Commemorative book IPMA International Awards 2016
The IPMA Project Excellence Baseline ® (PEB), delivers a path toward project and programme excellence. It also serves as a guide for organisations to assess the ability of their projects and programmes and chart a course toward excellence. The main target audiences are senior managers, project, programme and portfolio managers (including PMO and project staff) as well as project excellence assessors, consultants, trainers and coaches. The IPMA Project Excellence Baseline ® global standard is available on the IPMA products website: http://peb.ipma.world I am very proud of the book and hope that you will find it a great source of help in reaching our goal that is to ensure that all projects succeed. Mary McKinlay IPMA Vice President Awards
2016 has been an exciting year for recognizing project management achievements through the Project Excellence and Achievement Awards. Since 2002, more than 100 volunteers have worked on assessing project management teams bold enough to enter a competition that compares their achievements to other world class project management teams and project managers. Over 120 applications from more than 26 countries have participated in the IPMA Project Excellence Awards, receiving recognition from peers around the world. Since 2013, the Achievement Awards have helped recognize excellent social projects and individual (young) project managers. What distinguishes excellent project management are outstanding achievements in the areas of people & purpose, processes & resources and project results. The three areas of the Project Excellence Model. A balanced and high level result in these three areas is what characterizes those teams that have managed to achieve results beyond what is expected. Finalist organizations in the Project Excellence award not only receive recognition from the assessment teams and jury but also a feedback report including strengths and areas for improvement in the assessed project management areas. This commemorative book showcases the 2016 finalists of the Project Excellence and Achievement Awards and depicts the celebrations that took place at the 30th IPMA Congress held in Warsaw during the awards ceremony. A festive moment! A big thank you to all assessors, trainers, awards team and jury members for volunteering their time to ensure that the awards are a success. And I would like to welcome all 2016 finalists and winners to the IPMA excellence community. May the experience of participating in these world class competitions help move you and your projects forward on the path of continuous improvement. Pau Lian Staal-Ong 2017 Awards Coordinator
The IPMA Research Awards aim to promote excellent research to enhance project management. We had many very good entries in 2016 and our awards Jury had a difficult task of selecting the best candidates for the Young Researcher Awards and the Research Award. But our winners were Maxim Miterev (Young Researcher Award) and Dr. Ofer Zwikael (Research Awards). They both attended our successful research conference in Reykjavik and received their awards. In addition, the winner of the IPMA Research Achievement Award was Dr. Christophe Bredillet. We are thankful for our jury members for their excellent job and we very much look forward to this years round for the IPMA research awards. Helgi Þór Ingason Research Awards Coordinator
Project Excellence Training 2016 PE Award Assessment Training 2016 (The Netherlands, Poland, Malaysia, Nepal, USA, Italy) PE Award Assessment Train the Trainer Training 2016 (The Netherlands)
April, Detroit, USA
January, Zaandam, The Netherlands
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February, Warsaw, Poland
April, Milan, Italy
March, Kuala Lumpur, Malaysia
March, Kathmandu, Nepal
IPMA Trainers 2016 All of these training sessions are led by the experienced trainers who have participated in the Project Excellence Award process for several years.
Pau Lian Staal (The Netherlands) Pau Lian is senior consultant at AT Osborne B.V., an independent management and consultancy firm in the Netherlands. Since 1999 she has been working for principals in the areas of large infrastructure projects as well as for principals in mostly the public environment. Pau Lian helps organisations during change processes, fulfils positions in the field of quality management, carries out audits and (project) evaluations and delivers lectures and training. In addition, her work week centres on the NETLIPSE programme (www.netlipse.eu) that focuses on gathering and discussing good practices and lesson learnt on the management and organisation of large infrastructure projects in Europe. Pau Lian is NETLIPSE Programme Director. Since 2007 Pau Lian has been involved as (lead) assessor of the IPMA Project Excellence Awards. In 2011 she helped initiate the Project Excellence Awards scheme in the Netherlands and acts as one of the Assessor trainers. Member of the IPMA Award Management Board since 2013 and co-author of the first edition of the IPMA Project Excellence Baseline (2014-2015).
