9.2.1 Closed Loop Operations: Project Estimation, Budgeting, Accounting, and Final Accounting
Perform accounting by project and customer
Projects and customers are basic units in business management. Representative offices should focus on projects and customers, and perform accounting by project and customer. Like a cell in an organism, a project is the most important building block of an organization. Without project accounting, it won’t be possible for account departments and representative offices to effectively manage their business operations. Once we are clear about projects and customers, we will have a clear picture of our account departments. This will help us better measure what our representative offices and regions have done in the past. (Ren Zhengfei: Integrating Project Estimation, Budgeting, Accounting, and Final Accounting to Support Project Operations—Speech at a Briefing on the IFS Project, Huawei Executive Office Speech No. [2010] 007)
Project cost accounting is the basis for effective management in departments at all levels. (Ren Zhengfei: Staying Customer-centric, Inspiring Dedication, and Persevering Are Key to Our Success—Speech at the 2010 Huawei Market Conference, Huawei Executive Office Speech No. [2010] 002)
The company is now focused on developing profit-centric organizations. HQ must provide services to profit centers. In the future, profit centers will view project profits as a key factor in their decisions. Project managers must be project-centric and ensure profits. (Ren Zhengfei: Remarks at a Meeting with Senior Managers at a Project Management Summit, Huawei Executive Office Speech No. [2009] 007)
Project estimation, budgeting, accounting, and final accounting are key activities in project operations management. Project estimation is the process of planning project profits; budgeting and accounting involve managing revenue increases and cost savings; and final accounting is the process of passing on the experience and lessons learned in a project. The purpose of integrating these four activities is to serve account departments and project teams, and support business management at the project level. (Ren Zhengfei: Integrating Project Estimation, Budgeting, Accounting, and Final Accounting to Support Project Operations—Speech at a Briefing on the IFS Project, Huawei Executive Office Speech No. [2010] 007)
If we are not clear about planning, budgeting, and accounting, and what surrounds these three mechanisms, then our transformation will ultimately remain function-centered. That means we would still allocate resources and perform accounting based on functional departments. It would be impossible to streamline our management. We haven’t touched upon the major issues during our transformation. (Ren Zhengfei: Rigorous, Well-ordered, and Simple Management Is Crucial for Huawei to Scale New Heights, Huawei Executive Office Speech No. [2014] 028)
When it comes to project operations, we first need to improve our budgeting and accounting capabilities. Project budgets must be reliable, clear, and executable. Project accounting must be accurate, complete, and measurable. We need to identify those who perform well in project budgeting and accounting and make fast-track promotion available to these employees. This can motivate employees and inspire passion across the entire organization. (Ren Zhengfei Minutes of the Meeting on the Budgeting Work, Huawei Executive Office Speech No. [2014] 004)
A project will become a command center once it has a budget. Our total budget system needs to provide support for this kind of operating mechanism. We must pay special attention to the cost of resources used in a project, and make all resources and their costs transparent. This will enable project teams to select the resources they need. (Ren Zhengfei: Minutes of a Briefing on the Progress of the Project for Changing Function-centered Operations into Project-centered Operations, EMT Meeting Minutes No. [2014] 019)
A project-centered budgeting system means that we need to manage planning, budgeting, accounting, and assessment in a closed-loop manner, linking the budgets of responsibility centers to project budgets. When preparing project budgets, we should go beyond sales projects and delivery projects, and also focus on leads and opportunities that are aligned with our customers’ investment plans. This can ensure budgets are generated based on projects (Budgets for responsibility centers = ∑ Project budgets + Expenses funded by the company). Currently, the quality of our project estimation, budgeting, accounting, and final accounting is not high. About 65% of projects see a deviation of 15 percentage points in contribution gross profit rates between budgeted amount and actual figures. About 36% of projects witness a deviation of 15% between the rolling forecasts and actual figures. The GTS and Sales & Delivery Finance Management Department must analyze the root causes behind major issues in project estimation, budgeting, accounting, and final accounting, set clear goals for improvement, and make improvements as planned. (Source: Minutes of the Work Report on the Project for Changing Function-centered Operations into Project-centered Operations, BOD Executive Committee Meeting Minutes No. [2015] 020)
Over the entire project lifecycle, the project budget must be aligned with both our customer’s and Huawei’s annual budgets. Both we and our customers manage budgets on an annual basis, so the full lifecycle budget of the project must be broken down based on the customer’s and Huawei’s annual budgets. This supports operations management in representative offices and ensures our budget is reliable. (Source: Minutes of the Meeting of the Finance Committee Office, July 2015)
