How to implement
the new project management standard
ISO 21 500?
Zaprešić June 2014
Prof. Dr. Nino Grau - THM Friedberg
Head of IPMA Delegation (ISO PC 236 2008-2012)
Contents
1. Good reasons to implement ISO 21 500
2. ISO 21 500 – Concepts
3. ISO 21 500 – Processes
4. Comparison to other project management standards
5. ISO 21 500 as a base standard for development of
specific project management methodology and model
6. Change management
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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1. Good reasons to implement ISO 21 500
 Generic standard
 All project types (regardless of size, complexity, industry, etc.)
 All kinds of organizations
 General standard with important concepts and processes
 All players with same understanding about the basic structures, roles and responsibilities
 Enough room for interpretations at the operational level
 Overarching standard
 Trust and acceptance
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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1. Good reasons to implement ISO 21 500
 Overarching standard
 Over 30 active NSBs (national standardization bodies)
 IPMA and PMI
 Common language, high translatability (e.g. „execution“ versus „implementing“)
 Taking into account wide verity of roles (e.g. responsibility for the amortization of project
investment - benefits)
 Verity of cultures (engineers vs. businesspeople, project managers vs. line management, etc.)
 Trust and acceptance
 50-100 Representatives from over 30 countries present at plenary sessions
 Thousand of comments dealt with after each ballot
 Result of each stage put to the vote (If accepted, next stage)
 Standardized approach (Consensus, very large majority)
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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International harmonized stage codes
STAGE
SUBSTAGESUBSTAGE
STAGE
00
Registration
20
Start of main action
90 Decision Substages
90
60
Decision Substages
Completion of main action 92
92
93
Repeat an earlier phase
20
60
00
00
00.00
00.20
00.60
00 Registration
Start of main
action
Completion
of main
Proposal
for
new
project
Proposal
for
new
project
Close
of review
Preliminary
Preliminary stage
action
stage
received
10 10.00
Proposal stage
for new project
Proposal
under review
Repeat an earlier
phase
10.20
New project ballot initiated
10.60
Close of voting
20.00
20
20
New project registered in
Preparatory
Preparatory
TC/SC workstage
programme
stage
20.20
Working draft (WD) study
initiated
20.60
Close of comment period
30
30 30.00
Committee draft (CD)
Committee
Committee
registered stage
stage
30.20
CD study/ballot initiated
30.60
Close of voting/comment
period
10
Proposal
stage
40
Enquiry
stage
50
Approval
stage
40.00
50 50.00
FDIS registered
for formal
Approval
stage
approval
60
60 60.00
Inter. Standard under
Publication
Publication
stage
publication
stage
90
90
Review
Review stage
stage
95
95
Withdrawal
Withdrawal
stage
Proposal for new project
abandoned
40.92
Full report circulated DIS
referred back to TC or SC
50.20
FDIS ballot initiated: 2
months.Proof sent to
secreariat
50.92
FDIS referred back to TC or SC
99
Proceed
99
00.99
Proceed
Approval to ballot proposal for
new project
10.98
New project rejected
10.99
New project approved
20.98
Project deleted
20.99
WD approved for registration
as CD
30.98
project deleted
30.99
CD approved for registration
as DIS
40.93
40.98
Full report circulated: decision Project deleted
for a new DIS ballot
40.99
Full report circulated. DIS
approved for registration as
FDIS
30.92
CD referred back to Working
Group
40.20
40.60
DIS ballot initiated: 5 months Close of voting
50.60
Close of voting. Proof
retuurnd by secretariat
98
Abandon
98
0.98
Repeat current phase Abandon
10.92
Proposal returned to
submitter for further
definition
registered
40 DIS registered
Enquiry Stage
93
Repeat current phase
50.98
Project deleted
50.99
FDIS approved for publication
60.60
Inter. Standard published
90.20
90.60
Int. Standard under periodical Close of review
reniew
90.92
90.93
International Standard to be Inter. Standard confirmed
revised
90.99
Withdrawal of Inter. Standard
proposed by TC or SC
95.20
Withdrawal ballot initiated
95.92
Decision not to withdraw
Inter. Standard
95.99
Withdrawal of Inter. Standard
VSPUstage
BAK Zaprešić June 2014
95.60
Close of Voting
Prof. Dr. Nino Grau, THM Friedberg
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International harmonized stage codes for stage 40 – Inquiry stage
SUBSTAGE
00
Registration
20
Start of main
action
60
Completion of
main action
90 Decision Substages
93
92
Repeat current
Repeat
phase
an earlier phase
98
Abandon
99
Proceed
30.99
CD approved for registration as
DIS
40.00
40.20
DIS registered DIS ballot
initiated: 5
months
40.60
Close of voting
40.92
Full report
circulated: DIS
referred back to
TC or SC
40.93
Full report
circulated:
decision
for a new
DIS ballot
40.98
Project
deleted
40.99
Full report circulated.
DIS approved
for registration
as FDIS
50.00
FDIS registered for formal
approval
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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2. ISO 21 500 - Concepts
 Project, project programme, project portfolio
 Stakeholder
 Value creation network
 Appliance of project management concepts through governance frameworks
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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2. ISO 21 500 – Concepts
Projects, project programs and project portfolios
Project Portfolio
Project Program
Programme
Project 1
Project n
Project
Other
Activities
Project Portfolio
Project
Project Program
Programme
Project 1
Project
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
Project n
Other
Activities
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2. ISO 21 500 – Concepts
Project Stakeholders
Project Gouvernance
Project Steering Committee or Board
Regulatory
Bodies
Project
Management
Office
Special
Interest
Groups
Buisiness
Partners
Project
Sponsor
Shareholders
Employees
Customers
Suppliers
Project
Manager
Finance
Providers
Project Management
Team
Project Team
Project Organization
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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2. ISO 21 500 – Concepts
An example of a value creation framework
Strategy
Identify
Opportunity 1
Opportunity 2
Opportunity 3
Select
Projects
Contribute
Benefits
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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2. ISO 21 500 – Concepts - Management
Organization
Organizational Strategy
Opportunities
Benefits
Project Environment
Project Governance
Business Case
Project Organization
Project
Operations
Deliverables
Project Management Processes
Product Processes
Support Processes
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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3. ISO 21 500 – Processes
 Task of project manager:
coordination of
 Product processes
 Support processes
 Disadvantage when process is used one-by-one
 39 processes cross-referenced to one of
 The five process groups
 The ten subject groups
 They need not be applied uniformly on all projects or all project phases
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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3. ISO 21 500 – Processes
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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3. ISO 21 500 – Processes
 Interactions of the individual processes in each process group identified
 The organization decides which processes are required and in what sequence.
 What should be done and not how it should be done
 Processes are described in a standardized way:
 Purpose of each process
 Short description
 Primary input and output
 Mapped to the subject groups as shown in so called Swim Lane diagram
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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Interactions among the process groups
Selected inputs and outputs of
processes (e.g.documents)
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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4. Comparison to other project management standards





