Analysis of best practices in project management

Von Roland Ottmann

Mit Projekt Benchmarking (PBM) verfolgt der Projektmanager zwei wichtige Ziele: Zum einen soll sein Projekt, die angewandten Prozesse und Methoden analysiert werden, was zu einem besseren Verständnis des Projekts führt, andererseits müssen gangbare Wege gefunden werden, um die erkannten Verbesserungen in das laufende Projekt zu integrieren. Dies bedeutet nicht die Veränderung, sondern die Verbesserung zu suchen. PBM ist ein gegenseitiges Geben und Nehmen, bei dem alle Beteiligten profitieren, weil sie in einer tief greifenden und strukturierten Art und Weise ihr Projekt analysieren.

1. BENCHMARKING (BM) AND PROJECT BENCHMARKING (PBM)

1.1 Benchmarking BM

BM is neither an instrument for rationalisation nor for analysis of competitors. It is an instrument for observing and understanding – the bas ic requirements of learning. Learning from others is essentially different from the classical analysis of competitors and scores. BM means to search for companies which hold a top position in a special segment of the business, and learn how these companies achieve top position today. BM could guarantee lasting processes, a company which foresees trends and high-performing, competitive teams. BM is a structured process of learning from the best. Not “How could this be done better?” but “How could we better learn from others?” That is the question here.

1.2 Project Benchmarking PBM

PBM is an instrument used both to optimise the processes of a project and the project management by: systematic identifi cation and analysis of the key processes within the project comparison with best practice transfer ideas into a specifi c project integration of the project team in the process of realisation and taking action.

PBM gives us the chance to compare the practices in project management, the project processes and the project results, too. PBM gives us the possibility to use skills and resources better and it pushes the project to the top of the priority list. In addition, we can see the short term results of our success within our daily project work. PBM also supports the creativity of project teams. This is best done if projects from other areas (e.g. investment, innovation or organisation) or from other branches of industry form the basis for the PBM. New ways of thinking inspire visions and can lead to new models of project management.

However, it is necessary to have teams which are able to change their viewpoints and make the important transfer. For this, they need to understand the process of systematic learning within the project. PBM helps us to identify new and innovative processes and methods of project management and enables continuous improvement. These are motivating aspects for our project team, too.


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