Project Excellence Baseline for Achieving Excellence in Projects and Programmes E-Book

IPMA

• Herausgeber: Van Haren Publishing
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 124

Veröffentlichungsjahr: 2015

Beschreibung

What defines whether a project or programme is “good” or “bad”? When we’re striving for excellence in the execution of our projects and programmes, what do we mean? IPMA has given its extended definition in the PEB, the Project Excellence Baseline. This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now.Table of Content: Foreword Executive summary Table of Contents 11 List of figures 14 List of tables 15 Abbreviations and acronyms 16 Terms and definitions 17 1. Introduction 21 1. 1. IPMA PEB links to IPMA OCB and IPMA ICB 24 2. Purposes and intended users 27 2.1. Purpose of the IPMA Project Excellence Baseline 27 2.2. Typical user groups of the IPMA PEB 28 3. The project in its context 33 3.1. What is a project? 33 3.1.1. The project in an organization 33 3.1.2. The project as a temporary organization 34 3.1.3. Processes in a project 35 3.2. A project in its external context 36 3.3. A project in its organisational context 38 3.3.1. Organisational context 38 3.3.2. Project governance 38 3.3.3. The project in the context of a programme and portfolio 39 4. Introducing project excellence 43 4.1. The concept of excellence 43 4.2. The concept of project excellence 44 4.3. Continuous improvement as a foundation for excellence 45 4.4. The role of sustainability 47 4.5. The role of leadership 50 4.6. The link between competence and excellence 51 5. Introduction to the Project Excellence Model 55 5.1. Principles behind the model design 55 5.2. Structure of the model 56 5.3. Areas of the model and interpretation of the overall results 57 5.4. Interactions between the areas of the model 60 5.5. Business value delivery using IPMA PEM 61 5.6. The model criteria 62 6. Assessment of project excellence 71 6.1. Purposes and approaches to the project excellence Assessment 71 6.2. Assessment of project excellence in a project life cycle 75 6.3. Scope of the assessment in projects, programmes and portfolios 77 6.4. The role and competences of project excellence assessors 82 6.5. The assessment process 84 6.6. Scoring approach 86 Annex A: Description of the Project Excellence Model 91 A. People & Purpose 92 B. Processes & Resources 102 C. Project Results 107 Annex B: Scoring tables for the IPMA Project Excellence Model 117 Scoring table for People & Purpose and Processes & Resources areas 118 Scoring table for Customer, Project Team and Other Stakeholder Satisfaction criteria 119 Scoring table for Project Results criteria 120 Annex C: The IPMA Global Project Excellence Award assessment and its benefits 121 The IPMA Global Project Excellence Award assessment 122 The IPMA Global Project Excellence Award benefits 125 References 127

Leseprobe

IPMA Project Excellence Baseline

Owner and author of this document:

Legal Address:

International Project Management Association (IPMA)

c/o Advokaturbüro Maurer & Stäger, Fraumünsterstrasse 17

Postfach 2018, CH-8022 Zurich, Switzerland

Operational Address:

International Project Management Association (IPMA),

P.O. Box 1167 NL-3860 BD Nijkerk, The Netherlands

Copyright:

©2016 International Project Management Association (IPMA®)

All rights reserved (including those of translation into other languages).

No part of this document may be reproduced in any form - by photo print, microfilm, or any other means - nor transmitted or translated into a machine language without written permission.

IPMA, IPMA ICB, IPMA Level A, IPMA Level B, IPMA Level C, IPMA Level D and IPMA Delta are registered trademarks protected by law in most countries.

IPMA: IPMA Project Excellence Baseline® (IPMA PEB). Version 1.0.1

ISBN Hardcopy:

9789401811941

ISBN eBook:

9789401811958

ISBN ePub:

9789401811965

Publisher:

Van Haren Publishing, ’s-Hertogenbosch - The Netherlands

Editorial team (in alphabetical order):

Michael Boxheimer (Germany)

Dr. Sonja Ellmann (Germany)

Mary Koutintcheva (Switzerland)

Erik Mansson (Germany) – project manager

Alexey Polkovnikov (Russia)

Pau Lian Staal-Ong (The Netherlands)

Grzegorz Szałajko (Poland) – the leading editor

Sub-editor:

