On the enterprise project management culture

Abstract: Enterprise value target is the core of corporate culture on the other cultural elements have a decisive influence on the development of modern Project Management work as a series of values and a unique and significant differences between traditional management philosophy of management. Enterprise Project Management is rooted in the soil among the corporate culture, corporate culture, Project Management software for the enterprise environment is an important pillar of enterprise Project Management.

Thesis Keywords: corporate culture, customer orientation, teamwork
1 Corporate culture is important pillars of Project Management
Corporate culture refers to the vast majority of employees agree that corporate values and the values dominated in the formation of habits, behavior and codes of conduct, is the enterprise business activities and employees in the production process of change and adapt to business environments in the formation of a common culture value system and its manifestations combined. common values system, including the enterprise value objectives, business philosophy, the spirit of corporate code of conduct and other enterprises. The enterprise value target is the core of corporate culture, on the other cultural elements have a decisive influence on its effect is to enhance the cohesion and motivation, establish a good corporate image and create the conditions conducive to achieve strategic objectives. In short, corporate culture is to cultivate a business and the purpose for which the common people follow the spirit.

Enterprise Project Management is the use of project management methods and tools for enterprise project management is an important part of business management. Management guru Peter Drucker pointed out: "Although management is a discipline, a systematic and used everywhere knowledge, but it is also a 'culture'. It is not a value beyond the scientific. management is a social function, and rooted in a culture, a society, one set of values, habits and beliefs being rooted in among government and political system. "international project management literature, there are many on the implementation of project management requires a corresponding culture (values) support the discussion of project management is the" management philosophy "(ClelandandGareis, 1994), and" the system methods and patterns of behavior is known as project management culture "(HobbsandMenard, 1993). from long-term practice of project management and development stage of view of modern project management, planning and control from a pure technology into a range of work values and a kind of unique, and significant differences between traditional management philosophy of management. enterprise project management is rooted in the soil of the corporate culture, corporate culture for enterprise project management soft environment is an important pillar of enterprise project management.

2 Enterprise Project Management and the difference between traditional management

Compared with the traditional distinction between management, the modern enterprise project management levels in their organizations and values have the following core elements:
(1) project organization unique. Enterprise project management to take an object-oriented (ie project) management, the project's temporary decision to project a temporary organization or project team, any team is formed for a particular project and will be dissolved with the end of the project. Moreover, all stages of the project cycle, project team members will be great changes, the project's organization is flexible.

(2) goal-oriented. Enterprise project management is a multi-level goal management, project members based on negotiated targets and time, funding, work standards and other restrictions, alone in dealing with specific work, goal-oriented to solve the problem.

(3) is based on team building, project manager of horizontal management. Project managers do not have enough formal power to subordinate a higher level, can not, as the traditional higher functional managers rely on lower levels as the control, direction and the vertical management, and can only rely on project power and personal influence in the project team cross-departmental and inter-professional landscape management.

(4) teams are highly valued. Project management must rely on all team members, and can not rely on a few "elite." Equality of all team members, on the basis of mutual assistance, form a powerful whole.

(5) emphasizes speed, flexibility and two-way communication. Project is a one-time business activities, have greater uncertainty and risk, which requires dealing with problems have a higher flexibility and speed to shorten the transmission of information in the organization route, reducing decision-making level, to implement two-way communication, in order to achieve full communication between project members and information sharing.

Project management from the enterprise level organizations and the requirements of the values can be found in support of modern enterprise project management culture must have the following characteristics: One is the customer-oriented values, the second is the values of teamwork. No such corporate culture Support is difficult to implement modern project management, which many companies are often unable to fully implement the reason for modern project management.


3 Shanghai General Motors Co. with Enterprise Project Management Practice
Shanghai General Motors Co., Ltd. was founded since from the use of enterprise project management model for project implementation, from its inception in 1997, the company received extraordinary development, 80% annual growth in sales volume growth, much higher than domestic passenger car 67.7% of the average growth rate .2003 among the domestic car market in the end of three, the value of profits among the top automotive industry. In a short span of six or seven years, Why do companies achieve such remarkable leaps and bounds? This is enterprise from the beginning the company was founded to focus on nurturing the company's core competence of project management to one of the company strategically important development of successful projects, and promote the company's extraordinary leap inseparable. and the project successful and is a solid corporate culture based.

Shanghai General attaches great importance from the early start to the construction of enterprise culture. The inception of the company through management of multiple fully discussed, clearly the company's aims and values. The purpose is to rely on Shanghai GM, a well-trained, sense of mission and teamwork of staff, implementing lean management principles, focus on continuous learning and positive innovation, security, to provide customers with world-class quality products and services that make for Shanghai General Motors to become the twenty-first century, leading, internationally competitive car company. Shanghai GM's total of five values: customer-centric, secure, teamwork, integrity, continuous improvement and innovation. One of the most important enterprise project management support role two: customer focus and teamwork.

Customer Center 3.1
Shanghai GM's customer-centric values, the values of the company's first since it is the survival and development. A customer center in Shanghai GM is the degree to meet customer needs as a measure of the effectiveness of the standard, requiring each employees must first clear internal and external customer needs, followed by long-term customers to maintain enthusiasm.

