Inter national standards for project management - fitsilis
-
Upload
panos-fitsilis -
Category
Business
-
view
198 -
download
0
description
Transcript of Inter national standards for project management - fitsilis
Panos Fitsilis
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
PMBOK
PMBOK
PMBOK
PMBOK
PMBOK
PMBOK
PMBOK
PMBOK
PMBOK
PMBOK
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?
5
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
59P.Fitsilis Happy Projects 2010
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
60P.Fitsilis Happy Projects 2010
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
Structure of the Standard
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.