What defines whether a project or programme is “good” or “bad”?
When we’re striving for excellence in the execution of our projects and programmes, what do we mean?
IPMA has given its extended definition in the PEB, the Project Excellence Baseline.
This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now.
Foreword
Executive summary
Table of Contents
List of figures
List of tables
Abbreviations and Acronyms
Terms & Definitions
1. Introduction
2. Purpose and intended users
3. The organisational view of projects
3.1. Challenges for organisations in managing projects
3.2. An organisation in its context
3.3. From mission, vision and strategy to results
3.4. Projects, programmes and portfolios as means for results
4. Organisational competence in managing projects
4.1. Concept of organisational competence
4.2. Concept of organisational competence in managing projects 40
5. Groupings, competence elements and interactions
5.1. Grouping of competence elements
5.2. Overview of competence elements
5.3. Interactions of competence elements

What defines whether a project or programme is “good” or “bad”?
When we’re striving for excellence in the execution of our projects and programmes, what do we mean?
IPMA has given its extended definition in the PEB, the Project Excellence Baseline.
This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now.
Foreword
Executive summary
Table of Contents
List of figures
List of tables
Abbreviations and Acronyms
Terms & Definitions
1. Introduction
2. Purpose and intended users
3. The organisational view of projects
3.1. Challenges for organisations in managing projects
3.2. An organisation in its context
3.3. From mission, vision and strategy to results
3.4. Projects, programmes and portfolios as means for results
4. Organisational competence in managing projects
4.1. Concept of organisational competence
4.2. Concept of organisational competence in managing projects 40
5. Groupings, competence elements and interactions
5.1. Grouping of competence elements
5.2. Overview of competence elements
5.3. Interactions of competence elements