ABB (ASEA Brown Boveri), a global leader in electrification, industrial automation, motion, and robotics, has implemented Planisware to establish a "single source of truth" in its project management processes. Formed through the merger of Sweden's ASEA and Switzerland's Brown, Boveri & Cie in 1988, ABB now operates in over 100 countries and employs more than 100,000 people.
The Challenges of Global Reach and Innovative Drive
ABB manages a diverse portfolio of products and services aimed at boosting productivity and energy efficiency, but often faces numerous challenges, particularly in managing large-scale engineering projects across various sectors.
“The main focus has been the Process Automation business, where there has been over 125 years of experience. This is also the reason we are quite strong in the area of digitalization, since we are able to use information from our smart devices on the lowest level in our control systems on the next level together with analyzing tools including AI on the highest level.”- Stephan Peper, Business Project Manager at ABB
One of ABB's innovative products is the AZIPOD electric propulsion system, which features a 360-degree rotating propeller that enables flexible vessel steering and the potential for autonomous port maneuvers. However, managing related projects was challenging, particularly due to the geographical dispersion of teams and the variety of local processes.
“It is a challenge to synchronize the project teams. Everyone has their own processes and tools, which are not necessarily connected to each other. The same data possibly is entered multiple times. It is quite an effort to create a consistent customer report or report jointly to the management.” - Stephan Peper, Business Project Manager at ABB
Daniel Weidemann, IS Project Manager, shared the need for a system that supports Integrated Project Management (IPM) where various systems and processes are tailored to different business projects.
“We needed to have a system where information could be entered only once and be accessible for all – enabling the collaboration between the teams. In order to realize it, IPM needed to provide all information in one platform, e.g. for the Azipod projects, you need to closely manage available resources from different locations, control the complex procurement delivery dates and then finally cross-check the availability of the production slots. With IPM – you have all of the data in your hands to make the right decisions.” - Stephan Peper, Business Project Manager at ABB
Thus, Planisware became an essential solution for the larger system business at ABB, facilitating effective project management by centralizing information and cross-team collaboration.
Planisware Provides Relief for 2,500 Users and 50 Units
Planisware's PPM solution was chosen to be the central platform of ABB PA's project management, allowing data to be entered once and accessed globally. As time went on, Planisware became important for managing resources, controlling complex procurement schedules, and coordinating production slots in production projects.
“With the complexity mentioned by Stephan, we needed a system supporting Integrated Project Management – what we call IPM. We are talking about 2500+ users, 50 local units, multiple systems & processes tailored to various business projects… with Planisware being its major component and main platform.” – Daniel Weidemann, IS Project Manager at ABB
In addition, Daniel Weidemann shares that the system has enabled ABB to automate many processes around the project execution – which not only saves time for project teams but also promotes a more collaborative work environment. He outlines the key areas where the system has improved information processing:
- Sales information – to speed up the project initiation and creation, avoiding multiple entries of the same data
- Resource and HR information – to organize the resource management structure and understand resource capacity
- Engineering document information – to get the up-to-date information on the document delivery
- Financial Information – data like actual hours and costs, committed costs (Purchase Orders), cash flow and revenue. Based on this data, Project Planning is done completely in Planisware
Once all the information was entered in a single platform – ABB was able to benefit from the extended reporting capabilities.
Handling the “Change” in Change Management
On the other hand, convincing people to embrace new processes is not simple. ABB’s change management strategy involved various methods to facilitate this transition. Daniel emphasizes the effectiveness of these change management strategies, particularly highlighting the ADKAR model, which has played a role in the introduction of the new system across ABB’s global branches, ensuring the program's success.
The framework provides clear steps to implement change at every level, from the team to individual users. A dedicated change manager generally leads this effort, actively seeking feedback on how well the system is accepted and adopted, allowing for necessary adjustments. Daniel highlights some of the guidelines below.
- Local champions are crucial in this process, acting as vital links between the global program team and local offices. They provide essential feedback that shapes the overall strategy.
- Phased deployment was strategically used to manage complexity. The rollout started with Scheduling & Resource Management, followed by Cost Management, and finally Reporting. This approach has been applied across more than 50 countries over four years, with the final stages currently underway.
- Dedicated support teams consisting of three business representatives help local units customize processes to their specific needs.
- Consultation with Planisware Consultants ensured the system's setup would be user-friendly and adaptable to future upgrades. The focus was on making the adoption process, user interface (UI), and potential upgrades straightforward for all users.
"Change management is crucial; it aligns the entire organization with new technologies," -Daniel Weidemann, IS Project Manager
Lessons Learned and Future Directions
During the execution phase, several key insights came from ABB's integration of Planisware Enterprise. The importance of harmonizing processes, securing management buy-in, and involving local key users in both development and deployment phases stood out as strategies required for a successful implementation.
Stephan further elaborated on the broader impacts of the Planisware Enterprise on ABB's operations, describing the program as a "large quality enhancement program for project execution." The results of this integration included:
- Harmonized processes across various functions and regions,
- Educated project teams who are better equipped to handle complex tasks,
- Streamlined tools that enhance efficiency and responsiveness,
- Significant business improvements, such as reduced margin erosion, increased order volumes, and shorter execution times.
With the successful deployment of Planisware Enterprise, ABB continues to lead advancements in project management, serving as a model for others in the industry to follow.
Keen to find out how Planisware could help you manage your global processes? Get in touch with us today.
