learning across megaprojects€¦ · we are ipma 8 ® the project world becomes the megaproject...
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We are IPMA 1 ®
Learning Across Megaprojects A Joint MEGAPROJECTS and Omega Centre Workshop
COST Office Brussels, 02 April 2014
Prof Mladen Radujkovic, IPMA President
We are IPMA 2 ®
345 years of tradition
1669. Leopold I Habsburg issued a
decree granting the status and privileges of a university to the Jesuit Academy of the Royal Free City of Zagreb
• 29 Faculties
• 3 Art Academies • 65.000 students
• 7.500 teaching and
administrative staff
Prof. Mladen Radujkovic, University of Zagreb, Croatia
• about 4.000 bachelor students/year
• about 7.500 masters students/year
• about 400 doctors of science/year
We are IPMA 3 ®
We are IPMA!
International Project Management Association
Prof. Mladen Radujković, IPMA President
v10
We are IPMA 4 ®
IPMA: Leading the way World’s first International PM organization
Formerly named INTERNET (1965)
First with role-based, competence- assessed PM certifications
Awards for Project Excellence
Organisational competence certification A Partner for Project Management
knowledge, competence and performance Alliances with those having
complementary visions.
We are IPMA 5 ®
IPMA: Leading the way PROJECT, PROGRAM, PORTFOLIO
Research
Education and Training
Young Crew
Events
Standards
………
Visit www.ipma.ch
6
IPMA – coverage
Individual countries
We are IPMA 7 ®
Megaprojects : Success or Failure ?
International Project Management Association
Prof. Mladen Radujković, IPMA President
We are IPMA 8 ®
The Project World becomes The
Megaproject World In 2010 , 18,6 % of GDP or EUR 15,9 trilion, was invested
by adavance The expectation is that it will grow to 20.7%
of the GDP or 22,3 trillion in 2016. (8.600 EUR
/year/person included all from newborn to senior)
(Advanced Economies Investment Statistics
http://www.economywatch.com°
In 2006: 24.4 million project-oriented employees in
projectized industries and 2016: 32.6 million (31% of
them new employees since 2006). Equates to 1.2 Million
jobs annually (Anderson Economic Group, 2006.)
Project Manager is marked like key job in 21st century
(Fortune Magazine, USA, 1999.)
We are IPMA 9 ®
Megaprojects Performance
• Survey of 300 global megaprojects (1B USD
+ ; 0,5B EUR+) shows that 65% failed to
meet expected objectives
• When facts overcomes fiction the consequences
are huge cost overruns, delays, missing revenues,
crippling debt, and, to add insult to injury often
also negative environmental and social impacts (B.
Flyvbjerg, Harvard Design Magazine, 2005.)
• Megaproject failure – Community failure,
because it not just simple delivery, but
rather “community future creation”
We are IPMA 10 ®
Why Megaprojects Fail so Often ?
• Greed : We want to keep it all!!!
• Schedule pressure : We want it now !!!
• Gap : We want project to move, we shall adjust
business case later.
• Up front spending: Skimping on the front-end
definition.
• Cost cut policy: We reduce 20% of that number!
• Risk strategy : We transfer risks to contractors!!
• Beat and fire people: We shall immediately fire
those who are overspending !! • (adopted from Edward Merrow : Industrial Megaprojects, J. Wiley 2011.)
We are IPMA 11 ®
Why Megaprojects Fail ?
• Missing element : vision, alliance, government,
approval, management, ...
• Missing 3D approval approach : Business –
Community – Environment – Underestimated costs and Overestimated revenues (B),
– Overvalued development effects, (C)
– Underestimated environmental impacts (E).
• Misbalanced stakeholder approach :
Balance of project pushing and controlling
processes (better-bigger-cheaper vs. risk-change-
constraint control)
• (Prof. Mladen Radujkovic – at Panama Canal Congress 2012.)
IPMA Practice in Megaprojects : Individuals, Projects and Organizations
International Project Management Association
Prof. Mladen Radujković, IPMA President
®
IPMA Practice in Megaprojects : Individuals
Prof Mladen Radujkovic, IPMA President
We are IPMA 14 ®
IPMA Standards
The ICB3 standard proves its value to PM practitioners and our stakeholders.