Grzegorz Szałajko (Poland) Grzegorz is a strategic and project management advisor, trainer and coach who brings international experience and passion for projects to many organizations worldwide. He is involved in the International PE Award since 2005 when he became an assessor, and later a Team Lead Assessor. In these roles he has assessed various large and mega projects in Asia, both Americas and Europe. As a leading author of the current assessors training program, Grzegorz became an official PE assessors trainer in 2009. He was also a member of the IPMA Awards Management Board (2011-2014) and a Leading Editor of the first edition of the IPMA Project Excellence Baseline (2014-2015). He has contributed to the development of national Project Excellence Awards in Poland and Nepal. His main expertise includes strategic projects portfolio management, project governance, deployment of agile methods and recovering control in troubled projects. He is also teaching strategy and project management in a number of MBA and postgraduate programs.
Marco Buijnsters (The Netherlands) Since 1984 Marco has been involved in project management, the management, development and training of project managers and project organisations throughout the world and is since 2007 employed as project management consultant trainer & coach for Balance in The Netherlands. Next to that he develops his own business for project management training and serious project management business games. Marco is since 2009 involved in both Dutch as well as international Project Excellence Award processes in various roles; initiator, organizer and assessor trainer in the Dutch PEA and internationally as assessor, Team Lead assessor, Team Lead assessor trainer, co-author of the TLA-Handbook and reviewer of the new PEB. He has assessed and audited a large number of projects for IPMA and his employer throughout the world in both public and private sectors.As a long time member of IPMA Netherlands he has participated in many interest groups and is currently chair of the Dutch Project Planning & Control interest group as well as the IPMA-NL board member for events & awards. He has a background in mechanical engineering and business administration and has also been trained as a professional trainer at TC-University in The Netherlands. 5
Graham Woodward (UK) Graham Woodward (United Kingdom) has been practicing Project Management for over 40 years including being an external reviewer of Projects for the last 20 years. He is qualified in PM to the highest UK standards, those of CPM & RPP. After a 35 year career in the Aerospace industry he is now involved with three UK Universities (Warwick, Salford and Manchester) covering Project Management & Risk modules. He has been active in assessing awards for some 12 years, including the running of the UK National Awards for most of that time. He has brought this experience to the IPMA Awards from 2005 including training assessors for the last 7 years. He has also contributed to the development of many other national awards processes worldwide.
Dr. Grzegorz Dzwonnik (Poland) Grzegorz is experienced manager having a professional record in different sectors and capacities. He holds a degree in Computer Science and a Ph.D. in Economics. Since 2012 he has been practicing as consultant & coach helping enterprises worldwide to develop their corporate strategies, redefining business models, designing or improving PMO and excelling P3M methods. He is also academic director of joint MBA programme realized by Poznan School of Banking (PL) and Franklin University (USA). Board member of IPMA Polska responsible for Polish Project Excellence Award. For more than ten years an active assessor and Team Lead Assessor of International Project Excellence Award.
Brian Cracknell (Malaysia) Brian was born in the UK but has lived in Malaysia for 32 years. In that time, he has worked as project team leader on numerous training and development projects in Asia and the Middle East with his company, Language Works. Clients include those from Banking, IT, Media, Telecommunications, Energy and Education sectors, as well as Public-sector/government bodies. He has been involved in sustainable learning and professional communication since the mid-1980s, when he worked for the International Islamic University. After that, he joined the Kuala Lumpur British Council, where he gained a reputation for combining a very practical approach to learning with his knowledge of language, communication and business. Among Brian’s many roles, he particularly enjoys working as: Team Lead Assessor for International Project Management Association (IPMA) Project Management Excellence (PME) Award and Accredited Green Project Management trainer for GPM Global’s certificated programme, Projects Integrating Sustainable Methods (PriSM). In October 2013, IPMA awarded Brian the Otto Zieglmeier Achievement Award for Excellent Project Management Performance. In 2015, GPM Global awarded Language Works its first Training Partner of the Year Award.
Michael Boxheimer (Germany) Michael held management and project management positions in international companies. Today he is a consultant, trainer and coach and works with customers on conceptual and operative assignments. He is also teaching project management in Master and postgraduate programs. Michael has a background in business administration and earned a MA in systemic consulting. He is certified in Project Management by IPMA and APMG (UK). He has been active in assessing PE awards for more than 10 years in different roles, including the running of the National PE Award in Germany for 4 years. He has brought this experience to the IPMA Awards as assessor and Lead assessor from 2008 including training assessors for the last 5 years. In these roles he has assessed various large and mega projects in Asia and Europe. He was also a member of the IPMA Awards Management Board (20112014) and a Co-author of the first edition of the IPMA Project Excellence Baseline (20142015). He also contributed to the development of the national Project Excellence Awards in Germany. 6
International Project Excellence Award 2016 Winners in Mega-Sized Projects Category Gold Winner Medupi (South Africa)
by GE Steam Power Systems, South Africa
Silver Winner Vindhyachal Super Thermal Power Station, Stage-V (India) by NTPC Ltd, India.
