KOMPETENZ

The Project Excellence Model

English Version

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What is Project Excellence?
The term Excellence comes from the Latin word I The community can learn from excellent
excellere, which stands for exceptional or projects. In an ideal case, their experiences
also enrich the entire project management
outperforming. In the world of project
discipline.
management, Project Excellence refers to those
projects that stand out from other projects I Excellent projects create sustainable values
and take environmental interests into
through their exceptional performance: consideration. Not only do they benefit the
organisation, but also the society as a whole.
I Excellent projects are professional, innovative
and well thought-out in how they apply the Projects that deliver exceptional results are not
principles and methods of project necessarily excellent. Excellent Projects must
management.
display top performance in the management
I They reflect on and learn from their own of the implementation, as well as in the
approach, methodology and results. results. Thus, the results must follow from the
I They deliver exceptional results which meet or approach.
surpass the expectations of all interested
parties.

The Project Excellence Model

Results criteria for the project results:
To determine the excellence of projects, GPM
developed the Project Excellence Model in 1996. The success of a project is not only determined
The inspiration came from the EFQM-Excellence by the level of objectives fulfilled, but also by
Model, which determines the quality of the the satisfaction of customers, people as well
management systems in organisations. The basis as other interested parties.
for the current version is the EFQM-Excellence
The Project Excellence Model now has numerous
Model 2013, where the essential elements were
fields of application: on the one hand, it serves as
modified and specified for projects.
an assessment model for the excellence of
Central to the Project Excellence Model are nine projects within the German Project Excellence
main criteria, which fall within two assessment Award of the GPM and the International Project
areas: Excellence Award of the IPMA. On the other
hand, project managers can use the model as a
Enablement Criteria for the Project guideline for their own project management, and
Management: carry out a self-assessment of their projects.
Leadership, Objectives and Strategy, People, Organisations apply the model for internal project
Partners and Resources, as well as Methods competitions and use it systematically to further
and Processes are factors that make develop the company-wide project management.
exceptional results not only possible, but also
repeatable. Each of these enablement criteria is
further detailed in three sub-criteria.

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 KOMPETENZ

Overview of the Project Excellence Model

Nine main criteria fall within two assessment areas. The maximum number of points that can be reached is
1,000, with 500 points each for the enablement criteria and the results criteria.

Enablement Criteria Points Results Criteria Points

1. Leadership 100 6. Customer satisfaction 150

a. Leaders are role models of excellence a. Customer perception
b. Leaders engage with stakeholders b. Performance indicators
c. Leaders ensure flexibility

2. Objectives and strategy 100 7. People satisfaction 100

a. Dealing with stakeholders a. People perception
b. Dealing with objectives b. Performance indicators
c. Strategy for the project management

3. People 100 8. Satisfaction of other interested parties 100

a. Dealing responsibly with people a. Perception of other interested parties
b. Enablement b. Performance indicators
c. Empowerment

4. Partnerships and resources 100 9. Objectives fulfilled 150

a. Partners and suppliers a. Project success Results
b. Financial resources b. Project success Performance
c. Materials, knowledge and other resources

5. Methods and processes 100

a. Project management methods
b. Communication und social processes
c. External interfaces and processes of
projects

500 500

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1. Leadership 2. Objectives and strategies
Excellent projects have leaders who form and Excellent projects define their objectives on the
fulfill projects consistently with a view to the basis of sound analysis with an understanding of
future. They strengthen a culture of excellence their interested parties and their requirements.
and lead by example with authenticity. They are They develop an approach that integrates these
flexible and ensure that the project acts with interests and derive their plans and processes
foresight and reacts in good time to guarantee systematically from this approach.
continuing success.
2a. Dealing with stakeholders
1a. Leaders are role models of excellence
Stakeholders are identified early and
Leaders in projects are role models for their expectations and requirements are
a culture of excellence in the project both investigated and formulated. All
and beyond. stakeholders are continually
communicated and interacted with in an
1b. Leaders engage with stakeholders appreciative manner.
All leaders in a project personally Changes in the requirements and expectations
engage with internal and external are suitably considered in the project cycle.
stakeholders and consider their
interests in the project. 2b. Dealing with objectives

The project objectives are developed

1c. Leaders make flexibility possible
on the basis of comprehensive and
Leaders in a project ensure that the relevant information. They are
project is flexible and that changes conveyed, recognised, checked and adjusted.
will be managed effectively.
Project objectives, organisation objectives and
stakeholder interests are all in balance.
Competing interests are dealt with appropriately.

2c. Project management strategy

Methods and processes for the

approach in the project management
are developed to suit the project
objectives while considering own capabilities and
restrictions.

