Commemorative book IPMA International Project Excellence Awards 2015
Foreword
Foreword for PEB
In our fast changing world project management has become a must and excellence has turned into the most important prerequisite for project success. Companies that adhere to strong project management methods, including detailed evaluation of scope and budget, ongoing risk management, leadership and measurement of project results, are consistently more successful than those that do not.
For over ten years IPMA has used the Project Excellence Model as the basis for moderating the IPMA Excellence Awards. During this time it has served us well and proved it’s value to all those concerned with the Awards, applicants, assessment teams and jury members. It is a great pleasure for me to introduce our new Project Excellence Baseline ® (PEB).
For the last decade IPMA has recognized and acknowledged more than 100 excellent projects from different industries all over the world. These project teams have gone beyond the normal project management methodologies, they have shown strong leadership, excellent processes, clearly realized objectives satisfying all stakeholders. The list is long, dependent on the project, on the complexity and the industry area. But there is no recipe for excellence, it should be lived and breathed by the project team.
What the PEB Team have done is to make it easier to use and understand and particularly helpful to those who wish to use the principles when setting up their projects. IPMA has introduced a new version of the ICB4 and the PEB is closely aligned with this.
IPMA truly supports the project management community and recognizes these world-class projects using a well-established project excellent model for assessment. Our assessors follow strictly the IPMA PE assessment process and the jury decides on the winners in three categories. The announcement is done during the IPMA Award ceremony and is celebrated with all IPMA Congress participants. Independent of the rank all projects receive a feedback report with their strengths and areas for improvement and a benchmark in comparison to the other applicants. At the 29th IPMA Congress held in Panama, IPMA had the pleasure to acknowledge the best projects for their outstanding performance and exemplary achievements. The acknowledgement opens new doors for the organizations and gives powerful competitive advantage. Being a part of the world class project management community gives tremendous opportunity for further development and participation again in the awards competition in the next years.
I would like to thank the team who have made this possible, the writers as well as the reviewers who have performed this project in accordance with the guidelines. They are currently creating the training materials to bring the Project Management Community up to date. 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 Koutintcheva Chairman of Award Judges 2015
Mary McKinlay Vice President IPMA
Award Team
PEB Team
Jury IPMA International Project Excellence Award 2015
Project Excellence Baseline® Team 2014-2015
Mrs. Mary Koutintechva, Switzerland – Chairman of the Jury Mrs. Constanta Bodea, Romania Mr. Frank Menter, Germany Mr. Ding Ronggui, China Mr. Hans van Wieren, The Netherlands
IPMA Award Management Board 2015 Mr. Erik Mansson, Germany – Chairman of the AMBo Mr. Diego Arimany, Guatemala Prof. Ding Ronggui, China Mr. Gholamreza Safakish, Iran Mrs. Pau Lian Staal-Ong, The Netherlands
Mr. Erik Mansson, Germany – Project manager Mr. Michael Boxheimer, Germany Dr. Sonja Ellman, Germany Mrs. Mary Koutintcheva, Switzerland Mr. Alexey Polkovnikov, Russia Mrs. Pau Lian Staal- Ong, The Netherlands Mr. Grzegorz Szalajko, Poland – Leading editor Mr. Reinhard Wagner, Germany – Project Sponsor
Available to the Public in January 2016 For inquiries on the pre-release version, please email award@ipma.ch
IPMA Award PMO Director Ms. Ewa Bednarczyk, Poland Commemorative book
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The Award Gala
Applicants Overview Incheon Bridge Company, South Korea Premium Gold Award – Special Award for Outstanding Project with Sustainable Impact Mega - sized Projects
Sberbank of Russia, Russia Gold Award Mega - sized Projects
Nanjing Urban Construction Project Management & Development Co.,Ltd, China Gold Award Big - sized Projects
Alstom Thermal Power Steam Plants Silver Award Mega - sized Projects
Shahid Rajaee Professional Group, Iran Silver Award Big - sized Projects
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IPMA International Project Excellence Award 2015
GE Oil&Gas, Italy Bronze Award Mega - sized Projects
Thales Communication & Security SAS, France Striving for Excellence Mega - sized Projects
Engineering and Development Organization of the City of Tehran, Iran Striving for Excellence Big - sized Projects
SIVECO Romania, Romania Striving for Excellence Medium - sized Projects
Congratulations! Sponsor of the IPMA International Project Excellence Award 2015
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Incheon Bridge Project, South Korea Company: Incheon Bridge Company, South Korea Award Status: Premium Gold Award – Special Award for Outstanding Project with Sustainable Impact Category: Mega - sized Projects
Project Description Private investment project of Incheon Bridge was carried out as the business of expanding the traffic network for multiple purpose that combines Northeast Asia-centered promotion strategy of Korean government and regional development strategy of Incheon Metropolitan City not based on local project but national one. Incheon Bridge made a number of unprecedented records as the world-level construction whose business volume exceeded 2,000,000,000 Euro. The period that was spent to construct Incheon Bridge of full length 21.384km by investing 230,000 man-days and 40,000 heavy equipment beginning the construction in June, 2005 is 52 months exactly. Despite all sectors were so poor such as technology, environment and financing, it was the results that defined the reasonableness till the actual project got realized through the detailed plan of representative director of Incheon Bridge Co., Ltd., Soohong Kim who is the main agent of construction and operation as the first proposer of Incheon Bridge project. Project of Incheon Bridge has been proceeding with growth, derivation and expansion with the related fields continuously after completion of construction work. That is, it proposes that the project can secure not only new profit and sustainable future profit as one-time project but accomplish the creative profit creation, efficiency maximization through the convergence with other field and realize the dream of mankind as area of project management spreads to all fields. As Incheon Bridge project was planned under the phe-
nomenological recognition that the nation and citizen are the clients right from the start, the difference from general PM type was unavoidable regarding continuity and sustainability of the project. Incheon Bridge project is helpful for the citizen and contributing to national development with the sustainability as of now when it is under the operation.Therefore, Incheon Bridge is still the on-going project.