Project estimation, budgeting, accounting, and final accounting are key activities in project operations management. The following rules must be followed throughout the lifecycle of a project: Project estimation helps optimize solutions, make informed sales decisions, and set initial project goals. Project budgeting must align with project estimation. Resources are allocated based on project budgets to support the attainment of project goals. Comprehensive assessment of project operations must be based on project final accounting. A resource buy & sell mechanism needs to be established to improve efficiency. (Source: Project Operations and Management Policy, Corp. Doc. No. [2013] 160)
Project estimation is the basis for contract negotiation
Project quotations should be supported by cost baselines and should be used as budgets for project delivery throughout the project management process. Project managers should take care of both project delivery and project financial targets. The purpose of sales and delivery is to collect payments. (Ren Zhengfei: Keeping Customer PO Information Transparent to Support Payment Collection, Revenue Recognition, and Project Budgeting and Accounting—Speech at a Work Report by the IFS Project Team, Huawei Executive Office Speech No. [2009] 002)
The reason why we put project estimation and contract negotiation in the same COE is that contract negotiation is based on project estimation. We can’t negotiate with customers before getting project estimation straight. We could select some outstanding employees in India and build a global COE for bidding, project estimation, and contract negotiation in order to integrate these activities. (Ren Zhengfei: Keeping Customer PO Information Transparent to Support Payment Collection, Revenue Recognition, and Project Budgeting and Accounting—Speech at a Work Report by the IFS Project Team, Huawei Executive Office Speech No. [2009] 002)
Project estimation must be performed by project operations managers. All managers are estimation managers. They should have a clear idea about estimation. If they do not have accurate profit estimations for this year, how can they make money? At the representative office level, representative office general managers and account department directors are estimation managers. Business financial controllers (BFCs) of account departments do the specific work. (Ren Zhengfei: Integrating Project Estimation, Budgeting, Accounting, and Final Accounting to Support Project Operations—Speech at a Briefing on the IFS Project, Huawei Executive Office Speech No. [2010] 007)
We do not know that much about estimation. What is the coefficient for the contract under this contract scenario? What is the standard coefficient? How many estimation models do we have? We do not know the answers. Instead, we just make guesses and give approximate numbers. If the CFO gets a number approximately the same as ours through actuarial work, we cannot just leave it alone. We need to analyze why there is a difference. We also need to assign people to check, as this can help us determine what the average number is and which one is more accurate. The purpose here is not to argue about who is right or wrong, but to figure out how to be more accurate. We need to strike a balance in our work. When our schedule is not that busy, we need to plan and check our contract scenarios efficiently and quickly. To thrive, our Latin America Region first needs to make profits. Even in strategic opportunities, we also need to turn a modest profit. The region is facing numerous issues, such as foreign exchange controls. Since you cannot grow your business right now, you should instead focus on seeking more profits. (Ren Zhengfei: Speech at a Briefing of the Northern Latin America Region and Colombia Representative Office, Huawei Executive Office Speech No. [2014] 051)
Resources incur costs – Those who call for resources should bear the costs
Field offices know best about what’s going on in the field and can best assess project workload. While ensuring respect for the company’s general principles and objectives, we need to allow autonomy in basic operating units, giving them the authority to decide on tactics and operations, staffing, and resource allocation. HR departments are mainly responsible for resource quality, while project managers determine resource allocation. There should be no bureaucratic restrictions or rigid execution. HR departments should not create barriers when project managers ask for resources. Field teams know the field and projects best, so we must give project managers more flexibility in resource allocation. (Source: Remarks by Ren Zhengfei and Sun Yafang at a Briefing on Improving R&D Organization Operations, 2001)
How do we coordinate resources? The key is to make it clear that resources incur costs and profit centers must bear the expenses and costs incurred for their own development. Only in this way can we say: the more opportunities, the better. When we find ourselves short of resources, it means we have too many profitable opportunities. We have people flying to different parts of the world all the time to provide services, and profit centers should bear the expenses incurred for this. What does calling for resources mean? It is actually about allocating the expenses incurred to profit centers. But I think there is still a problem. How can we ensure all expenses incurred by services for a project are allocated specifically to that project? We do not have a reasonable formula. This puts us at a disadvantage in terms of human resource management. Chen Yongzheng, a former Microsoft executive, said he did not have money and he couldn’t understand why Huawei spent extravagantly. He also said that he needed to ask for money from project teams in representative offices. He would say to project teams, “I have provided you with services, so you have to pay me.” At Microsoft, profit centers have the budget. In contrast, Huawei’s HQ has a lot of money and has a large number of people, resulting in bloated functional departments. That’s the problem with our accounting system. (Ren Zhengfei: Speech at a Meeting with the IFS Project Team and Staff from Finance, Huawei Executive Office Speech No. [2009] 004)
