-Provider für die Airline- und Aviation Industrie. Das Portfolio der Lufthansa Systems richtet sich konsequent an den Prozessen ihrer Kunden aus. Der Schwerpunkt der Dienstleistungen und Produkte liegt auf der Optimierung der Geschäftsabläufe in der Airline- und Aviation Branche: Netzplanung und -steuerung, Revenue Management und Preisgestaltung, Reservierung, Check-In, Gepäckabwicklung, Routenplanung, Logistik und Flugzeugwartung. Auf der Basis ihrer vielfältigen Erfahrung in allen wichtigen Märkten der Welt bietet die Lufthansa Systems zudem ein Projektmanagement an, das internationale Partner mit unterschiedlichen Unternehmenskulturen zusammenführt. Bei der Lufthansa Systems Berlin werden Softwarelösungen und Beratung für den weltweiten Travel- und Transportmarkt entwickelt. Die Anforderungen an das Projektmanagement (PM) im Bereich der IT sind außerordentlich vielschichtig und ihre Komplexität steigt mit der Größe und Internationalität des Auftrags. Dem stehen anspruchsvolle und qualitätsbewusste Kunden gegenüber. Professionelles Projektmanagement zählt daher zu den Schwerpunkten der fachlichen Weiterbildung bei Lufthansa Systems Berlin. Die Suche nach einem kompetenten Trainingspartner führte im Herbst 2002 zu einer Kooperation mit ESI als Trainingspartner. Maßgebliche Kriterien für die Auswahl waren: - Ausrichtung der Lernziele an die spezifischen PM-Anforderungen aus
der IT-Branche Der Qualifizierungsprozess, der unmittelbar nach der Entscheidung für
ESI umgesetzt wurde, umfasst sechs Qualifizierungsmodule aus dem IT Projektmanagement
Curriculum. Alle Module sind durch Transferworkshops miteinander verbunden
und werden durch firmenspezifische Trainings abgerundet. |
Dieses Vorgehen ist zeitintensiv, hat aber entscheidende Vorteile:
1. Themen aus den Kursen können aufgenommen werden, um die eigenen Standards
und PM-Tools strukturiert zu vermitteln
2. Lücken in der unternehmensbezogenen Projektsteuerung werden aufgezeigt
und geschlossen
3. Das Unternehmen erhält einen quantifizierbaren Einblick in den Lernerfolg
der an den Kursen partizipierenden Mitarbeiter
Seit Herbst 2002 haben über 65 aktive Projektleiter der Lufthansa Systems Berlin die Kursmodule entsprechend ihres Entwicklungsziels durchlaufen, da die Qualifizierungsmodule von ESI in einem beruflichen Entwicklungsmodell für Projektleiter der Lufthansa Systems Berlin integriert sind. Sie sind darüber hinaus mit den funktionsbezogenen Entwicklungsstufen eines Projektleiters verbunden und unterliegen einem jährlichen Abgleichgespräch zwischen Führungskraft und Projektleiter.
Fazit: ESI International bietet ein IT-spezifisches Qualifizierungsprogramm, das die hohen Anforderungen der Lufthansa Systems Berlin vollständig abdeckt. Das Programm bietet zudem einen international anerkannten PM-Standard und lässt sich gut in die unternehmensspezifischen Personalentwicklungskonzepte integrieren und wurde damit zu einem integralen Bestandteil unserer Qualifizierungsinitiative.
Inhouse-Kurse vor Ort
Unternehmen, die eine Gruppe von Mitarbeitern für Training ausersehen haben, können mit Inhouse-Trainings beträchtliche Ermäßigungen genießen. Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3796. Unsere Mitarbeiterin Julia Friedl steht Ihnen gerne zur Verfügung, um ganz unverbindlich erste Schritte mit Ihnen zu besprechen.
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Multiprojektmanagement – den neuen Herausforderungen gerecht werdenEdgar Gerlacher, ALTANA Pharma AG, Konstanz Mehrere Trends im Umfeld der Pharmaindustrie stellen die Arzneimittelentwicklung und -vermarktung vor neue Herausforderungen. Für ALTANA Pharma, das als ein schnell wachsendes und international tätiges Pharmaunternehmen im Jahr 2004 mit weltweit ca. 8.200 Mitarbeitern einen Umsatz von 2,1 Milliarden Euro erwirtschaftete, sind diese z.B.: • Steigende Zulassungsanforderungen und Komplexität der Entwicklungsprojekte ALTANA Pharma hat bereits sehr frühzeitig erkannt, dass professionelles Projektmanagement einer der Erfolgsfaktoren sein wird, um diesen strategischen Herausforderungen gerecht zu werden. So hat sich über viele Jahren eine historisch gewachsene Projektmanagementkultur entwickelt, die kontinuierlich auf den jeweiligen Bereich und seine Anforderungen hin optimiert wurde. Dies führte zwangsläufig zu einer Parallelisierung von Verfahren, Methoden und Prozessen. Darüber hinaus war der notwendige „Best-Practice-Share“ zwischen den einzelnen Bereichen aufgrund der zwischenzeitlich angewachsenen Größe kaum noch möglich. Um einheitliche Prozesse, Methoden und Verfahren zu implementieren und unternehmensweit verfügbar zu machen, wurde Anfang Januar 2002 ein Project Management Office (PMO) eingerichtet. Nach einer ersten Bestandsaufnahme der bestehenden PM-Prozesse und Methoden wurde ein einheitliches Methodenkonzept entwickelt, das im Hinblick auf die internationale Ausrichtung des Unternehmens auf dem weltweiten Standard des PMI® (Project Management Institute) aufbaut. Nachdem die Methoden und Prozesse definiert waren, galt es nun, durch ein individuelles Trainingskonzept den Mitarbeitern aller Bereiche das erforderliche Wissen zur Anwendung dieser vereinheitlichten Methoden und Prozesse zu vermitteln. Gemeinsam mit dem PMO und dem Bereich Personalentwicklung wurde ein auf die ALTANA Pharma AG zugeschnittenes Projektmanagement Curriculum entwickelt, das aus einer Kombination von offenen, firmeninternen und ALTANA-spezifischen Trainings besteht.
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Nach einer intensiven Markt- und Anbieterrecherche fiel die Wahl auf ESI International als zukünftigen Qualifizierungspartner. Mehrere Gründe waren ausschlaggebend für die ALTANA Pharma AG:
• der umfassende, in Zusammenarbeit mit einer Universität entwickelte,
Lehrplan
• die inhaltliche und didaktische Durchgängigkeit der einzelnen Trainingsmodule
• die vollständige Abdeckung des PMI®-Standards innerhalb der
Module
• die Fähigkeit zur Anpassung und Integration in das ALTANA Projektmanagement
Curriculum
Neben den von ESI durchgeführten Seminaren werden durch das PMO ein internes Projektmanagement Grundlagenseminar (Project Management Fundamentals) und die erforderlichen Schulungen für das im Einsatz befindliche Planungswerkzeug „Primavera® P3e“ durchgeführt.
