International multi project management
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1 Global Welding Solutions International multi project management Club PM September, Dr. Alexander Wipplinger Böhler Schweißtechnik Austria GmbH 1 We are the World of Welding Solutions.
2 Content The Böhler Welding Group in a nutshell Managing an international innovation portfolio Recommendations and lessons learned 2 Dr. Wipplinger Club PM International multi project management I September,
3 Böhler Welding Group A voestalpine group company EUR 8.55 m Sales 2009/ Employees Steel Special Steel Railway Systems Profilform Automotive European top player Worldwide leadership Worldwide leadership EUR million employees European leadership European top player EUR 388 million employees Revenue in EUR FY 2009/ Dr. Wipplinger Club PM International multi project management I September,
4 Global production, sales and R&D network ILLUSTRATIVE Mexico City Houston Toronto Drammen Haarlem Oldbury Seneffe Paris Wallisellen Barcelona Milan Avesta Moskau Hamm, Düsseldorf Eisenberg Bad Krozingen Vienna / CEE Kapfenberg Istanbul Athen Mumbai Dubai Shanghai Suzhou Jakarta Sao Paulo 2008/09: 6 productions sites in Europe 4 production sites in overseas 21 sales companies Production company / leading R&D unit Production company / R&D unit Sales company 4 Dr. Wipplinger Club PM International multi project management I September,
5 Facts and Figures Böhler Welding Group Group sales development in m Main industry segments CAGR (04-08) -16% / /10 Chemical segment Power generation segment Petrochemical segment Pipeline segment Offshore segment LNG segment Repair & Maintenance segment Regional sales split Product sales split Americas Africa Europe Other Asia 2% 14% 2% 16% Others 14% Fluxes 5% FCW 9% 39% Wires 66% EU-27 + EFTA SE 34% 5 Dr. Wipplinger Club PM International multi project management I September,
6 Content The BöhlerWelding Group in a nutshell Managing an international innovation portfolio Recommendations and lessons learned 6 Dr. Wipplinger Club PM International multi project management I September,
7 7 steps to an international project portfolio 1 Defining relevant project types 2 Implementing appropriate project assignment Implementing a standardized project management process Realizing projects in a standardized way on a global scale Going from project to portfolio management 7 steps program 6 Managing an internal project portfolio 7 Monitoring portfolio success on a global scale 7 Dr. Wipplinger Club PM International multi project management I September,
8 Step 1: Defining relevant project types 1 Applied Research Generates future success opportunities 2 New Product Development (NPD) Guarantees tomorrows and future success 3 Optimisation Guarantees today's and tomorrows success 4 Technology Transfer Supports group success and guarantees utilization of synergies, today and in future 8 Dr. Wipplinger Club PM International multi project management I September,
9 Step 2: Implementing appropriate project assignment Process perspective Track measure reward & improve Idea generation and characterization Organizational perspective R&D Steering Committee decides and approves projects 3 times a year Chaired by CEO, prepared by Group R&D 2 Market and technological feasibility 3 Project conception and presentation to R&D SC Market study and evaluation tool Technological feasibility template Idea characterization PM Tool & Handbook Innovation process toolbox (templates) 9 Dr. Wipplinger Club PM International multi project management I September,
10 Step 3: Implementing a standardized R&D project management process Project preparation Detailed project planning Project realisation & controlling Project close down Stop/Go Stop/Go Project Kick Off and Close Down Meeting Project Controlling Meetings BSGA Project SC Meetings 10 Dr. Wipplinger Club PM International multi project management I September,
11 Step 4: Realizing projects in a standardized way on a global scale Newness Characteristics Minimum standards Time to market, Costs, Complexity, Risk & Uncertainty Applied Research NPD Product Optimisation Long time horizon Within networks No products behind Clear product focus Complex and risk Development phases from 3 to 24 month Strong product focus Adoptions for customers Short development phase Continuous reporting in R&D SC and Stop/Go from SC Systematic project management Continuous reporting in R&D SC and Stop/Go Project templates (project organization, road map) Monthly monitoring and part project cockpit Project One Pager Local monitoring # of projects 11 Dr. Wipplinger Club PM International multi project management I September,
12 Step 5: Going from Project to Portfolio Management BSGA R&D portfolio ILLUSTRATIVE Group R&D portfolio Group relevant R&D projects Local R&D projects 12 Dr. Wipplinger Club PM International multi project management I September,
13 Step 6: Managing an international project portfolio Projects Portfolio set-up Monthly updating of R&D project handbook by project manager Strategic relevant R&D projects will be allocated to Group R&D portfolio Group project portfolio Monitoring group relevant projects Same project management standards in all units on a global scale with a common project management software available Portfolio reports and analysis linked to project and portfolio management software Local project realization Sao Paulo Kapfenberg Hamm Suzhou, Mexico,.. New Product Development Projects Product optimization projects 13 Dr. Wipplinger Club PM International multi project management I September,
14 Step 7: Monitoring portfolio success on a global scale Portfolio monitoring Portfolio success III II Mexico City Suzhou Jakarta I Kapfenberg Hamm Seneffe Revenue in EUR '000 Sao Paulo Avesta Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec I II Conception phase Realization phase Not on track critical Introduced products III Market introduction phase okay Timeline of product launches 14 Dr. Wipplinger Club PM International multi project management I September,
15 Step 7 Example: Sao Paulo 15 Dr. Wipplinger Club PM International multi project management I September,
16 Content The BöhlerWelding Group in a nutshell Managing an international innovation portfolio Recommendations and lessons learned 16 Dr. Wipplinger Club PM International multi project management I September,
17 Recommendations Implement a common project management understanding through qualification Define project management standards and consider relationship between project complexity and project standards (no redtapism!) Organizing & Efficiency: Implement appropriate roles (local and group portfolio manager), PM processes and a software to increase efficiency and 4 Consider local settings and structures 17 Dr. Wipplinger Club PM International multi project management I September,
18 Contact Dr. Alexander C. Wipplinger Head of Product Optimization Member of Management Board BSGA Phone: Mobile: Böhler Schweißtechnik Austria GmbH Böhler-Welding-Strasse 1 A-8605 Kapfenberg 18 Dr. Wipplinger Club PM International multi project management I September,
19 Disclaimer The present information that Böhler Welding makes available to you herewith has been compiled with the greatest possible diligence and is updated regularly, nevertheless there may be unintentional or accidental errors. We exclude any liability, warranty or guarantee with respect to the accuracy, completeness or correctness of said information or for any consequences that result or may result from or occur or may occur in connection with the use of this information. Any decisions by you that are based on such information exclusively lie within your own responsibility. We appreciate your interest in our group and its products. Please contact us at if you are interested in receiving further information or support." 19 Dr. Wipplinger Club PM International multi project management I September,
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