John B. Fisher, PMP Push for PM Initiative - withubmba.org · Kone Mitsubishi World Market for ......

PMI China Community Event 20 May 2012

1 ThyssenKrupp Elevator AG

Push for PM Initiative Guangzhou, China

20 May 2012

John B. Fisher, PMP Manager Global Project Management ThyssenKrupp Elevator AG

Iris Lv, PMP ThyssenKrupp Accessibility China



First, a little info about ThyssenKrupp Elevator.



Company Information

ThyssenKrupp AG

Corporate Headquarter

Business areas

Materials division Technologies division

Stainless Global

Steel Americas

Materials Services

Steel Europe

Components Technology

Plant Technology

Marine Systems

Elevator Technology



Business Area Elevator Technology Key figures 2010/2011

Sales €5.3 billion

EBIT €801 million

Adjusted EBIT €641 million

Workforce (Sept. 30) 46,243



Worldwide manufacturing

Escalators

Passenger Boarding Bridges

Accessibility

Mieres

Roanoke

Fort Worth

Elevators

Zhongshan

Cheonan

Shanghai

Toronto

Middleton

Porto Alegre

Madrid

Angers

Andoain

Hamburg

Pisa

Krimpen

Neuhausen



Others

Fujitec

Toshiba

Hitachi

Kone

Mitsubishi

World Market for Elevators and Escalators Market shares of overall market for elevators and escalators (estimation)

ThyssenKrupp 13%

Otis

Schindler

Volume:

€35-40 bn



Traction elevators

Hydraulic elevators

Freight elevators

Innovations

TWIN

High speed double deckers

Products and Services Full range from a single source

Escalators for all applications

Moving walks for all applications

Innovations

Mobile escalators

TurboTrack

Elevators

Escalators/moving walks



Products and Services Full range from a single source Passenger boarding bridges

Accessibility

Passenger boarding bridges for all applications

Glass-encased boarding bridges

Innovations

Boarding bridges for Airbus A380

Chairlifts for all households

Platform lifts in buildings for wheelchairs

Elevators for private residential buildings

Innovations

Chairlift Flow II



Products and Services Innovation: TurboTrack, Toronto Airport

5 6 4

3 2 1

Entrance area

Acceleration zone (from 0.65 m/s to 2 m/s)

Overlapping pallets

Speed-synchronized handrail

High-speed zone (2 m/s)

Deceleration zone (from 2 m/s to 0.65 m/s)

5

6

4

3

2

1

Total length: 270 m



Products and Services Innovation: TWIN elevator

Two independent cabs in one shaft

Saves building space, reduces waiting time, optimized traffic handling

Destination Selection Control Counterweights Panorama-TWIN



OK… let‟s now take a look at the Push for PM Initiative.



Agenda

Reasons Structure

PMI / PMP Value

Next Steps

Push for PM

• Emphasizing Lessons Learned on the journey



Reasons

Supports TKE SPDP (Standard Product Development Process)

Better project results!

Tools and SystemsTools and SystemsProject ManagementProject Management

People

support

expert

CENE

support

expert

AMS

support

expert

AP

support

expert

SEAME

Engineering Sales &

Marketing

Quality

Manu-

facturing

Finance

Supply

Management

Field

Project Manager

support

expert

CENE

support

expert

AMS

support

expert

AP

support

expert

SEAME

Engineering Sales &

Marketing

Quality

Manu-

facturing

Finance

Supply

Management

Field

support

expert

CENE

support

expert

AMS

support

expert

AP

support

expert

SEAME

support

expert

CENE

support

expert

AMS

support

expert

AP

support

expert

SEAME

Engineering Sales &

Marketing

Quality

Manu-

facturing

Finance

Supply

Management

Field

Project Manager

People

support

expert

CENE

support

expert

AMS

support

expert

AP

support

expert

SEAME

Engineering Sales &

Marketing

Quality

Manu-

facturing

Finance

Supply

Management

Field

Project Manager

support

expert

CENE

support

expert

AMS

support

expert

AP

support

expert

SEAME

Engineering Sales &

Marketing

Quality

Manu-

facturing

Finance

Supply

Management

Field

support

expert

CENE

support

expert

AMS

support

expert

AP

support

expert

SEAME

support

expert

CENE

support

expert

AMS

support

expert

AP

support

expert

SEAME

Engineering Sales &

Marketing

Quality

Manu-

facturing

Finance

Supply

Management

Field

Project Manager

SPDP-Process

Sales Launch

Field Concept

PDR CDR

Phase 4 Phase 5

Final Design Approval

Product Release & Sales Start

Feedback

Milestone 3 Milestone 4

Preseries Release Pilot Release

Phase 0 Phase 1 Phase 2 Phase 3

Project Approval

Sales/Marketing

Supply Management

Field

Quality

Review(Project Team)

