Targeted and structured project management
User report from Hörmann KG Antriebstechnik
We were looking for a software that could map the procedure of our project management guideline. With BCS we found a good solution, because the software could be adapted flexibly. Today BCS offers us a very good overview of our project landscape. Personnel bottlenecks as well as delays in the project are detected very quickly and we can take countermeasures at an early stage. For our project managers, the software is therefore a very important tool.
Europe's leading supplier of gates and doors
More than 20 million doors have been produced and delivered worldwide since the company was founded in 1935. In over 40 specialised plants in Europe, North America and Asia, more than 6,000 employees develop and produce high-quality gates, doors, frames, operators, access control and storage systems for use in private and commercial properties. The headquarters of the globally active Hörmann Group is located in the East Westphalian town of Steinhagen near Bielefeld, Germany. Now in its third and fourth generation of family management, the company recently achieved an annual turnover of more than one billion euros.
Clarity, flexibility and easy handling
Hörmann KG Antriebstechnik in Steinhagen, Westphalia, is a plant within the Hörmann Group and currently employs around 350 people. We primarily carry out product development and research projects for our four product divisions. We may well have around 30 to 40 projects running in parallel. The duration of the projects varies greatly: some smaller projects take only six months, while large projects can last three to five years. We work on our projects in a classic, hybrid or agile way. In doing so, we make use of the GPM standards.
Before the introduction of the software, projects were more or less processed on demand. Of course, there were already many projects for which specifications and detailed plans were created - but these were managed decentrally in numerous Excel and Word documents. There was a large collection of documents for various projects, but this was hardly maintained because it seemed cumbersome. Understandably, the need soon arose for project management software that would replace the paperwork and reduce the effort.
During the introduction of project management and also during the selection of the software, we brought in external, professional consultants. We were presented with several software proposals and the choice ultimately fell on BCS.
Good reasons that spoke in favor of BCS
The flexibility of the software was the decisive factor. Our project management guidelines could be easily mapped with BCS. For example, the project classifications were individually adapted to our needs, the standard priorities low, normal, high, very high and maximum were adapted to our levels 1-4 and later 1-6.
We also had our project management roles, such as steering committee or work package manager, mapped in the software. As a result, our colleagues immediately found their way around the software because they knew our project management guidelines and saw them perfectly mapped in BCS. For example, we wanted to integrate an earned value analysis, which worked wonderfully in consultation with our responsible consultant at Projektron GmbH. This function has long since even become part of the BCS standard. Other examples of features for whose development we share responsibility are the strategic importance and idea management in BCS.
It was also of central importance for us to choose a German company with easily accessible and competent support. And last but not least, a balanced price-performance ratio was important. And Projektron BCS stood out positively in this respect as well.
Smooth software introduction
The introduction process took place at the end of 2012 to mid-2013. After selecting and customizing the software, we tested with several test persons how comprehensible and operable our BCS configuration was. I then received extensive training from Projektron on how to use BCS. I gradually passed this knowledge on to all my colleagues. Since the beginning, the project managers and division managers have taken part in the corresponding Projektron special training courses.
In addition to the project management functions, time recording was initially a priority during the introduction so that we could keep an eye on resource utilization. Other functions, such as contract management, were only introduced gradually.
In the meantime, the repertoire of functions has expanded significantly. We have also had interfaces to other systems, such as Jira, configured.
BCS has significantly increased our overview
All of our colleagues work effectively with the software on a daily basis: they all record their working hours, use the file repository, and keep themselves informed about the progress of the project - acceptance is high overall and it works very well. I train new colleagues directly in the use of BCS as part of their induction.
We work strongly project-related: Initially, an idea is posted, this idea is reviewed internally and, once approved, goes to the project landscape management. If the idea is approved, I create an application to which the strategic importance, classifications, etc. are attached. Thereupon the application is discussed with the plant and/or company management.
If the application is approved by the plant and/or company management, a project manager is assigned to the project, which is now underway, and all the departments involved estimate the effort. The project manager creates the structure plan, for which we have stored various templates in BCS depending on the size of the project. The department heads then provide the corresponding resources.
Due to the many parallel projects and cross-departmental work, multi-project controlling in BCS plays a major role at Hörmann KG Antriebstechnik. Here the resources of all projects are monitored by BCS, free resources are distributed to the different projects in the best possible way. Before each project, it must be checked whether the corresponding resources are available and whether the implementation is possible. Each of our nine project managers in product management manages several projects simultaneously. In addition, each area has its own project managers for internal projects.
The use of BCS has significantly increased the overview during the course of the project. We can now make more qualified statements about when a project is likely to be completed. In addition, we are informed at an early stage about delays in the project process and their reasons. We can see exactly who is doing what and where additional personnel are needed to relieve the workload.
In the meantime, we have also started to map not only pure project work, but also more time-consuming line activities of everyday business in Projektron BCS, such as product support. This is the only way to gain a realistic picture of our colleagues' basic workloads, which of course also benefits the project work.
We are completely satisfied with BCS
Our colleagues work very well with BCS. The project managers and division managers are very satisfied with the possibilities that the software opens up for them.
The annual workshops held on-site at Projektron are very valuable for us: it is always better to sit across from each other and exchange ideas than to communicate via tickets and mails. So far, we have taken away plenty of new ideas and suggestions for concrete implementation from each workshop.
Personally, I appreciate the "daily booking" function in time recording the most. Here you can see immediately and in a clear way what you have done during the day and which activities required how much time. In connection with this, BCS visualizes resource utilization in a transparent, reliable and appealing way. As a company, we can now easily visualize how much we actually accomplish. We currently have about 40 projects running at the same time, which is very impressive. It is also informative to be able to see the exact costs of the individual projects in real time.
Projektron BCS is basically my "baby". I have been involved in a leading role since the introduction of BCS in our company. What makes Projektron so special for us? It offers a transparent presentation of our ideas, applications and projects, is structured and flexibly adaptable. Many evaluation options and reports can be created at the push of a button.
