a h u m a n r e s o u r c e n e w s l e t t e r
highlights of this issue - The industry champion writes about the Airbus Project Implementation. - Alla Roller highlights the Cross Cultural Differences. - Niket Karajagi seesGlobalMindset as thedriving forcebehindWorldClassCompanies .
the editor’s column
With its cultural and commercial richness, Diwali gives us ample excuses to have fun and enjoy this festival with food, lights and crackers. Hope you all had a nice and prosperous Diwali. This edition of the newsletter carries Karsten Scherling’s implementation of the project in continuation to its first edition which was highly appreciated.We have Alla explaining certain cultural differences and how to get over it, creating a background for Global Mindset that is a driving force for theWorld Class Companies.
Karsten is an Electronic Engineer from the Technical University of Hamburg (Germany). After 13 years as a hardware and software developer, international project manager and product manager in the industrial business of radiation
AIRBUS- IMPLEMENTATION OF THE PROJECT Changes - One project office was set up for an overall planning of all projects regarding work packages and required resources including one reporting structure. - This included the planning of all maintenance jobs as they required (or block) the same resources as the projects. - A pool of developers was created. A team building program is only useful on functional level as team of experts but not based on single project developers. - Important integration of functional sub project leaders as a link between development, business organization and testing key users was done. detection he created his own business in the year 2000.The focus of his consulting business is the process improvement, organization development and personnel development in the wide area of project management in the industrial an IT section.
Neha Arora is a young, pro-active, and energetic individual, with a passion for Human Resource Management & Training. She comes with a clear Neha Arora Editor Atyaasaa-KnowledgeBeans firstname.lastname@example.org
Change process From project to function view Functional coordination through all projects
Airbus Sub project leader
The Organization Development
FI/CO Interfacing Services
Project Management Office
focusonmanagingHRinterventionsasacareer.She has worked onmultiple key projects in training and consulting areas over a period of time inAtyaasaa.
Overall Resource planning Performance reporting Transparency
The Project Factory This organization development was only possible as all projects are defined and organized based on the same project framework model.The Generic Project Process (GPP) for SAP-Projects was used for all project phases in the same way. During the development of the named projects, new projects asked for integration into this project production process.This means that all new projects that had the same preparation requirements (Business Requirement Dossier) were to be included into this project group.
General Toolbox – the transfer As a service provider we were
interested to understand the general model of the organization development at Airbus to have a chance to migrate the idea into other companies. We identified the following tools to create the organization change process in the project management.
Take over,organize and/or stabilize customer project
Quick Win Quick Win Quick Win
Setup a project management office and control all resources
Setup GPP (*) as a standard process in all IT projects.Reduce reporting and set standards
Identify customer candidates for Project Management
Run training program for Customer Project Managers.GPP and PMO mechanics
Run training program for the change process (Leadership,Management,Team)
Run the projects in mixed teams.Share responsibility (with coaching!)
Hand over the full responsibility to the customer and coach the PM and PMO
The Project Management Full Service (PMFS) Toolbox includes the experience
(*) Please note:Several project management standards are available as best practice models like GPP-for-SAP (Airbus) or generic standards like V-Model or Waterfall (GPM or PMI)
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