Inter national standards for project management - fitsilis

Panos Fitsilis

[email protected]

Do U know ANY?

List of Project management Standards PMI PMBOK ISO 10006 BS 6079 DIN 69900 APM BOK IPMA ICB Australian National Competency

Standards for Project Management

Prince 2 Greek ELOT 1429 RUP OPM3 CMU SEI Maturity Models

XP Scrum Agile Project Management ISO/IEC 15504 CCPM Construction Extension to

PMBOK HERMES Method

List of Project management Standards PMI PMBOK ISO 10006 BS 6079 DIN 69900 APM BOK IPMA ICB Australian National Competency

Standards for Project Management

Prince 2 Greek ELOT 1429 RUP OPM3 CMU SEI Maturity Models

XP Scrum Agile Project Management ISO/IEC 15504 CCPM Construction Extension to

PMBOK HERMES Method

Too manyyyyyyyyyyyyyyyyyyyy !

Categories of

Standardization bodies

ISO 10006, BS 6079, DIN 69900, ELOT 1429

Large professional networks / academic organizations

PMI PMBOK, IPMA, OPM3, CMM

Methodologies

Prince (government), XP (industry), Scrum, UP

Different focus

BS 6079PMBOKPrince

Different focus

IPMA ICB

Different focus

CMMI, ELOT 1429OPM3

最重要的标准

Processgroups

Planning process

IPMA Competence Baseline

What are Capability Maturity Models? Organized collections of best practices

Based on work by Crosby, Deming, Juran, Humphrey...

Systematic ordered approach to process improvement.

Means of measuring organizational maturity.

Have proven to bring significant return on investment in productivity and quality.

All models are wrong,but some are useful….

Professor George Box

The practical question is how wrong do they have to be to not be useful.

27

Everyone realizes the importance of having a motivated, quality work force but...

...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”

PEOPLE

PROCESS

TECHNOLOGY

Quality Leverage Points

Major determinants of product cost, schedule, and quality

General Definition of Process

A process is a set of practices performed to achieve a given purpose; it may include tools, methods, materials, and/or people.

While process is often described as a leg of the process-people-technology triad, it may also be considered the “glue” that unifies the other aspects.

• How do you define process?

Why choose “Agile”? “It is not the strongest of the species that survive, nor

the most intelligent, but the ones most responsive to change.”

38

- Charles Darwin, The

Origin of Species

39

Why choose “Agile”?“When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.”

Process Dynamics, Modeling, and

Control,

Ogunnaikeand Ray, Oxford

University Press, 1992

40

Defined Process vs. Empirical

Defined Process Management

Great for known activity

41

Defined Process vs. Empirical

Not great for unknown activity

$7 million budget

$120 million final

The Agile Manifesto

The Methodologies XP The Crystal familyOpen Source ASD (Adaptive Software Development) Scrum Feature Driven Development DSDM (Dynamic Systems Development Method) Rational Unified Process (RUP)

For example Scrum

Roles

Artifacts

Events

Scrum Master Servant Leader

Facilitator

Roadblocks

Product Owner Business Priorities

Single Wringable neck

Team Everyone

Self Organising

Sprint Short

Time boxed

Planning Meeting Stories

Breakdown

Time boxed

Daily Scrum/Standup 15 minutes (at most)

3 questions

Review Inspection

Greece 3rd Community Support Framework 2000-2006 Financing 32 billion €

The need

Complexity of programmes Complex structure

Structural funds

Cohesion funds

National funds

Twelve (12) national operational programmes,

Thirteen (13) regional operational programmes

More than 17000 projects funded, more than 78055 (sub) projects

2748 beneficiaries organisations

Study of projects of 3rd CSF Sample of 190 beneficiaries organizations

External project environment

Internal project environment

The questionnaire evaluated beneficiaries according Organization structure

Technical capabilities and capacity

Operational capabilities and capacity

Financial management

Management effectiveness

Supporting mechanisms

External environment

External project environment

Delays and complexity of licensing procedures

Many involved parties (e.g. archeological services, forestry services, ministries, courts)