National, international
Regional
Commercial vs. NGO for development
Competences baseline
For certification, training, support for project personnel
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
18
5. ISO 21 500 as a base standard for development of
specific project management methodology and model
 Adjusting to types of project
 Deliverable (e.g. construction, software development, new products development)
 Internal / external
 Importance and complexity
 Conception
 Assessment and mapping the old system against ISO 21 500 (E.g. processes, documents,
stakeholder, roles including top management)
 Concept of methodology development (system for categorization, document hierarchy, etc.)
 Development and implementation
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
19
5. ISO 21 500 as a base standard for development of
specific project management methodology and model
 Development and implementation
 Framework development
 ISO 21500 process alignment (sequence can change)
Linking project management processes, product processes and support processes
(linking these three kinds of processes)

Documentation

Implementation plan
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
20
5. ISO 21 500 as a base standard for development of
specific project management methodology and model
Strategy
Identify
Opportunity 1
Opportunity 2
Opportunity 3
Select
Projects
Contribute
Benefits
Bodea,Candea, Sadeanu, 2013
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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ISO 21 500
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
Bodea,Candea, Sadeanu, 2013
22
5. ISO 21 500 as a base standard for development of
specific project management methodology and model
Mistakes to avoid
 Excessive specification and bureaucratization of regulations
 Ignoring organization’s specifics and successful own experience of project management
 PM methodologies development is considered as one-time procedure which ends with
the formal approval by the organization's management
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
23
6. Change Management
 Implementation of project management standard ISO 21 500 - big change (of identity?)
in the organisation
 Existing dynamic balance of an organisation is transformed into the new balance
 Identity model by Gareis and Stummer
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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6. Change Management
 The need
 The guiding team
 The vision
3 Phases (Lewin, K.)
,
Zucki 2013
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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6. Change Management
 The need
 The guiding team
 The vision
 The empowerment
 The momentum (quick win)
 The communication
3 Phases (Lewin, K.)
,
Zucki 2013
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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6. Change Management
 The need
 The guiding team
 The vision
 The empowerment
 Turn the new approach into routine
 The momentum (quick win) Evaluate further change demand
 The communication
 Communicate benefits of the “new”
3 Phases (Lewin, K.)
,
Zucki 2013
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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 For further reading:
 Grau, Nino and Bodea, Constanta (Ed.): ISO 21500 Project Management Standard –
Characteristics, Comparison and Implementation, Shaker Verlag, Aachen 2013
 Authors:
BergerBodeaCandeaGrauPolkovnikovRaiSadeanuSjoholmWagnerZucki
VSPU BAK Zaprešić June 2014
Prof. Dr. Nino Grau, THM Friedberg
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Thank you – any Questions?
[email protected]
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Prof. Dr. Nino Grau, THM Friedberg
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