Ros James (The United Kingdom)

Graphical Design:

Maša Poljanec (Croatia)

Dana Kowal (Poland) - diagrams and redesign for version 1.0.1

Proofreading:

Deborah Boyce (The United Kingdom)

Foreword

Our society is rapidly moving away from routine tasks and permanent organisations towards more fluid structures where the project form is the most natural way of organising most activities. At the same time, society is having to cope with unprecedented complexity due to factors such as climate change, rapidly changing markets, poverty and financial crisis. Alongside these, there are additional factors such as the trend among stakeholders to promote their interests actively and the way that objectives increasingly tend to change during the lifecycle of projects. For all these reasons, it is important to understand the building blocks of project excellence.

This standard, the IPMA Project Excellence Baseline® (IPMA PEB), is designed to promote excellence in managing projects and programmes, and complements our previous standards for individual competences IPMA Individual Competence Baseline (IPMA ICB®) and organisational competences in managing projects IPMA Organisational Competence Baseline (IPMA OCB®). The main target audiences for the IPMA PEB are senior managers, project, programme and portfolio managers (including Project Management Office (PMO) and project staff) as well as project excellence assessors, consultants, trainers and coaches.

The IPMA PEB is based on many years of practical experience in assessing project excellence for the annual IPMA Global Project Excellence Award. Such assessments have been carried out using the IPMA Project Excellence Model (IPMA PEM), which has enabled the assessment of projects from all kinds of industries and geographical locations.

As part of the project to publish a new IPMA standard for project excellence, we have reviewed and enhanced the IPMA PEM to ensure it takes account of recent developments in project management. In this regard, I am particularly pleased to announce that we now expect every excellent project to consider sustainability and the environment with a long-term perspective, not as an option but rather as the default. In other words, we have moved away from the past practice of allowing each project to decide what is in scope and what is not, to one that makes it clear that consideration of sustainability and impact on the environment are prerequisites for project excellence.

We would like to thank the project team (Ewa Bednarczyk, Michael Boxheimer, Dr. Sonja Ellmann, Mary Koutintcheva, Erik Mansson, Alexey Polkovnikov, Pau Lian Staal-Ong and Grzegorz Szalajko), our energy project experts (Nassereddin Eftekhar, Professor Paul Gardiner, Ivano Ianelli and Gholamreza Safakish) as well as our sounding board (Philippe Brun, Marco Buijnsters, Peter Coesmans, Brian Cracknell, Professor Ronggui Ding, Cedrik Lanz, Mary McKinlay, Frank Menter, Dr. Steve Milner and Peter Milsom) for all their efforts and contributions.

We would also like to thank all the national and international IPMA Global Project Excellence Award assessors and judges for their valuable input in improving the awards process and the IPMA Project Excellence Model.

IPMA PEB is another milestone that will help us move the project management profession forward!

Reinhard Wagner

IPMA President   

Executive summary

IPMA offers a wide range of beneficial services for individuals, projects and organisations, starting with the Four-Level Certification (4-L-C) in project management for individuals and the Two-Level Certification for PM consultants. In addition, IPMA offers the IPMA Delta® as a service for organisations interested in improving their performance in project management. IPMA Delta is a service to assess and certify organisations in a broad and thorough way. It is offered by independent Certification Bodies (CB) of IPMA Member Associations (MA). Three standards are used during the IPMA Delta assessment – the IPMA Individual Competence Baseline (IPMA ICB®) to assess selected individuals; the IPMA Project Excellence Baseline® (IPMA PEB) and the IPMA Project Excellence Model (IPMA PEM), to assess selected projects and/or programmes; and the IPMA Organisational Competence Baseline (IPMA OCB®) to assess the organisation as a whole. Thus, with the publication of the IPMA PEB 1.0.1, IPMA has now put in place the third and final baseline.

The main purpose of the IPMA PEB is to describe the concept of excellence in managing projects and programmes. It also serves as a guide to organisations in assessing the ability of their projects and programmes to achieve project excellence. As the baseline is derived from Total Quality Management (TQM) and related models (e.g. EFQM), organisations that have already dealt with these concepts will have no problem in applying and using the IPMA PEB. The baseline is designed to be of use in any context and regardless of the specific industry, sector or project management approach.