Bureaucratic procedures

project approval,

project monitoring and control

Fast changing project environment

Lack of coordination between involved

parties

Study of projects of 3rd CSF

Internal project environment (within organization of beneficiaries) Project management procedures not defined

neither standardized (more than 50%)

Internal control not available (28,34%)

Lack of schedule control and cost control systems (69%)

Lack of quality management system (81%)

Project organization not well defined, roles not defined

Specialized and sufficient personnel not available

Study of projects of 3rd CSF

National Strategic Development Plan (NSDP) 2006-2013 Eight (8) national operational programmes,

Five (5) regional operational programmes

20 billing € funding 8 Sectoral Operational Programs

(Environment –Sustainable Development, Accessibility Improvement, Competitiveness & Entrepreneurship, Digital Convergence, Development of Human Resources, Education & Life –Long Learning, Reinforcement of Administration Efficiency, Technical Assistance, National Contingency Reserve)

5 Regional Operational Programs

6 European Territorial Cooperation Programs, for which Greece retains the Managing Authority

Currently

58P.Fitsilis Happy Projects 2010

Maximize the benefits achieved by support frameworks and to improve the effectiveness and the management of projects of NSDP

To improve the quality of the project delivered product/service, and

To overall improve their managerial capacity in order to provide better services/products to citizens.

To develop a sustainable project management environment

The objective of NSDP


ELOT 1429 : Requirements for assessing the managerial capability of organizations implementing projects of public interest

ELOT 1431-1: Implementation guide for public works projects

ELOT 1431-2: Implementation guide for public procurement projects

ELOT 1431-3: Implementation guide for projects of special type

ELOT 1432: Requirements for managerial capability assessing processes and assessors

ELOT 1429 family of standards


It should follow ISO standard structure in order to facilitate adoption

It should standardize a minimum set of terms used.

It should be generic enough to be applicable on organizations and projects of various type, size and complexity

It should be based on maturity levels Even though not to be used initially

It should come as an evolution Over interim ministerial decision

Over ISO 9001

Core decisions

61

Chapter 1. Scope

Chapter 2. Normative references

Chapter 3. Terms and definitions

Chapter 4. System for Managerial Capability

Chapter 5. Management and Organization

Chapter 6. Human resources and infrastructure

Chapter 7. Project implementation

Chapter 8. Project evaluation– analysis and evaluation of results

ELOT-1429 standard structure

Defines 44 basic terms

Difficulty

in giving unique and unambiguous terms

a number of definitions

available in glossaries developed by managing authorities

Available in legislative documents

Definitions changing from 3rd CSF to NSDP

Chapter 3 Terms and definitions

Set Requirements for

Having a quality system projects.