Im Jahr 2004 haben ca. 100 Mitarbeiter der ALTANA Pharma AG das Curriculum
in Teilen oder vollständig durchlaufen. Professionelles Projektmanagement
als Bestandteil der Wertschöpfungskette bedarf besonderer Anstrengungen
und Investitionen. Für die ALTANA Pharma AG ist das einer der vielen Wege,
sich erfolgreich den Herausforderungen des Marktes zu stellen.
Inhouse-Kurse vor Ort
Unternehmen, die eine Gruppe von Mitarbeitern für Training ausersehen haben, können mit Inhouse-Trainings beträchtliche Ermäßigungen genießen. Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3796. Unsere Mitarbeiterin Julia Friedl steht Ihnen gerne zur Verfügung, um ganz unverbindlich erste Schritte mit Ihnen zu besprechen.
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Delta Technology (DT), a wholly-owned IT subsidiary of Delta Air Lines based in Atlanta, is committed to leveraging technology to create a competitive advantage for the airline.
The Challenge
As DT began relying more and more upon the use of outsourcing for its mid-tier server engineering and limited application development, the company identified the need among its employees for a consistent methodology to more successfully gather and clearly document requirements.
In developing what DT called its Business Analyst Practise, the company was faced with several key decisions. These included determining:
- If the Practise would be centralised or decentralised
- If all 90 of its business analysts would be included in the Practise
- Whether business analysts would sit within the Practise or within their specific project areas
The centralisation issue was particularly complicated because most of DT’s business analysts are also subject matter experts in their respective areas. As a result, they're often involved in tasks that stretch beyond business analysis. This, obviously, makes centralisation difficult. DT determined that in order to succeed, its business analysts must be able to fulfil their specific roles and then move on to their next projects. So, DT decided to keep its current decentralised group and also create a centralised group of business analysts within the Practise to be "matrixed" to various projects.
The Strategy
Upon creation of its Business Analyst Practise, DT implemented a number of successful initiatives, including the use of SharePoint™ to post and share information throughout the company, and the implementation of a coaching and mentoring program. They also more clearly defined their business analysts’ responsibilities based on a newly created Business Analysis Lifecycle, which aligned with the International Institute of Business Analysis (IIBA™) Business Analysis Body of Knowledge® (BABOK®).
"ESI helped us build the team of skilled business analysts we need to become a more effective, successful organisation."
Kathleen Morison
Manager Enterprise
Project Management Office
Delta Technologies.
Still, to create and maintain a consistent methodology organisation wide, which was its ultimate goal, DT knew that it needed to provide its employees with a comprehensive training program. For that, in January 2006, they turned to the leader in project management and business analysis training, ESI International.
Together, ESI and leaders from DT chose a training program that would create a baseline for success and ensure consistency in gathering and documenting requirements. The program consists of a suite of courses from ESI's curricula in business analysis and project management along witha four-hour workshop for managers that presents the expectations for the program and how it will ultimately benefit the organisation.
Results
The initial phase of the ESI-DT training program lasted nine months and—despite the usual corporate challenges, including resistance to change and adaptation of new processes—it was a rousing success. In April 2007, DT found itself with a core team of business analysts equipped with the skills to coach and mentor others and to promote a set of best practises and consistent methodologies.
The Next Step
With Phase One of training complete, ESI and DT are now preparing to begin Phase Two, which will not only enhance the newly established coaching and mentoring program, but will help DT's business analysts continue to effectively develop metrics, governance standards and assessment methodologies. The focus will be on identifying any existing knowledge and skill gaps as well as identifying any opportunities to further increase the overall effectiveness of DT's approach to business analysis.
"ESI understands that every company is unique. From the very beginning of our relationship, they were interested in helping us choose the training options that were best not only for our individual employees, but for our organisation as a whole."
Kathleen Morison
ManagerEnterprise
Project Management
Office Delta Technologies
Informationen zu Inhouse-Training
Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3795. Unsere Mitarbeiter stehen Ihnen gerne für ein unverbindliches Gespräch zur Verfügung. Oder schreiben Sie uns eine E-Mail an info@esi-intl.de. Wir setzen uns umgehend mit Ihnen in Verbindung.
Background
The Hanover Insurance Group, Inc.(NYSE: THG) is a leading property and casualty insurance provider based in Worcester, Massachusetts in the United States. The company distributes its products through independent agents across the country. Established in 1852, The Hanover has grown to rank among the top 30 property and casualty insurers in the United States with more than 4,000 employees.
The Challenge
One of the core skill sets identified as being critical to The Hanover’s continued business success is that of business analysis. For the past five years, The Hanover has partnered with ESI International to deliver instructor-led learning to business analysts in its technology division. There were, however, business analysts in the business areas of the company as well.
With approximately 200 business analysts across the company, The Hanover’s leadership sought to formalize an enterprise wide strategy for positioning the business analyst role as a pipeline for analytical and operational roles. With the implementation of its Future Leaders Program in 2009, work was begun on developing a consistent profile for entry-level business analyst talent at The Hanover.
The challenge before ESI and The Hanover was to develop a learning program for the Future Leaders Program effort that could indoctrinate new team members within various business units quickly and focus on raising the bar for the entire company, steering a course for continuous leadership development.
The Strategy
With approximately 200 business analysts stretching across multiple lines of business, bringing enterprise-wide focus to this role as a career-growth opportunity is a winning strategy. Planning for the program focused on a number of key strategic goals, including:
- Identifying and effectively recruiting outstanding university students and recent graduates
- Determining a consistent, common approach and language around business analysis
- Delivering learning through arange of modalities to ensure skills and knowledge are reinforced and effectively applied
The Hanover chose to partner with ESI International to guide the development and implementation of this new program. “It was clear that ESI was the ideal choice as our partner for this program,” said Irene Brank, Assistant Vice President and Director of The Hanover’s Future Leaders Program. “Their direction, commitment and support have helped us chart the path to this initiative.”
The Solution
The Hanover and ESI began by mapping a set of core competencies for the Future Leaders Program, which was divided
into two broad career focus areas: business management and risk management. Assessment tools to effectively benchmark and evaluate the progress of program participants were also developed.
Once recruited into the two-year program, candidates are assigned an IT or non-IT career track. At the conclusion of the two years, candidates will find placement in a role that allows them to continue to grow their career. To ensure participants have the skills and knowledge they need to be leaders, the Future Leaders Program guides participants through a range of learning opportunities:
- Traditional instructor-led classroom curricula
- Reinforcement workshops delivered in person and via webinars
- A participant forum promoting formal group interaction, including program coaches
- Corporate-wide access to online reference materials
- Practical, on-the-job application of new skills and knowledge
- Continued mentoring after program completion
The program’s design ensures that learning and reinforcement take place before, during and after classroom training. Pre-class webinars create a foundation that prepares participants for specific learning events and reinforcement workshops conducted after courses further reinforce key competencies.