The IPMA PEB focuses on a project or programme, complementing two other IPMA standards:

• IPMA ICB – designed to assess individual competences of project/programme/portfolio leaders;

• IPMA OCB – designed to assess competences of organisations that run projects.

The six most typical user groups of the IPMA PEB are:

• Senior management;

• Project, programme and portfolio managers, heads/managers of PMOs and PfMOs;

• Knowledge, quality and process managers;

• Researchers and educators (teachers, trainers);

• Project Excellence Award trainers and assessors;

• Consultants.

The IPMA Project Excellence Model (IPMA PEM) is a core element of the IPMA PEB and is designed to provide guidelines for assessing a project or programme.

It is an adaptable and open assessment method designed for various purposes:

• Driving continuous improvement in projects;

• Regular monitoring of a project’s ability to deliver sustainable results on different levels (objectives, customer, employee, stakeholder, environment);

• Assessment and continuous improvement of project management methods;

• Recognition of projects that prove to be excellent based on the IPMA PEM assessment;

• Recognition of projects that are striving for excellence;

• Recognition of excellent leadership and management performance;

• Complementing project audit tools;

• Complementing project management maturity assessment tools.

The three key areas of the model are:

•People & Purpose – This area is considered to be the foundation of project excellence. The right people, led and supported by excellent leaders, all sharing a common vision for success, are crucial to drive improvements in a project and help the project achieve more than the established standards.

•Processes & Resources – This area represents practices necessary to reinforce excellence through sound processes and adequate resources, used in an efficient and sustainable way. It also serves as a basis for securing the outcome of innovation, turning it into a solid starting point for further waves of improvements.

•Project Results – The project management approach can only be excellent if it leads to outstanding, sustainable results for all key stakeholders. This area complements the first two with necessary proof of excellent results as defined by the project stakeholders.

These areas are inspired by and closely related to the EFQM criteria often used for the assessment of organisational excellence. This deliberate link helps organisations that use EFQM to extend their excellence efforts into projects while keeping consistency with their organisation-wide initiatives.

The following project values can be secured by ensuring close interaction between the main areas of the model:

•Performance;

•Effectiveness and efficiency;

•Reliability;

•Flexibility;

•Continuous improvement;

•Scalability;

•Sustainability.

Table of Contents

Foreword

Executive summary

Table of Contents

List of figures

List of tables

Abbreviations and acronyms

Terms and definitions

1. Introduction

1.1. IPMA PEB links to IPMA OCB and IPMA ICB

2. Purposes and intended users

2.1. Purpose of the IPMA Project Excellence Baseline

2.2. Typical user groups of the IPMA PEB

3. The project in its context

3.1. What is a project?

3.1.1. The project in an organisation

3.1.2. The project as a temporary organisation

3.1.3. Processes in a project

3.2. A project in its external context

3.3. A project in its organisational context

3.3.1. Organisational context

3.3.2. Project governance

3.3.3. The project in the context of a programme and portfolio

4. Introducing project excellence

4.1. The concept of excellence

4.2. The concept of project excellence

4.3. Continuous improvement as a foundation for excellence

4.4. The role of sustainability

4.5. The role of leadership

4.6. The link between competence and excellence

5. Introduction to the Project Excellence Model

5.1. Principles behind the model design

5.2. Structure of the model

5.3. Areas of the model and interpretation of the overall results

5.4. Interactions between the areas of the model

5.5. Business value delivery using IPMA PEM

5.6. The model criteria

6. Assessment of project excellence

6.1. Purposes and approaches to the project excellence assessment

6.2. Assessment of project excellence in a project lifecycle

6.3. Scope of the assessment in projects, programmes and portfolios

6.4. The role and competences of project excellence assessors

6.5. The assessment process

6.6. Scoring approach

Annex A: Description of the Project Excellence Model

A. People & Purpose

B. Processes & Resources

C. Project Results

Annex B: Scoring tables for the IPMA Project Excellence Model

Scoring table for People & Purpose and Processes & Resources areas

Scoring table for Customer, Project Team and Other Stakeholder Satisfaction criteria

Scoring table for Project Results criteria

Annex C: The IPMA Global Project Excellence Award assessment and its benefits

The IPMA Global Project Excellence Award assessment

The IPMA Global Project Excellence Award benefits

References

List of figures

Figure

Title

Figure 1-1

IPMA PEB as a driver for project management approach, control framework and/or control model

