This document discusses benchmarks and experiences from the International Project Management Association (IPMA) Project Excellence Award. It provides an overview of the history and models of business and project excellence, including the IPMA Project Excellence Model. Key topics discussed include management commitment, employee empowerment, customer and supplier satisfaction, and process optimization. Examples are given of award-winning projects in China that demonstrated strengths in innovation, error prevention, knowledge transfer, and translating corporate strategy to project objectives. The use of project management standards and maturity at Siemens is also summarized.

1. Benchmarks and Experiences
gained from the IPMA Project
Excellence Award
Erik Mansson
Mindshift Consulting, Frankfurt
Dr. Sonja Ellmann
Siemens AG, Erlangen
© Siemens AG 2009
1

2. Corporate Governance
Satisfied Motivated Happy Successful
Stakeholder
Shareholder Employees Customers Communes
IPMA Project Excellence Model The EFQM Excellence Model
Processes
Individual Objectives
& Operation ®The EFQM Excellence is a registered Trademark
Strategic Projects & Initiatives
Strategic Programmes
Balanced Scorecard
Strategy
Vision Mission
Values - Norms
2

3. PE Assessment is a learning-tool identifying blind spots
“Conscious Competence Learning Matrix“
Competence Incompetence
Awareness through
3. CONSCIOUS 2. CONSCIOUS PE assessment
Conscious
feedback
COMPETENCE INCOMPETENCE
Detected by
Unconscious 4. UNCONSCIOUS 1. UNCONSCIOUS PE assessment
COMPETENCE INCOMPETENCE
3

4. History of Business & Project Excellence
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
4

5. Key Management Issues
• 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
5

6. Project Excellence (PE) model gives a holistic view
on project performance.
6
MindShift Consulting ™ Erik Månsson © 2009 Web concept Valérie Saintot

7. The PE model represents a common language
and methodology for assessing Projects / Project Excellence
Start of failure in Chinese culture = 90%
Start of Excellence in IPMA Award = 50%
7
MindShift Consulting ™ Erik Månsson © 2009 Web concept Valérie Saintot

8. IPMA Mega PE Award 2006, Shenzou 6 - Manned Spaceship
(Chinese Academy of Space Technology), China
« In my view the Benchmark
of Project Excellence
among all world class projects
I have assessed »
Erik Månsson IPMA
Lead Assessor
Manned Spaceship (Chinese Academy of Space Technology), China (Award winner)
Areas of particular excellence:
« INNOVATION»
• 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
MindShift Consulting ™ Erik Månsson © 2009 Web concept Valérie Saintot 8

9. IPMA Award 2009, Shiziyang Tunnel (China Railway Group)
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
9
MindShift Consulting ™ Erik Månsson © 2009 Web concept Valérie Saintot

10. Project Excellence within
Siemens
© Siemens AG 2009
10

11. Integrated transport and logistics solutions:
Networking increases efficiency
Integrated solutions are the key to safe, clean and reliable mobility!
Intercity & Airport Metropolitan & Integrated Fleet Postal
High Speed Transport Solutions City Security Traffic Management Management Automation
Commuter & Urban Parking Freight Transport &
Regional Transport Transport Management City Tolling Cargo Management
11

12. 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
12

13. PMO @ Mobility in 2009, Strategy
Innovation & Learning
PROJECT MANAGEMENT PROJECT RESULTS
Leadership Employee
Results Key
Prject Customer Performance
People Processes
Objectives Project Results Results of and Project
other parties Results
Resources Excellence involved
Integration Implementation,
1)
discipline, independent
Know-
ledge People Process thinking!
Excellence Excellence
Habits
2) 3)
Skills Desire
People Excellence
Higher degree of maturity in project management
1) Quelle: www.gpm-ipma.de
2) Quelle: Covey, S. R, 1989, „The 7 habits of highly effective People“, p. 48
13