Bronze Winner Sir Seewoosagur Ramgoolam International Airport
Expansion Project, Mauritius (Mauritius) by China State Construction Engineering Corporation Ltd, China.
Committed to Excellence in Mega-Sized Projects Category Curtis Island Bechtel’s LNG projects (QCLNG/GLNG/APLNG) (Australia) by GE Oil & Gas, Italy Marvdasht Urea & Ammonia (Iran) by Petrochemical Industries Development Management Company (PIDMCo.), Iran
Jury 2016 Mr. Hans van Wieren, The Netherlands - Chairman of the Jury Mrs. Constanta Bodea, Romania Mr. Frank Menter, Germany Mr. Ding Ronggui, China Mr. Roberto Mori, Italy Currently the Project Excellence Award Jury consists of seven people, who are all very experienced in Project Management, and, over time, the Jury has become truly international with no two members from the same country. We, the jury, are very pleased to notice that over the years, since the price is being awarded, the quality of the projects submitted is gradually increasing and also that we receive submissions from many different countries. So the objective of IPMA, to improve the quality of project management worldwide, it seems to be achieving, however for the Jury it became more and more difficult to determine the winners as the differences in scoring became very small. With the introduction this year of the new PE award scoring system our task has become a little easier to perform. We thank the assessor teams for their meticulous and extensive work and their dedication, because without them our Jury task would be close to impossible. In spite of the additional work, the Jury would appreciate if the number of submitted projects would increase and therefore like to stimulate all IPMA members to try to convince project managers all over the world to compete in the PE Award, even if it were only to receive the extensive feedback report. Mr. Hans van Wieren, Chairman of the Jury 7
Medupi, South Africa Company: GE Steam Power Systems, South Africa Award status: Gold Winner in the category Mega-sized Projects Project duration: 9 years; Budget 1,8 billion.
Project Description Located west of Lephalale, in the Limpopo Province of South Africa, Medupi is the biggest drycooled power station in the world and the fourth largest coal plant in the southern hemisphere. Eskom, South Africa’s state-owned power corporation, who provide over 95% of the country’s energy usage and approximately 45% of the electricity used in the whole of Africa, is the Customer and overall developer of the Power Plant. The GE Contract is for the supply, erection and commissioning of the Turbine Generator Island package which is one of the 38 packages contracted by the Employer (Eskom) and coordinated by the Engineer (Parsons Brinckerhoff Power).
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• What made this project special? South Africa is suffering from years of underinvestment in the power sector, with Medupi being the first new build coal fired power station in 20 years. The challenges faced are unique, which include: load shedding, remote location, skills shortages and Project Labour Agreements. GE Turbine package is one of the 38 packages contracted by Eskom with over 200 sub-tier subcontractors.
• What is the one thing the other organizations can learn from you? Taking bold decisions after having aligned the internal stakeholders for the benefit of both the internal and external clients, requires courage, determination,
drive and patience but it will eventually pay back with outstanding results.
• What have you learned through the award assessment process? Application Process • Defining the Scope of the application is of primary importance, especially if the project is not completed yet and the report addresses a portion of the project only • Report preparation is a team effort and enables the team members to identify areas of strength and improvement • It allows the project team to reflect on their work and not only realise what was achieved but also to emphasise on the good practices
• The report is important but impact is to be made at your interview: - «Be yourselves» more than trying to overdo shows the assessors the true face of the project - «Be confident to the point of arrogance » to show that we are in control and know what we are doing. - The IPMA team do not expect to ask questions: lead the conversation and direction as much as possible, don’t wait for them to ask. We’re show casing our project and the team’s achievements. - Have all the proof of your facts available as the documents cannot be removed from the premises. - Nominate one person to provide any documents requested. We still are a working team and we need to show structure so that one important visit doesn’t stop our daily operations.
• Brief the team and make them aware of the IPMA’s expectations, which can also be taken as an excellent reflection upon the teams achievements.