IPMA OCB is standard for organizations. It
highlights PM knowledge, and the key competences expected from managers of:
– Projects – Programmes – Portfolios
We are IPMA 15 ®
Demonstrating PM competence
The Progression: 1. Classes introduce Knowledge 2. Application leads to Skill 3. Reinforcement, plus Inter- personal Skills: Attitudes 4. Experience and adaptation generates PM Competence 5. Review proves Performance
5 Performance
4 Competence
3 Attitudes
2 Skill
1 Knowledge
The Result? Business Benefits
We are IPMA 16 ®
IPMA’s advanced PM certifications IPMA does offer an exam-based certification: – IPMA Level D® Certified Project Management Associate
IPMA’s Advanced Certifications engage profess-ional assessors to assess PM Competence: – IPMA Level C® Certified Project Manager – IPMA Level B® Certified Senior Project Manager – IPMA Level A® Certified Projects Director, Portfolio Manager, or Programme Manager
A Role-based Certification Suite
Megaprojects
®
IPMA Practice in Megaprojects : Projects
Prof Mladen Radujkovic, IPMA President
We are IPMA 18 ®
IPMA International PE Awards
Objectives: Increase the recognition of projects from different
countries, different industries and different
organizations and to motivate project teams to
develop and improve project management.
Identify projects that are qualified to be examples of
excellent project management
supports professional project management as a
way to achieve greatness
Special attention to MEGAPROJECTS
We are IPMA 19 ®
IPMA Project Excellence Award -
Based on the Excellence Model
Evaluates Project Processes and Results
Awards offered in several categories, since 2002
Award offers prestige for the project, the recipient
organization, and the nation, all major industries
Leadership
(80)
Goal
orientation
(140)
Processes
(140)Employees
(70)
Resources
(70)
Project management (500) Project results (500)
Satisfaction other interested
parties (60)
Employees satisfaction (80)
Client satisfaction (180)
Results
(180)
Innovation and learning
PROJECT EXCELLENCE (1,000)
We are IPMA 20 ®
Project Excellence Criteria
Taking applications for the Awards Celebration, held at
the IPMA World Congress, October 2012 Crete, Greece.
Megaprojects
IPMA Project Excellence Awards Winners
Winner 2013
SIVECO Romania SA,
Optimizing the Educational Process in Line with
the Knowledge Based Society Competencies
Thales Opthronique S.A.S., France
BELLA Laser System,
South Australian Water Corporation,
Australia with Adelaide Desalination Project
PetroChina Guangxi Petrochemical Company,
China
Guangxi Petrochemical Company 10 MMT
Refinery Project,
Winner 2012
Sberbank of Russia
Basic Product
Winner 2011
GE Oil & Gas - Contractual
Services, Italy
Qatar Modular Replacement
Winner 2010
CNOOC Huizhou Refinery, China
CNOOC Huizhou Refinery Project
Siemens, Germany
Velaro RUS
Winner 2009
Siemens, China
Beijing T3 Airport Expansion Project
Petrom, Romania
Well Modernisation Program
Winner 2008
Foster Wheeler Italiana SpA,
Italy
Lomellina 2 Project
Winner 2007
Jiangsu Sopo (Group) Co. Ltd., China
Technological Revamping Project of 150,000 t/a
Acetic Acid
Winners 2006
Chinese Academy of Space
Technology
Shenzou 6-Manned Spaceship
T-Systems International, Germany
Project: TDN REWE IP-VPN 2
Winner 2005
NTPC Ltd. India
Simhadri Power Project
Winner 2004
T-Systems Spain
Open Administration of Cataluña
Winner 2003
UBS AG
IT Wrap Program
Winner 2002
Fluor Daniel B.V.
ROG AOP-II Project
®
IPMA Practice in Megaprojects : Organizations
Prof Mladen Radujkovic, IPMA President
We are IPMA 23 ®
IPMA Delta assessment and certification of organisations
360 assessment of: Individual competences Project results & PM application Organisational PM competence
Environment
Process
Strategy
Structure
Culture
Organisational PM Competence
€ $
Megaprojects
We are IPMA 24 ®
Supporting Continuous Development
Initial
The achievements of Project Management are at a personal level. There are individuals who perform well, but PP&P performance is coincidental. The organisation has no formal PP&P standards, structures and processes in place
Defined There are partially defined PP&P standards, structures and processes in place which are partially applied in the organisation
Standardised There are fully defined PP&P standards, structures and processes in place which are mostly applied throughout the organisation
Managed There are fully defined PP&P standards, structures and processes in place which are fully applied throughout the organisation, which the Management actively controls
Optimising There are fully defined PP&P standards, structures and processes in place which are fully applied throughout the organisation, which the Management actively controls and continuously improves.
We are IPMA 25 ®
IPMA Delta Outcomes
Assessment of actual state in project management
Certification against desired competence class
Independent assessment, and certification of the
organisation, selected projects, and individuals
Identification of areas for improvement a basis for
organisational and personal development
Identification and comparison of Best Practices
We are IPMA 26 ®
IPMA Delta Benefits
Know areas for improvements to lever performance
in project management -- in all dimensions
Learn from experienced local and international
assessors applying proven standards
Show management attention and commitment for
project related work
Align projects with corporate strategy
Improve competitive market position
We are IPMA 27 ®
Visit our website:
www.ipma.ch
International Project Management Association
Prof. Mladen Radujković, IPMA President
IPMA: Moving society forward