“We believe that offering a range of learning opportunities greatly increases the program’s success,” said Ken Joseph, Business Learning Manager, The Hanover. “By combining what we could offer in-house with ESI’s various, interactive modalities, we’ve achieved a robust solution.”
The Future Leaders Program also offers coaching and mentoring, as well as
the opportunity to earn professional and technical certifications including Actuarial, Business Analysis, and INS certifications.
As university graduates progress through the program, the company’s current leaders also undergo targeted learning based upon position and role, which promotes consistent knowledge across the organization. These include:
- Traditional, instructor-led classroom courses
- Executive level workshops and webinars that overview key program knowledge areas
- Skill specific workshops and webinars
Results
The Future Leaders Program builds upon the success of ESI’s ongstanding partnership with The Hanover, which has demonstrated:
- Significant improvements in project completions and adherence to budgets
- A dramatic reduction in project change requests
- A reduction in project errors
- Faster time to market for new products
While still in the early stages, the Future Leaders Program has begun to deliver decisive impact by:
- Charting a clear and fast track for new leadership
- Defining a consistent approach and language around business analysis
- Improving recruiting and retention
- Increasing organization-wide competency in business analysis
Each year, approximately 75 future leaders are accepted into the program. At this rate almost 10 percent of the company will have completed the leadership program in the next five years.
Planning Forward
The Hanover and ESI are identifying ways to further enrich the program. Specific considerations include:
- Enhancing The Hanover’s companywide business analysis methodology
- The addition to the core learning program of a “live” practicum project
- Inclusion of a set of business consulting and skills curricula focused on such topics as financial literacy, critical thinking and leading organizational change
- Inclusion of additional project management specific curricula
- Executive workshops to refine the mentoring skills of those managing Future Leaders Program participants to help them more effectively reinforce the program’s competencies
- Ongoing individual and organizational assessments to add value and uncover areas for greater learning emphasis
“Despite the early stage status of the program, it’s already delivering clear benefits to us,” said Greg Tranter, Senior Vice President and COO, The Hanover. “Much of the benefit is a direct result of the emphasis we’re placing on business analysis for decision making, which is changing the way our company approaches its decisions.”
Informationen zu Inhouse-Training
Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3795. Unsere Mitarbeiter stehen Ihnen gerne für ein unverbindliches Gespräch zur Verfügung. Oder schreiben Sie uns eine E-Mail an info@esi-intl.de. Wir setzen uns umgehend mit Ihnen in Verbindung.
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The Background
Henkels & McCoy, Inc. is one of the largest privately held engineering, network development and construction firms serving the communications, information technology and utility industries in the United States. Additional offerings have traditionally included installation, maintenance and training services. Several years ago, the company, which boasts 4,600 employees in 80 permanent offices and operations facilities across the U.S., identified the need to establish consistent project management throughout its organisation.
The Challenge
Upon winning significant utility infrastructure contracts ranging from the building of transmission lines to inside wiring for the Pentagon, which is one of the world’s largest office buildings, and Citizens Bank Park, home of the Philadelphia Phillies, Henkels & McCoy had firmly established itself as one of the country’s premier speciality contractors.
However, as the company executed these large-scope projects—and set their sites on many more—senior executives began recognising a need for standardised project management methodology throughout their organisation. The benefits to improved project management practises, they determined, would be numerous, including increased efficiency internally and seamless communication with their many large general contracting partners.
"Our industry has become increasingly more sophisticated over the years as people look for enhanced productivity and safety," said Kathy Mills, Director of Human Resources. "The complex projects we were winning required that our staff keep pace with industry knowledge."
Why ESI?
Henkels & McCoy sought a project management training provider with the global infrastructure required to easily and consistently deliver high-impact training to its employees. Additionally, the company was looking for a partner who not only understood Henkels & McCoy's complex industry, but who had an effective on-line training capability that could accommodate demanding staff workloads and differing styles. Henkels & McCoy chose ESI International.
"We interviewed a number of project management improvement providers from around the country and selected ESI for a number of reasons," Mills explained. "One of the primary reasons was that our people could take courses on their own schedule through ESI's comprehensive e-Training program. Our team is spread across a number of time zones, so we needed a provider that was as geographically diverse as we were. Most of our work is done in the field, meaning most of our staff members spend little time in the office. ESI understood this and worked within our schedule constraints to deploy an on-line training program that meets the needs of the entire company."
The ESI Solution
From the beginning of its partnership with ESI in 2003, Henkels & McCoy's executives were committed to providing training to staff members across a variety of internal levels, ranging from project team members to senior executives. Executive involvement, which included participation from the CEO/President, COO and CFO, helped staff members understand that creating a project management culture was a significant initiative supported at the highest organisational levels.
"We strongly believed all along that, regardless of whether an employee is running projects or running operations, project management skills are important to have," said Mills. "So, we added everybody to the training program, not just project managers. Skills such as team management, motivation, resource management and planning were competencies we wanted all members of our staff to exhibit. ESI's training program brought a formalised approach to these skills."
In 2004, after one year of training with ESI, the executive team at Henkels & McCoy issued an internal "Project Management Challenge." The initiative challenged employees to establish and implement a methodology based on the Project Management Body of Knowledge (PMBOK® Guide), which was customised to Henkels & McCoy’s industry and internal procedures.
Continuing its project management transformation, in 2005, Henkels & McCoy established a Project Management Office (PMO). The office was created to be responsible for defining and maintaining the organisation's standards of process and acting as the internal source of documentation, guidance and metrics for all project management activities.
Skills such as team management, motivation, resource management and planning were competencies we wanted all members of our staff to exhibit. ESI’s training program brought a formalised approach to these skills.Kathy Mills
Director of Human Resources
Henkels & McCoy
The Impact
"Our bottom line has improved year over year since we implemented the training," Mills said. "We used to bid a high number of projects. Today, we've learned not to bid as much. We have a solid methodology and bid review process in place, enabling us to look at the associated scope and risk before we get too deep. There was a time when we might have placed educated guesses on whether opportunities represented a good project for Henkels & McCoy. Now, we use our processes to more closely pursue work that fits our corporate strategy and that will deliver the return we expect.
Like any major change management initiative, the move toward a project management culture at Henkels & McCoy was initially met with resistance. Many throughout the organisation were reluctant to change longstanding habits and procedures. However, through time, leadership and unwavering commitment, employees at Henkels & McCoy have come to understand that their customers and their highly competitive market required them to apply more sophisticated methodologies to their work in order to succeed.
