pmo project excellence_vs4
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11©
Siemens AG 2009
Benchmarks
and Experiences gained
from
the
IPMA Project
Excellence
AwardErik Mansson
Mindshift
Consulting, Frankfurt
Dr. Sonja EllmannSiemens AG, Erlangen
2
The EFQM Excellence Model
®The EFQM Excellence is a registered Trademark
Stakeholder Satisfied Shareholder
Motivated Employees
Happy Customers
Successful Communes
Corporate Governance
Values
-
Norms
MissionVision
Strategy
Balanced Scorecard
Strategic Programmes
Strategic Projects & Initiatives
Individual Objectives & Operation
IPMA Project Excellence
Model
Processes
3
PE Assessment is a learning-tool identifying blind spots
“Conscious
Competence
Learning
Matrix“
3. CONSCIOUSCOMPETENCE
4. UNCONSCIOUSCOMPETENCE
2. CONSCIOUSINCOMPETENCE
1. UNCONSCIOUSINCOMPETENCE
Conscious
Competence
Unconscious
Incompetence
Awareness
throughPE assessmentfeedback
Detected
byPE assessment
4
1980`s: USA -
Malcolm Baldridge
Award
TQM Award
1992: Europe –
EFQM Business Excellence
Model, TQM
European Foundation
for
Quality
Management
1996: Germany –
GPM* EFQM Model re-designed
to PEM Project Excellence
Model
1997: Germany GPM first
Project Management Award
for
excellent
Project Performance
2001: IPMA First Training of IPMA PM Award
Assessors
2002 –
2006 : Presentations
IPMA International Project Excellence
Award
History
of Business & Project Excellence
5
•
Management Commitment
top-down–
CEO mindset–
ExBo
Team
•
Delegation of results-oriented responsibilty
•
Employee Empowerment
•
win-win-win
Customer satisfaction
•
win-win-win
supplyer
satisfaction/integration
•
Process
optimisation
to Excellence
•
Project Optimisation
to Excellence
Key Management Issues
6MindShift
Consulting
™ Erik Månsson
©
2009 Web concept
Valérie Saintot
Project Excellence (PE) model gives a holistic view on project performance.
7MindShift
Consulting
™ Erik Månsson
©
2009 Web concept
Valérie Saintot
Start of Excellence in IPMA Award = 50%
Start of failure in Chinese culture = 90%
The PE model represents a common language and methodology for assessing Projects / Project Excellence
8MindShift
Consulting
™ Erik Månsson
©
2009 Web concept
Valérie Saintot
«
In my
view
the Benchmark of Project Excellenceamong
all world class projectsI have assessed
»Erik Månsson
IPMALead
Assessor
Areas of particular excellence:
• Innovation (This is space technology!)• 0 tolerance for errors (proactively fixing problems before occur• Mentoring system• Meritocracy as a leading principle (Renewal of all positions every 2 years (except CEO 4 years)• Knowledge transfer of PE experience within CAST and China
«
INNOVATION»
IPMA Mega PE Award 2006, Shenzou
6 -
Manned Spaceship (Chinese Academy of Space Technology), China
Manned Spaceship (Chinese Academy of Space Technology), China (Award winner)
9MindShift
Consulting
™ Erik Månsson
©
2009 Web concept
Valérie Saintot
Areas of particular excellence:
•
Benchmark for HR “people is the most important factor”
top down and bottom up “we use the project to advance our lives”
•
“Holistic stakeholder management”
where all stakeholders jointly felt part of the project enabling coresponsibility
•
Ability to translate corporate strategy to concrete objectives at project levels enabling all staff to relate and make part of everyday reality
IPMA Award 2009, Shiziyang
Tunnel (China Railway Group)
1010©
Siemens AG 2009
Project Excellence
within Siemens
1111
Integrated transport and logistics solutions: Networking increases efficiency
Integrated solutions are the key to safe, clean and reliable mobility!
Intercity &
High Speed Transport
Commuter &
Regional Transport
Airport Solutions
Metropolitan &
City Security
Integrated Traffic Management
Fleet
Management
UrbanTransport
Parking
Management City Tolling
Freight Transport &
Cargo Management
Postal Automation
1212
PM@Siemens – Development of Project Management standards
Edition 2001 Edition 2003 Edition 2006 Edition 2009
We have our own methodology with which we structure our projects and project business
- based on our experiences and internationally accepted standards such as IPMA and PMI©
The methodology is mandatory for our customer projects
The roles and responsibilities of all involved are clearly defined
1313
PMO @ Mobility
in 2009, Strategy
Integration
Process Excellence
People Excellence
Project Excellence
Habits
Skills
Know-
ledge
1) Quelle: www.gpm-ipma.de2) Quelle: Covey, S. R, 1989, „The 7 habits
of highly
effective
People“, p. 48
1)
2) 3)
PrjectObjectives
Leadership
People
Resources
Processes CustomerResults
Employee Results
Results of other parties
involved
Key Performance and Project
Results
Higher degree of maturity in project management
PROJECT RESULTSPROJECT MANAGEMENT
Implementation, discipline, independent thinking!