What made the project special? 1. Project planning & operation based on long-term macroscopic vision a. Expansion of the project concept b. Operation management prepared already in planning stage c. Pursuit of macroscopic value (reduction in a toll, environmental friendliness, social contribution) 2. Expansion of all parties concerned and goal achievement through systematic management a. Analysis on all parties concerned and expansion of scope (to the public and the nation) b. Goal achievement through systematic management of all parties concerned 3. System innovation a. Private sector investment project organized by the foreign company (AMEC) for the first time in Korea b. Private sector investment project based on competitive bidding of constructors in separation between constructors and investors for the first time in Korea
c. Full application of international design standard(AASHTO LRFD) for the first time in Korea d. Full application of the advanced project management technique (PM) for the first time in Korea 4. Project outcomes and effects a. Completion of the three stages (finance, construction, operation) based project as a new project concept b. Creation of remarkable project outcomes
What is one thing that other organizations are able to learn from us? 1. Sustainable and futuristic project management system
What are the learning points in Award Evaluation Procedure? 1. Understanding of the evaluation procedure reflecting the project process of International PM Association a. Identification of a sense of communal unity that all employees of Incheon Bridge have b. Re-awareness of the importance of vivid historic materials of Incheon Bridge
Project key figures Duration: 9 years; Budget: € 2bn; Number of core team members: 98.
Assessors Erik Mansson – Team Lead; Sonja Ellmann, Peder Uhd, Jelena Mrviej, Subas Subedi.
What is a plan to improve Project Excellence in the future project? 1. Long-term vision a. Three major management guidelines for sustainable growth and future b. Expansion of international exchange and PM cooperation through the establishment of Korean office of IPMA
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Program of Sberbank Core Banking System and IT architecture transformation, Russia Company: Sberbank of Russia, Russia Award Status: Gold Award Category: Mega - sized Projects
Project Description Program of Sberbank Core Banking System and IT architecture transformation (hereinafter – Program) is a strategic program of Sberbank. The implementation of the Program has allowed to achieve the most important goals of the Bank by reducing time-to-market banking products release, and IT costs reduction. In the process of implementation of the Program were established qualitatively new conditions for further consolidation and unification of key operational and business functions of Sberbank. The objectives of the Program was carried out through analysis and selection of optimal set of key banking processes maintenance systems and transformation of the Bank’s it infrastructure by centralizing databases and unification of system functionality.
What made the Programme so special? What were the challenges / problems the Programme faced and how were they overcome? The Centralisation Programme is unique to the market. It is special because the transformation of the system took place in the already existing, heterogeneous landscape of AS Core Banking. Moreover, the operating systems, databases, and equipment that existed at the start of work in various Sberbank departments, were all different in each of its 16 regional banks. We would like to note specifically that, in global IT practices, the existence of a homogeneous AS Core Banking landscape and a set of technical tools and information systems was almost considered a prerequisite for starting transformation work at this level. With the introduction of the Centralisation Programme in the Bank, global practices fell under review by the market. Sberbank set a precedent with this Programme in the market for transforming Core Banking systems. In addition, it should be noted that all Programme 8
IPMA International Project Excellence Award 2015
activities were performed without actually stopping the work of the Bank’s departments. The implementation period for the Centralisation was dramatically shorter compared to similar major programmes of key global banking corporations. In early 2012, there were some problems in the Programme. The lending and corporate business systems were not ready to be replicated, and some technical issues had been identified in the operability and performance of Hi-End IBM servers and Oracle DBMS. The problems were caused by a large amount of data and the unique nature of the established systemic and technical architecture. The crisis was met by the Programme management and team as both a challenge and an opportunity to improve the course of the Programme. To resolve certain issues, we developed a series of systemic and technical solutions, some of which are unique and unprecedented in international practice. We built an interaction procedure between key vendors that take part in any processes. We decided to change the strategy for carrying out the Programme, and in the end, it allowed the Bank to save time and money for creating a target platform, as well as to maintain and develop the Programme team. As a result, we met all the objectives set by the Programme within the established time frame. This was the Bank’s first programme and it has become the foundation for the portfolio and project management system of the Bank.
What is the main thing that other organisations can learn from you? To successfully carry out major Programmes, you need: 1. Sponsorship by the CEO of the company 2. A team made of professionals from all company departments 3. Full project transparency 4. To motivate the team by aiming at high, reasonable results
5. A senior leader to manage it 6. Ability to change the strategy for carrying out the Programme.
How do you plan to use your current achievements for future projects? The results of the Centralisation 2.0 Programme are a foundation for future transformations in the Sberbank information system. As a further development of the Centralisation Programme, we have recently debuted two more Programmes: 1. Centralisation 3->0, a complete centralisation of all information systems and services of regional banks and central office located outside the Core Banking systems. 2. Creating business support and development platforms (18 +) Programme Objectives: • Ensuring the strategic advantage of the Group in the banking services market by creating a platform that meets business requirement on the horizon of 2018-2023 in a sustainable way, including the support of establishing customer-centric information services, flexible billing for products and packages, and time-to-market reductions • Transforming the existing systemic and technical architecture of the Bank’s systems to reduce technological dependence on major vendors and ensure the growth of productivity and reliability of hardware platforms to stay one step ahead of business needs • Reducing expenditures on developing the Group’s automated systems and lowering the total cost of ownership for back office systems within the Programme • Improving the quality of customer service by reducing the number of deviations in automatic transaction processing • Improving the effectiveness of the back office by increasing its STP level.
