Chaos Theory: The Path to Project Clarity at Siemens Energy

  • by Davin Wilfrid, Former Contributing Editor, SAP Experts
  • December 15, 2008
Management
Managing a project list at a global corporation with multiple instances of SAP is an extremely complex endeavor. Just a few years ago, Siemens Energy was challenged by rampant chaos in its project portfolio, but by adhering to a strict clarity-oriented discipline of personal accountability, the company has enjoyed vastly improved transparency and predictability in its projects.

The line that divides complexity from chaos is a thin one. And for a global organization like Siemens Energy, keeping a busy project office on the correct side of the line is critical to its success.

Three years ago, the company was challenged by the complexity of a project office managing more than 120 project managers working in 16 instances of SAP spread among nearly 200 countries. By instituting an ambitious program aimed at identifying, eliminating, and preventing the chaos that affected the success of projects, the company was able to create a more efficient, effective project list.

“When you remove the chaos out of the project, you end up talking about facts. There’s a quote that I love, which is that ‘Bureaucracy hates facts.’ To me, bureaucracy is chaos — I think those are largely one and the same thing,” says Dennis Peters, IT project portfolio manager, Siemens Energy.

Davin Wilfrid

Davin Wilfrid was a writer and editor for SAPinsider and SAP Experts. He contributed case studies and research projects aimed at helping the SAP ecosystem get the most out of their existing technology investments.

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