ISO 21500 Navigator.pdf - Google Drive

ISO 21500:2012 Navigator Jose Barato, PMP®, PMI-ACPSM

Download ISO 21500 Navigator in Spanish Download ISO 21500 Navigator in English Introduction to ISO 21500 training course

Author: PMPeople | Free to use and distribute

Jose Barato Aprender, enseñar y practicar buenos hábitos en Gestión de Proyectos

• • • • • • • •

PMPeople (Managing Director) PMI Madrid Chapter (Director) PM-IB (founder, Vice-President) TALAIA, OpenPPM (Consultant) Telecommunications Engineer Project Manager (PMP®, PMI-ACPSM) Instructor, coach Speaker, author Blog: Los Hábitos de un Director de Proyectos Eficaz


Introduction to ISO 21500 training course | 2

ISO/FDIS 21500:2012(E) Foreword Introduction 1. Scope 2. Terms and definitions 3. Project management concepts o o o o o o o o o o o o

3.1 General 3.2 Project 3.3 Project management ISO 21500:2012 3.4 Organizational strategy and projects 3.5 Project environment Guidance on Project 3.6 Project governance 3.7 Projects and operations Management 3.8 Stakeholders and project organization 3.9 Competencies of project personnel 3.10 Project life cycle 3.11 Project constraints 3.12 Relationship between project management concepts and processes

4. Project management processes o o o

4.1 Project management process application 4.2 Process groups and subject groups 4.3 Processes

Annex A (informative) Process group processes mapped to subject groups Author: PMPeople | Free to use and distribute


Project Management is guided through 5 Process Groups Controlling

Initiating

Planning

Closing

Implementing

1. Initiating

Start a project phase or project, to define the project phase or project objectives and to authorize the project manager to proceed with the project work.

2. Planning

Develop planning detail. This detail should be sufficient to establish baselines against which project implementation can be managed and project performance can be measured and controlled.

3. Implementing

Perform the project management activities and to support the provision of the project’s deliverables in accordance with the project plans.

4. Control

Monitor, measure and control project performance against the project plan. Consequently, preventive and corrective actions may be taken and change requests made, when necessary, in order to achieve project objectives.

5. Closing

Formally establish that the project phase or project is finished, and to provide lessons learned to be considered and implemented as necessary.



Project Management is guided through 10 Subject Groups 1. Integration

Identify, define, combine, unify, coordinate, control and close the various activities and processes related to the project.

2. Stakeholder

Identify and manage the project sponsor, customers and other stakeholders.

3. Scope

Identify and define the work and deliverables, and only the work and deliverables required..

4. Resource

Identify and acquire adequate project resources such as people, facilities, equipment, materials, infrastructure and tools.

5. Time

Schedule the project activities and to monitor progress to control the schedule.

6. Cost

Develop the budget and to monitor progress to control costs.

7. Risk

Identify and manage threats and opportunities.

8. Quality

Plan and establish quality assurance and control.

9. Procurement

Plan and acquire products, services or results, and to manage supplier relationships.

10. Communication

Plan, manage and distribute information relevant to the project.



Project Management guided through 39 processes Described in ISO 21500:2012 sections from 4.3.2 to 4.3.40

Integration

.2

Stakeholder

.9

Scope Resource

.3

.4

.5 .6 .7 .8

.10

ISO 21500:2012 .14

.11 .12 .13

.15 .16 .17 .18 .19 .20

Time

.21 .22 .23

.24

Cost

.25 .26

.27

Risk

.28 .29 .30

.31

Quality

.32

.33

.34

Procurement

.35

.36

.37

Communication

.38

.39

.40


4.3.2 Develop Project Charter 4.3.3 Develop Project Plans 4.3.4 Direct Project Work 4.3.5 Control Project Work 4.3.6 Control Changes 4.3.7 Close Project Phase or Project 4.3.8 Collect Lessons Learned 4.3.9 Identify Stakeholders 4.3.10 Manage Stakeholders 4.3.11 Define Scope 4.3.12 Create WBS 4.3.13 Define Activities 4.3.14 Control Scope 4.3.15 Establish Project Team 4.3.16 Estimate Resources 4.3.17 Define Project Organization 4.3.18 Develop Project Team 4.3.19 Control Resources 4.3.20 Manage Project Team