What did you take away from the assessment procedure results? The Programme team was pleased to once again experience the importance and scale of its work not only within Sberbank, but also for international project-based activities in general. It was very useful for us to be evaluated by an independent party with extensive experience. We are proud that the assessment confirmed the unique nature of the Programme in terms of its scale and results, and also the fact that our organizational systems meet the high standards of IPMA and other leading global practices.
Project key figures Duration: 4 years 4 months; Budget: € 719m; Number of core team members: 100.
Assessors Eelco Nap – Team Lead; Olena Sharovara, Hakan Westman, Mathias Vaagt, John - Paris Pantouvakis.
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Nanjing Public Health Medical Center, China Company: Nanjing Urban Construction Project Management & Development Co.,Ltd, China Award Status: Gold Award Category: Big - sized Projects
Project Description The gross floor area of Nanjing Public Health Medical Centre is 108.8 thousands square meters within 900 bed spaces. It is a modernized large public medical center famous for its comprehensiveness, professional treatment, strong precaution and the response of emergencies. This project combines comprehensive medical treatment, lung and esophagus diseases, contact the non-contact diseases and explosive diseases together, and to auxiliary polyclinic. It laid a foundation in August 2013 and will be delivered in Jun 30, 2015. This project contains 48 interested parties including designers, construction sides, supervisors and suppliers.
What makes Nanjing Public Health Medical Center unique? 1. Corporate system promotes project excellence Nanjing Urban Construction Project Management Co., Ltd. was awarded Silver Award of IPMA in 2008. Since then, we have set up a “1 model and 3 systems based on PE model, have always been absorbing various ideas and methods of project management, have always been improving our management system through repeated project practice and summarization, and have perfectly displayed our management system in the project of NPHMCP. 2. Identifying and controlling related stakeholders, with their subjects as a support
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IPMA International Project Excellence Award 2015
In the initial phase of this project, we conducted a subject research into stakeholders and the target system of this project in cooperation with Shandong University, thus forming a systematic method from the identification of core stakeholders, demand mining, conflict solution to the establishment of the project target system. We continuously adjusted the project targets in the process of management according to the principles of project management oriented to the demand of stakeholders. 3. Cooperating with five well-known Chinese universities in the process of management, and attaching importance to management innovation, knowledge accumulation and reapplication From the initiation of construction to the management of the whole process of the project, we set up a cooperative relationship with 5 well-known Chinese universities. We had a corresponding knowledge support from management to technology. We hope to optimize and enhance our management system through continuous innovation of knowledge.
In which aspect do you deserve to be imitated by other organizations? From the initiation of construction to the management of the whole process of the project, we set up a cooperative relationship with 5 well-known Chinese universities, including the building scheme, medical function layout, set-up of heating and ventilation system, key technology of sewage treatment, management of
relevant stakeholders, etc. There was a corresponding knowledge support from management to technology. In addition, the project has become the base for the practice of postgraduates of two well-known Chinese universities: Shandong University and Hohai University.
What have you learned from the appraisal process of this award? How will you apply your strengths to other projects? The on-the-spot visit of the appraiser team of the international award to us has offered us a rare learning opportunity. In the process of interview, we not only reported and displayed our mature system of excellent project management, but also pondered over our shortcomings and defects. After the appraisal, our company organized all team members to carry out a self-appraisal to our project according to the standards of appraisers. The contents of self-appraisal not only included the knowledge and experience we had learned, but also included the schemes and sugges-
tions on the optimization of our corporate system. We have already incorporated to-be-improved points into the new project construction management.
Project key figures Duration: 2 years 4 months; Budget: € 86m; Number of core team members: 21.
Assessors Michael Boxheimer – Team Lead; Philip Liang, Wim de Gier, Philippe Brun, Mohammad Hossein Seighali.
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xxx Manjung 4 Malaysia Company: Alstom Thermal Power Steam Plants Award Status: Silver Award Category: Mega - sized Projects
Project Description The Manjung 4 power station in Malaysia owned by TNB Janamanjung Sdn Bhd (a subsidiary of TNB) is the first ultra-supercritical power plant in Southeast Asia. Completed in March 2015 the 1000 MW coal fired station was constructed under a turnkey contract by a consortium led by Alstom, in partnership with CMC. Manjung 4 provides additional capacity to meet the increasing demand in one of the world’s fastest growing economies, producing enough electricity to supply power to nearly 2 million Malaysian households. Alstom’s scope in the contract includes engineering, procurement, construction and commissioning of the 1,000 MW steam turbine, a generator, supercritical boiler and auxiliaries as well as ALSPA Series 6 distributed control system and advanced environmental control systems to cut emissions. The unit provides TNB customers with clean, reliable and economical electricity. From the submission of bids in December 2010 to acceptance and signing in March 2011, the speed of contact award was proof o f TNB’s trust and regard for Alstom power. This project demonstrates Alstom’s ability to complete a challenging project in full compliance with the contract.
