Bosch Project Management

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Customers and internal projects are increasing in their size, international dependencies, and complexity over the past years. In addition, more and more activities outside new product development are conducted as projects. Consequently, the professional management of projects and its Bosch-wide internalisation has become a key success factor for superior project results (Bosch, 2016c). Bosch considers project management as a core competence. In order to improve and standardise it, Bosch created a central directive named “Project Management at Bosch” and a book “Robert Bosch Project Management Body of Knowledge” (RBPM-BoK) based on PMBoK of PMI (Bosch, 2016c). These directives are universally valid and applicable for all Bosch companies distributed…show more content…
The project definition adopted by Bosch is: “a project has a beginning and an end and contains sufficient uncertainty (risk) associated with the project outcome to require project management” (Bosch, 2016c). At Bosch, PM is applied in different projects, e.g. product engineering/development projects, software and manufacturing projects, organisational development project, etc. In Bosch there are two types of projects: Production Engineering Process (PEP) when the project is related with the development of a new product (e.g. project for Porsche E3) and Production Process Development (NonPEP) when the project is independent of the product where it will be applied, that is, even if there is a product associated with the project, this project can be applied to other products (for example, strategic projects, development of new processes, innovative…show more content…
Legend: M. – Mandatory, O. – Optional. In TG0, the project concept is assessed and the main documents (project charter, schedule, among others) are analysed. It happens in the first kick-off meeting. It is in the TG1 that the project goes into more detail, searching for the matching between the customer requirements and the section. The last stage of planning happens in TG2, and the risks identified are assessed. Some risks can influence the schedule for example. In this milestone it is advisable to have, already, an outline of the process flow in production. The TG2a only happens when the project involves the purchase of equipment. In TG2a, the equipment is validated, the contract documents are created, the market is evaluated, suppliers are selected and finally the purchase of the equipment takes place. The processability validation occurs in TG3. This means that the evaluation of process capability indexes required by the Bosch standards is made in this

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