14. Foster the right Project Management Culture:
Project Excellence - “Fire-Prevention” instead of
“Fire-Fighting”
Fire-fighting Fire Fighters receive a lot of
(reactive behavior, often management attention.
associated with high risks /
increasing NCC) In contrast, “regular” good
Corrective Actions! projects / project managers
receive too little appreciation and
versus
don’t get enough opportunities to
Fire prevention promote themselves.
(thinking and acting for the long
term, systematic planning and Does this lead to one-sided
monitoring) idols and encouragement of a
Thorough Planning! behavior that fosters fire-
fighters themselves?
Foster sustainable
Project Management,
clear-sighted Adjust Management Attention!
Project Managers and
excellent projects.
14

15. 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
Project Excellence Model and
and PE-Award.
Project Excellence 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.
15

16. Adapted assessment method that can also be
used for regular assessments
Conduct a self-assessment
1 Announce your application 2
in PMA+ / Project Excellence
to the Award Office until 2009-04-30 Question Set
sonja.ellmann@siemens.com and upload it to Sharepoint
+49 (9131) 7-24570 or
+49 (9131) 7-23809
3 Upload further project
relevant material to Sharepoint
according to the document request
until xxxx-xx-xx
Every project receives
a Sharepoint side
4 Prepare the Site Visit
(information to all interview partners;
Project xxyyzz availability of documents and if applicable
QGates@Mobility access for assessors;
accommodation for assessors etc.)
Document request –
File that specifies all
documents for the
16 upload

17. Impressions from
Project Excellence Award 2008
Gold medal
Beijing
Capital
Airport
Silver Medal
Metro Kaohsiung
Bronze Medal
Randstad Rail Lot 1
Finalists
Desiro Romania, DE Railion, Hxd1 (China Sprinter)
17

18. Mobility Project Excellence Award winner wins
International Project Excellence Award
2nd Place
Finalists
18

19. “Silver Medal winner” in Mobility Project Excellence
Award nominated in German Project Excellence Award
2nd Place
Finalists
19

20. Overall process and main tasks in 2009
March/April/May 2009 June/July/August 2009 Sept. 2009 Oct. 2009
Applicant
Prepare
Announce Self-assessment and Prepare
short
application upload of documents to and
project
until Sharepoint until conduct
presen-
30.04.2009 01.06.2009 Site Visit
tation
Award
Send ceremony at
Consensus
individual
Assessors
meeting Prepare and Mobility
Project Excellence comments Prepare
Report conduct Site visit Management
Assessor trainings: until feedback
16./17.03.2009 15.07.2009 to
(Excel list) to Report to Conference
Award Office report until
Award office and
12./13.05.2009 teamleader, 02.10.2009
until until 10.09.2009 presentation of
copy to
31.07.2009
Award Office projects /
handover of
feedback-
Jury
Jury reports until
meeting
Jury
decision end of
until
on site october
15.09.
visit
2009
Award-Office
Confirm announcement and entry of
application. Receive assessor teams‘ reports, prepare Prepare Management
Prepare assessor trainings and establish Jury reports and answer further questions conference
assessor teams
Monitoring of the whole process and contact person for all involved parties.
20

21. Costs and Benefits of the internal Award
Benefits Costs
Costs
• Work out strengths and improvement potential (self- • Prepare application
assessment). documents and self-
• Receive objective feedback on the project from assessment and upload
experienced assessors, thus improve Project files.
Management. • Prepare and conduct
• Create possibilities for comparison with other project site visit.
teams (Project Benchmarking). • Prepare presentation
• Establish a knowledge base for optimizing future for management
project work. conference.
• 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.
21

22. 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.
Where are you on your way to Project
Intrinsic motivation!
Excellence?
22

23. THANK YOU!
Q & A?
Erik Mansson / Dr. Sonja Ellmann
E-Mail:
erik.mansson@mindshiftconsulting.eu
sonja.ellmann@siemens.com
© Siemens AG 2009