Representative offices need to ensure that their demand for goods is accurate. If goods are returned due to mistakes in your plan, the losses incurred will be deducted from your compensation packages. This is the only way for us to make sure that everyone at representative offices takes the accuracy of their goods demands seriously and prevent overstock. If we have too much overstock, costs and expenses will run out of control. Management savings of the company are directly reflected in our compensation packages. (Ren Zhengfei: Comments to Staff of the Brazil Representative Office and Brazil Supply Center, Huawei Executive Office Speech No. [2014] 050)
We need to gradually reduce how much secondary sorting we do in warehouses. Warehouse expenses and inventory costs must be allocated to beneficiary departments. But how can we truly reduce our secondary sorting? We need to make sure whoever benefits pays. First, all expenses, such as warehouse rent and labor expenses, should be allocated to those who benefit from them. Otherwise, we will still manufacture products blindly. Second, in the future, most expenses incurred during inventory, return, and scrapping, if not all expenses, should also be allocated to beneficiary departments. Third, supply center warehousing costs should also be allocated to beneficiary departments. If money is saved through direct shipment, rather than using supply center warehouses, we can take a portion from the saved money to reward the department involved. (Ren Zhengfei: Doing It Right the First Time—Speech at the Global Warehouse Meeting, Huawei Executive Office Speech No. [2014] 060)
What is the relationship between the financial budget and the headcount budget for delivery resources? Project teams must make plans and prepare budgets for their headcount. We have set clear rules for budget changes, which can flexibly adapt to business changes as needed. The company has formulated strict regulations on headcount control. Because of this, it is difficult for representative offices and resource pools to increase headcount to meet growing business needs. This is a systematic issue. We need to reveal the issue through this pilot project. We don’t yet have a mechanism for adjusting project headcount, nor do we have trust-based headcount forecasting and approval. We need to work hard to resolve these issues. What resources do projects need? How do resource departments provide resources? We need to study our resource demand and supply mechanism and strike a balance in this regard. On one hand, we need to emphasize that project teams must develop accurate project resource plans. On the other hand, we must also make it clear that departments that supply resources must take primary responsibility for managing their entire resource plan and coordinating resources. If a project resource plan needs revision, the project team needs to apply for more resources or release resources in advance. The needed lead time can vary by resource level. If a project team fails to apply for more resources or release resources in advance, departments that supply resources can refer to the quotation approach adopted by the Translation Services Center and refund approach used in procurement. In this way, our project teams and departments that supply resources jointly bear costs. (Source: Minutes of the Meeting of the Finance Committee Office, July 2015)
Managing project profits and losses, cash flow, and working capital efficiency based on baselines
When assessing the value of a project, we need to assess the project’s profits and losses, cash flow, and working capital efficiency, and manage them against baselines. We will continue to improve end-to-end transaction quality and manage it as a top priority of the company. During project execution, we need to closely follow the project plan, stay on budget, and effectively manage project costs, profits, and cash flow to ensure delivery quality. (Source: 2010 Key Work Requirements, EMT Resolution No. [2010] 007)
Each country office in the Northern Latin America Region needs to establish its own baseline. You can establish a baseline by analyzing data from the past three years and make improvements against the baseline. For example, you can compare data of this year with that of last year. You don’t have to seek a unified baseline, as each country is very different. You should not aim for the best, optimal, or most scientific baseline. Instead, you should use a balanced scoreboard. If you find there are no improvements over the previous year in a given area, you should focus on improving this area next year. This can help improve your management over the long term. Under the Contribute and Share system, both improvements and waste are directly linked to your personal interests. In this way, our expense management will become more scientific. (Ren Zhengfei: Speech at a Briefing of the Northern Latin America Region and Colombia Representative Office, Huawei Executive Office Speech No. [2014] 051)