What made this project special? The Manjung 4 project is Southeast Asia’s first ultra-supercritical coal fired power plant with 1000 MW performance level. Manjung 4 was specified with a net plant electrical output of 1000 MW and an efficiency of nearly five percentage points higher than the existing three subcritical units at Manjung, this is an extremely significant advance. It results in a reduction in operating costs because each tonne of coal burned generates close to 14 per cent more power than in the existing subcritical Manjung power plant. Since December 2014, when 1040 MW was first generated to the Malaysian grid a guaranteed power output has continued to be secured. The owner recognized that with the quality of the available coal supply decreasing as the best coal reserves are exhausted, a modern, high-capacity steam plant, capable of coping with a wider range of coals than has traditionally been the case was required.. The plant needed to be designed with the capability to use a wide range of coal qualities while at the same time balancing the need for plant efficiency as well as lower emissions. By industry standards this is considered a strong challenge, however, it was achieved - plant emissions meet and are substantially less than World Bank & international standards (>90% SO2 removal: 200 vs 500 Mg/Nm3), Manjung 4 can burn 17 different types of bituminous and sub-bituminous coal. Other factors add to Manjung’s complexity and distinction, such as the tight 48 month project schedule and the unusually short 3 month tender period which eliminated the chance for pre-engineering activity. To complete a large scale project such as this in 4 years is uncommon, especially considering the amount of engineering that was completed concurrent to the contractual project phase. 12
IPMA International Project Excellence Award 2015
Adding to complexity the Manjung 4 Alstom project team involved every entity of Alstom’s Steam Business: steam plants, boilers, steam turbines, generators, and environmental control systems across the globe, Asia, India, Europe and America. It was important that to the Customer only one Alstom would be presented. Manjung 4 is a first in many aspects. Not just the first high range product (1000MW) in South East Asia, but also the Manjung 4 project was initiated in a changing corporate organisational context. It was the first project to start under Alstom’s new Steam Business organisation (merger of Thermal Systems and Thermal Products within Alstom). Furthermore, it was the first time that Plants China organisation was involved, having been newly created and undergoing a knowledge transfer program as the project started. The Project attracted a lot of attention, several Senior Management visits took place at Site and in one occasion Manjung was also presented to GE (General Electric), the project team was well recognised by the Alstom Senior Management, to the highest hierarchical level in Alstom with Patrick Kron, the Alstom Corporate CEO. For Alstom, Manjung 4 is a showcase Plant for developing the Asian market and a reference project completed in record time, with unparalleled performance, efficiency and reduced emissions.
What is the one thing the other organizations can learn from you? The following mission statement was formulated by the Manjung 4 project team “Alstom Power will design, supply, construct and commission a safe, reliable, and efficient steam plant with related equipment that meets Contract requirements through good communication, teamwork, and innovation. We will do this in an environment of cooperation, mutual trust, respect, and professionalism among the Project participants.” Chief amongst the project teams’ specialities are their Customer focus, innovation, teamwork, and dedication. The Manjung 4 project team’s leadership style put emphases on core values; team, trust and action. Those values were translated into practise by; • The team’s ability to deliver beyond expectations during critical situation despite the overall project complexity and despite the team being in multiple locations with many interfaces. • The transparency established between all stakeholders. • The empowerment of the project team members, made possible by having a clear scope of responsibilities and authorities for each team member. The Manjung 4 project team excelled in risk management, there are multiple examples of where the experience, foresight and innovation of the team ensured the success of the Project. One such example is of expediting the Boiler procurement and design schedule to ensure some float where it was envisaged it would be needed. The difficulty and complexity in erecting a large steam
boiler (the Manjung boiler total weight is 26,000t, equivalent of 3.5 Eiffel towers! The steel structure is 92m high and there was a total of 48,100 field welds over 11 months ~200 welds/day) had been underestimated in previous project tender schedules. The first decision was to accelerate civil design, civil construction and boiler fabrication to start 3 months earlier. The goal was to have the first boiler column up at month 12 and achieve additional float. This involved expediting Boiler and structural steel procurement as well as the Boiler design. This was a great effort for the team; however, it was achieved and has made Manjung 4 a benchmark project for Alstom. Alstom have an established history with TNB, as they were previously engaged to construct Manjung 1 to 3, and other Gas & Hydro Plants in the region. From the submission of bids for the project in December 2010 to acceptance and signing in March 2011, the process was proof of TNB’s trust for Alstom, for major power plants tendering can take years. The business relationship has always been strong and it was a main objective of the project team to maintain and build further on this collaboration. The team was also conscious of the expectation to successfully commissioning a 1000MW power plant for the first time in South East Asia with resources from diverse origins. The success of the commissioning phase is recognised by all to have only been possible with the commitment of the entire team. The client was integrated in the commissioning team in order to further build trust and transparency. The commissioning activities were conducted, as all activities on site, with resources from various origins. Trainings were delivered in English, but also in other languages, such as Indonesian or Malay. The project has been described as a “4 year marathon”. Keeping people dedicated and motivated was a main concern. Communication, team-building and maintaining a project network was the key to the project’s people success. One of the most interesting points about the project team is their passion and commitment to the project and it is notable that many of the Manjung 4 project team are re-grouping on the next project in Thailand.
rather than the functional can be enhanced as well as collecting their feedback and responding to it.