• It helps recognizing all individual as key contributors to the project and entire part of the team, bringing personal pride as well
• Show and demonstrate Excellence as you don’t get an award for normal work
• The IPMA would like to meet various categories of the team and not just the “big chiefs”
• Share Returns of Experience and lessons learnt
• How do you plan to promote excellence in your future projects?
• Demonstrate the achievements as a team, no individual can do what we have done alone and each and every individual within with the Medupi team is proud the be associated with such achievements. IPMA team assessment
Return of experience sessions have already been deployed with our sister project Kusile, our Client and a dedicated presentation has been prepared for distribution to the GE SPS Project community.
• Co-ordination between IPMA Lead assessor, PD and SIM is strictly necessary to ensure that the visit is organized prior to the IPMA team arrival 9
Independent and influential assessment The IPMA Project Excellence Award provides an independent and influential assessment of a company’s true strengths and weaknesses in a project management. Medupi recognition goes to the thousands of workers that made Medupi synchronization possible in September 2015 and the stabilization of the South African grid a tangible success for the people in the country. Mr. Valerio Di Cecio, GE Steam Power Systems, South Africa, Gold Winner 2016
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Vindhyachal Super Thermal Power Station, Stage-V, India Company: NTPC Ltd., India Award status: Silver Winner in the category Mega-sized Projects Project duration: 3,5 years; Budget: 523 mio.
Project Description As part of the capacity addition strategy of NTPC, Vindhyachal Stage-V was conceived for implementation. This project of 1X500 MW coal based thermal power plants was completed with effective use of resources, dynamic leadership and team work. The project has accomplished its objective of time, cost and quality, ensuring reliable power generation, fulfilling the expectations of all stakeholders. The project has been completed within the CERC Timelines for Brownfield Projects (42 months from Investment Approval) resulting in securing eligibility for excess 0.5% RoE, amounting to over Rs 120 Cr of additional income for NTPC, over the life of project. The com-
pleted cost till capitalization cut off date of March 2018 is expected to be `3000 Cr (against approved cost of `3431 Cr). Plant architecture & adoption of new construction methodology in areas of Erection are in line with current trends and improvements in plant design optimizing the resource use.
• What made this project special? Completion of the project in approved schedule & cost and with desired quality. The project also secured additional 0.5% Return on Equity, amounting to 700,000 Euros/annum from GOI (Govt. of India) due to completion within CERC (Central Electricity Regulatory Commission) timeline.
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• What is the one thing the other organizations can learn from you? Implementation of Integrated Project Management & Control System which include effective monitoring & review mechanisms, meticulous approach for controlling scope variations during project execution & exhaustive framing of contracts.
• What have you learned through the award assessment process? The exhaustive & all-inclusive assessment approach of IPMA.
• How do you plan to promote excellence in your future projects? Excellence is a journey. By incorporating the recent learning from IPMA assessment methodology we will improve our own internal assessment & audit mechanisms for achieving further excellence in project execution.
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Sir Seewoosagur Ramgoolam International Airport Expansion Project, Mauritius Company: China State Construction Engineering Corporation Ltd., China Award status: Bronze Winner in the category Mega-sized Projects Project duration: 3 years; Budget: 213 mio.
Project Description The expansion project of Sir Seewoosagur Ramgoolam International Airport is located in Mauritius, which is proposed by the Mauritian Government due to the growing demand of tourists. It is expected that the annual amount of passenger arrivals will increase from one million in 2009 to two million by the year of 2013 when the airport delivered. The project was financed by the Export-Import Bank of China and the EPC contract was signed on December 30 2009 between ATOL (Airport Terminal Operation Ltd., the Client) and CSCEC (China State Construction Engineering Co. Ltd., the EPC contractor) with contract value of US$ 305 million. The work scope includes terminal building, apron, parking area, cooling station, emergency power station and subsidiary facilities. In view of it excellent performance on quality control, the project was awarded with Luban Prize, which is highest award in China for construction quality. According to ACI (Airport Council International), the operation of project was ranked No.3 of the Best Airport by Region (Africa) in 2013, No.1 in 2014 and No.1 of the Best Improvement by Region (Africa) in 2015.
