Project Excellence Baseline for Achieving Excellence in Projects and Programmes
Paperback Engels 2024 1e druk 9789401811941Samenvatting
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.
Trefwoorden
projectmanagement projecten excellentie project excellence model ipma assessment continue verbetering leiderschap projectgovernance duurzaamheid programmamanagement efqm-model projectresultaten organisatiecontext projectlevenscyclus stakeholders kwaliteitsmanagement portfoliomanagement procesmanagement project excellence baseline projectteam organisatiekunde competentie projectsucces tijdelijke organisatie klantgerichtheid business value resourcemanagement certificering strategisch management
Trefwoorden
Specificaties
Lezersrecensies
Inhoudsopgave
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
Rubrieken
- advisering
- algemeen management
- coaching en trainen
- communicatie en media
- economie
- financieel management
- inkoop en logistiek
- internet en social media
- it-management / ict
- juridisch
- leiderschap
- marketing
- mens en maatschappij
- non-profit
- ondernemen
- organisatiekunde
- personal finance
- personeelsmanagement
- persoonlijke effectiviteit
- projectmanagement
- psychologie
- reclame en verkoop
- strategisch management
- verandermanagement
- werk en loopbaan