People Excellence
Innovation Learning&
Desire
1414
Foster the right Project Management Culture: Project Excellence -
“Fire-Prevention”
instead of
“Fire-Fighting”
Fire-fighting
(reactive behavior, often associated with high risks / increasing NCC)
Corrective Actions!
Adjust Management Attention!
Fire Fighters receive a lot of management attention.
In contrast, “regular”
good projects / project managers
receive too little appreciation and don’t get enough opportunities to promote themselves.
Does this lead to one-sided idols and encouragement of a behavior that fosters fire-fighters themselves?
Fire prevention
(thinking and acting for the long term, systematic planning and monitoring)
Thorough Planning!
versus
Foster sustainable Project Management, clear-sighted
Project Managers and excellent projects.
1515
Learn from the best: Mobility Project Excellence Award
1.
Foster excellent project management in order to increase competitiveness of Siemens
through application of PE-Model and PE-Award.
2.
Utilize PE-Process for both, internal and external PE-Benchmarking and PE-Competition, internal within and later between the groups and regional units, finally externally through local IPMA affiliates.
3.
Utilize PE-Process to establish
best practices
and lessons learned
(LL) to foster CIP
(= KVP) in Project Management.
4.
Utilize PE-Process to increase internal awareness for excellent project management and team work: boost management attention to “Fire Preventers”
instead of
merely “Fire Fighters”.
5.
Utilize PE-Process to gain customers’
trust and awareness
on PE by Siemens through an internationally acknowledged procedure.
Pro
ject
Exc
elle
nce
Mod
el a
nd
Pro
ject
Exc
elle
nce
Aw
ard
1616
Adapted assessment method that can also be used for regular assessments
1 Announce your application to the Award Office until 2009-04-30
+49 (9131) 7-24570 or
+49 (9131) 7-23809
4 Prepare the Site Visit
(information to all interview partners; availability of documents and if applicable QGates@Mobility access for assessors; accommodation for assessors etc.)
Upload further project relevant material to Sharepoint according to the document request until xxxx-xx-xx
3
Document request –
File that specifies all documents for the upload
Every project receives a Sharepoint side
Project xxyyzz
2Conduct a self-assessment in PMA+ / Project Excellence Question Set and upload it to Sharepoint
1717
Silver
MedalMetro Kaohsiung
Bronze MedalRandstad
Rail
Lot 1
Beijing Capital Airport
Desiro
Romania, DE Railion, Hxd1 (China Sprinter)Finalists
Impressions from Project Excellence Award 2008
Gold medal
1818
Mobility Project Excellence Award winner wins International Project Excellence Award
2nd
Place
Finalists
1919
“Silver Medal winner”
in Mobility Project Excellence Award nominated in German Project Excellence Award
2nd
Place
Finalists
2020
Overall process
and main
tasks
in 2009A
pplic
ant
Ass
esso
rsJu
ry
Announce application
until30.04.2009
Self-assessment and upload of documents to
Sharepoint until 01.06.2009
Project Excellence Assessor trainings:
16./17.03.2009 12./13.05.2009
Send individual comments
until 15.07.2009 to teamleader,
copy to Award Office
Prepare and
conduct Site Visit
Jury decision on site
visit
Aw
ard-
Offi
ce Confirm announcement and entry of application.
Prepare assessor trainings and establish assessor teams
Jury meeting
until 15.09.2009
Prepare feedback
report until 02.10.2009
Prepare short
project presen-tation
Receive assessor teams‘ reports, prepare Jury reports and answer further questions
Award ceremony at
Mobility Management Conference
and presentation of
projects / handover of feedback-
reports until end of
october
March/April/May 2009 June/July/August 2009 Sept. 2009 Oct. 2009
Consensus meeting
Report (Excel list) to Award Office
until 31.07.2009
Monitoring of the whole process and contact person for all involved parties.
Prepare and conduct Site visit
Report to Award office
until 10.09.2009
Prepare Management conference
2121
Costs
and Benefits
of the
internal
Award
•
Work out strengths and improvement potential (self-
assessment).•
Receive objective feedback on the project from experienced assessors, thus improve Project Management.
•
Create possibilities for comparison with other project teams (Project Benchmarking).
•
Establish a knowledge base for optimizing future project work.
•
Organizational awareness and management attention is shifted from “Fire Fighters”
towards “Fire Preventers”.
•
Gain customers’
trust and awareness through an internationally acknowledged procedure (can be used in the bidding process).
•
Motivation through attractive prizes for winners and finalists.
Benefits CostsCosts
•
Prepare application documents and self-
assessment and upload files.
•
Prepare and conduct site visit.
•
Prepare presentation for management conference.
2222
Benefits
of PM Awards
in a nutshell
Use
reputation
as proof
for
excellent Project Management in tenders.
Use
comparison
with
others
and feedback
from
assessors
for
own
continuous
improvement.
Intrinsic
motivation!Where
are
you
on your
way to Project
Excellence?