How do you plan to promote excellence in your future projects? Going forward we are developing a “Project Excellence Roadmap” with numerous activities and mini-projects to help with excellence promotion and assurance. Another initiative is that of the “Project Start Right” programme, which is a guideline for successful project initiation and includes the elements from the IPMA Project Excellence Model. Training of the Project Management community in the Project Excellence Model has commenced and will continue, as well as development of the community, exchange of experience and competency development in general.
Project key figures Duration: 4 years; Budget: € 650m Number of core team members: 16.
Assessors Pau Lian Staal-Ong – Team Lead; Mutalitheran Kanagarajoo, Peter Coesmans, Vladimir Ivanos. Khornavi Shahrzad.
What have you learned through the award assessment process? Through the assessment process we have learned in Alstom, firstly, to have greater appreciation of actually how strong and skilled we are. Engineering, procuring and construction of power plants such as Manjung 4 are massive projects which require the focus and dedication of a competent team. We have these people in Alstom; these strengths are developed through experience, effort and commitment. Some areas for improvement were also highlighted to us during the process; namely that of strengthening the relationship and partnering to suppliers. Another enhancement would be to develop the return of experience from projects in a more systematic way. Finally development of people through the project context,
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Tabiat Bridge, Iran Company: Shahid Rajaee Professional Group, Iran Award Status: Silver Award Category: Big - sized Projects
Project Description Overall scope of the project is foundation work, fabrication, shipment and installation of steel structure, concrete pavement, handrail installation and mechanical and electrical works. The Tabiat Bridge is located over the Moddares highway and between Water & Fire (Ab-o Atash) Park and Taleghani Park in Abbas Abad lands. It is the largest non-vehicle bridge in Iran. The bridge is constructed in three levels. The Tabiat bridge is weighted about 2000 tons and consists of about 14000 parts in which no two parts are exactly the same. The structure is made of ST52-3N steel. Total length of the bridge is about 270 m. Minimum and maximum width of the bridge is 10 and 60 m respectively. Maximum height of the bridge is about 34 m. The material of the bridge is carefully selected to stand up to severe weather and wide changes in temperatures. The bridge area is about 7000 m2.
Unique Aspects of Tabiat Bridge: 1. Environmentally Friendly 1.1. Architectural compatibility with environment (inspired from intertwined branches). 1.2. Using covering material compatible with environment.
1.3. Relocation of trees. 1.4. Relocation of sandblasting/fabrication shop from the site to the out of city. 1.5. Protection of five hectares covered by trees because of changing the execution plan. 2. Technical Aspects 2.1. Consisting of about 14,000 parts in which no two parts are exactly the same. 2.2. Application of a special CNC machine for cutting purposes. 2.3. Application of oil & gas welders holding G6 certification. 2.4. Relocation of workshop from the ground to the height of 23 meters by constructing a secure platform. 2.5. Construction of the bridge in three levels with different applications. 3. Social Responsibility 3.1. Allocation of specific budget for eradication of poverty. 3.2. Acquisition of local community satisfaction. 3.3. Construction the bridge usable for all people including blind and disabled.
Our lesson learned for others: 1. Using values and religious teachings in different layers of project activities.
2. Taking advantage of the creativity and innovation of employees could lead to added value. 3. Delegation of authority and trust to young staff provide creativity and innovation. 4. Friendly communications of project manager with the staff on daily basis at public events such as the ritual of prayer, lunch and etc. 5. Identify and use alternative methods of financing cause reduce of financial risks and delays in project. 6. Environment should be set as the main goal of each project.
Our lesson learned through the Award Assessment Process: 1. Review and create transparency in the determination of SMART goals at the start of project. 2. Identify strengths and areas for improvement in all stages of project implementation. 3. Using project resources effectively and efficiently. 4. Staff training in the field of science and techniques of project management. 5. Result of moving towards excellence, will be the satisfaction of all stakeholders. 6. The exact planning of the implementation activities will be a factor for success. 7. Establishing new approach to documenting the projects. 8. Attention to the 9 criteria of PEM from start to finish of the project.
Our Plan to Promote Excellence in Future Projects:
5. Periodic assessments of projects based on the models of excellence and continuous improvement based on PDCA cycle. 6. Commitment to social responsibility in project implementation. 7. Encourage employees to record experiences (tacit knowledge) in projects.
Project key figures Duration: 4,5 years; Budget: € 17m; Number of core team members: 9.
Assessors Grzegorz Dzwonnik – Team Lead; Agnes Roux-Kiener, Seyyed Hossein Ossooli Dezfuli, Saroj Kumar Pradhan, Fahri Akdemir.
1. Establishing PMBOK and ISO in the early stages of each project. 2. Planning an effective method to improve staff satisfaction (such as training and Staff motivation) and targeted monitoring. 3. Review and optimize the flow of information in the communication between the parties involved in the project (employer, consultants and subcontractors). 4. Using benchmarking to reach better approaches. 14
IPMA International Project Excellence Award 2015
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Cessão Onerosa, Brazil Company: GE Oil&Gas, Italy Award Status: Bronze Award Category: Mega - sized Projects
Project Description Petrobras Cessão Onerosa represents GE Oil&Gas first mega project delivered in the in the Brazilian Pre-Salt Area and one of the most complex and innovative challenge in GE portfolio ever. GE technology will generate primary energy for #4 FPSOs (P74÷P77) using #16 turbogenerators, moving gas through pipelines using #32 motocompressors and finally reinjecting CO2 to the production wells by #8 turbocompressors. Such #56 turbomachines assembly, test and final delivery to Petrobras were required to be performed in Brazil, in a new yard to be designed and constructed specifically for this project. The new infrastructure required also to transfer people, expertise and invest in the local development growth. A specific organizational model was developed to manage two operations running in parallel in Italy and Brazil. Cessão Onerosa significantly contributed to increase GE Oil&Gas expertise in delivering innovative and large scale projects, expanding our operations in Brazil, developing local talents, boosting employment.