The system should be documented

Chapter 4 System for Managerial Capability

Requires Management Commitment

Suitable project organization

Units or roles for planning, project execution, …

Role for project managers

Requires project planning

Chapter 5 Management and organization

Project organisation

Human resources requirements

Identifies human resources

Records human resources capabilities and skills

Selects personnel with adequate skills, knowledge and experience

Infrastructure

Project management information system

WBS, project scheduling, resource management, financial management and reporting

Chapter 6 Human resources and infrastructure

Project initiation

Project planning

Project execution

Project control

Project closure

Chapter 7 Project implementation

Pro

ject

In

itia

tio

n

Pro

ject

Pla

nn

ing

Project management plan

- Organization

- Quality management

- Scheduling

- Risk management

- Performance measurement

Pro

ject

E

xecu

tio

nP

roje

ct C

on

tro

l

Pro

ject

Clo

sure

- Own means

- Procurement

- Financial control

- Quality control- Communication &

reporting- Change management- Contract management

Project evaluation– analysis and evaluation of results

Project life cycle

Internal auditing Auditing plan

Recording results

External auditing Collaborate with auditors

Provide all evidence

Complaint management Is required because of public nature of projects

Evaluation of results per project Provide feedback

Chapter 8 Project evaluation– analysis and evaluation of results

Maturity levels

Level 3 –Continuous

improvement

Level 2 – Projects Managed Centrally

Level 1- Defined

• Continuous improvement

• Benchmarking process

• Quantitative management of results

• Projects managed centrally

• Project Management Methodology

• Project Management Office

• All processes are defined

• Projects are recognized as separate entities

The recognition that project management is a concrete knowledge area

The recognition that projects should be managed by personnel having sufficient project management competences

The definition of a process model that covers all phases of the project life-cycle

The requirement that each project implementing organisation should have a valid, updated and well documented project management plan

The requirement for a PMIS, and

The fact that organisations should collect data in order to measure and improve their performance

The definition of a project management sustainable process

Conclusion

Where are we going !

ISO Standard – The Drivers

More international projects

Contractual issues

Develop a common terminology

Alignment of other standards PMBOK, BS 6079-1:2002, German Standard etc. ~

What it means to You

Understand the ISO standard when working on projects (contractual, best practice issues)

Changed terminology

Industry standard practices

Potentially skills/qualifications ~

Starting Positions

USA - recommended focus on projects, focus on processes (what not how), generic overarching standard using best of all existing BOK’s

UK – recommended the use of BS 6079-1:2002 as the basis for document, generic overarching standard, question of when does a project start (corporate aspects).

Germany – Focus on processes, the concept of the house of processes. ~

Starting Positions (cont)

France - The PM corpus concept, proposal for a 4th

WG on competencies. Japan – proposal to include education and training of

personnel for project management in the work items of WG3, established mirror committee and working groups with members selected and funding sourced..

Netherland – program/portfolio management in or out, generic vs sector specific. ~

Structure of the Standard

FORMAT FOR PROCESS DEFINITION

The process definition should include a one sentence statement of the purpose of the process followed by a 2-3 sentence description of the process and a table of Inputs, Methodologies, and Outputs for the process

• Inputs: Those things that are needed to accomplish the process.

• Methodologies: Suggested tools or methods to accomplish the process.

• Outputs: Those things that result from accomplishing the process. ~

Inputs – Methodologies - Outputs

Inputs

• Project Scope Statement

• Change Control System

• Project Scope Statement Updates

Methodologies

• Work Breakdown Structure

• Variance Analysis

• Work Breakdown Structure Updates ~

Inputs – Methodologies - Outputs

Methodologies (cont)

• Scope Management Plan

• Re-planning

• Scope Management Plan Updates

Outputs

• Approved Change Requests

• Configuration Management

• Project Management Plan Updates

Example Processes

• 1.1 Develop Project Charter

• 1.2 Develop Preliminary Project Scope Statement

• 2.1 Scope Definition

• 2.2 Scope Planning

• 2.3 Create Work Breakdown Structure

• 2.4 Activity Definition

• 2.5 Activity Resource Estimating

• 2.6 Activity Duration Estimating

• 2.7 Determine Activity Sequencing

• 2.8 Develop Project Schedule

Project management wisdom If you fail to plan, you are planning to fail.

Project management wisdom A badly planned project will take three times longer

than expected - a well-planned project only twice as long as expected.

Project management wisdom If at first you don't succeed, remove all evidence you

ever tried.

Project management wisdom There are no good project managers - only lucky ones.

Project management wisdom For a project manager overruns are as certain as death

and taxes.

Project management wisdom Fast - cheap - good: you can have any two.

Project management wisdom When the weight of the project paperwork equals the

weight of the project itself, the project can be considered complete.

Project management wisdom A project gets a year late

one day at a time.

Project management wisdom Powerful project managers don't solve problems, they

get rid of them.

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