4.3.21 Sequence Activities 4.3.22 Estimate Activity Durations 4.3.23 Develop Schedule 4.3.24 Control Schedule 4.3.25 Estimate Costs 4.3.26 Develop Budget 4.3.27 Control Costs 4.3.28 Identify Risks 4.3.29 Assess Risks 4.3.30 Treat Risks 4.3.31 Control Risks 4.3.32 Plan Quality 4.3.33 Perform Quality Assurance 4.3.34 Perform Quality Control 4.3.35 Plan Procurements 4.3.36 Select Suppliers 4.3.37 Administer Procurements Communication 4.3.38 Plan Communications 4.3.39 Distribute Information 4.3.40 Manage Communications Introduction to ISO 21500 training course | 6

Navigating the 10 Subject Groups ISO 21500 Navigator

Introduction to ISO 21500 training course


1. Project Integration Management Identify, define, combine, unify, coordinate, control and close the various activities and processes related to the project



1. Project Integration Management 4.3.2

Develop Project Charter

Develop 4.3.3 Project Plans

Formally authorize a project or a new project phase; identify the project manager and the appropriate project manager responsibilities and authorities; and document the business needs, project objectives, expected deliverables and the economic aspects of the project. Document why the project is being undertaken; what will be provided and by whom; how it will be provided; what it will cost and how the project will be implemented, controlled and closed.

4.3.4

Direct Project Work

Manage the performance of the work as defined in the project plans, in order to provide the approved project deliverables.

4.3.4

Control Project Work

Complete project activities in an integrated manner in accordance with the project plans.

Control 4.3.6 Changes

Control changes to the project and deliverables and to formalize acceptance or rejection of these changes before subsequent implementation.

Close Project 4.3.7 Phase or Project

Confirm the completion of all project processes and activities, in order to close a project phase or a project.

4.3.8

Collect Lessons Learned


Evaluate the project and collect experiences, in order to benefit current and future projects. Introduction to ISO 21500 training course | 9

2. Project Stakeholder Management Identify and manage the project sponsor, customers and other stakeholders

Identify 4.3.9 Stakeholders

Determine the individuals, groups or organizations affected by, or affecting, the project and to document relevant information regarding their interest and involvement.

Manage 4.3.10 Stakeholders

Give appropriate understanding and attention to stakeholders’ needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.



3. Project Scope Management Identify and define the work and deliverables, and only the work and deliverables required



3. Project Scope Management Identify and define the work and deliverables, and only the work and deliverables required

4.3.11 Define scope

Achieve clarity of the project scope, including objectives, deliverables, requirements and boundaries, by defining the end state of the project.

4.3.12 Create WBS

Provide a hierarchical decomposition framework for presenting the work that needs to be completed, in order to achieve the project objectives.

4.3.13

Define Activities

4.3.14 Control Scope

Identify, define and document all the activities that should be in the schedule and performed, in order to achieve the project objectives. Maximize positive and minimize negative project impacts created by scope changes.



4. Project Resource Management Identify and acquire adequate project resources such as people, facilities, equipment, materials, infrastructure and tools



4. Project Resource Management Identify and acquire adequate project resources such as people, facilities, equipment, materials, infrastructure and tools 4.3.15

Establish Project Team

Estimate 4.3.16 Resources

Acquire the human resources needed to complete the project.

Determine the resources needed for each activity in the activity list. Resources may include people, facilities, equipment, materials, infrastructure and tools.

4.3.17

Define Project Organization

Secure all needed commitments from all the parties involved in a project. Roles, responsibilities and authorities that are relevant to the project should be defined in accordance with the project’s nature and complexity and should consider the performing organization’s existing policies.

4.3.18

Develop Project Team

Improve the performance and interaction of team members in a continuing manner. This process should enhance team motivation and performance.