power and material resources, and dealing with the relations with all stakeholders. After the commencement, they motivated employees to enhance their awareness of the importance and the features of the project; during implementation, they aligned various resources to make sure the progress in order; facing difficulties and critical points, they offered hands-on directions. Prime Emphasis on Stakeholders’ Concerns At the approval stage, CSCEC submitted reasonable proposal to the Mauritian government after full considerations to the economic level and the potential demand of development of Mauritius. At the financing stage, CSCEC, with its rich experience of overseas projects, aligned and assisted in confirming the bestof-possible financing program. At the implementation stage, CSCEC, by close collaboration with all parties such as the designer, the supervisor and the subcontractor, guaranteed necessary resources deployment in turn to guarantee the works period and the works quality. At the maintenance and handover stage,
• Why the project is of excellence? Great Importance Attached from High Management SSR International Airport Project is the most important project concerning people’s livelihood in Mauritius in recent years, which affects the issue of the development of local tourism and the issue of employment. The management of CSCEC involved all aspects from the first stage of the project and continued through the whole process, including developing the overall strategy of implementation, the arrangement of man13
CSCEC finished the process with its best to provide excellent service to the client and the endusers. Scientific Management, Innovation Oriented From the very beginning, the project has adopted the philosophy of scientific efficient management and stimulating innovation. In practice, the introduction of multi-source information exchanging platform – ACONEX – made the routine work more standardized, the transit of information more efficient and organized. The sharing of information was maximized thanks to all stakeholders’ access to the platform, and in turn all parties can easily reach agreement on progress of the project and push together that forward. The introduction of project management tools. At the design stage, BIM technology was adopted into management to utilize its capabilities on design, engineering and purchase. It effectively avoided common problems under complicated pipelining circumstance such as conflict of pipelines and lack of installation
space; at the same time, it perfectly coordinated conflicts among different work, for instance, the conflict between positions of equipments and interior decoration effect. The application of P6 system solved the problems of progress, distribution of labour, and connection of different techniques or processes. Innovation was another focus from the management. The huge size and quantities and the complexity of techniques of this airport project makes it difficult to merely adopt traditional construction methods. The encouragement and incentives of innovation brought out new techniques and construction methods such as large-size structure hoisting method and comprehensive pipelining technique, which greatly decreased the intense and level of risks for engineering and increased economic effectiveness. Besides, there are much more other factors working together to achieve the objective of excellence.
• Aspects that can be acknowledged as reference The plan and preparation must be strategic prospective, thorough investigation must be conducted, optional plan must be made. After careful early market research and analysis on economic or technology factors, the project management concluded that Mauritius was a developing country whose level of industry and economic was relatively underdeveloped and human resource especially high level ones were in short. However, modern airport project is a high-tech aggregation not only in the aspect of equipments but also flight management system, ground guidance system, luggage handling
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system, navigation light system as well as specialized heavy equipments and manpower. To respond to lack of human resource, equipments and materials, the management planned in advance scheme of manpower deployment and manpower precaution mechanism to guarantee backups on key job positions. Once potential human resource problem is recognized, the backup plan will be immediately activated so that the continuity can be guaranteed. Regarding equipments and materials, the management according to the features of airport project, decided to self-purchase those specialized heavy equipments to make sure the smooth progress of principal part. For other specialized equipments, CSCEC sourced through its worldwide network and purchased in advance from South Africa, Europe, USA and so on, which stabilized systems and equipments coordination. Thoroughly explore local resource, collaborate with local partners, promote local employment and development. Due to the good understanding and full investigation on the local market and resources, it confirmed
local qualified suppliers at early stage; meanwhile, the project engaged as much as possible local labor dealing with general work. As a huge public project in a developing country and away with full logistics, the excellent achievements of the project are inseparable from great amount of advanced plans at early stage.
• Things to Learn from the Assessment of IPMA It is the very first time that CSCEC has taken part in IPMA assessment. By review of perspective documents of the assessment, we understand the organizing committee has very clear and rigorous definition on excellence of project management. From three dimensions – human resource and objectives, resource and strategy, outcomes of project, it concludes a full coverage of whole process of project, whose excellence is the only guarantee to the excellence of project. Back to SSR International Airport Project, we think that
our work at the preliminary stage and at the outcome stage is precise and effective. We reached the standard of excellence in terms of decision making, perspectiveness, optimaized resource allocation and organization. In turn, the outcome satisfied and far exceeded the expectation of stakeholders. On the other hand, what we gained most is a further understanding of process control through this assessment. As a qualified contractor, CSCEC has an existing complete set of principles on project management, which we have followed. However, compared with IPMA assessment system, our systematic quantification work is not perfect. We will in the future improve this aspect of work, and except for the information share, take comprehensive quantification and meta-analysis.