What made this project special? At GE Oil & Gas, we fuel the future. We came into the industry over 20 years ago and, through both strategic acquisitions and continuous growth, have positioned ourselves as one of the world’s leading equipment and services providers in the oil and gas space. Our quest for progress is relentless. We work
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IPMA International Project Excellence Award 2015
on the things that matter, becoming trusted partners for our customers to solve today’s toughest energy challenges. Our extensive global network of manufacturing facilities, operational bases & services centres allow us to operate for our customers where it matters, employing more than 47,000 people in over 120 countries. Cessão Onerosa was a strategic project in Latin America and a landmark in our history due to its complexity and multiple innovations. For the first time ever, GE Oil & Gas attempted a $500M full localization project in Brazil, managing a complex organizational structure and constructing a new dedicated plant in Recife for the local production of 56 Units (16 Turbogenerators, 8 Turbocompressors, and 32 Motocompressors). It was even necessary to develop a new ERP tool, the “Frevo”, to cope compliantly with local regulations and preferred business model. 320 people comprised the multicultural Italy/Brazil project team, benefiting from the local talents and managing the expectations of multiple Stakeholders with different levels of interest and influence. The results achieved in terms of operational excellence, local content, collaboration, regional organic growth have been outstanding in all the areas. This demonstrates the quality of the implemented processes and the expertise of the entire team together with the effective management model we adopted. GE Oil & Gas received appreciation letters from the customer, but also from the press and the local community due to the local investments boosting employment. The local business model sustainability was extensively proved, supporting the GE Oil & Gas competitive positioning for the next years.
What is the one thing the other organizations can learn from you? Since a few years GE changed the usual PDCA adaptive learning process implementing the more sophisticated “FastWorks” cycle. This methodology, applied to Cessão Onerosa, combines a set of tools and cultural behaviors designed to deliver better and faster customer results. FastWorks is a new direction, a new “six sigma” able to drive faster learning and faster operations, aligning the Company strategy more closely to customers’ needs and priorities.
What have you learned through the award assessment process? We had the opportunity to benchmark our project globally by a group of international and experienced assessors on the basis of a valuable PE Model. This assessment has been a unique and insightful experience, rich of reflections, learnings and useful suggestions that we will test in the next projects to improve the excellence we want to ensure to our customers.
How do you plan to promote excellence in your future projects?
Project key figures
Duration: 2 years 4 months; Budget: € 394m; Number of Core Team Members: 20.
Assessors
Jose Garcia – Team Lead; Nassereddin Eftekhar, Tikajit Rai, Antonis Bakogiannis, Michael Kalinowski
GE will continue promoting the project excellence journey boosting innovation, experimenting new models and learning through Fastworks, continuing devoting suitable resources to the IPMA project managers’ certifications and other initiatives like the International Project Excellence Award.
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Mexico Ciudad Segura, Mexico Company: Thales Communication & Security SAS, France Award Status: Striving for Excellence Category: Mega - sized Projects
Project Description
What made this project special?
In 2009, facing a strong insecurity situation, the City of Mexico contracted Thales for one of the largest urban security project in the world. The objective was to design, deploy and support a system of video surveillance and event management. In case of an emergency event, the system displays the situation (8000 cameras), correlates the emergency calls (> 60,000 per day) and supervises the operation of several agencies (Police, Civil Protection and Fire brigades). The project has a strong international dimension with stakeholders based in Mexico, France, Singapore in addition to a network of subcontractors in Europe, Asia and USA. Delivered in June 2014, the system allowed to decrease the crime rate in Mexico City by more than 30% over 4 years and to divide by 4 the intervention leadtime of the police forces. The customer renewed his trust in Thales in 2014 by contracting an extension of 7000 cameras.
The great complexity to implement the largest technological system for Urban Safety in the world “Mexico Ciudad Segura”, which integrates more than 8,300 cameras/sensors distributed throughout all Mexico City, administrated through mission-critical systems of video surveillance, dispatch application, cartography, unified communications, number plate recognition systems, etc., representing major challenges, not only in technology but also in the customer-supplier organization, multicultural and multidisciplinary resources, various time zones, ambitious schedules, uncertainties in scope, etc., which were overcome thanks to the confidence and support put down in the Project Director and Project Team by the Senior Executives, is what makes Mexico Ciudad Segura Project, special! • What is the one thing the other organizations can learn from you? The persistence, commitment and professionalism demonstrated by the project team to complete a project of this magnitude, with ambitious goals and
high quality deliverables within established times; this achievement put Thales in the right path to win once more the confident of the Mexican Government to be the Technological supplier for the expansion of Mexico Ciudad Segura Project, which includes 7,000
with our Project Managers not only the proper implementation of the technical skills, but encourage them to have a competency-based training, can lead our Projects from being just successful projects to become projects of excellence!
additional points of video surveillance in Mexico City. This project has brought great benefits to the city and its citizens, especially in terms of decreasing the crime rate, making Mexico City a safer city.
