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IPMA and ISO 21500 (Guidance on project management)

Presentation by Håkan Sjöholm

and Anders Sandberg

Stockholm 2013-02-14

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Innehåll

1. Standarder generellt och ISO 21500

2. Projekt i en kontext

3. Projekt, projektkompetens och IPMA

4. Sammanfattning och förslag

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Better to ask and appear stupid than not to ask and remain stupid

Chinese proverb

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1. Standarder generellt och ISO 21500

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What is standardisation?

■ A common solution to a recurring problem

Example: Different track gauges

Five reasons for a project management standard

1. Standards for project management are necessary for the ability of an organisation to generate projects

2. Use of standards increases the probability for success, i.e. achievement of objectives

3. Standards improve communication between the project stakeholders

4. Use of standards reduces the total risk for the project portfolio

5. Use of standards attracts qualified persons

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ISO 21500 Scope

■ Overarching guidance for project management

■ Any type of organization

■ Any type of project

■ High-level description of concepts and processes

■ Projects in context of programmes and project portfolios

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Processes in ISO 21500 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 Work Breakdown Structure 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 Procurement 4.3.36 Select Suppliers 4.3.37 Administer Contracts

4.3.38 Plan Communications

4.3.39 Distribute Information

4.3.40 Manage Communication

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Hur projekt hänger ihop med verksamhet, strategier, omgivning mm

2. Projekt i en kontext

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Organization Organizational Strategy

Opportunities

Business Case

Project

Enviroment

Project

Organization

Project

Governance

Operations

Deliverables

Benefits

Project

Project Management Process

Product Process

Support Process

PM concepts interrelations

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Dokumentbild

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Example of a value creation framework

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Projects, programmes and portfolios

Portfolio

Program

Project

Program

Projec

t

Project

Portfolio

Project

Project

Projec

t Projec

t

Project Portfolio

Project

Project Portfolio

Project

Project

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Project stakeholders

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Projektens komplexitet påverkar tillämpningen av modeller och metoder samt ställer olika krav på projektledarens kompetens

3. Projekt, projektkompetens och IPMA

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Komplexitetsindelning

■ Olika typer av revision för olika komplexa projekt

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Projektledarcertifiering

Certifiering enligt uppslagsboken ■ certifiering (av medeltidslatin certi´fico 'bekräfta'), åtgärd genom tredje part –

vanligtvis certifieringsorgan – som visar att tillräcklig tilltro har erhållits att en produkt, process eller tjänst är i överensstämmelse med standard eller annat regelgivande dokument. Certifiering skall genomföras i enlighet med ett

certifieringssystem med bestämda regler och ledning för verksamheten.

Certifiering enligt regelboken ■ ISO/IEC 17024: Bedömning av överensstämmelse – Allmänna krav på organ

som certifierar personer

”Certifierad” är ett kvalitetsbegrepp

■ Andra liknande kvalitetsbegrepp:

• Legitimering

• Auktorisering

• Licensiering

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Competencies of project personnel

■ Technical competencies for delivering projects in a structured way, including the project management processes defined in this standard

■ Behavioural competencies associated with personal relationships within the defined boundaries of the project

■ Contextual competencies related to the management of the project within the organizational environment

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Reference model for Module O (“Organisation“) questionnaire

Context

(18 questions)

People

(16 questions)

Processes

(40 questions)

Governance

(32 questions)

• Mission / vision & strategy

• Effectiveness & efficiency

• Organisation

• Culture

• Leadership & communication

• Development

• PP&P decision making

• PP processes

• Portfolio processes

• Integration & alignment

• Cooperation & contracting

• Reporting & documenting

• Competence of PP&P managers

• Competence of stakeholders

• PP&P staff recruitment

• Competence development

• Personnel management

• HSSE, Finance, Legal

• Procurement & logistics

• System, products & technology

• Business

• Knowledge management

• ICB 3.0

• ISO 9001

• ISO 10006

• ISO 21500

• ICB 3.0

• ISO 10006

• ISO 21500

• ICB 3.0

• ISO 9001

• ISO 21500

• ICB 3.0

• ISO 9001

• ISO 10006

• ISO 21500

Dimensions Elements Cross references

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Processes in ISO 21500 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 Work Breakdown Structure 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 Procurement 4.3.36 Select Suppliers 4.3.37 Administer Contracts

4.3.38 Plan Communications

4.3.39 Distribute Information

4.3.40 Manage Communication

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Example: Develop project team

Purpose

The purpose of Develop project team is to improve the capabilities and the interaction of project team members in a continuing manner to enhance their motivation and the team’s performance on the project.

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Example: Develop project team

Description

Develop project team depends on the existing competences of the project team. Ground rules of acceptable behaviour should be established early in the project to minimise misunderstandings and conflicts.

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Example: Develop project team

Primary inputs Primary outputs

Staff assignments Team performance

Resource availability Team appraisals

Resource plan

Role descriptions

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Sammanfattning och förslag

Med utgångspunkt från att projektens ökade betydelse, bristande koppling mellan projekt och nyttor mm

Ta fram ett gemensamt ramverk för projektrevision baserat på:

■ IAA:s regler för internrevision,

■ IS0 21500 (processerna )

■ IPMA:s komplexitet och kompetenskrav för olika typer av projekt