Managers Pocket Guide to Effective Writing (Managers Pocket Guide Series)

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(PDF) ISO Guidance on project management – A Pocket Guide | kamroons sujitjorn -

By Chris Hart. Edition 1st Edition. In that case organizations can be certiied by nationally acknowledged accreditation bodies. Can you get certiied on ISO as an individual? Also IPMA maintains an individual certiication track, which uses the three competence areas as a reference further detailed in chapter 5. Within these three areas more detailed competences are dei ned, including possible process steps.

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Most of these competences clearly relate to the ten Subject groups as dei ned in ISO Other competences are more related to methodologies which are not part of ISO IPMA also Copyright protected. How can ISO support you in real-life application?

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It enables you, your project team and project stakeholders, when faced with challenging project situations, to proactively refer to the appropriate project management processes and i ne-tune these to your project. ISO provides a guideline that is generally accepted as global good practice for project management. Therefore it is a perfect guideline for creating and understanding your organizational project management approach, which needs to it with your speciic projects in your speciic environment.

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This is typically where the project management processes and the content creation processes should be integrated. A well-organized comparison of the processes, terms and dei nitions of ISO with the processes, terms and dei nitions of other methods, practices and models applied in your organization, will enable a quick identiication of any potential overlap, and enable effective integration in an appropriate way.

In Chapter 7 we provide additional insights into how ISO compares to other commonly used project management methods, practices and models. How does ISO address the different organizational entities and levels?

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Organizations develop procedures for delivering results in a predictable way that allow them to manage expectations. However, as most projects are cross-functional, several organizational entities typically come together in projects and are required to deal with situations not encountered before, and for which no procedures are dei ned as yet. When projects result in changes in organizations, different stakeholders are involved at different organizational levels, i.

Therefore the understanding and application of a common organization-wide reference for managing projects, such as ISO , is of particular value in such situations. Organizationally developed project management methods and practices typically stem from a recognized need for improvement in the application of project management, based on organizational experiences and good practices.

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As ISO is also quite often based on the same, practices, the majority of your own project management method will not drastically change. However, maintaining your own developed good practices, as well as ensuring continuous alignment with the latest developments in the project management profession and possible changes in your environment, or internal processes can become very costly and time consuming.

This could be a key driver for organizations to switch to ISO as their basic reference for a project management method or practice and only adjust this where necessary for their speciic projects and environments, and document these changes or additions transparently. This then becomes the heart of your own project management method or practice.

What if I need more information? As this is a pocket guide, it should be viewed as an introduction to and summary of ISO Many more details and explanations on certain topics can be found on the ISO website, or more speciically in the document ISO Guidance on project management, or the national version of this. Today, many products require testing for conformity Copyright protected. ISO guides and standards for conformity assessment represent an international consensus on best practice. Their use contributes to the consistency of conformity assessment worldwide and so facilitates trade.

The forming of a shared view on the contents of a standard is a long process, but this means in the end that the ISO standards are widely supported. On average, developing an international standard takes approximately four years. A standard is a voluntary agreement between stakeholders on a product, service, result or process.

The agreements contain terms and dei nitions, functional and performance related requirements, processes, measuring methods and good practices. If one talks about a standard one normally means the prescriptive standard. A descriptive standard is often called a guideline. A guideline presents the course of action with regard to the demands of goods, services and people. A guideline does not speciically describe what to do, that is the goal of a prescriptive standard.

Prescriptive standards are often the next logical step, after descriptive standards have been implemented in organizations and have globally been accepted as a good practice.

This is an enormous investment, which calls for prudent spending and proper management control. For many of these projects a variety of disciplines and a mix of internal and external workers are involved. A great number of project management methods and practices exist. Who can apply these properly? Which method should be chosen in a multidisciplinary project? How does one communicate with the stakeholders? These questions do not have easy answers. They all failed to produce one body of project management knowledge that was accepted globally. ISO — Guidance for project management is the step towards the true world standard for project management.

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The United States supported this proposal and it went for ballot to the countries that have an ISO representation. Hundreds of project management experts and their mirror committees from more than 30 countries have co-operated during the ive years of its completion.

The participants have discussed the contents, wrote the body text and processed more than 1, comments that came up per draft version. An international project team that worked very well together came into being, because the same 80 — delegates participated in the various international meetings. The large project management associations were involved in various ways. Therefore, the support for the guideline — i rst by its developers and later by its users — had to be the core of project management that is relevant for everybody.

All country mirror committees had the opportunity to bring in relevant sources of project management as input for the guideline at the start of its development in The beneits of ISO The ISO guideline is not a new project management standard, but a reference for other project management Copyright protected. It does not compare one against the other, but brings the best project management practices together. The importance of ISO is that it introduces one global standard and language for the project management practice. It is overarching and a reference point for all projects in all organizations.

At the same time, the organization can prove both internally and externally that it delivers quality projects, because they have based it on the independent standard. It does not refer to more complex situations, like multi-project management Copyright protected. This makes the guideline accessible for a broad target group, who can simply relate their own role to the guideline. ISO supports the communication between the related parties by offering a common language. The guideline can then be a binding factor by relating the processes and deliverables of the different methods to those of ISO The guideline provides a high-level description of concepts and processes that are considered to form good practice in project management.

Projects are dei ned in the context of programs and project portfolios. Guidance on their management will be the subject of separate ISO standards. Clause 1 covers the scope of ISO , i. Clause 2 contains 16 project management terms and their dei nitions. It contains only those speciic terms that from a project management practice viewpoint are not properly dei ned in the standard lists of ISO dei nitions or in the Oxford English Dictionary.

The glossary in Annex B of this pocket guide presents this list of terms and dei nitions. These concepts and their relationships are shown in igure 2. The organizational or entity strategy creates opportunities which are evaluated and selected, for example in a portfolio management process.

Business cases for selected opportunities may result in one of more projects with deliverables. These deliverables are normally used by operations to realize beneits and thus create value for the organization. The beneits can be input to realize and further develop the strategy. In commercial projects the beneits are realized without passing deliverables to operations.