We need to keep optimizing baseline management for representative offices. Each country office should set its own baseline as appropriate. We will explore ways to further optimize baseline management with the help of IT systems and AI technology, which will make this work simpler. Though we do not have clear baselines now, I believe we will develop more scientific baselines. (Ren Zhengfei: Speech at a Briefing on Improvements and Future Planning for Carrier and Enterprise Regional Organization Transformation, Huawei Executive Office Speech No. [2017] 030)
9.2.2 Building an Awareness of Project Operations and a Project Operations Management Mechanism
(1) Projects are the basic units and cells of business management at Huawei. If projects are not effectively managed, it will be impossible for the company to achieve robust operations. (2) Project management teams are operating units. C&Q management should cover managers in both permanent and temporary project teams. We should select managers from amongst outstanding project management teams. (3) The annual budget needs to be prepared based on projects or opportunities. Resource allocation should also be based on projects. Project management teams need to buy resources from supporting departments according to their business plans and granted budgets. Supporting departments need to be responsible for resource efficiency. (4) Project management teams are the basic units that manage company operations. Representative offices, account departments, and product lines comprehensively manage project operations from three dimensions: product, customer, and region. The aim is to ensure balanced business development across the company. (5) Employee responsibilities in terms of project operations management must be clearly defined. Only when responsibilities are assigned to individuals and only when managers are appraised based on the results they deliver, can our employees truly assume responsibilities, help streamline management, and ultimately improve efficiency. (Ren Zhengfei: Speech at a Briefing on the IFS-PFM Project, Huawei Executive Office Speech No. [2013] 074)
We need to change our project operations from relying on individual capabilities to relying on organizational capabilities. (Ren Zhengfei: Speech at a Briefing on the IFS-PFM Project, Huawei Executive Office Speech No. [2013] 074)
We attach great importance to field experience, which means experience in project operations management. Projects here include sales, delivery, and R&D projects. When selecting and deploying managers, we pay special attention to field and project experience. (Ren Zhengfei: Speech at a Briefing on the IFS-PFM Project, Huawei Executive Office Speech No. [2013] 074)
We should always select managers from outstanding project management teams. Project results should be linked to the removal of underperforming managers. We should let the top-performing 30% of project teams take over the bottom 30%. This move will help us constantly improve project operations management. Through this mechanism, we have improved the expertise of our managers, especially those at the junior and middle levels. (Ren Zhengfei: Speech at a Briefing on the IFS-PFM Project, Huawei Executive Office Speech No. [2013] 074)
Huawei’s project operations are essentially about defining small operating units. Large companies need to be as dynamic and agile as small companies, but can our systems provide strong support in this regard? Large companies are afraid of rigidity, whereas small companies fear losing control. (Ren Zhengfei: Rigorous, Well-ordered, and Simple Management Is Crucial for Huawei to Scale New Heights, Huawei Executive Office Speech No. [2014] 028)
Guo Ping said our growth should no longer be driven by scale, but by efficiency and profits. Project operations management is an important way to get there. It is also a basic skill required of all managers. (Ren Zhengfei: Applying the Spirit of the Tortoise to Catch up with the Dragon Spacecraft—Speech at Huawei Annual Management Conference 2013, Huawei Executive Office Speech No. [2013] 255)
People in the eight critical roles of a project need to share the responsibility for high-quality project operations. The specifics of these responsibilities vary from role to role. In a project-centered operations pilot project, the Germany Representative Office can explore multiple approaches and ensure that all critical roles in the project assume common but differentiated responsibilities. For example, the PFC takes special responsibility for the accuracy of project budgets, forecasts, and accounting, and will be disciplined if any financial problems occur. If inaccurate financial data is produced during actual operations, the PFC needs to identify the root cause of the inaccuracy. This is also an opportunity for PFCs to get involved in business and continuously improve their project accounting skills. (Source: Minutes of the Meeting of the Finance Committee Office, July 2015)
