PROJECT EXCELLENCE MODEL:
The Project Excellence Model is adapted from the EFQM-model and is a concept developed to fill this need. The Project Excellence Model is developed using research findings from both studies on success criteria and critical success factors for projects. The model consists of six result areas covering project success criteria and six organisational areas covering critical success factors. The Project Excellence Model uses five different project types to describe the project organisation, giving guidance to the application of the model.
- Project success;
- Project excellence;
- Project success criteria;
- Project types;
- Critical success factors.
There is a growing need for a management model that helps project managers deal with large and complex projects. Currently, most tools developed in the field of project management seems insufficient to fulfil this role. In addition, several authors state that a possible way to develop an overall framework for the management of projects is to link the research on project success criteria to the research on critical success factors combining these findings from both practice and theory led to the development of the Project Excellence Model. The Project Excellence Model, which is based on the EFQM-model, is designed to link project success criteria and critical success factors into one coherent model.
Difference between Projects and The EFQM-Model of Excellence.
There is two main difference between projects and the EFQM-model of Excellence such as:
1.) Projects and the EFQM-model Project organisations differ fundamentally from traditional, functionally organised, permanent organisations.
Projects are unique and novel and have a clear finishing date. The control of permanent organisations is often directed more at continuity and long term growth. Projects are more specifically aimed at producing a certain project goal (effectiveness) while a permanent organisation like Toyota primarily tries to achieve efficiency in its routine processes. These differences make it difficult to use tools developed for permanent organisations, like the EFQM-model, in project situations.
The EFQM business excellence model was developed in 1989 by 14 multinationals grouped in the European Foundation of Quality Management to improve the quality of management in Western Europe. The EFQM model is used to measure and improve the overall quality of an organisation.
2.) Project Excellence Model; introduction of the general concept
The approach the EFQM model differs from most approaches found in the field of project management. In general most of the literature in this field focuses on organisational aspects (HOW). For example, the PM body of knowledge describes nine essential knowledge areas and management processes. The link between these knowledge areas and management processes with project results is unclear. On the other hand, it becomes clear that because of the unique characteristics of projects the EFQM-model cannot readily be transferred to project situations. Research on constructing a management model for projects started with the assumption that for projects the same distinction between results and organisation can be made. In this respect, the project success criteria can be seen as result areas and the success factors as organisational areas.
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