• How to Promote Excellence of Management in our Future Work SSR International Airport Project achieved excellence with great support of all parties and with endless endeavor by CSCEC. The proven management models,
methods and mechanism have been promoted in many other projects of CSCEC. For example, the extensive application of project information interaction platform comes. The platform, like that in SSR International Airport Project, connects stakeholders of project to assist all parties to reach agreement and to coordinate. Other examples of innovative techniques and methods are duplicated. Large-size structure hoisting method has helped to create huge economic benefits on many high-speed railway projects or major airport projects. Therefore, another excellent achievement gained by SSR International Airport Project is to enhance the overall level of management of CSCEC. Moreover, in line with IPMA assessment standards and the practices of SSR International Airport Project, we plan to further optimize our company’s existing process control by more emphasis on quantification and analysis on process data, and extend these adjustments to other projects of CSCEC. 15
Marvdasht Urea & Ammonia Company: Petrochemical Industries Development Management Company (PIDMCo.), Iran Award status: Committed to Excellence in the category Mega-sized Projects Project duration: 4 years; Budget: 500 mio.
Project Description Shiraz petrochemical company has been established in 1965 to produce fertilizers and it was developed by new Ammonia, Urea, Nitric Acid, and Ammonium Nitrate plants due to Iran’s growing agricultural needs. The feasibility study of new development plant was prepared with respect to projects’ useful life, production’s safety and economic parameters and based on potential and de facto advantages like accessible expert human resource, geographical location, available utility, market access as well as access to transit roads and railway. Verifying the feasibility study, Iranian National Petrochemical Company (NPC), assigned its project based subsidiary, Petrochemical Industries Development Company (PIDMCo) to implement the project. PIDMCo has tendered the project and verified ‘Petrochemical Industries Design and Engineering Company’ (PIDEC) as the contractor.
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• What made this project special? The project was unique in terms of technology, diversity and other conventional components of a project; and it was a different project compared to other projects. What put this project in a special situation compared to other projects, was environmental circumstances surrounding the project at execution time. The project has faced many different environmental restrictions and limitations while being executed. But the project had to survive under any circumstances and run until the end. The circumstances surrounding the project as well as international sanctions imposed on Iran, made the project to apply its creativity and solutions in order to face many issues like banking-financial transactions obstacles. Although it was almost impossible to supply most of equipment and raw materials in the project, but applying a comprehensive “Risk management” system and alternative solutions helped the project to be finished successfully. And now
it is more than a year since AU3 project is finished and it is producing its product.
• What is the one thing the other organizations can learn from you? Although, the project team wishes no project experience such an unfair and difficult situations, but they deeply believe that “Risk management” was an effective solution to execute and finish the project in a successful manner. Effective risk management. The more the project was passing forward and environmental circumstances got harder, “Risk management” process was updated and more accurate and resulted in better outcomes. Furthermore, the “Strategic plan” as well as “Risk management” process in this project, and obtained lessons should be shared with other projects.
• What have you learned through the award assessment process? A) The assessment team was formed from different countries and different cultures and experiences in project management. Challenging assessment meetings with a professional assessment team was a unique experiences for project team. And provided an invaluable feedback by listening to their viewpoints in different aspects of executing the project. (B) Transferring and discussing some concepts and issues in project to those who have not even experienced such a condition and problems resulted from economic sanctions, was quite a difficult but valuable experience. Although the project have had its own internal assessments processes, but discussing the obstacles occurring in such a project to the assessors who had not the experience of economic and political
sanctions was a new experience during assessment process. And it was hard to discuss main project goals in terms of Time, Cost and Quality; but it provided a good opportunity to gather valuable lessons learned both in execution the project and conducting assessment process.
• How do you plan to promote excellence in your future projects? “Lessons learned” document is the last document in the project which is under review and being updated still; even now and after a year from the time which the project is finished. The document is already prepared by project team and it is delivered to the parent organization in order to be reviewed and approved. Project “Lessons learned” can be divided into two parts: (a) “Technical and engineering issues” lessons learned, (b) “Project managerial” lessons learned. The project team believes that by applying the “Project managerial” lessons learned gathered in this document, the parent organization will not experience the failures and weaknesses in this project again in other projects. In addition, procedures that enhanced the process of achieving project goals will become routine for everyone in the organization. This is what will guarantee the excellence in upcoming projects.
