Doskonałość zarządzania projektem, a doskonałość zarządzania przedsiębiorstwem

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Doskonałość zarządzania projektem a doskonałość zarządzania przedsiębiorstwem

Project Excellence Baseline 2015 Przemysław DomańskiS&T Services Polska Project Excellence Baseline 2015

Planowane wydanie styczeń 2016

© X.Comapnion

?Proseminarium magisterskie (1)

Doskonałość w firmie?

Leadership

Processes,

Products & Services

Key Performance

Results

People

Policy and Strategy

Partnership and Resources

People Results

Customer Results

Society Results

www.efqm.org

ENABLERS RESULTS

LEARNING, CREATIVITY AND INNOVATION

Doskonałość w firmie

?

IPMA Project Excellence Baseline 2015

Uwaga:Niezależnie od tego, że mówimy o wersji 2015, historia modelu Project Excellence sięga lat 90-tych XX wieku.

A1. Leadership

& V

alues

B1. PM Processes

& Resources

C4. Project Results

A2. Objectives & Strategy

A3. Project Team, Partners,

Suppliers

B2. OtherKey Processes& Resources

C1. Customer Satisfaction

C2. Project Team

Satisfaction

C3. Other StakeholdersSatisfaction

ENABLERS PROJECT RESULTS

LEARNING, CREATIVITY AND INNOVATION

PEOPLE & PURPOSEPEOPLE & PURPOSE

PROCESSES & RESOURCESPROCESSES & RESOURCES

Leadership

Processes,

Products & Services

Key Performance

Results

People

Policy and Strategy

Partnership and Resources

People Results

Customer Results

Society Results

www.efqm.org

Doskonałość w firmie

Leadership & Values

Project Team, Partners, Suppliers

Objectives & Strategy

Other Key Processes & ResourcesPM Processes & Resources

Customer SatisfactionProject Team Satisfaction

Other StakeholdersSatisfaction

Project Results

…i w projekcie

Jakość, doskonałość, zbieżność

Doskonałość w biznesie Jakość / ISO 9000

Business excellence, EFQM, PE, ISO… (w dużym uproszczeniu)

EFQM Project excellence Business excellence* ISO-9000

Customer results Customer results Customer focus Yes

Leadership Leadership Leadership Yes

People People Involvement of people Yes

Processes Processes Process, systems and factual approach

Yes

(loop) (loop) Continual improvement Yes

Partnership and resources

Resources Mutual beneficial relations [win-win]

Yes

Society results Other parties Public responsibility Somehow, ISO-9004

Key performance results

Key results Results orientation, stakeholders

Somehow, ISO-9004

Policy & strategy

Project objectives

*Dav

id H

oyle

, ISO

900

0 Q

ualit

y H

andb

ook

ISO 9001:2015

PEB: Leadership and Values

A1. Leadership

& V

alues

B1. PM Processes

& Resources

C4. Project Results

A2. Objectives & Strategy

A3. Project Team, Partners,

Suppliers

B2. OtherKey Processes& Resources


C2. Project Team

Satisfaction

C3. Other StakeholdersSatisfaction

A.1a Role models for excellence

A.1b. Care for project stakeholders

A.1c. Orientation towards project objectives and adaptability to change

A.1a Role models for excellence

A.1b. Care for project stakeholders

A.1c. Orientation towards project objectives and adaptability to change

Nieśmiertelność po raz 1…

• An assessment of the likelihood of benefits produced by the project to continue to flow after external funding has ended…

Sustain-ability

PEB: Stakeholders?

• Behave in a socially responsible way, taking a balanced approach to all stakeholders’ interests (including the interests of stakeholders with limited power)

• Personally engage in the dialogue with stakeholders;

• Ensure that management structures create the space and capacity for maintaining relations with key stakeholders;

• Understand the key elements of the project environment, including its natural environment, social systems and economy;

• Whenever applicable, recognise environmental bodies and organisations as project stakeholders, address their needs in balance with the project objectives and cooperate with them if and when needed;

• Create a safety-conscious environment for team members and other relevant stakeholders, also extending to clients, partners and suppliers;

• Create and promote dialogue among stakeholders that leads to mutual care and a good working atmosphere;

• Consider the impact of their decisions on the project team, partners and suppliers, e.g. their health, work/life balance etc.;

• Meet regulatory requirements, guidelines and/or standards geared towards caring for relevant stakeholders and the environment;

• Promote activities that lead to stakeholders’ development and growth.