"Slowly but surely, you reap rewards as people recognise that the skills they are learning are helping their projects, said Mills. “When people begin speaking the project management language and using the methodology, you realise you’ve been successful in developing a project management culture."
Since beginning training with ESI, 60 Henkels & McCoy employees have earned Associate's Certificates in Project Management, including the company's COO, and 10 employees have earned Master’s Certificates in Project Management.
"Our team has taken great satisfaction in the accomplishment of receiving associate's and master's certificates from ESI," Mills said. "Another source of value is that ESI's e-Training is backed by The George Washington University School of Business. That affiliation is a significant source of pride for our people."
Next Steps
Henkels & McCoy has no plans of slowing down its training initiative. As of spring 2007, 119 Henkels & McCoy employees have enrolled in a total of 311 ESI courses, and the company is working hard with ESI to develop and further refine its new project management culture.
Projects are currently grouped into one of four levels based on strategic importance and complexity. The current Henkels & McCoy project management methodology applies to Level 3 and 4. The company is now developing a leaner version of its methodology for Level 1 and 2 projects.
With expanded project management expertise and systems, Henkels & McCoy is also considering new partnerships and taking on a larger number of complex projects, both of which are expected to help the company continue to grow and cement its reputation as an industry leader.
"We're committed to continuous improvement," Mills said. "We have a solid understanding of what has worked historically, and we’re also keeping an eye on what will make us successful in the future. A commitment to further developing the Henkels & McCoy project management culture is an integral part of our future success, and our continued work with ESI remains key to achieving these initiatives."
Our bottom line has improved year over year since we implemented the training.Kathy Mills
Director of Human Resources
Henkels & McCoy
Informationen zu Inhouse-Training
Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3795. Unsere Mitarbeiter stehen Ihnen gerne für ein unverbindliches Gespräch zur Verfügung. Oder schreiben Sie uns eine E-Mail an info@esi-intl.de. Wir setzen uns umgehend mit Ihnen in Verbindung.
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Brasil Telecom, one of the largest telecommunications companies in Brazil, was one of three fixed-line operators that broke out when the industry was deregulated in 1999. Through its nine operating subsidiaries, Brasil Telecom operates in nine different states throughout central and southern Brazil, serving 34% of the country, including the capital. Like many telecommunications companies around the world, Brasil Telecom faced high-risk project and IT challenges. Employees were managing many different projects but without any consistency in quality, cost, communication and leadership. Company executives knew that if they were going to compete in this newly deregulated, highly competitive industry, it was time to change. The need for structured project management methodologyRaimundo Ramos, Corporate Education Manager at Brasil Telecom, knew from experience that a structured project management methodology was needed. After managing the training programme at another company, he understood the benefits of a professional development programme in project management. And he knew there was only one place to get it - ESI International. "We needed to improve quality and reduce costs, and we needed consistency in how employees managed their projects," Ramos says. "Our employees are working on more than 3,000 projects, budgeted at $1.5 billion. If even one of those projects is delayed by just one month, we could lose up to $30 million." Ramos had worked with ESI and knew first-hand the training provider's commitment to performance improvement. Not only was ESI able to provide the structure and training so critical to Brasil Telecom's project needs, ESI offered professional credentials to validate the training. Through a partnership with the prestigious George Washington University in Washington, DC, ESI's seven-course curriculum culminates in a Master's Certificate in Project Management. ESI delivers solution to meet Brasil Telecom’s specific needsOne of the selling points of the ESI programme was that it took into consideration that project management has discrete techniques that can be applied to projects of any size or complexity. "Successfully managing projects is not an easy task. It takes a lot of knowledge and skills that few of us possess," says Henrique Neves, President and Chief Executive Officer at Brasil Telecom. "This is why we chose to partner with ESI. The programme they offer provides a solid foundation in project management concepts, practices, and skills, as well as many advanced tools and techniques. |
Case Study Overview The Issues - The deregulation of the telecom industry in Brazil meant the need to embrace a methodical PM culture in order to compete effectively in the newly competitive industry - Consistency in how projects were managed was seen as the only way to improve quality and reduce cost The ESI Solution - Determine a tailored programme of courses to meet Brasil Telecom’s specific requirements - Establish full curriculum paths for PMs to attain a Master’s Certificate in Project Management from the prestigious George Washington University – bringing a consistent approach to how projects are managed throughout all areas of the business The Result - Project Managers are now delivering projects on time and within budget thanks to the tools and techniques learned from the ESI programme, giving Brasil Telecom a competitive edge in a crowded marketplace - Brasil Telecom is now on track to meeting the 45 goals as stipulated by the Brazilian government, and as such has received praise from the government for its high performance in meeting quality objectives - The investment in training has led to 100% staff retention rates and greater collaboration between states sharing best practices and competitor information |
Project success for Brasil Telecom’s employees
Since that time, approximately 150 out of the 250 employees required to participate in the training have completed the program, Ramos says. "Employee feedback has been very positive," he says, adding that students have been extremely impressed with ESI's instructors. "All of ESI's instructors have brought real-world experiences to the classes they have taught. It's clear they have worked as practitioners and know what life is like on the front lines of project management."
The programme also offers an added bonus: it acts as a retention tool. Ramos says all 150 employees are still with the company. They now network with their counterparts in other states to exchange best practices and share information about how their competitors are performing.
ESI training the key for future success
Brasil Telecom reports that they have been so pleased with the programme that they are planning to train 500 project team members this year and 1,500 more over the next three years. "The training couldn't have come at a better time," says Ramos. The Brazilian government recently identified 45 goals that each telecommunication company must now meet. He says the company is in great shape, due in large part to the training Brasil Telecom has received from ESI. "In fact," Ramos says, "earlier this year, the Brazilian government recognised Brasil Telecom for its high performance in meeting quality objectives."
ESI's project management training is already proven to be worthwhile for Brasil Telecom. "Our project managers are using the tools and techniques they learned from ESI's program and are delivering projects on time and within budget," Ramos says. "We now have consistency that we didn't have before. I feel confident this will be a key to our success in our industry."
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Background
Leading pharmaceutical company GlaxoSmithKline (GSK) has a very clear mission: to improve the quality of human life by enabling people to do more, feel better and live longer. For GSK and its 100,000 employees around the world, turning this mission into a reality requires the management of many large-scale medicine discovery and development projects—projects that can typically run the course of a decade, include a broad range of business units and consume vast amounts of resources.
In 2006, GSK Research and Development (R&D) launched its iPlan initiative, a global programme sponsored at the highest levels of management. The initiative sought to improve people capabilities, processes, enabling technologies and support services to deliver integrated project and portfolio planning. Key aspects of the approach include—
- Defining the planning process, responsibilities and key practices
- Live piloting the new processes, practices, work breakdown structures and IT enablers within various medicine development teams to learn, refine and confirm the effectiveness of the changes
- Extensive project management education and development
- Selecting and validating an enterprise project management system
- Integrating project and clinical development planning
- A targeted communication strategy to engage and build momentum for the change programme
To make this ambitious initiative a success, and to roll it out effectively throughout such an expansive organisation, GSK leaders knew they would need help from experts in the delivery of large-scale performance improvement training in project management.