Project key figures
What have you learned through the award assessment process? Remember is to live again…., the award assessment process, made us review and analyze from a different perspective, how the goals and objectives of the Project were achieved, recognizing in detail the opportunity areas presented, which should be capitalized as part of lessons learned, in order to optimize and improve our project management practices, learning that the right balance between technical, behavioral and contextual competences, make a project reaches the excellence.
Duration: 5,5 years; Budget: € 138m; Number of core team members: 10.
Assessors Marco Buijnsters – Team Lead; Jerzy Stawicki, Carol Sim, Meg Infiorati, Gilles Beuzelin.
How do you plan to promote excellence in your future projects? Our plan for the promotion of excellence in present and future projects, is based on achieving together 18
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Commemorative book
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Persian Gulf Martyrs Lake, Iran Company: Engineering and Development Organization of the City of Tehran, Iran Award Status: Striving for Excellence Category: Big - sized Projects
Project Description Persian Gulf Martyrs Lake is the biggest artificial lake in the Middle East which is located in the north west of Tehran. The lake as a recreational center and tourism zone has contributed to the economical development and also refreshing air of the region. Concurrent engineering and construction and applying more than 30 engineering disciplines indicated unique aspects of the project. Main parts of the project includes Kan diversion dam, water conveyance system, reservoir and earthfill dam. Kan diversion dam is a concrete structure to raise water level of the Kan river and also to divert the river to the lake. Dam reservoir area is about 132 hectares with the capacity of 6.9 mcm and around 5 kilometres surrounding area. Regarding water resource optimization management of Tehran and in order to avoid water leakage and speed up construction activities, the bed of the lake sealed by geomembrane.
What made this project special? • Construction of the largest artificial lake with recreational and tourist function in the Middle East • Create a unique ecosystem for entering 34 species of birds and at least 11 new bird species ever seen in Tehran and a resting place for migratory birds • Construction of a large water area and spectacular view and Simulation of sea view next to the capital
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IPMA International Project Excellence Award 2015
of Iran (24th most populated city in the world) for the people who do not have time to go to the seashore. • Works as air purifier for west of Tehran • Simultaneity designing and construction with using more than 30 engineering discipline • The project is one of three widest artificial and recreational lakes in the world which used geomembrane About 3 Million cubic meter earthwork in urban area during 12 months
What is the one thing the other organizations can learn from you? • Empowering Tehran Municipality in construction of artificial & recreational lake and knowledge production for such projects in Iran • Accurate financial resource planning and supply the project in reaching its targets • Management commitment in personnel training in modern project management in order to achieve project goals • Solidarity and unity between the elements of the Executive organization (client, consultant, contractor and project management consultant) • Special attention to environmental issues in the project • The formation of the Steering Committee of the project for key project stakeholders participation
and understand their viewpoints and decision making about important problems and top level issues • Employing a certified consultant and expert project management contractor because of special type of project
What have you learned through the award assessment process?
• Improving PM information systems and receiving feedback from projects. • Supporting project team in the promotion of scientific and cultural affairs through education continuation, presentation of scientific papers, participate in conferences and seminars
• Organize project management through the implementation of successful models of PM in order to reach excellence in project management • Documentation during project execution in accordance with the Project Management Excellence Model • Survey the assessors to assess the quality of the assessment process by a questionnaire • Planning a desirable time for site visit by using weather condition
How do you plan to promote excellence in your future projects? • Understanding project management standards (PMBOK, ICB, etc.) and using the knowledge area for boosting project management in according to the criteria and requirements • Selecting a project management consultant to evaluate the current state of the project in conformity with the PEM criteria, planning PM courses & taking professional certificates, implementing PM knowledge in projects formulating PM strategies at the level of EDOCT, planning to participate in national and international assessments PEM model and implementing knowledge management • PEM model was implemented in some projects as a pilot. System diagnosis is being initiated. Its findings will be used for continuous improvement of processes and projects. • Planning for continuous improvement of process related to project management and designing necessary new processes (Risk management, stakeholder identification, etc.)
Project key figures Duration: 2,5 years; Budget: € 44,5m Number of core team members: 8.
Assessors Brian Cracknell – Team Lead; Przemek Domanski, Riccardo Fabbri, Azin Amini Nazari, Jorgen Kejberg.
Commemorative book
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Procurement of Digital Content and Authoring Tool for the Secondary Education Sector including the Integration to the Local eLearning Platform, Malta Company: SIVECO Romania, Romania Award Status: Striving for Excellence Category: Medium - sized Projects
Project Description This nationwide project built a library of high quality digital learning resources that enabled Maltese teachers to use a greater variety of modern multimedia-based instructional models, and provided a more engaging learning environment. A 2-months needs analysis involving key local stakeholders yielded a technical solution with the following key characteristics: • Digital lessons consisting of 2 interactive learning activities, designed for higher order thinking skills, and 1 summative assessment; • Customized reports to the local LMS; • Optimisation for touch interfaces, including mobile devices and interactive whiteboards; • Direct involvement of local SMEs in digital lessons’ scripting and mapping to the national curriculum. SIVECO Romania delivered: • 1188 (+216 localized in Maltese) digital lessons for 7 Subjects; • Authoring Tool, enabling local SMEs to develop their own custom digital lessons; • Training for 650 local teachers with regards to the curriculum integration; • Training for 200 local eLearning experts from the Ministry’s team; • Curriculum integration of the newly developed digital resources.