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 KOMPETENZ

3. People 4. Partnerships and resources

Excellent projects respect and appreciate their Excellent projects plan and steer external
people. They recognise their potential and skills, partnerships, suppliers and own resources to
as well as promote their development. support efficiency and ensure project success.

They create a culture where they are enabled They are aware of their influence on the
and motivated to apply their knowledge and environment and the society, and steer it
abilities for the success of the project. responsibly.

3a. Dealing responsibly with people 4a. Partners and suppliers

The skills and capacities that are Partners and suppliers are steered and
necessary to fulfill the project supported towards sustainable benefit.
objectives are identified.
The cooperation is based on mutual
People are deployed accordingly. The dialogue trust, respect and openness.
with people takes place systematically and
transparently. 4b. Financial resources

Legal and moral responsibilities for people, Financial resources are deployed and
especially work safety, are carried out steered towards sustainable success.
consciously.

3b. Enablement 4c. Materials, knowledge and other resources

The knowledge and abilities of people Materials, knowledge, information and
are promoted and further developed. other resources are deployed and
In the process, personal interests, steered towards sustainable success.
career development and self-development are
supported.

3c. Empowerment

People work in an environment that

allows them and motivates them to
apply their skills, talents and creativity
for the success of the project.

They act in coordination, are involved and

empowered towards taking initiative.

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5. Methods and processes
Excellent projects identify the methods and
processes critical for success. They reflect on
them and make adjustments when necessary.

5a. Project management methods

Methods and processes of project

management for initiating, defining,
planning, steering, closing and
accompanying measures are
continually evaluated, optimised as well as
professionally and innovatively applied.

5b. Communication and social processes

Methods for communication and

dealing with social processes are
continually evaluated, optimised as
well as professionally and innovatively applied.

5c. External interfaces and processes of

projects

External interfaces and processes are

analysed, evaluated, checked and
adjusted when necessary.

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 LEADERSHIP

Excellent projects have leaders who:

OBJECTIVES AND STRATEGY RESULTS

...are role models ...engage with ...ensure Customer satisfaction

of excellence stakeholders flexibility

Perception
ce indic
rman
PEOPLE
Strategy for the o ato
rf rs
project management Pe
Objectives
fulfilled

rs
P erfor
Dealing with

ic ato
Dealing with
stakeholders objectives Perfor-
Enablement Results

m a e pt

in d
mance

Pe

n
nc

tio
ce
rc
in an

e
di

ep
io ca m rc
n tors for Pe
P er
Communication Project management
and social processes methods
Dealing responsibly
with people
Satisfaction of other
People satisfaction
interested parties
Empowerment
External interfaces
and processes of projects

PARTNERSHIPS Partners and

AND RESOURCES suppliers

METHODS AND PROCESSES

Financial
resources

PROJECT
Materials, knowledge
and other resources
6. Customer satisfaction 7. People satisfaction
Excellent projects do not only fulfill the Excellent projects are not just carried out, but
requirements, but go further by creating create enthusiasm, satisfaction and recognition
enthusiasm, satisfaction and recognition on the on the side of their people.
side of their customers.
Based on the requirements and expectations of
Based on the requirements and expectations of their people, they develop a set of performance
their customers, they develop a set of indicators. They monitor the progress of the
performance indicators. They monitor the project using these indicators and reveal positive
progress of the project using these indicators and trends or continually good results.
reveal positive trends or continually good results.
They understand how the values that they fulfill
They understand how the values that they fulfill are positioned in comparison to similar projects,
are positioned in comparison to similar projects, and use this data, if relevant, to adjust their own
and use this data, if relevant, to adjust their own approach.
approach.
7a. People perception
6a. Customer perception
The people perceive the project management
The customers perceive the project management and the project result as excellent.
and the project result as excellent.
7b. Performance indicators
6b. Performance indicators
Key figures and measurements can be used to
Key figures and measurements can be used to prove the satisfaction of people without asking
prove the satisfaction of customers without them directly.
asking them directly.

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 KOMPETENZ

8. Satisfaction of other 9. Objectives fulfilled

interested parties Excellent projects fulfill the planned project
objectives and can prove the project success on
Excellent projects also create added value and
the basis of the results, as well as the efficient
satisfaction with other interested parties such as
approach.
their partners, suppliers, those affected, and the
society.
9a. Project success Results
Based on the requirements and expectations of
The project objectives have been fulfilled and can
other interested parties, they develop a set of
be proven on the basis of objective criteria.
performance indicators. They monitor the
progress of the project using these indicators to 9b. Project success Performance
reveal positive trends or continuously good
The project approach was efficient and adjusted
results.
the performance can be proven on the basis of
They understand how the values that they fulfill objective criteria.
are positioned in comparison to similar projects,
and use this data, if relevant, to adjust their own
approach.