Strategy
One of the several performance improvement providers that GSK turned to for assistance with iPlan was ESI International. ESI, who has worked extensively with GSK since 2002, was chosen for this new initiative because of its impressive experience and its proven ability to meet tight deadlines and tailor its programmes and services to meet client needs.
Jacqui Alexander, Director of Project Management Learning & Change Management summarises the main reason for selecting ESI as follows: "Having forged a strong and collaborative relationship with ESI over a number of years, it was clear that ESI would be our ‘partner of choice’ in further extending our professional project management development programme."
After meeting with ESI representatives, it became clear that tailoring, cooperation and internal support would be keys to GSK’s strategy. In order to ensure relevance of content for its employees, GSK asked ESI to not only customise its courses to cover specific GSK topics, but to allow GSK experts to work along side the ESI instructors to co-teach the courses
Along with relevance, GSK leaders also understood that internal support was vital to the success of the iPlan programme. The company alreadyhad executive support; however, to ensure support among its employees throughout the organisation, GSK took to recruiting internal line champions from various business units. These champions were tasked with assuring that the course material was relevant and, equally as important, that it generated awareness and enthusiasm for the overall training initiative. To date, the company has 40 active line champion.
Tactics
GSK and ESI worked together to craft a number of courses for GSK employees, including an introductory course that defines the roles within a project team and how to be an effective team member, as well as a more advanced course that focuses on project planning for project team members. ESI also delivered courses on accountability and practical risk management, which helped participants understand the risks and opportunities that are inherent in drug development projects.
For the delivery of courses, GSK chose to take advantage primarily of ESI’s on-site training ability, which sent instructors directly to GSK locations to teach courses.
Results
With more than 1,000 GSK employees trained to date—and many more currently queuing up for courses—the company has managed to change individual behaviour, particularly regarding risk management. Project team members now use a common language in identifying the risks on their projects and approach risk management in a more consistent way, which is having an effect throughout the entire organisation. There is a clear mandate from senior management in place that all new projects must come with a detailed risk plan to be reviewed before that project is given the green light for large-scale development.
Speaking of the partnership with ESI, Karl Donn, Vice President of Global Project & Portfolio Management said, "This has been a great partnership between ESI and GSK. ESI brought both content knowledge and training skills to complement the knowledge in GSK R&D on how to apply the ESI capabilities to obtain maximum benefit. The joint efforts have allowed us to derive benefit immediately after the training programmes have been completed across the organisation."
This has been a great partnership between ESI and GSK. ESI brought both content knowledge and training skills to complement the knowledge in GSK R&D on how to apply the ESI capabilities to obtain maximum benefit. The joint efforts have allowed us to derive benefit immediately after the training programmes have been completed across the organisation.Karl Donn
Vice President of Global Project & Portfolio Management
GlaxoSmithKline
Next Steps
GSK's commitment to performance improvement through training shows no signs of relenting anytime soon. The company has now begun working on the development of a center for project management resources for the entire R&D organisation. In addition, GSK leaders plan to continue reviewing employee feedback regarding individual training courses, measure progress against its many performance benchmarks and build a 2008 programme of training that will take project management to the next level of maturity within the R&D enterprise.
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Several years ago, HP Services realised that to stay competitive in a relentlessly competitive marketplace, changes were in order. The companys business was becoming more project-focused, and HP Services recognised the need to standardise its project management practices. HP Services implemented a performance improvement plan for its project managers worldwide. The objectives were clear: reduce the number of troubled projects, increase operating margins and provide for a flexible project workforce. After a thorough needs analysis, HP determined that an outside training provider was needed to deliver the kind of comprehensive project management training required. Standardising Projects WorldwideRon Kempf, Director, HP Services Project Management Competency Development and Certification, explains: As we reviewed projects, it became clear that we needed to train our project managers in fundamental project management practices, but we also needed to provide them with a pragmatic approach for executing projects. We wanted an approach supported by proven tools and techniques, so our project managers would have a common frame of reference, allowing them to form new teams or join existing teams anywhere in the world and immediately go to work. HP Services selected ESI as its training vendor in 1996 because the company exceeded all the criteria HP Services requiredtraining based on the Project Management Body of Knowledge (PMBOK), public classes in addition to on-site delivery, highly qualified instructors and an international reputation. We needed a training partner with established international experience, Kempf says. ESI told us of their experiences in international training, especially with respect to cultural considerations, and that was important to us. It was clear that ESI had the experience we needed. No one even came in a close second. Designing a Comprehensive ProgrammeWith HP Services, ESI developed an integrated programme that would meet the
needs of the original 1,200 project managers through training in
fundamental project management practices. (The number has since
grown to more than 2,500 project managers in 160 countries and even
more project support staff.) This well-rounded course of study prepares HP Services project managers for certification as Project Management Professionals (PMP®) by the Project Management Institute (PMI). Being able to develop PMPs is critical to us, Kempf says. Increasingly, offering PMPs has become a key evaluation factor in the bid process, and now its essential to winning new business. HP Services had 12 PMPs in 1997; today, it has more than 1,000. |
Case Study Overview The Issues - Lack of standardised PM practices on a local and global level - Need to reduce number of troubled projects to ensure competitiveness - Need to increase the operating margins on projects. The ESI Solution - Establish a large-scale integrated global programme of on-site and public courses - Develop PMBOK aligned training to facilitate consistent practices in HP services - Create solid career development paths leading to PMP® certification The Result - 70% projects now running at or better than budget - PMPs have become a key differentiating factor to winning new business - Project Managers are more business savvy to realising their profit and loss responsibilities - Higher staff retention rate due to HP Services commitment to career development |
ESI continues to expand its curriculum, so HP Services is now able to offer relevant advanced courses to accommodate the growing number of programme graduates, who require a higher level of training. We offer 250 course sessions annually around the world, and ESI's delivery capability and curriculum are major contributing factors to the success of the programme. ESI has brought significant expertise and guidance in helping us design, develop and deliver our project management training programme, Kempf says. Since ESI offers its training in public classroom sessions, onsite sessions and online, HP Services project managers all receive consistent content, tools and techniques.
Understanding the Business of Projects
Before we had ESI training in place, we conducted project reviews in business units around the world, and we found that in some cases, our project managers did not fully appreciate or implement risk management practices, change control or financial management. They understood they needed to bring a project in on time and they knew they had to satisfy the customer, but they didnt realise they had profit and loss responsibility for their projects. Yet they were on the front lines of managing our business, Kempf explains.
