A CLOSER LO
SIEMENS, MUNICH, GERMANY
IFIf only it were always this easy. The project management offices (PMOs) at Siemens, the global engineering and electronics powerhouse, have little trouble gaining stake- holder support for their endeavors. At any given
time, the organization has several thousand
PMOs doing everything from overseeing massive
programs to establishing enterprise-level standards and best practices for project management
in individual business units and across the entire
“Project management is a core competency at
Siemens,” says Kevin McDevitt, senior program
manager of enterprise processes, and project and
risk management at Siemens in Philadelphia, Pennsylvania, USA. He notes that more than 50 percent
of the company’s annual revenues come from
managing and delivering customer-facing projects.
But more than just offering a project management framework, PMOs at Siemens enable
the company to advance its methodologies and
strategic management maturity, says Craig J.
Letavec, PMP, PgMP, Waynesville, Ohio, USA-based director of the North America solutions
PMO for Siemens IT Solutions and Services,
which was acquired by Atos Origin.
“Many PMOs get mired in the tactical management of projects and programs,” says Mr.
Letavec, author of The Program Management
Office: Establishing, Managing and Growing the
Value of a PMO [J. Ross Publishing, 2006]. While
that may be a fine place for a PMO to start, it’s
not a sustainable long-term model for most
large organizations. “You’ve got to elevate what
you do so that the PMO structure is seen as
continually driving value across the business,”
he says. “You’ve got to get your arms around
the tactical issues, then move on to the more
Steve Clark, Siemens,
Norcross, Georgia, USA