8a. Perception of other interested parties

Other interested parties perceive the project

management and project result as excellent.

8b. Performance indicators

Key figures and measurements can be used to

prove the satisfaction of other interested parties
without asking them directly.

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Project assessment based on the Project Excellence Model

Assessment Assessment tables

In the assessment of a project, all sub criteria are Criterion 1, Leadership, is collectively assessed
examined with the help of assessment tables, with Assessment Table A, which includes all
each of which represent fundamental principles of three sub criteria.
excellence.
For all other enablement criteria, Assessment
In the process, assessors look for proof and Table B is used to check whether the methods
evidence of excellence. It is about finding a and measures of each sub criterion are sound
suitable assessment of the performance of the and systematically applied, according to the
project, compared with the requirements of the PDCA logic (Plan-Do-Check-Act).
assessed project and the performance of other
The results criteria are assessed with Table C,
projects, as well as the current and recognised
also for each criterion. Not only is the level of
status of project management as a discipline.
objective fulfillment assessed, but also whether
On the basis of the assessment tables, a these were continuously checked or whether the
percentage value is generated for each sub successes can be attributed to the approach of
criterion. The average percentage of the sub the project management.
criterion is then multiplied by the maximum
(See next page for assessment tables)
possible score of its higher-level criterion. The
sum of the scores of the nine criteria equals the
total score.
Definitions

Proof
Maximum scores of the criteria Proof is provided when the depiction in the
Enablement criteria application documents or the portrayal of the
project manager seems credible to the assessors
1. Leadership 100
and they decide to accept these as proven.
2. Objectives and strategy 100
3. People 100 Evidence
4. Partnerships and resources 100 Evidence is provided when the applicant can
5. Methods and processes 100 demonstrate the situation on the basis of
Results criteria documents or other facts. Evidence is generally
preferable to proof.
6. Customer satisfaction 150
7. People satisfaction 100 The assessors should be committed to
8. Satisfaction of other interested parties 100 questioning depictions and requesting evidence.
9. Objectives fulfilled 150

Maximum total score: 1,000 points

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 KOMPETENZ
Assessment Table A for ENABLEMENT criterion 1: Leadership
1a: 1b: 1c:
Leaders are role models Leaders are committed to %
Leaders ensure flexibility
of excellence stakeholders

Proof and evidence - Proof and evidence - Proof and evidence -

90
could serve as a role model could serve as a role model could serve as a role model
80
Extensive proof Extensive proof Extensive proof
70
with evidence with evidence with evidence
60
Some proof Some proof Some proof
50
and evidence and evidence and evidence
40

Some proof Some proof Some proof 30

20
No proof No proof No proof

Assessment Table B for ENABLEMENT criteria 2-5

DO: Systematic CHECK: ACT:
PLAN:
implementation Examination Optimisation %
Sound approach
and application

Proof and evidence - Proof and evidence - Proof and evidence - Proof and evidence -
could serve as a role could serve as a role could serve as a role could serve as a role 90
model model model model
80
Extensive proof Extensive proof Extensive proof Extensive proof
70
with evidence with evidence with evidence with evidence
60
Some proof Some proof Some proof Some proof
50
and evidence and evidence and evidence and evidence
40

Some proof Some proof Some proof Some proof 30

20
No proof No proof No proof No proof

Assessment Table C for RESULTS criteria 6-9

Objectives Continuity of Comparisons with
Level of fulfillment fulfillment is linked results other projects %
to the approach

The approach was an

Project objectives Continuously Excellent benchmark 90
extraordinary success
surpassed outstanding results results presented
factor
80
All project objectives Overall good results Good benchmark
completely 70
fulfilled and positive trends results presented
60
All essential project Continuous monitoring Benchmarks to other
substantially 50
objectives fulfilled of results carried out projects carried out
40
Project objectives only
partly --- --- 30
partly fulfilled
20
No comparisons
No link recognisable --- ---
possible

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GPM German Project Management Association
(GPM Deutsche Gesellschaft fr Projektmanagement e. V.)

GPM is the leading professional project management association in Germany.

GPM operates the largest network of project management experts in continental Europe with currently more than 7,000 members and
350 member companies from all industries, universities and public institutions. Established in 1979, GPM is mainly focussed on
developing, systemising, standardising and further distributing the application of project management in Germany.

For further information, please visit www.gpm-ipma.de.

GPM Deutsche Gesellschaft

fr Projektmanagement e.V.
Am Tullnaupark 15
90402 Nuremberg
Germany

Tel.: +49 911 433369-0

Fax: +49 911 433369-99

[email protected]
www.pe-award.de

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