HP Services complements its project management training in areas such as risk and contract management with training in selected business competencies, such as conducting effective negotiations, delivering presentations and managing financial aspects of a project. Not only are we developing more effective project managers, we are strengthening their business competencies as well, Kempf says.
As a result of this two-pronged approach to training its project managers, HP Services has seen a marked increase in project management knowledge, skills and abilities being applied in its business units worldwide. ESIs training programme has helped HP Services reduce the number of troubled projects and heightened its project managers awareness of managing towards increased margins. Kempf says that this performance improvement initiative has resulted in 70% of their projects running at or better than budget (well above the industry average of 50%) and has increased margins by as much as 50% in some cases.
ESIs training earns high praise on post-course evaluations, Kempf says. A clear majority of course attendees indicate that the training is directly relevant to their work and assert that the knowledge and skills acquired were a contributing factor in their efficiency and productivity.
Another result of the training has been a new confidence in the managers abilities to perform complex project activities, Kempf says. Project managers are more open to taking over troubled or leaderless projects. Because our project managers are now using a consistent approach to project management, assuming control midstream of a troubled project is less of a problem than it might have been in the past, he says.
Other, less-tangible benefits have come about as part of the HP/ESI partnership. Our employees recognise and appreciate that they have significant career-development opportunities here and, as a result, they are highly motivated. HP Services commitment to career development has given us a long-term advantage because we save hundreds of thousands of dollars each year on training, recruitment and orientation.
Having well-trained project professionals on the job every day gives us a competitive edge in the marketplace, and ESI's project management training programme has helped us to achieve that.
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Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3795. Unsere Mitarbeiter stehen Ihnen gerne für ein unverbindliches Gespräch zur Verfügung. Oder schreiben Sie uns eine E-Mail an info@esi-intl.de. Wir setzen uns umgehend mit Ihnen in Verbindung.
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In early 2000, PeopleSoft took the decision to evolve their Global Services organisation so they would be better positioned to support their customers’ changing needs. This would involve a move from being primarily a provider of PeopleSoft-specialised technical skills to becoming a provider of best-in-class solutions for customers implementing, upgrading or optimising PeopleSoft products.
Mike Barnard, UK Director of PeopleSoft Global Services comments, "Our offerings and services needed to become more sophisticated to mirror the expectations of our customers. We decided that in order to extend our service offering to a full project environment, we would have to restructure our services business and embrace a project management culture. This included establishing a formal project management office to focus on process, tools and adoption of best practise in the implementation lifecycle. We aimed to create standards and to ensure that techniques and methodologies learnt in class were implemented in the real world."
One of the biggest challenges faced early on was the change to the organisational culture necessitated by the shift towards a “managing by projects” environment. With the structure aligned to support a project based environment, moving from a functional to a matrix structure brought challenges concerned with allocation and management of human resources.
To facilitate this cultural change, Gary Fitchett, PeopleSoft UK Solutions Delivery Manager, set about further developing the team by recruiting a mixed group of project management professionals from a variety of both IT and non-IT backgrounds. This, he anticipated, would create a critical mass from which to build enthusiasm for project management and kick-start the change in strategy. Recruitment was based on a standard set of criteria including, most importantly, the hiring of those with proven ability to apply the tools, concepts and processes in project environments.
Professional Certification Showcases PeopleSoft’s Commitment to Project Management
By implementing a change in capability, PeopleSoft wanted to clearly demonstrate the value this would bring to their customers. "In the IT industry, there has been many publicised reports on project failure versus success rates. This includes numbers of projects that, even when completed on time and within budget, have failed to fully deliver the anticipated business benefit," states Mike. “We decided that to differentiate the PeopleSoft offering through our people, then their skills, competencies and practises needed to be consistent and showcased through suitable professional certification."
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After much evaluation, PeopleSoft chose the PMP® certification from the Project Management Institute (PMI®) as the preferred accreditation and decided to align themselves with PMI’s Methodology – set down in the Project Management Body of Knowledge (PMBOK®). They saw this as the most suitable accreditation that would not only complement their own proprietary project management methodology, Compass, but would also provide them with a global project management standard. In light of the large number of global enterprises who are PeopleSoft customers, a global standard was deemed essential. |
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Thus, in order to assist in the promotional process and support the new company direction, they set a goal of having all project managers within the PeopleSoft UK environment achieving at least PMP® certification.
ESI’s Certificate Programme Meets PeopleSoft’s Needs
At this time Mike approached ESI International to assist them in implementing this approach.
"We needed to find a partner that could offer us a comprehensive training curriculum and a true global presence in order to maintain a consistency wherever in the world PeopleSoft are based. After extensive research we were convinced that ESI International were the ideal partner for us in this critical programme and embarked on a pilot,” says Mike The initial approach consisted of using ESI International's PMAppraise™ assessment tool to measure the knowledge and skill base of existing project staff. This, along with a number of face-to-face interviews, enabled the company's executives to establish a base-line against which they could set their objectives.
With a complete picture of their project management knowledge and skills combined with an understanding of the behavioural competencies critical to project success, ESI and PeopleSoft devised a clear development path for all staff working on projects.
Everyone involved in projects across the organisation was required to take one of ESI’s flagship courses, Managing Projects, that provides the foundation on which to build subsequent training. Project managers went on to complete ESI’s full curriculum to earn a Master’s Certificate in Project Management, awarded by The George Washington University. In doing this they were guaranteed to cover all 10 areas of the PMBOK® and be fully prepared to successfully pass the PMP® Certification Exam.
Project Success for PeopleSoft employees and Customers
Two years on and PeopleSoft have been able to reflect on the success they have achieved through the initiative.
Before the programme, all work undertaken by PeopleSoft Global Services in the UK was traditional skills augmentation. Now, in excess of 70% of services are delivered in a project environment where PeopleSoft Global Services is responsible for project success. This has significantly increased single vendor accountability, which is in turn recognised as offering considerable additional value to PeopleSoft customers.
"Since we started this programme our staff retention rate has been excellent, which is something that has helped us to build increasingly strong relationships with our clients” says Gary Fitchett.
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One PeopleSoft Project Manager, Gary Martin states, “Since the training it has been a great deal easier to talk confidently with clients at all levels. This has definitely enhanced PeopleSoft’s reputation. And with our professional certifications, our clients have been bowled over by our commitment to project management and our ability to demonstrate a structured, consistent approach to their projects.” |
Dave Exall, European IT Director, Bausch & Lomb comments, “Initially, having chosen PeopleSoft software for Bausch & Lomb, we engaged their consultants to implement the project as we felt that they would be the strongest in the field. What became evident was the role of the project manager in the implementation of this project. Their strength and discipline in professional project management meant that we were able to keep a tight control over the project with processes in place to monitor its progress with detailed weekly and monthly status reports. It was a challenging project with tight budgets and timescales, but I always felt that the project was under control. From both a planning and risk management point of view the attention to detail with a strong methodology was invaluable.”
