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Selected Examples of our Work in Project Management

Real Life Examples. Selected Examples of our Work

Creation and Implementation of a Project Management Academy
Example: Voith Paper Holding GmbH und Co. KG

Complex tasks, high investment volumes, and the need to work together for a large number of stakeholders, both at home and overseas are the challenges at Voith Paper. The company management knows: efficient Project Management provides competitive advantages. Therefore, a worldwide, holistic Project Management culture needs to be formed. Together with Tiba Managementberatung, the company created its own Project Management Academy.

The project in detail:

  • Potentials analysis to ensure training based on business need
  • Three stage qualification model
  • Universally-integrated curriculum
  • Case studies
  • Choice of training institute and trainer
  • Independent qualification concept

Qualification Programme for Project Managers
Example: MTU Aero Engines, Munich

Qualified project managers, who are well versed in management techniques, and who are capable of motivating and leading teams of enthusiastic specialists, are a key asset when it comes to project success. Establishing a climate and culture of interdisciplinary cooperation - both within individual projects and within the organization as a whole - is an important influence on the degree to which resources are managed economically, and also influences the ability to react

The project in detail:

  • Training needs workshop (analysis of training requirements)
  • Sequencing of training content as training modules, with the emphases: (1) project kick-off, (2) project controlling, (3) project close-out
  • Carrying out of a pilot training course, with subsequent analysis and fine tuning of the content
  • Accompanying ‘homework’, allowing the transfer of lessons learned to real life situations
  • Support of knowledge transfer

Optimising Project Management
Example: Deutscher Sparkassen und Giroverband, Berlin

Together with Tiba, a powerful Project Management system was developed. The tailor made package of measures which was produced was able to be quickly implemented, and improved long term Project Management within the organization. Projects are now systematically and strategically planned, authorised and carried out. Increased transparency has reduced redundant parallel work.

The project in detail:

  • Project budgeting methods
  • Introduction of project controlling
  • Unified Project Management processes
  • Introduction of a Project Management department
  • Role definitions for the Project Management organization
  • Methodology aids for project managers
  • Training concept for project managers

Support as project manager in the area of Information Processing
Example: Siemens Business Services

Using experienced project managers, Tiba Managementberatung could avoid resource bottlenecks, and client projects could be successfully carried out. The project manager undertook the coordination and handling of projects in the area of information processing, achieving the agreed deadlines, costs and results.

The tasks included, amongst others:

  • The development of a project infrastructure
  • Creating project definitions
  • Project structuring and planning
  • Creating and leading project teams
  • Project follow-up and risk management
  • Information of external and internal management committees
  • Project close-out

Ensuring Delivery in Series Production
Example: Lear Corporation GmbH & Co KG, Bratislava

Stable, harmonised and documented material handling processes, good relationships with suppliers, the clear identification of project team members with their project and a strong team culture all represent necessary prerequisites for a qualitatively and quantitatively optimised inventory which avoids down times and makes absolute delivery security for the client possible.

The project in detail:

  • Holistic process analysis and optimisation
  • Controlling of the process chain between Lear and its suppliers (meeting deadlines, reducing freight costs, quality assurance)
  • Transparent logistic cost planning
  • Assured retrofitting at assembly, including controlling
  • Preparation and supervision of successful JIT audits with the end client
  • Scrap rate transparency, and suitable measures to reduce scrap
  • Troubleshooting in crisis situations

Setting of up a global ‘Roche Diagnostics Global PM Curriculum’
Example Project: F.Hoffmann-La Roche Ltd, Diagnostics Division

In 2003, Roche Diagnostics conceived and introduced the ‘Roche Diagnostics Global PM Curriculum’ with the support of Tiba Managementberatung GmbH. Since then, Roche Diagnostics has qualified its project leaders globally according to a uniform standard and offers certification to the level of Project Management Professional in accordance with the PMI (Project Management Institute). In doing so, Roche placed particular value on training the management competences of its project leaders and above all, would like to offer high potentials a real perspective in the company through the adoption of project responsibility.

Project contents in detail:

  • Upstream analysis of potential for assuring needs-based training
  • Continuous qualification concept at three levels:
    PM Start-up program
    Project leadership program (e.g. entrepreneurship and leadership, managing stakes and conflicts, etc.)
    senior project manager & executive programs
  • Optional range of qualification measures such as case studies, coaching and communities of practise
  • Independent certification concept through PMI

Integration of a worldwide Project Management Information System for the R&D Area
Example: Bayer CropScience AG

Following the acquisition of Aventis CropScience by the Bayer concern, the worldwide Project Management systems in use in the R&D area were to be integrated. This was intended to optimise planning and control processes and prevent media and process incompatibilities. Tiba produced the integration concept and the necessary interfaces, and ensured that inconsistent and redundant data storage was avoided.

The project in detail:

  • Analysis of the process and data-flows
  • Customisation of the Project Management systems
  • Production of an integration concept
  • Development of the interfaces

 



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Managing Director: Till H. Balser
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Elsenheimerstr. 47a
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Theodore W. Kallman
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