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Curtis Island Bechtel’s LNG projects (QCLNG/GLNG/APLNG) Company: GE Oil & Gas, Italy Award status: Committed to Excellence in the category Mega-sized Projects Project duration: 5 years; Budget: 830 mio.
Project Description Curtis Island project is composed by three different plants designed and constructed by Bechtel in quick succession. Queensland Curtis LNG, Australia Pacific LNG, and Santos GLNG, represent the world’s first LNG facility to be supplied by natural gas sourced from coal seams. For all the three plants Bechtel selected GE Oil & Gas to design and supply refrigerating compressors for a liquefied natural gas (LNG) complex on Curtis Island, Queensland (Australia). The three huge plants produce LNG for use by Australians and for customers in China, Korea, Japan, and Malaysia. Commercial operations of QCLNG started by end of December 2014, GLNG on September 2015, and APLNG on December 2015. Yearly expected LNG production is roughly 25 million metric tons. GE Oil & Gas successfully com-
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pleted the project after a journey of 5 years meeting customer and worldwide located stakeholders objectives and satisfaction.
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IPMA PE Assesors Teams
Being an IPMA PE assessor I get the opportunity to explore other cultures and meet local people in a way I would never get a chance to do as a normal tourist or in my daily work. It is a great pleasure for 3-4 days to work closely together with highly dedicated and skilled people who has the ambition to be world class and to deserve their confidence. The IPMA setup is unique - it challenges the applicants and it challenges me as an assessor.
This year I have conducted my first assessment for the international project excellence awards. This has been a terrific experience! To start with, by witnessing customs and best practices in another continent my view of life and work has been enriched. Also, the PEB has lifted my own ambitions as a project manager. And finally, I have enjoyed great cooperation in our team. I am looking forward to doing it again.
Jørgen Kejlberg
Marieke Koopmans-van Berlo
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Assessing the world’s best projects offers the opportunity to interfere with the world’s best project managers, also; there is only one choice, to move forward and learn in order to become even better. Antonis Bakogiannis
IPMA Achievement Awards 2016 IPMA Individual Achievement Awards Winners in the category Project Manager of the Year For me, Project Manager of the Year Award is not a destination at the mountain peak but more like being deployed to a launch pad. It was an important tool in opening new opportunities in my professional career; a key helping me to know inspiring people in a passionate IPMA community, and it was a confirmation that as a PMO leader I am on the good track with my management and professional approach. I can warmly recommend to apply for the Awards for all eligible PMs: it will definitely help moving you forward! Laszlo Balaton, Hungary
Gold Winner
Silver Winner
Bronze Winner
Bronze Winner
Jon Riddett, Australia
Shen Minghua, China
Gart Kostermans, The Netherlands
IPMA Social Projects Achievement Awards Winners in the category Community Service / Development Project
Gold Winner
Silver Winner
Bronze Winner
Formalizing and Strengthening Women Enterprises through “Business Clinic” by Federation of Women Entrepreneurs’ Associations of Nepal (FWEAN), Nepal
Orquesta Sinfónica Esperanza Azteca - CFE by CFE - Comisión Federal de Electricidad, Mexico
Project Management Online Learning Portal - Free for Students by Project Management Institute - Arabian Gulf Chapter (PMI-AGC), UAE
Winner in the category internationally Funded Humanitarian Aid Project Gold Winner Ebola Response in West Africa by Aspen Medical, Australia 21
IPMA Research Awards 2016 The 4th IPMA Research Conference took place on September 15th – 16th 2016 in Reykjavik, Iceland.
The theme of this Conference was “Project management and sustainability.”
List of Jury Members: Prof. Dr. Anbang Qi - Nankai University, China Prof. Lynn Crawford - Director, Project Management Program at The University of Sydney, Australia Prof. Dr.Martina Huemann - Professor at the WU Vienna University of Economics and Business, Austria
It was Co-hosted by Verkefnastjórnunarfélag Íslands (Project Management Association of Iceland) and Reykjavik University. The design of the IPMA Research Conference again allows for a maximum of interaction and exchange between researchers, experts, scholars and practitioners.
Miles Shepherd - Chairman TC 258 Project, Programme & Portfolio Management at ISO International Organization for Standardization, UK
The venue for the 4th IPMA Research Conference was Nautholl cafe, conference facilities and restaurant in the heart of Reykjavik.
