Wyższa Szkoła Europejska im. ks. J. Tischnera w Krakowie. Konferencja "Zarządzanie projektami JUTRO". Prezentacja dr. inż. Przemysława Domańskiego. Więcej informacji na http://www.wse.krakow.pl/pl/aktualnosci/2133-zarzadzanie-projektami-jutro-zdjecia

2. Foto © Jeff Babbitt
Foto © PTD

3. Doskonałość zarządzania projektem a doskonałość zarządzania przedsiębiorstwem
Project Excellence Baseline 2015
Przemysław Domański
S&T Services Polska
Project Excellence Baseline 2015
Planowane wydanie styczeń 2016
© X.Comapnion

4. ?
Proseminarium magisterskie (1)
Doskonałość w firmie?

5. Leadership
Processes,
Products&Services
KeyPerformance
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
?

6. IPMA Project Excellence
Baseline 2015
Uwaga:
Niezależnie od tego,
że mówimy o wersji
2015, historia modelu
Project Excellence
sięga lat 90-tych XX
wieku.

7. A1.Leadership
&Values
B1.PMProcesses
&Resources
C4.ProjectResults
A2. Objectives
& Strategy
A3. Project
Team, Partners,
Suppliers
B2. Other
Key Processes
& Resources
C1. Customer
Satisfaction
C2. Project
Team
Satisfaction
C3. Other
Stakeholders
Satisfaction
ENABLERS PROJECT RESULTS
LEARNING, CREATIVITY AND INNOVATION
PEOPLE & PURPOSEPEOPLE & PURPOSE
PROCESSES & RESOURCESPROCESSES & RESOURCES

8. Leadership
Processes,
Products&Services
KeyPerformance
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 & Resources
PM Processes & Resources
Customer Satisfaction
Project Team Satisfaction
Other Stakeholders
Satisfaction
Project Results
…i w projekcie

9. Jakość, doskonałość,
zbieżność
Doskonałość w biznesie Jakość / ISO 9000

10. 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
*DavidHoyle,ISO9000QualityHandbook
ISO 9001:2015

11. PEB: Leadership and
ValuesA1.Leadership
&Values
B1.PMProcesses
&Resources
C4.ProjectResults
A2. Objectives
& Strategy
A3. Project
Team, Partners,
Suppliers
B2. Other
Key Processes
& Resources
C1. Customer
Satisfaction
C2. Project
Team
Satisfaction
C3. Other
Stakeholders
Satisfaction
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

12. 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

13. 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.

14. PEB: Stakeholders…
management
ActAct
Defining
a sound
approach
Defining
a sound
approach
Applying
an approach
systematically
Applying
an approach
systematically
Monitoring
and analysing
results of
the chosen
approach!
Monitoring
and analysing
results of
the chosen
approach!
Improving
and integrating
the approach
Improving
and integrating
the approach
CheckCheckDoDoPlanPlan
Deming (Shewhart) Cycle, PDCA/PDSA

15. PEB: Stakeholders…
more stakeholdersA1.Leadership
andvalues
B1.ProjectM
Processes&Re
C4.ProjectRe
ImpactonEnv
A2. Objectives
and Strategy
A3. Project Team,
Partners
and Suppliers
B2. Management
of 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

16. 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)

17. Śmiertelność
projektu…
Wpływ
Prawdopodobieństwo
konfliktu
Wysokie
WysokiNiski
Niskie
Pamiętacie
dynamikę
interesariuszy
w (upadłym)
projekcie ZIO
Kraków 2022?

18. 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

19. Nieśmiertelność po raz
2…
Project
team

20. PEB: jak ważny jest
zespół?
How to score
• So called points
of departure are
helpful
• Points of departure
for 7.1 (employee
results) 
• Could you propose
points of departure
for criterion 7.2
How employees and managers judge the project, the teamwork
within the project, the achievements and project results indirectly…

21. PEB: jak ważny jest
zespół?A1.Leadership
andvalues
B1.ProjectM
Processes&Re
C4.ProjectRes
ImpactonEnv
A2. Objectives
and Strategy
A3. Project Team,
Partners
and Suppliers
B2. Management
of 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

22. PEB: jak ważny jest
zespół?A1.Leadership
andvalues
B1.ProjectM
Processes&Re
C4.ProjectRes
ImpactonEnv
A2. Objectives
and Strategy
A3. Project Team,
Partners
and Suppliers
B2. Management
of 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

23. PEB: jak ważny jest
zespół?
• Podejście do rezultatów interesariuszy
• Np. satysfakcji zespołu (C2)
Perceived
satisfaction
level
(C.1.a/C.2.a/C.3.a)
Perceived
satisfaction
level
(C.1.a/C.2.a/C.3.a)
Expected
satisfaction
level according
to indicators
(C.1.b/C.2.b/C.3.b)
Expected
satisfaction
level according
to indicators
(C.1.b/C.2.b/C.3.b)
Link between
the approach
and satisfaction
level
(PEM areas A&B)
Link between
the approach
and satisfaction
level
(PEM areas A&B)
Comparison of
the satisfaction
level with the
industry/sector
benchmark
Comparison of
the satisfaction
level with the
industry/sector
benchmark
’Direct’ ’Indirect’
?

24. Nieśmiertelność po raz
3…
Lessons
learned

25. PEB: gdzie są lessons
learned?A1.Leadership
andvalues
B1.ProjectM
Processes&Re
C4.ProjectRes
ImpactonEnv
A2. Objectives
and Strategy
A3. Project Team,
Partners
and Suppliers
B2. Management
of 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 ?

26. Może pomóc
Project Excellence
Foto © IPMA

27. 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