Figure 3-1

External versus internal project context

Figure 4-1

The use of the PDCA cycle of continuous improvement

Figure 5-1

Interpretation of the model areas

Figure 5-2

Mapping between IPMA PEM areas and EFQM criteria

Figure 5-3

Leadership-driven project

Figure 5-4

Process-driven project

Figure 5-5

Balanced project

Figure 5-6

Interaction between the model areas

Figure 5-7

Value delivered through interaction between model areas

Figure 5-8

The IPMA PEM criteria

Figure 6-1

The use of IPMA PEM at various stages of the project lifecycle

Figure 6-2

Scope of the overall programme management assessment

Figure 6-3

Scope of the individual project assessment within a programme

Figure 6-4

Scope of assessment of an entire programme

Figure 6-5

Criteria for scoring areas A and B

Figure 6-6

Criteria for scoring stakeholder satisfaction

Figure 6-7

Criteria for scoring project results

List of tables

Tables

Title

Table 1

Abbreviations and acronyms

Table 2

Terms and definitions

Table 3

Scoring table for People & Purpose and Processes & Resources areas

Table 4

Scoring table for Customer, Project Team and Other Stakeholder Satisfaction criteria

Table 5

Scoring table for Project Results criteria

Abbreviations and acronyms

Abbreviation or acronym

Explanation

4-L-C

IPMA Universal Four-Level-Certification

CB

Certification Body

EFQM

European Foundation for Quality Management

GPM

German Project Management Association

HR

Human resources

AMBo

IPMA Award Management Board

IPMA ICB

IPMA Individual Competence Baseline

IPMA

International Project Management Association

ISO

International Organization for Standardization

KPI

Key performance indicator

MA

Member Association of IPMA

IPMA OCB

IPMA Organisational Competence Baseline

PDCA

Plan-Do-Check-Act (Deming Cycle)

IPMA PEB

IPMA Project Excellence Baseline

IPMA PEM

IPMA Project Excellence Model

PMO

Project management office

PfMO

Portfolio management office

ROI

Return On Investment

TLA

Team Lead Assessor

TQM

Total Quality Management

Table 1: Abbreviations and acronyms

Terms and definitions

Term

Definition

Assessment

Mechanism to evaluate competences by one or more means, such as self-assessments or third party assessments.

Certification

A set of activities following the certification scheme within the framework of the certification processes and system.

Competence

Demonstrated ability to apply knowledge and skills. [ISO 9000]

Continuous improvement

Recurring activity to increase the ability to fulfil requirements. [ISO 9000]

Culture

Set of shared views, values, or beliefs guiding people consciously or unconsciously through their actions.

Effectiveness

Extent to which planned activities are realised and planned results achieved. [ISO 9000]

Efficiency

Relationship between the result achieved and the resources used. [ISO 9000]

Excellence

Demonstrated performance which is exceptionally good and which exceeds ordinary contemporary standards.

Governance

The system by which organisations are directed and controlled. [ISO 38500]

Management

Coordinated activities to direct and control an organisation. [ISO 9000]

Management system

System to establish policy and objectives in order to achieve those objectives. [ISO 9000]

Organisation

Group of people and facilities with an arrangement of responsibilities, authorities and relationships. [ISO 9000]

Process

Set of interrelated or interacting activities, which transforms inputs into outputs. [ISO 9000]

Project leader

A person who has a role or position in a permanent or project organisation that makes him/her accountable for defining and/or enabling success of the business case, the project or its part (e.g. project sponsor, project manager, team leader).

Stakeholder

Any individual, group or organisation who may affect, be affected by, or perceive themselves to be affected by, a decision or activity. [ISO 38500]

Strategy

An organisation’s overall plan of development, describing the effective use of resources in support of the organisation in its future activities. [ISO 38500]

Sustainable development

Development that meets the needs of the present without compromising the ability of future generations to meet their own needs. [ISO 26000]

System

Set of interrelated or interacting elements. [ISO 9000]

Top management

Person or group of people directing and controlling an organisation at the highest level. [ISO 9000]

Table 2: Terms and definitions

1. Introduction