What made this project special? In Malta, SIVECO brought its extensive experience, gained in numerous complex educational projects, already developed in over 20 countries, on three continents. The success of these projects relies on: • the exceptional quality of the educational software (multi international awarded full rich multimedia interactive content aimed to enrich the cognitive gain and the affective response for K12 students), • the quality of services provided in each and every projects, • the quality of project management, based on proven concepts and empowered by over 15 years of international multi-cultural educational projects These all became a way of living for our teams, a must, more than a job task. In our projects, typically, our team works with tens of people from our clients. Thus, all our projects become special as we get to interact with lots of beneficiaries and learn from them. The digital content project developed for and together with the Ministry of Education in Malta was even more special because it involved most Educational Officers and Head of Departments in Malta, totaling more than 100 people. More than anything it was an effort at a national level to build the first digital educational resources for Maltese schools. It is important to mention that, despite the fact that the teachers 22
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involved in the project did not receive any additional compensations for working on this project along with their current task, this did not stopped them from working late in the evening or during weekends. So, what really made the project special is the ownership that local teachers had on it. SIVECO experts created the digital educational resources, but the local teachers were those that made the huge effort to learn the new things, made sure that each button and functionality was where it was supposed to be, and providing access for all Maltese teachers to quality instructional resource for the classroom. Communication was as well special in the Maltese project. Our team was in continuous and constructive communication with the Maltese experts, through email. People that have never met each other face to face cooperated to the maximum level, having as ultimate goal the good shape of the educational material. The Maltese educational team was present at all the phases of the development, supporting our instructional designers, graphics team and developers with their comments and opinion to reach the desired level of scientific accuracy and interaction. On the other side, our instructional designers supported with their ideas the Maltese educators during the scenario creation. In several cases, direct communication was necessary and members of SIVECO team were present in Malta, for face to face communication and better understanding. Both teams, both sides were feeling at the end of the day that the educational content created gained from this great communication. But, perhaps, the best way to reveal what makes our project special is to let our stakeholders speak. Here is an example of the kind of feedback we have received and keeps coming from teachers: „I simply love the various activities and so do my students! E-learning makes learning so much more fun and helps them to be more focused.“ (Mrs. Marica Grieco Falanga, a teacher from Mater Boni Consilii School, Paola, Malta). Moreover, Mrs. Carmen Degrabriele (eLearning support teacher from Mosta, Malta) considers that: “The project was special because we were highly creative even though there were the syllabus and curriculum constraints but we did our best to create interesting and appealing learning objects. Creative thinking was demonstrated through the information researched and displayed through the learning objects while we collaborated among our team as well as the SIVECO team. This project was our first experience to prepare ready-made content for classroom teachers to use in their lessons. This helped teachers save time and work and concentrate more on teaching and learning.”
What is the one thing the other organizations can learn from you? In fact there are numerous lessons learned during a project like ours.
There is one thing we think it’s special about how we are delivering projects: we never try to limit ourselves to the contract when it comes to the scope of our work. That means that we have never refused our clients’ additional requests when this would have contributed to the improvement of the project outcomes. Another thing we like to share with other organizations is that meeting face to face with the local educational teams is extremely important. Our team made around 100 trips from Romania to Malta for on the spot communication. During the implementation period, there was always someone of our team present in Malta. Maltese experts were invited to our headquarters in Bucharest to work with our team when we considered it useful. Involving local people to develop local educational content is mandatory. Our team collaborated with 4 local translators (English to Maltese and vise versa) and 20 actors recording audio narration sounds for the learning objects at a Maltese recording studio. Flexibility in management is another mandatory characteristic for a successful project. Our team had weekly progress meetings where several significant changes were being decided and applied into the development and validation processes. Again, we think that the teachers impacted by our project are our best advocates: “The most important thing was collaboration as this took place face to face and virtually. We collaborated with SIVECO from long distances yet we made it. I must admit that when collaboration was carried out face to face things went better through discussion. We could argue, discuss and decide in real time.” (Mrs. Carmen Degrabriele)
What have you learned through the award assessment process? Through the award assessment process we have learned that project excellence is not something that you plan for, rather it is something that comes when you manage to go beyond that, trying to be better or the best. During the assessment process we presented all our planning in a written form as we know that success is not a result of luck, but a result of good preparation and good management. We proved that good planning is leading to great results: we were following our project plan, keeping open minds to make adjustments according to the client’s preferences.
• Inviting experts to our headquarters • Respect the copyright laws • No compromise to good quality results The “Project Excellence” purpose was clearly embedded in this project from the conception phase (we performed a needs analysis at the client’s several sites, in the Malta and Gozo), during the implementation phase (for example, we made several significant changes in project management based on the feedback received from the customer), and dissemination and maintenance phases (e.g. weeks of training to Maltese local experts, provisions made for support delivered up to two years after project end, etc). For this project, as well as future projects, we use SIVECO‘s project management methodology (SIVACOP) derived from the international standards and best practices in the field. SIVACOP provides the best tools and templates required for the optimal preparation and documentation of project related information and experience.
Project key figures Duration: 1,5 year; Budget: €€3m Number of core team members: 54
Assessors Sabine Wallstein – Team Lead; Krystyna Józefowicz, Peter Wijngaard, Eleni Tsechelidou.
How do you plan to promote excellence in your future projects? In order to promote excellence in future projects we will continue: • Detailed and flexible project planning • Visiting the clients for meetings • Involving local experts where needed Commemorative book
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