Projects in multicultural environment
Izabela Markiewicz, Grzegorz Szalajko
Personel Plus | November 2013
When speaking about diversity we usually come to slogans about cooperation and harmonious teams delivering value by engaging individuals that differ between eachother as much as possible. That's right, slogans - not specific actions. Besides that, where is that value?
Amazing diversity of todays world constantly brings new opportunities. Yet, we still prefer to believe that reality is different and perceive variety in our work and life environment almost entirely as source of threats. It's true that large organizations that we are a part of don't make it easy to enjoy and embrace diversity. But it must change as we face more and more global business environment that makes us exposed to various values, beliefs and behaviors. Those who will learn how to exploit all opportunities it brings, will be the winners on todays markets.
We have used projects to demonstrate what diversity can bring and how to manage it. It's because projects are the way to enter new fields of business and make the old ones better. If you still don't manage diversity in a conscious way, we suggest that you should take a project approach to change it. And you should manage this project with attention to various cultures in your environment from the day one.
Project Management Excellence – Enabling Quality In Project Execution
Grzegorz Szalajko, Grzegorz Dzwonnik, Louis Klein, Steve Raue
Systemic Excellence Group | February 2014
This paper further develops a concept of excellence in project management developed by IPMA (International Project Management Association). The Project Management Excellence Model (PEM) aims to achieve a crucial balance between project execution and project quality. PEM facilitates this integration and supports broadening internal and external perspectives. PEM initiates a process of continuous improvement and innovation in project practice.
With its basis in Total Quality Management (TQM), the PEM supports an organisation to benchmark its projects in order focus on strengths and further potentials in the project execution. It does so by focussing on nine core elements surrounding project management and project results.
The conceptual basis of the European Foundation for Quality Management (EFQM) makes the PEM independent from particular project management (PM) methodologies and a highly pragmatic tool that integrates into any organisational methodology. Its pragmatism enhances implementation capabilities.
The PEM serves as a basis for the International Project Management Association (IPMA) Project Management Excellence Award, allowing for global benchmarking. As it supports the process of identification of best practices, the PEM is a framework that accumulates existing organisational knowledge and experience.
IPMA Project Excellence Baseline
The latest of the IPMA global standards. It enables organizations to assess projects and programs, with special focus on their ability to continuously improve and deliver sustainable results.
I had a great pleasure to be a Leading Editor and one of the main architects of this standard.