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
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
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
C1. Customer Satisfaction
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
C1. Customer Satisfaction
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)
Śmiertelność projektu…
Wpływ
Prawdopodobieństwo konfliktu
Wysokie
WysokiNiski
Niskie
Pamiętacie dynamikę
interesariuszy w (upadłym) projekcie ZIO Kraków 2022?
Śmiertelność projektu…
Wpływ
Prawdopodobieństwo konfliktu
Wysokie
WysokiNiski
Niskie
Pamiętacie dynamikę
interesariuszy w (upadłym) projekcie ZIO Kraków 2022?
Społeczność lokalna
Kraków Przeciw Igrzyskom
Kraków Wart jest Igrzysk
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…
PEB: jak ważny jest zespół?
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
C1. Customer Satisfaction
C2. Project Team Satisfaction
C3. Other Stakeholder Satisfaction
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
PEB: jak ważny jest zespół?
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
C1. Customer Satisfaction
C2. Project Team Satisfaction
C3. Other Stakeholder Satisfaction
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
PEB: jak ważny jest zespół?
• 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’?
PEB: gdzie są lessons learned?
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
C1. Customer Satisfaction
C2. Project Team Satisfaction
C3. Other Stakeholder Satisfaction
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
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