Project Excellence Model

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2 pillars and 9 criteria of the Project Excellence Model

The Project Excellence Model is an evaluation system for projects. It was developed in 1997 by the International Project Management Association based on the EFQM model .

Basics

The model enables the evaluation of the project management procedures used and the results achieved by a project. The GPM and IPMA use the model to award the Project Excellence Awards . Companies use it for self-assessment of project work, to highlight strengths and weaknesses and to identify improvement measures.

The areas of project management and project results are assessed on the basis of 9 criteria.

rating

A maximum of 1000 points are awarded as part of the assessment.

Project Management (500)

  1. Goal orientation (140)
    It must be demonstrated how
    1. the expectations and requirements of those affected and involved are identified and integrated (it is advisable to divide them into groups based on criteria 6, 7 and 8),
    2. the goals of the project are developed and competing interests are taken into account,
    3. Objectives are documented, checked and implemented.
  2. Guide (80)
    How is Project Excellence implemented, exemplified and passed on by the managers in the project:
    1. credible and exemplary example of project excellence, active support in identifying and implementing improvements for the project,
    2. in the treatment of customers, suppliers and other organizations.
  3. Employees (70)
    It must be proven how
    1. Identify and integrate suitable employees to work on the project and what opportunities for personal development are offered,
    2. the employees are motivated to participate in the project and to carry out work independently.
  4. Resources (70)
    How are the required resources used effectively and efficiently, how is the control for:
    1. Finances,
    2. Information,
    3. Suppliers and services,
    4. other resources.
  5. Processes (140)
    It is to be proven how
    1. the necessary processes for a project's success with regard to the goals to be achieved are identified and systematically implemented, checked and improved,
    2. Project management methods are effectively used and improved,
    3. the project recognizes and documents experiences so that they can be used for further projects and the organization as a whole.

Project results (500)

  2. Customer satisfaction (180)
    To what extent do the results achieved meet the requirements and expectations of the individual customer groups, and how do the customers assess the results
    1. direct and
    2. indirectly.
  3. 7. Employee satisfaction (80)
    How do the employees and managers involved assess the results
    1. direct and
    2. indirectly.
  4. Satisfaction with other stakeholders (60)
    To what extent do the results achieved meet the requirements and expectations of other interest groups, and how do they assess the results
    1. direct and
    2. indirectly.
  5. Target achievement (180)
    It must be proven to what extent
    1. the defined goals achieved (75%) or
    2. were exceeded (25%).

swell

  • Stefan Bauert, Andreas Grünbecken, Christian Kopp, Christian Mohr: Model for efficient IT project portfolio planning in multinational corporations. GRIN Verlag, Munich 2008, ISBN 978-3-640-33219-9 , pp. 18-21.
  • John Rodney Turner: Handbook of Project Management. 4th edition. Gower Publishing Limited, Hampshire (GB) 2008, ISBN 978-0-566-08806-3 , pp. 328-332.
  • Graham M. Winch: Managing Construction Projects. Blackwell Publishing Ltd. and 2002 Blackwell Science Ltd., Iowa 50014-8300 (USA) 2010, ISBN 978-1-4051-8457-1 , pp. 334-336.
  • IPMA brochure: IPMA-International Project Management Award - Assessment Based on the Project Excellence Model. IPMA 2012, available from IPMA.

Individual evidence

  1. ^ The Project Excellence (PE) Model. International Project Management Association (IPMA), archived from the original on October 26, 2012 ; accessed on October 21, 2012 (English).
  2. ↑ German Project Excellence Award. German Society for Project Management (GPM), December 15, 2011, archived from the original on March 29, 2013 ; Retrieved October 21, 2012 .