PEB: Stakeholders…management

ActAct

Defininga soundapproach

Defininga soundapproach

Applyingan approachsystematically

Applyingan approachsystematically

Monitoringand analysingresults of the chosenapproach!

Monitoringand analysingresults of the chosenapproach!

Improvingand integratingthe approach

Improvingand integratingthe approach

Check CheckDoDoPlanPlan

Deming (Shewhart) Cycle, PDCA/PDSA

PEB: Stakeholders…more stakeholders

A1. Leadership

and values

B1. Project Managem

ent Processes &

Resources

C4. Project Results and Im

pact on Environment

A2. Objectivesand Strategy

A3. Project Team,Partners

and Suppliers

B2. Managementof Other Key

Processes & Resources


C2. Project Team Satisfaction

C3. Other Stakeholder Satisfaction

A.2a Managing stakeholders’ needs, expectations and requirements

A.2b Development and realisation of project objectives

A.2c Development and realisation of project strategy

A.2a Managing stakeholders’ needs, expectations and requirements

A.2b Development and realisation of project objectives

A.2c Development and realisation of project strategy

Śmiertelność projektu…

Sukces projektu

Niepowodzenie projektu

Zarządzanie interesariuszami

Może być tak, że… Cienka czerwona linia

Przykład: NTPC Ltd. Simhadri Power Project, India

IPMA Project Excellence Award Winner 2005 (second 500 MW block)


Wpływ

Prawdopodobieństwo konfliktu

Wysokie

WysokiNiski

Niskie

Pamiętacie dynamikę

interesariuszy w (upadłym) projekcie ZIO Kraków 2022?


Wpływ

Prawdopodobieństwo konfliktu

Wysokie

WysokiNiski

Niskie

Pamiętacie dynamikę

interesariuszy w (upadłym) projekcie ZIO Kraków 2022?

Społeczność lokalna

Kraków Przeciw Igrzyskom

Kraków Wart jest Igrzysk


Project team

PEB: jak ważny jest zespół?

How to score

• So called pointsof departure arehelpful

• Points of departure for 7.1 (employeeresults)

• Could you proposepoints of departurefor criterion 7.2

How employees and managers judge the project, the teamwork within the project, the achievements and project results indirectly…


A1. Leadership

and values

B1. Project Managem

ent Processes &

Resources


pact on Environment



and Suppliers






A.3a Identification and development of competences

A.3b Recognition of achievements and empowerment

A.3c Collaboration and communication

A.3a Identification and development of competences

A.3b Recognition of achievements and empowerment

A.3c Collaboration and communication


A1. Leadership

and values

B1. Project Managem

ent Processes &

Resources


pact on Environment



and Suppliers






C.2a Perception of the project team

C.2b Indicators of project team satisfaction

C.2a Perception of the project team

C.2b Indicators of project team satisfaction


• Podejście do rezultatów interesariuszy• Np. satysfakcji zespołu (C2)

Perceived satisfactionlevel(C.1.a/C.2.a/C.3.a)

Perceived satisfactionlevel(C.1.a/C.2.a/C.3.a)

Expectedsatisfactionlevel accordingto indicators(C.1.b/C.2.b/C.3.b)

Expectedsatisfactionlevel accordingto indicators(C.1.b/C.2.b/C.3.b)

Link between the approach and satisfactionlevel(PEM areas A&B)

Link between the approach and satisfactionlevel(PEM areas A&B)

Comparison of the satisfactionlevel with theindustry/sectorbenchmark

Comparison of the satisfactionlevel with theindustry/sectorbenchmark

’Direct’ ’Indirect’?


Lessonslearned

PEB: gdzie są lessons learned?

A1. Leadership

and values

B1. Project Managem

ent Processes &

Resources


pact on Environment



and Suppliers






Tak, to tutaj…Tak, to tutaj…

Lessons learned Lessons learnedProjekt?

Tu można poszukać…

• www.efqm.org/the-efqm-excellence-model

• www.ipma.world/awards/project-excellence/the-pe-model/

• www.ipma.world/awards/project-excellence/

• ec.europa.eu/europeaid/sites/devco/files/methodology-aid-delivery-methods-project-cycle-management-

200403_en_2.pdf • www.qualityaustria.com.pl/blog-detail/51/rewizja-iso-9001:2015---podsumowanie-zmian/ • www.iso.org/iso/home/news_index/news_archive/news.htm?refid=Ref2002

http://www.efqm.org/the-efqm-excellence-model

http://www.efqm.org/the-efqm-excellence-model

Doskonałość zarządzania projektem, a doskonałość zarządzania przedsiębiorstwem

Education

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