by Taryn van Olden

IPMA Project Excellence Awards

PM Awards

IPMA Project Excellence Awards
IPMA Project Excellence Awards

The International Project Management Association (IPMA) recognises project excellence every year at their international conference. This high accolade shares the stage with a large number of smaller individual awards including industry and size specific awards, and regional awards.

The award has been presented since 2002 and the assessment process is based on the IPMA Project Excellence Model. Project teams representing medium, big and mega projects are evaluated according to this model and points are assigned in two aspects: project management and project result, taking into account the project’s achievement in terms of customer satisfaction; employees’ development and participation; partnership with suppliers; leadership; social responsibility; processes and facts; and results.

There is a significant benchmarking component to the program that makes it more than just a reward. All award applicants receive an individual, detailed written benchmark report from a team of qualified and experienced project experts in leading positions. This highlights both the strengths in their project management but also areas where there is room for improvement.

The benchmark report includes comparisons with the performance of the best project teams. This guidance and peer perspectives through the application of the IPMA Project Excellence Model is an interesting way of setting up teams for success in the adjudication process and entrenching good practices.

In 2011 the winner was the Qatar Rad Laffan Gas Fr5 Modular Replacement Project by General Electric Energy. Considered a big project due to its budget of 5 million euros, this project involved a plant area of 3.7km with a capacity of 10 mega tons of LNG. Maintenance was performed using a modular approach and 10 modules, each weighing 70 tons, were lifted during the operation for removal and installation. World-class environmental health and safety (EHS) standards had to be met, with 1350 workers rallied and 340 000 man hours of work assigned.

The main challenge was to reduce downtime and increase availability and production capacity in an environment where every production day counts at the bottom line. By implementing an innovative new GE Oil and Gas maintenance procedure the team was able to reduce the shutdown time form 28 days to 21 days including zero injuries and 100% compliance with EHS procedures.

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Issue 29


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