Pro

ject

Man

agem

ent

Milestone 0

Engineering

Manufacturing

Concept Approval

Kick Off Concept

Project Start Concept

Milestone(Steering Committee)

Milestone 1

Prototype Release

Final Product

Design Validation Pilot Feedback

Milestone 2

Design Approval for Preseries

Lessons Learned

Pre-Series Pl.

Finance

Sales Strategy

DFA/Field Method Design Field Method Validation Installation & Verification Customer Feedback

Certification/Test Plan Lessons LearnedPilot testPrototype Test Preseries Test

Customer & Market Forecast

Source Selection & Qualification Process & Parts Qualific. Lessons LearnedSourcing Plan

Lessons LearnedDFM Manufacturing Planning/Process & Setup, Build

Concept Design & PTOR System/Component Des. Design Optimization Lessons LearnedPilot Support

Lessons LearnedProduct & Project Controlling

Lessons Learned

SPDP-Process

Sales Launch

Field Concept

PDR CDR

Phase 4 Phase 5

Final Design Approval

Product Release & Sales Start

Feedback

Milestone 3 Milestone 4

Preseries Release Pilot Release

Phase 0 Phase 1 Phase 2 Phase 3

Project Approval

Sales/Marketing

Supply Management

Field

Quality

Review(Project Team)

Pro

ject

Man

agem

ent

Milestone 0

Engineering

Manufacturing

Concept Approval

Kick Off Concept

Project Start Concept

Milestone(Steering Committee)

Milestone 1

Prototype Release

Final Product

Design Validation Pilot Feedback

Milestone 2

Design Approval for Preseries

Lessons Learned

Pre-Series Pl.

Finance

Sales Strategy

DFA/Field Method Design Field Method Validation Installation & Verification Customer Feedback

Certification/Test Plan Lessons LearnedPilot testPrototype Test Preseries Test

Customer & Market Forecast

Source Selection & Qualification Process & Parts Qualific. Lessons LearnedSourcing Plan

Lessons LearnedDFM Manufacturing Planning/Process & Setup, Build

Concept Design & PTOR System/Component Des. Design Optimization Lessons LearnedPilot Support

Lessons LearnedProduct & Project Controlling

Lessons Learned



Reasons



TKE aspires to be global company

Common processes, collaboration, language, and transparency are musts



Reasons



TKE aspires to be global company

Common processes, collaboration, language, and transparency are musts

For TKE to capture opportunities in emerging markets…

Defined processes, PM competencies, and precise execution are pre-requisites

As are trained PM professionals

Heightened global competition makes PM competency mandatory, not an option



Structure

Phase II:

PMP Certification

Phase I:

PM Basics

• Two days in-house PM basics training (or 4 half-days)

• Followed by open-book test / in-house certification

Assessment • Review typical OU project(s) on-site • Assess processes & PM tools being used • Based on observed gaps, develop “low hanging fruit” solutions



Structure: Phase I – PM Basics (Something for Everyone)

Engineering Sales &

Marketing

Quality

Manu-

facturing

Finance

Supply

Management

Field

Project Manager

Phase I:

PM Basics



Structure: Phase I – PM Basics

• Training on PM basics, concepts, & terms – On-site at OU locations

– Sample PMP (Project Mngt. Professional) test questions

– Open book test at completion of training & in-house certification

– Demonstrates how PMBOK (Project Mngt. Body of Knowledge) supports SPDP

• Important that training is linked to processes and people‟s day-to-day • Otherwise, training soon forgotten

Phase I:

PM Basics



Example – How PMBOK supports SPDP

MTOR (Marketing Terms of

Reference)

Project Justification & Bus Case

Project Approval Sheet

PMBOK

“Approved Charter”

SPDP

Phase I:

PM Basics



SPDP

Example – How PMBOK supports SPDP

Close

Procurements

Close Project or

PhaseClosing

Administer

Procurements

Monitor &

Control Risk

Report

Performance

Perform

Quality

Control

Control

Costs

Control Schedule Verify Scope,

Control Scope

Monitor &

Control Project

Work,

Perform

Integrated

Change Control

Monitoring

&

Controlling

Conduct

Procurements

Distribute

Information

Manage

Stakeholders

Expectations

Acquire

Project Team,

Develop

Project Team,

Manage

Project Team

Perform

Quality

Assurance

Direct & Manage

Project

Execution

Executing

Plan

Procurements

Plan Risk

Mgmt,

Identify

Risks,

Perform

Qualitative

Risk

Analysis,

Perform

Quantitative

Risk

Analysis,

Plan Risk

Responses

Plan

Communications

Develop HR

Plan

Plan Quality Estimate

Costs,

Determine

Budget

Define Activities,

Sequence

Activities,

Estimate Activity

Resources,

Estimate Activity

Durations,

Develop Schedule

Collect

Requirements,

Define Scope,

Create WBS

Develop PM

PlanPlanning

Identify

Stakeholders

Develop Project

CharterInitiating

Procure.

Mgmt

Risk

Mgmt

Comm.

Mgmt

HR

Mgmt

Quality

Mgmt

Cost

Mgmt

Time MgmtScope

Mgmt

Integration

Mgmt

Knowledge Areas (9)Process

Groups

(5)

Close

Procurements

Close Project or

PhaseClosing

Administer

Procurements

Monitor &

Control Risk

Report

Performance

Perform

Quality

Control

Control

Costs

Control Schedule Verify Scope,

Control Scope

Monitor &

Control Project

Work,

Perform

Integrated

Change Control

Monitoring

&

Controlling

Conduct

Procurements

Distribute

Information

Manage

Stakeholders

Expectations

Acquire

Project Team,

Develop

Project Team,

Manage

Project Team

Perform

Quality

Assurance

Direct & Manage

Project

Execution

Executing

Plan

Procurements

Plan Risk

Mgmt,

Identify

Risks,

Perform

Qualitative

Risk

Analysis,

Perform

Quantitative

Risk

Analysis,

Plan Risk

Responses

Plan

Communications

Develop HR

Plan

Plan Quality Estimate

Costs,

Determine

Budget

Define Activities,

Sequence

Activities,

Estimate Activity

Resources,

Estimate Activity

Durations,

Develop Schedule

Collect

Requirements,

Define Scope,

Create WBS

Develop PM

PlanPlanning

Identify

Stakeholders

Develop Project

CharterInitiating

Procure.

Mgmt

Risk

Mgmt

Comm.

Mgmt

HR

Mgmt

Quality

Mgmt

Cost

Mgmt

Time MgmtScope

Mgmt

Integration

Mgmt

Knowledge Areas (9)Process

Groups

(5)PMBOK

Phase I:

PM Basics



• Training on PM basics, concepts, & terms – On-site at OU locations

– Demonstrates how PMBOK (Project Mngt. Body of Knowledge) supports SPDP

– Sample PMP (Project Mngt. Professional) test questions

– Open book test at completion of training & in-house certification

• Who should participate? – Functions that participate on R&D project teams

ex. Engineering, Manufacturing, Purchasing / Supply Chain Management, Quality, Finance…

– Those leading projects within their functional area (not only engineering)

• Benefits include…

– Be more disciplined & self-confident

– Understand processes and terminology – i.e. “speak the same language”

– Know what to look for before starting a project

– Understanding & valuing teamwork

Structure: Phase I – PM Basics Phase I:

PM Basics



Structure

Phase II:

PMP Certification

Phase I:

PM Basics

• 4 days advanced training by 3rd party

• Preparation for PMI PMP certification test

Assessment



Structure: Phase II

PMP (Project Mngt. Professional) Certification

Engineering Sales &

Marketing

Quality

Manu-

facturing

Finance

Supply

Management

Field

Project Manager Project Manager

Phase II:

PMP Certification



• Advanced PM training – Preparation for PMP certification test by PMI (Project Mngt. Institute)

– Conducted by third party PMI REP (Registered Education Provider)

– 4 days at a common training venue for all regional TKE PMP candidates

Excellent TKE networking opportunity

• Who should participate? – Key individuals expected to lead major TKE projects

Not limited to engineering

• Benefits include… – Improved cross-OU communication and collaboration

– Investment in employees„ professional development

– Increased confidence from our customers

Structure: Phase II PMP (Project Mngt. Professional) Certification

Phase II:

PMP Certification



Benefits - what‟s in it for me?