Customer focus has deep meaning. Harvard University's Michael. Porter value chain concept as a tool to identify the company more customer value. From a company-wide point of view, purchase products, Shanghai GM is the company's customers, within the company, all departments were in accordance with the flow of the value chain have their internal customers. In Shanghai GM project environment, the project manager to the requirements of the market-oriented, functional managers in the project manager for the customer, and the dispute in the event of conflict, to the customer-oriented subject. The project is funded by the company Director responsible for each project, by the Project Director through the project charter project-specific responsibility to ensure that the purpose of the implementation and completion. Project Charter clearly defined project with the requirements of stakeholders. project director of the project down into many delivery of small objects, each in charge of the project team manager in accordance with the requirements of the target, each of the deliverables are clearly defined deliverables and the deliverables responsible customers, managers in charge of delivery of its deliverables, must be delivered Client objects had just received approval to complete the confirmation. this concept and values the establishment of the enterprise sector and reduce the friction between interpersonal, easy to form an atmosphere of collaboration. reposted elsewhere in the Research Papers Download http:// www.hi138.com 3.2 team
Shanghai GM in the values of another core team, teamwork, is to create a good atmosphere, staff and partners to actively play the characteristics and strengths. In Shanghai GM project team to focus on with the project from different departments, they have different expertise, professional experience, together jointly to achieve the project's overall goals. Although, the project team has a different division of labor, but because of problems associated with the project nature and complexity of the issues The dynamic changes in the external environment, the project team must always be open, honest and timely communication, exchange information and ideas, and accept each other and make each other's feedback and suggestions of the critics. Based on this team, team members can focused on complex issues, and focus, focus Research, is conducive to quickly resolve complex problems. Meanwhile, the team can effectively avoid the various functional departments to their respective interests, the team of the company's overall interests.


3.3 "4S" cooperation concept.

In many joint-venture company, a joint venture between the interests of the different driving point, and foreign employees and from different social systems, cultural traditions, certainly produced many contradictions in the cooperation. In order to make cooperation the two sides will cooperate in good faith in a team, Shanghai GM first President Mr. Hu Maoyuan to creatively promote the common interests of Shanghai's "4S" philosophy of cooperation. "4S" in the Shanghai GM everyone knows, it is an abbreviation in English 4, the STUDY (study), SGM (Shanghai GM), STANDARDIZAT10N (standardized), SPRING (flexible).

STUDY is the foundation, through learning from each other, the difference as a business advantage. Shanghai GM sent to every employee's bilingual guide, explicitly called for cooperation both sides "of each other's practices and cultural traditions: learn from each other strengths mutual understanding and mutual support. "SGM is represented by Shanghai GM interests, emphasis on" fair and reasonable, long term interests and the best decision. "This one is for the two partners established a" common interest groups ", but they're also To be effective to ensure that the national interest.

STANDARDIZATION is used to regulate the behavior of the partners, requiring the two sides "SGM to comply with applicable laws and regulations, abide by company rules, integrity." Whatever the people, have a common standard. "Good cooperation, in principle, is the first spaces, the parties must strictly observe the laws and regulations. "SPRING is a flexible and pragmatic. Shanghai GM requires the partners in the work," stresses flexibility, do not be rigid: a proactive, not passively wait for: to solve the problem, do not retreat talk ".4 S cooperation Shanghai GM philosophy is the earliest and most important concept of cooperation, with the 4S concept of cooperation, Chinese and foreign parties in conflict during the project have common criteria. In this idea of cooperation, the Shanghai GM team to become a joint venture example.

Shanghai GM in the project team so that all who are involved in projects related to the development of the project. From the beginning of the project team members to participate in project planning, project team members to better understand the objectives of the project. Because of a common, well understood The goal is not only a successful part of the project, and is part of the team building process. For example in the construction project, as the owners of our company will be the design of civil Gongyong suppliers and equipment designed to work together as a team to eliminate many Since early in the design of communication barriers and avoid late changes in project generation, but also improve efficiency.

Enterprise culture is a long process of nurturing and development. How to make the staff to form a common value system and accept company's mission and objectives, it will take very hard work. In Shanghai GM project to promote the process, from management to begin to focus on project planning, implementation process, continue to strengthen the company's values, philosophy, reminding members concerned about the value of the project objectives. All new employees into the company to be a one-week introductory training corporate culture to help companies New staff quickly understand and integrate into the company's culture.

2002 and 2004, Shanghai GM have merger and reorganization of the body Yantai Co., Ltd. and Shenyang Jinbei General Motors, the merger is most important is the timely and effective corporate culture of Shanghai GM transmission and transplanted into merger enterprise. Company employees of the merged company's corporate culture re-training, training through the project so that they know and into the new corporate culture. Shenyang project in a short period of 6 months to complete the commissioning of new models at the local, local staff involved in the project from start to final conviction and the suspected fully involved, from the local people who see this welcome change.

Shanghai GM project management in the process, we came to realize that spirit of enterprise culture is deeply during the project "Qi" and "God" is the enterprise project management of the "soft" environment. Although invisible, intangible, but when the moment carved feel. When the project lost its way, the team will promptly find their own customers, because only meet customer needs in order to find its own value and significance of existence, when the project when problems arise, we can sit down teamwork, problem-oriented, focused on problem solving, this project conflict into creative problem solving for the team dynamic. Links http://www.hi138.com Research Papers Download