“Working with PeopleSoft has taught me the importance of project management as a discipline in it’s own right,” Exall continues. “Having a manager driving a project management methodology keeps the project under control. In future projects I would certainly consider the experience and training of any project manager that we engaged, as a vital criteria in our selection process.”
Using a consistent approach has meant that all PeopleSoft’s project managers are now getting the same training and have learnt the same tools and techniques that are deployed for every project.
“Whilst you are learning new tools, techniques and processes you are also building your skills, and practical application in order to apply these to your specific industry. And the project management expertise of ESI trainers has enabled us to directly relate the learning to real life situations," says one PeopleSoft Project Manager.
Great success realised with teams now working under a consistent and recognised process and methodology has meant that they can fully support their customers and effectively measure their projects with defined criteria, such as time, cost and quality of product, service and solution delivered.
PeopleSoft Global Services can now offer a variety of engagements and commercial contracts - a goal that the programme initially set out to achieve. In the previous environment, working partnerships were based on time and materials only. Now the organisation can support its solutions business offering terms around risk/reward or fixed price contracts. Project management led through an established project office has enabled PeopleSoft to achieve this.
Now PeopleSoft is aggressively focusing on leveraging these competencies to take market leadership in the provision of software and services for the real-time enterprise and surpassing their competitors’ ability to bring these solutions to the marketplace, both in time-to-market and cost effectiveness. PeopleSoft’s success in this fast paced, complex industry is due in large part to the success of their project management transformation initiative.
Mike concludes, “more PeopleSoft customers than ever before are achieving their business goals and extending their enterprise through real-time applications. Furthermore, greater than 50% of these projects are going live in 16 weeks or less. This is in no small part down to PeopleSoft’s expanded services capability, our project management competence being underpinned by the comprehensive training curriculum and professionalism provided by ESI.”
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Unternehmen, die eine Gruppe von Mitarbeitern für Training ausersehen haben, können mit Inhouse-Trainings beträchtliche Ermäßigungen genießen. Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3796. Unsere Mitarbeiterin Julia Friedl steht Ihnen gerne zur Verfügung, um ganz unverbindlich erste Schritte mit Ihnen zu besprechen.
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| Several years ago, Siemens Enterprise Networks (SEN), a subsidiary of Siemens Information and Communication, the network services division of Siemens AG, was shifting its corporate strategy from selling hardware to selling integrated solutions. While proving to be a successful strategic move for the company, the decision to become a solutions provider also added a great deal of complexity to the company’s average installation projects. This shift in strategy drastically changed the nature of work people performed and greatly increased the need for expert project management. Kandi Miller, Vice President of Information Management, recalls
that “project management was important if we were going to remain
competitive.” Siemens also lost a significant contract to a competitor,
in large part due to a shortage of installation managers with project
management certification. Process improvement plan includes ESI TrainingAfter measuring the company’s project management maturity and finding there was room for improvement, the company’s executives devised a process improvement plan to increase the success rates of its projects. The first step was to set up a project management office that could
oversee this new professional development programme. The second
step was to compile a list of competencies that would apply to job
functions and assess what training was appropriate. Siemens Enterprise Networks’ executives recognised that the company would need a formal training programme. “We knew we had to educate our people on the fact that project management is a discipline—a methodology that works consistently across the board and around the world,” says Dave Ellebrecht, Vice President of Professional Services. Siemens evaluated vendors using several criteria that included effectiveness of training and its adherence to the PMBOK®, ability to support global implementation, cost and the ability to support Siemens’ internal programmes. After extensive research, Siemens turned to ESI International, convinced that ESI met all the criteria needed for a successful training programme. As the training partner for this critical initiative, ESI could provide Siemens with tailored, industry specific project management training, as well as a full complement of follow-up services to help Siemens measure the programme’s success. Dummer says the initial goal of this process improvement plan was
to raise the company’s level of project management competency to
a level equivalent to the competition. To achieve this goal, the
company started to require that everyone involved in projects begin
taking ESI’s courses. |
Case Study Overview The Issues - A corporate strategy shift to provide fully integrated solutions meant a need for more complex project management skills - An urgent need to have certified project managers to match competitors in the market - A need to educate employees on standard methodologies and develop project management as a discipline in to the corporate culture The ESI Solution - Measure and benchmark the maturity capabilities of Siemens with ESI assessment tool, Project FRAMEWORK - Determine a tailored programme of courses to meet Siemens specific requirements - Establish full curriculum paths to attain Master’s Certificates in Project Management with the ultimate goal of achieving PMP® certification The Result - Since the programme began, Siemens have witnessed a 30% increase in project success rates - The corporate culture has shifted towards project management as a discipline - Siemens has now realised its goal to provide successful, complex customer networking solutions |
Project Management competency, ESI Training Programme tied to job goals
Siemens’ new corporate project management office coordinates the company’s overall professional development programme. “We developed the PMO to create standards and ensure people are implementing the techniques and methodologies they learned in class,” explains Dummer.
Executives are now measured annually on their own and their team members’ project management competency and their achievement of goals set in the training programme. The goals are tied to the completion of a set of internal certificates that are built around the ESI classes and other internal courses.
Everyone involved in projects is required to take one of ESI’s flagship courses, Managing Projects in Organisations, Managing Software Project Management or Managing Information Technology Projects, that provides the foundation on which to build subsequent project management training. Project leaders must complete ESI’s full curriculum to earn a Master’s Certificate in Pr o j e c t Management, awarded by The George Washington University, and top-level project managers are required to earn PMP® certification . Since the programme’s inception two years ago, nearly 3,000 managers and project employees, including personnel from other Siemens divisions, have participated in this initiative.
ESI ’s assessments measure training success
Siemens measures the success of the training programme using ESI’s Project FRAMEWORK®, a maturity model that evaluates the company’ s organisational project management capabilities. This assessment tool also identifies areas for improvement, establishes a baseline against which to set objectives and gives Siemens a roadmap to improvement.
ESI trained two Siemens employees to perform this assessment annually. Within the first 12 months following the launch, several groups improved their test scores significantly. This improvement in scores is statistically linked to participation in ESI’s training programme.
Project success rates, certifications increase
Siemens estimates that the project success rate has increased by 30%, in large part due to the expert training received from ESI, as well as the work of the PMO.
According to Siemens, the number of people testing for the PMP® has also increased dramatically due to the popularity of the professional development programme. Dummer adds: “Siemens Enterprise Networks has seen a corporate culture change that has developed as a direct result of training provided by ESI.”