Why do our projects fail to generate profits? The real reason is that our project managers do not conduct accounting properly in the first place. When you have too many resources, you get sloppy. Our project managers are focusing on delivering to customers, but they forget that they have another objective – to earn a profit. We stay customer-centric, but we also have to make profits. Our management at the moment is not effective: Project managers don’t understand finances, and project CFOs don’t understand business. So at one point we required some of our top project CFOs to serve as project managers in small projects, and some of our big project managers to be project CFOs on small projects. Project CFOs must understand the businesses they serve. On weekends, you can climb towers, or install a base station in a local city suburb. If you don’t know how to configure it, you can still screw in the nuts and bolts. That way you’ll at least know a little more than others, and you might be promoted faster. Project managers should also learn about finances: For this section of cable, how many man-hours are needed? What is the budget? Go through the calculations. I have approved fast-track promotions for 300 or 400 people in our latest round and some of them are jumping three grades. (Ren Zhengfei: Generals Are Born of Battle—Speech at the 2015 Project Management Summit, Huawei Executive Office Speech No. [2015] 118)
9.2.3 Integrating Pre-sales and Post-sales Activities
We must ensure that each large project is managed from end to end. Project estimation, budgeting, accounting, and final accounting span the entire process, from project initiation to payment collection. In reality, this process, which is supposed to be integrated from end to end, has been divided into two segments – sales and delivery. Our incentivization system is also fragmented. Incentives are provided in different phases and are not streamlined. This way, we don’t know whether a project makes money or not. I think that bonuses for a sales project should be linked to project profitability. The ratio of timely incentive awards for orders needs to be adjusted based on their estimated profitability. This can drive employees to sign high-quality contracts and effectively manage contract terms. For delivery projects, any difference between project budgets and delivery costs is a key factor considered in bonus allocation. Of course, customer satisfaction is the most important factor. We must clearly understand our roles and responsibilities. (Xu Zhijun: Building Capabilities Based on Processes to Realize Sustainable and Profitable Growth and Efficient Operations, SDC Office Doc. No. [2013] 011)
Our management and operations should shift from being function-centered to being project-centered. Customer projects and product projects will be the primary building blocks of the company’s operations. Therefore, improving project operations and management capabilities will be our key means of boosting efficiency and profitability over the next couple of years. In 2015, we will continue to promote project-centered operations and begin piloting the integration of pre-sales and post-sales activities at the project level. We aim to resolve issues in three key areas: delegation of authority to project managers, project resource assurance, and budget management. These initiatives will drive the company to change gradually from a weak matrix structure characterized by “function first, project second” to a strong one characterized by “project first, function second”. Through the Strategic Reserve which is made up of elite teams, the Key Project Department, and the Project Management Resource Pool, Huawei aims to expedite the circulation of organizations, talent, technologies, management approaches, and experience during project operations. The purpose of this is to support the company’s new operating model, enabling those in field offices to call for support. Under this new model, field teams will have both responsibility and authority while back offices provide enablement training and take responsibility for oversight. (Hu Houkun: Embracing the Future and Building a Better Connected World, Huawei Executive Office Speech No. [2014] 087)
I think project operations are an end-to-end process, involving pre-sales, post-sales, and collection activities. Delivery is only one part of the process. If regional presidents and representative office general managers only pay attention to profitability and ignore contract quality, the pressure of ensuring project profitability will be all passed on to delivery personnel. This is unreasonable. (Xu Zhijun: Developing Delivery into Huawei’s Core Competencies, Huawei Executive Office Speech No. [2014] 024)
Project owners must manage project operations from end to end, that is, from pre-sales to post-sales. In particular, project owners manage and use project budgets, approve applications for risk contingency, and ensure the attainment of project goals. In pre-sales projects, project directors (PDs) arrange for the signing of high-quality contracts, make estimations, identify major risks and assumptions, and ensure estimation quality. In delivery projects, PDs or project managers (PMs) deliver high quality projects efficiently at low costs based on contracts, ensure the attainment of project goals, and take responsibility for project KPIs such as delivery progress, quality, and customer satisfaction. As core members of project operations, project CFOs and PFCs help project owners and PDs/PMs with project operations. PDs/PMs should ensure process compliance and data accuracy during project operations management. PFCs participate in key operations activities throughout the project lifecycles, give early alerts for any potential risks, and support the attainment of project goals. The key operations activities include project estimation, budgeting, accounting, and final accounting, designing an integrated project financial solution, and developing or changing project plans. Project owners, PDs, PMs, and PFCs are all responsible for project results. (Source: Project Operations and Management Policy, Corp. Doc. No. [2013] 160)