Jouko Vaskimo, Doctoral Candidate, Aalto University, Finland
During the Research Conference 5 Key Note speakers described main streams in maintenance of sustainability. During the World Café sessions all participants took a part in answering a question “How to close the gap – focus on project outcomes?” by teamwork discussions and conclusions presentations. The number of participants in the Research Conference was limited to 60 participants and covered representatives from all continents. RC site: http://ipmaresearch2016.com/
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Prof., Ph.D. Yvonne Schoper - HTW Berlin University of Applied Sciences Berlin, Germany
Assist. Prof., Ph.D Mladen Vukomanović - University of Zagreb, Croatia Dr. Haukur Ingi Jonasson - Assistant Professor, Reykjavik University, Iceland Dr. Michael Young - Vice President Research at GPM Global (Green Project Management), Australia Dr. Janice Thomas - Professor, Project Management Research Institute Athabasca University, Canada Member, Global Alliance for Project Standards Fellow, PMI Southern Alberta Chapter, Canada
Winner of IPMA Research Achievement Award 2016
Winner of the IPMA Research Award 2016
Winner of the Young Researcher Award 2016
Prof. Dr. Dr. Christophe N. Bredillet, PhD
Dr. Ofer Zwikael
Maxim Miterev
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I am very proud and honored to have been conferred the IPMA Research Achievement Award 2016 and to join the prestigious group of colleagues who shape and move the field forward. I thank IPMA, as the unique truly international and multicultural Professional Association, for paying a special attention to competence and capability building through the recognition of “open-minded” research.
IPMA is dedicated to promote research excellence in project management. As a truly international organization, IPMA reaches out to people anywhere in the world. IPMA provides opportunities for scholars to interact, discuss and enhance the quality of their research to support project management practice. It is my great honor that my research was recognized by such an elite organization.
I feel truly honored to receive the IPMA Young Researcher Award 2016 for my work on program management competences. As a future academic, I would like my research to make a difference for practitioners and I perceive this award as a sign of their interest in the results. I firmly believe that winning this award is an important milestone for my academic career and would like to thank IPMA again for helping me to engage with the community of PM professionals.
Professor Bredillet’s main interests and research activities are in the field of Philosophy of Science and Practice in P3M, including dynamic of evolution of the field, bodies of knowledge, standards, and their link with capability development, capacity building, governance and performance. These research interests are reflected in five interconnected dimensions of his work: 1) Understanding the nature of the P3M field, schools of thoughts and its dynamic of evolution; 2) Learning and acting, capacity building and organizing in complex and uncertain P3M situations; 3) Relation(s) project management deployment, cultural factors and socio-economic development; 4) Work motivation in P3M and temporary organizations settings; 5) Philosophy of Science, Practice and Ethics in P3M. He has published more than one hundred articles in scholarly journals, conference proceedings and research/advanced practice books. Besides these activities, Professor Bredillet has been continuously involved with IPMA since the beginning of the 90s, as well as with other PM professional bodies, contributing to standards development, certifications & award assessment, research activities, conferences, and the early development stage of IPMA Young Crews. He was Editor-in-Chief of Project Management Journal® between 2004 and 2012, leading the journal to be covered by the Social Science Citation Index (SSCI) and Web of Science.
Dr. Ofer Zwikael from the Australian National University received the IPMA Research Award 2016 for his contribution to knowledge on project benefit management. His research provides frameworks processes, models and tools to enhance the realization of benefits upon project completion. His research has made articular contribution to project management areas such as business case development, project investment decision-making, project governance, stakeholder management and performance measurement. This research supports the realization of strategic project goals, ensures that the project management discipline is meaningful for business and takes project managers up to the executive table. This research positions project managers and the project management discipline at a central and strategic place in organizations.
Maxim Miterev was awarded the IPMA Young Researcher Award 2016 for his research“Exploring program management competences for various program types”. The aim of the research was to empirically explore how various program management competences are associated with successful program management. The research results have been published in the International Journal of Project Management. Results of the study in a nutshell • Different types of programs require different competence profiles • Contrary to the dominant ‘one-size-fitsall’ assumption in the literature • An in-depth case study of 10 programs with an ethnographic twist • Develops a model linking management competences to the program types of a popular typology • Highlights the importance of program content
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IPMA organizes the IPMA Project Excellence Award as well as the IPMA Research Award and the IPMA Achievement Awards. Further information: www.ipma.world