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 2 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 3 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 4 VSPU BAK Zaprešić June 2014 Prof. Dr. Nino Grau, THM Friedberg 5 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 6 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 7 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 8 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 9 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 10 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 11 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 12 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 13 3. ISO 21 500 – Processes VSPU BAK Zaprešić June 2014 Prof. Dr. Nino Grau, THM Friedberg 14 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 15 VSPU BAK Zaprešić June 2014 Prof. Dr. Nino Grau, THM Friedberg 16 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 17 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 21 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 24 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 25 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 26 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 27 For further reading: Grau, Nino and Bodea, Constanta (Ed.): ISO 21500 Project Management Standard – Characteristics, Comparison and Implementation, Shaker Verlag, Aachen 2013 Authors: BergerBodeaCandeaGrauPolkovnikovRaiSadeanuSjoholmWagnerZucki VSPU BAK Zaprešić June 2014 Prof. Dr. Nino Grau, THM Friedberg 28 Thank you – any Questions? [email protected] VSPU BAK Zaprešić June 2014 Prof. Dr. Nino Grau, THM Friedberg 29
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