• TKE paid training, testing, certification & incentivation…

• Annual PMI membership paid by TKE after passing Phase I

• Potential for enhanced career path / greater job responsibilities

• Reflects achievement & builds self confidence

• Networking with:

– other PMI members at chapter meetings, events,…

– other TKE PMP‟s (a select PM leadership group)

• Recognizes PM knowledge, skills, and abilities

– also business card, e-mail signature… recognition

• Strategic initiative with incentivization

Phase II:

PMP Certification



4 PMP‟s 18 PMP‟s 12 PMP‟s 4 PMP 6 PMP‟s 3 PMP‟s

13 Passed R1 15 Passed R2 18 Passed R3 13 passed R4

59 total

31 Passed R1 12 Passed R2

43 total


41 total

16 Passed R1 15 Passed R2*

31 total

32 Passed R1 16 Passed R2 13 Passed R3 12 Passed R4 9 Passed R5 7 Passed R6

89 total

16 Passed

12 Passed R1 13 Passed R2 9 Passed R3

34 total

Push for PM Status

TK Elevator

Memphis Angers Neuhausen

Pliezhausen

Madrid

Phase I:

Phase II:

Porto

Alegre

TBD

AP

Korea China



13 Passed R1 15 Passed R2 18 Passed R3 13 passed R4

59 total


43 total


41 total

16 Passed R1 15 Passed R2*

31 total

32 Passed R1 16 Passed R2 13 Passed R3 12 Passed R4 9 Passed R5 7 Passed R6

89 total

16 Passed

12 Passed R1 13 Passed R2 9 Passed R3

34 total

Push for PM Status

TK Elevator

Memphis Angers Neuhausen

Pliezhausen

Madrid

Phase I:

Porto

Alegre

AP

Korea China

• R2 Conducted in French by local PMP (1 + 1 > 2)



6 PMP‟s 8 PMP‟s 1 PMP

9 Passed 8 Passed 8 Passed 6 Passed

Push for PM Status

Phase I:

Pisa

Krimpen

Illinois A/P

Phase II:

TK ACC

TBD



10 Passed 16 Passed R1 14 Passed R2

30 total


35 total

Push for PM Structure / Reasons / Value

Phase I:

Gijon /

Mieres

Berlin

Hamburg

Phase II:

Status ES/PBB

TBD TBD 2 PMP



Global Status

• # of PMP‟s continues to rise

# of PMP‟s

419 have passed Phase 1

71 PMP’s



Push for PM Structure / Reasons / Value - ROI?

Head of Product R&D in Germany: “Having PMP‟s in my department has created a „double-edged sword‟. My people challenge me regularly on project scope statements, resources assigned to projects, risks… and rightfully so!” VP R&D in China: “I can see the positive results of the PM training. My PM‟s are much more effective at running their projects and the results are greatly improved.” Managing Director TK Access China: “8 of my 27 employees already have PMP certification. The Push for PM initiative and our PMP team are important contributors to our growth, profitability, and overall success here in China!” VP R&D USA: “The Push for PM initiative and SPDP approach have resulted in dramatically improved project results. It used to take us about 24 months to bring a new elevator system into production. This improved to 18 months.”



Push for PM TKE / PMI

• PMI is global – wherever TKE is, PMI is • Global PM standards & certifications




PMI China Aug 2010 PMI Brazil March 2010

PMI Italy July 2009 PMI Madrid May 2009 PMI Netherlands

PMI Memphis Dec 2008

PMI Korea Dec 2011




Shanghai PMI Community Event Dec 2011



Next Steps

Phase II:

PMP Certification

Social Skills Training for PMP‟s (21 PDU‟s)

• Memphis June 2010 • Madrid Sept 2010 • Shanghai Aug 2011

Finance Training for PMP‟s • In Development

• PDU‟s are a great motivator • Right???



In Summary…

Creating PM Value

at TKE

PM_OrgChrt2010Apr15.xlsx



Agenda

Reasons Structure

PMI / PMP Value

Next Steps

Push for PM

Q & A

John B. Fisher, PMP Push for PM Initiative - withubmba.org · Kone Mitsubishi World Market for ......

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