Project Management Institute

Focus on competency

XING XIANJIE, vice president of Business Reengineering and Information Technology, Huawei Technologies Co. Ltd., Shenzhen, China, is responsible for project management competency development. Huawei specializes in research and development, production and marketing of telecom equipment and provides customized network solutions in mobile networks, fixed networks, optical networks, service and software, data communications networks and terminals.

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photography by TIM PELLING

FROMTHETOP

BY XING XIANJIE

Because Huawei manages many of its works as projects, we do about 12,700 projects a year. On a day-to-day basis, more than 60 percent of our 22,000 employees are working on projects, and our company-wide application of project management methodologies helps these employees meet our customer focus requirements while the company strives for overall internal management improvement.

Our specialized project management system includes a dedicated project management department that executes tiered management on projects of various scales and complexity. In each business function related to project management, there is a project steering committee and program office responsible for managing multiple projects and further developing the company's project management standards. The project steering committee and program office develop our standard project management regulations, guidelines and templates; establish and manage our dedicated project manager resource pool; advance the efficacy and necessity of cross-functional working teams, internal communication and mutual facilitation; and standardize IT tools that can be incorporated into our project management systems.

Huawei also has built a corporate project management competency development organization that establishes consistent project management standards for all the project managers. All project management practitioners are driven to improve their understanding and overall performance through numerous training courses and platforms. We have conducted more than 120 project management training programs and trained more than 3,000 people. Our comprehensive training system covers new employee training, standard courses, midlevel training and advanced training. In addition, we facilitate training programs outside of the company by serving as a PMI Registered Education Provider (R.E.P.) since 2004. Huawei encourages project managers to attain Project Management Professional (PMP®) certification. More than 200 of our employees have passed the exam.

It's important, too, that the competency development organization strengthens Huawei's project management-related communication. We track dynamic development trends, transfer knowledge such as that found in the Organizational Project Management Maturity Model (OPM3®) and build close relationships with many peer and industry organizations.

In my time with the company, I have held various positions and I have served as project manager of several of the company's large projects. We have used project management in all of our key business functions—marketing and sales, product development, technical service and installation, management and business transformation, and IT development—for years, and these tools have given us the ability to grow our business and improve how we execute our projects. In 2003, our marketing, sales, technical service and installation projects were worth $3.83 billion, our research and development projects were worth $385 million and our business reengineering and IT projects were worth $40 million.

These tools have given us the ability to grow our business and improve how we execute our projects.

Multilevel application of project management has enhanced our business execution strength company wide. Project-based practices have even penetrated some relatively traditional, functional departments, such as supply chain, finance and human resources. The increase in the number of international, turnkey projects we execute also has extended our project management deployment. Through our continuous investment and efforts, we aim to become an active and leading player in the global telecom market, and our products have been deployed in more than 70 countries including Germany, France, the United Kingdom, Spain, Russia, Brazil, Egypt, Thailand and Singapore. I’m convinced that continuing to develop our project management competency will bring even greater benefits to the company. PM

This material has been reproduced with the permission of the copyright owner. Unauthorized reproduction of this material is strictly prohibited. For permission to reproduce this material, please contact PMI.

FEBRUARY 2005 | PM NETWORK

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