To be able to produce and sell vehicles of a foreign OEM in China, China requires a joint venture with a national car manufacturer. In order to meet the requirements, a complete process and IT landscape for vehicle development in the joint venture had to be set up. To achieve the goal, a project organization with experts in Germany and in China was set up.
Key results for the project's success:
- Mirrored project structures and clear responsibilities across company boundaries, organized in a team
- Integrated project management processes & tools, e.g. Reporting, communication, budget planning and control
- Transnational planning of requirements and acceptance of artifacts
- Development of project management know-how through intensive coaching of the Chinese and German project managers
Development of the process and IT landscape for vehicle development in China. Over 150 project participants in Germany and China, over 100 applications, 3 companies, 2 countries and 1 PMO.
In order to build this new company with independent processes and structures, a country-specific adaptation of already proven and established processes, methods and tools was required. These had to be compatible with the founding companies and the new corporate identity. The project was characterized by the many technically heterogeneous subprojects, asynchronous release cycles and intercultural differences
Combination of goal-oriented and field-tested project management with an understanding of technical IT building requirements and processes.
As a first step, proven project processes are adapted to the specific challenges of the two companies. Through intensive coaching and sparring of the Chinese and German project managers, the integrated processes can be actively lived and continuously improved. Close proximity and close cooperation between project managers and Ventum enable a self-understanding of the project organization as a "one team" and create a real bond of trust with each other. As a result, both the results achieved and the risks become transparent at all times and form a solid basis for the overall project reporting to the clients of the two countries.
A joint planning. An integrated process landscape. A powerful team.
With our support, we consistently created structure and transparency within the local projects as well as with the respective joint venture partners. The establishment of the relevant communication channels contributed to increasing the work efficiency and quality of the project results. Within three years, an independent IT organization had been set up and qualified in China, which has successfully passed the statutory audits.