Abstract:

Huawei proposed the establishment of a "project-centric" management system specifically to better support the enterprise in enhancing its responsiveness and competitiveness within complex business and market environments. Being "project-centric" does not merely refer to project-based operations at the front end of the business; it also encompasses a comprehensive management support system that provides full backing to these projects.

It is a complete architecture that bridges the front and back ends of business operations, involving multiple dimensions such as personnel, processes, knowledge, and strategy—commonly referred to in the industry as Organizational Project Management (OPM). This paper provides a comprehensive introduction to the construction practices, experiences, and lessons learned from Huawei’s project-centric management system across various dimensions, including organization, rules, processes, IT, metrics, and operations. The goal is to provide inspiration and reference for Chinese enterprises and to contribute to the field of project management in China.

Keywords: Huawei; Project Management; Operations Management; Organizational System

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