Project management has proved invaluable to the progressive business tactics of Siemens Enterprise Networks. By providing their project employees with the opportunity to increase their project management knowledge, Siemens Enterprise Networks has realised its goal of providing complex customer networking solutions to their customers successfully.
Now Siemens is aggressively focused on leveraging these competencies to take the market leadership in VoIP (Voice over Internet Protocol) convergence solutions and surpassing their competitors’ ability to bring these solutions to the marketplace, both in time-to-market and cost effectiveness.
Siemens’ success in this fast-paced, complex industry is due in large part to the success of their project management transformation initiative.
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Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3795. Unsere Mitarbeiter stehen Ihnen gerne für ein unverbindliches Gespräch zur Verfügung. Oder schreiben Sie uns eine E-Mail an info@esi-intl.de. Wir setzen uns umgehend mit Ihnen in Verbindung.
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The Background
Improved customer satisfaction is always top of mind at Tetra Pak. The world’s leading food processing and packaging solutions company provides safe, innovative and environmentally sound products that meet the needs of hundreds of millions of people around the world each day. Founded in Sweden in 1951, today the company boasts more than 20,000 employees and operations in more than 165 countries. In 2007, it delivered 137.3 billion packages.
In order to maintain its superior marketplace position—while containing costs for the company and its customers—Tetra Pak continually seeks to improve in four capability areas it believes directly impacts all aspects of its business:
- Leadership
- Total quality
- Customer understanding
- Project management
Specifically, Tetra Pak focuses project management toward improvements in new product development, product and service delivery to its customers, and improving its own internal operations. Tetra Pak’s capabilities development programme drives continuous improvement in the processes, systems, people and tools associated with these four capability areas—across all levels and job functions.
Acknowledging that effective project management underpins leadership, quality and customer understanding, Tetra Pak partnered with ESI International to build and deliver a globally consistent, instructor-led project management learning and development programme. The two companies have been working together on project management learning programmes since 2001.
The Strategy
Tetra Pak’s executive leadership understood that to achieve their aim of world-class project management, the capabilities development programme needed to look beyond the project management job function. ESI worked with Tetra Pak to tailor a learning programme that involves everyone from executives to front line sales and support staff, ensuring all employees have the knowledge, processes, systems and tools to contribute to the company’s world-class project management goal.
| “The capabilities development programme has benefited from support at the highest levels of the organisation,” says Matts Larsson, Director, Global Training and Development. “From the very start we knew we needed a holistic approach because if the entire organisation is not speaking the same language and applying the same methodologies to drive uniform processes, systems and tools, then the foundation for success does not exist.” |
“ESI delivers the same learning experience from Lund to Singapore to Panama, setting a standard that guarantees we will get consistent global behaviours, regardless of location.” |
Tetra Pak examined its business processes to embed project management best practices as per the Project Management Institute (PMI®). Then a thorough gap analysis was conducted to identify the competencies needed to meet or exceed the standards.
Next, to create a path to guide individuals toward the company’s goal, Tetra Pak developed and implemented competency profiles and updated job descriptions for virtually every position. “We wanted every employee working in a project to realise that he or she belongs to the project first and the specific line organisation second,” said Larsson. Additionally, Tetra Pak is working with ESI to refine their recruitment tools to ensure they bring people with the right skill sets into the company in order to retain high-performing project management-focused personnel.
Pre- and post-learning assessment tools complement the career paths. “These tools ensure that the people we invest in are fitted for the purpose and that this is the correct career path for them,” says Larsson.
To execute this ambitious capability development programme, Tetra Pak selected ESI for its instructor-led efforts to ensure consistency of the entire learning experience from classroom materials to pre- and post-evaluation. “In the past we were forced to fly personnel to centralised locations for classes,” says Larsson. “Fortunately, ESI has the reach to deliver learning wherever we need it in the world, saving us a great deal of money while minimising disruption to our employees and their work.”
Tactics
Tetra Pak’s capability development programme is tailored to correspond to the company’s methodologies. The courses focus on a broad range of topics, including:
- Project governance
- Leadership
- Coaching and mentoring
- Risk management
- Planning and analysis
- Managing projects for non-project managers
- Project management fundamentals for sales people
A key focus area across all responsibilities has been governance with an eye to ensuring all projects are properly resourced.
“Our focus is much clearer now. We are steadily improving the quality of our project management at all levels—from executive governance to sales and service.” |
“The executive governance workshops encourage a common approach organisation- and world-wide while delivering a greater understanding of how to focus on strategy, value proposition and managing risks, rather than technical matters,” says Lars Eyrich, Director, Plant Sales and Engineering. “The classes emphasise interaction, giving the management team an opportunity to discuss how to apply guidelines and ensuring they have a solid understanding of the project managers’ world.” |
Along with the suite of courses—all of which are delivered in English to drive consistent vocabulary across regions, teams and cultures—Tetra Pak demonstrated both its sophistication and commitment to the programme through pre- and post-learning assessment tools. These tools assess competencies in the nine knowledge areas identified by PMI® as well as team members’ internal behaviours and attitudes.
Two of the pre- and post-assessment tools, ESI’s PMAppraise: A Knowledge and Skills Assessment® and PM360: A PM Competency Assessment™, enable Tetra Pak to determine the strengths and weaknesses of employees and guide refinement of the learning programme. “Pre-learning and post-learning activities are essential for us,” says Larsson. “In fact, I would say they are as important as the actual instruction.”
Results
Since initiating its performance improvement efforts with ESI, more than 800 Tetra Pak employees have participated in the programme and 280 have gone through Tetra Pak’s tailored Advanced Project Management Programme. Participants have earned a range of professional certificates from ESI and its academic partner, The George Washington University in Washington, DC.
The programme also has helped Tetra Pak launch the bench marking effort essential to tracking progress toward its goal of becoming a world-class project management organisation. “Our focus is much clearer now,” says Larsson. “We are steadily improving the quality of our project management at all levels—from executive governance to sales and service— and this translates to continually higher levels of customer satisfaction.”
Next Steps
Tetra Pak recognises that an effort of this importance and magnitude will never actually conclude. Rather, this on-going effort will continue to be refined in support of consistent global business processes and to ensure, once Tetra Pak achieves its benchmark of world-class project management, they maintain that position.
“ESI delivers the same learning experience from Lund to Singapore to Panama, setting a standard that guarantees we will get consistent global behaviours, regardless of location,” says Larsson, “That is what ESI really contributes.”
Inhouse-Kurse vor Ort
Unternehmen, die eine Gruppe von Mitarbeitern für Training ausersehen haben, können mit Inhouse-Trainings beträchtliche Ermäßigungen genießen. Bitte rufen Sie uns an unter Tel: +49 (0)69 244 327-3796. Unsere Mitarbeiterin Julia Friedl steht Ihnen gerne zur Verfügung, um ganz unverbindlich erste Schritte mit Ihnen zu besprechen.