Control 4.3.19 Resources

Ensure that the resources required to undertake the project work are available and assigned in the manner necessary, in order to meet the project requirements.

Manage 4.3.20 Project Team

Optimize team performance, provide feedback, resolve issues, encourage communication and coordinate changes, in order to achieve project success.



5. Project Time Management Schedule the project activities and to monitor progress to control the schedule

4.3.21 Sequence Activities

Identify and document the logical relationships between project activities.

4.3.22 Estimate Activity Durations

Estimate the time required to complete each activity in the project.

4.3.23 Develop Schedule

Calculate the start and end times of the project activities and to establish the overall project schedule baseline.

4.3.24 Control Schedule

Monitor schedule variances and to take appropriate actions.



6. Project Cost Management Develop the budget and to monitor progress to control costs

4.3.25 Estimate Costs

Obtain an approximation of the costs needed to complete each project activity and for the project as a whole.

4.3.26 Develop Budget

Distribute the project’s budget to the appropriate levels of the work breakdown structure.

4.3.27 Control Costs

Monitor cost variances and to take appropriate actions.



7. Project Risk Management Identify and manage threats and opportunities

4.3.28 Identify Risks

Determine potential risk events and their characteristics that, if they occur, may have a positive or negative impact on the project objectives.

4.3.29 Assess Risks

Measure and prioritize the risks for further action.

4.3.30 Treat Risks

Develop options and determine actions to enhance opportunities and reduce threats to project objectives.

4.3.31 Control Risks

Minimize disruption to the project by determining whether the risk responses are executed and whether they have the desired effect.



8. Project Quality Management Plan and establish quality assurance and control

4.3.32 Plan Quality

4.3.33

4.3.34

Determine the quality requirements and standards that will be applicable to the project, the deliverables of the project and how the requirements and standards will be met based on the project objectives.

Perform Quality Assurance

Review the deliverables and the project. It includes all processes, tools, procedures, techniques and resources necessary to meet quality requirements.

Perform Quality Control

Determine whether the established project objectives, quality requirements and standards are being met and to identify causes of, and ways to eliminate, unsatisfactory performance.



9. Project Procurement Management Plan and acquire products, services or results, and to manage supplier relationships

4.3.35

Plan Procurements

Plan and document the procurement strategy and overall process properly before procurement is initiated.

4.3.36 Select Suppliers

Ensure that information is obtained from suppliers so that there is consistent evaluation of proposals against stated requirements; review and examine all the submitted information and select the suppliers.

Administer 4.3.37 Procurements Communication

Manage the relationship between the buyer and the suppliers.



10. Project Communication Management Plan, manage and distribute information relevant to the project

4.3.38

Plan Determine the information and communication needs of the stakeholders. Communications

Distribute 4.3.39 Information 4.3.40

Make required information available to project stakeholders, as defined by the communications plan, and to respond to unexpected, specific requests for information.

Manage Ensure that the communication needs of the project stakeholders are Communications satisfied and to resolve communication issues if and when they arise.



Navigating the 39 Processes ISO 21500 Navigator

Introduction to ISO 21500 training course


Process modeling based on standard IDEF0

INPUTS

Progress data Quality control measurements Risk register Issue log

4.3.5 Control Project Work

OUTPUTS

Change requests

Project plans

Progress reports

Project completion reports

private output

Actual Process

Input

Process Group

Output

private input



ISO 21500:2012 (High Level)



ISO 21500:2012 (Process Groups)



Initiating Process Group



Planning Process Group



Planning Scope, Resources, Communications and Activities



Planning Scope Baseline



Planning Resources and Communications



Planning Activities



Planning Risk, Quality and Procurement



Planning Schedule, Budget and Project Plans



Develop Budget



Implementing Process Group



Communicating 90% of the time



Implementing Risk, Quality and Procurement



Controlling Process Group



Controlling Baselines



Controlling Resources



Controlling Communications and Changes



Controlling Risk, Quality and Procurement



Closing Process Group

