vrijdag 24 december 2010

Standaard of norm.

Bron: LinkedIn Group ISO 21500

Farhad Abdollahyan •
As Alexander said ISO publishes standards and not norms. Governments and legislature bodies (parliaments) are those which elaborate mandatory noms and laws. Therefore compliance to ISO Standards is only voluntary.

The ISO 21500 initilaly will not be a certifiable standard, only a Guide. It applies only to organizations and will not certify professionals.

donderdag 9 december 2010

About ISO 21500 and PMBOK (PMI)

From the ISO 21500 group on LinkedIn:

Claudia Fornari •
Dear collegues, do you know about diferences between 21500 & PMBOK (PMI), or where can I to obtain information?


Karl Best, CStd •
Claudia: Revision of the PMBOK(r) Guide is taking place at the same time as development of ISO 21500; they are both scheduled for publication by the end of 2012. 21500 was initially based on Ch.3 and the Glossary of the PMBOK(r) Guide. The intent of the PMBOK(r) Guide development team is to keep that publication in alignment with 21500 as much as possible. Note that the PMBOK(r) Guide will continue to provide added value in that it will contain discussion of the Knowledge Areas that is not included in 21500.

woensdag 1 december 2010

Message from Karl Best, Secretary ISO/PC236

Karl Best, CStd • 21500 should be going to DIS sometime this month, with final publication as an IS anticipated to be in the second half of 2012. ISO standards are not available publicly until publication.

-Karl Best

Secretary ISO/PC236

--------------------------------------

(D)IS = (Draft) International Standard

De stage code is daarmee 30.99, "Committee draft approved for registration as DIS".
Voor een overzicht van "International Harmonized Stage Codes": zie hier.

De volgende stap is 40, de "Enquiry stage". 40.00 = "DIS registered".

woensdag 20 oktober 2010

ISO/PC236 Project Committee

This contribution gives an overview of how ISO 21500 is created.

Source: http://www.pmi.org/

International Standards Activities
PMI volunteers and staff participate in a number of standards activities at the international level in order to promote the project management profession.

ISO/PC236 Project Committee
The primary international standards activity for PMI is ISO/PC236, which is developing the upcoming ISO Standard 21500 (Guide to Project Management). PMI believes that this will be an important standard for the project management profession and that all project practitioners should be aware of it.

Approved by the Technical Management Board (TMB) of ISO in November 2006, the project committee began in late 2007 under the title ISO/PC 236, Project Management. The committee has developed a draft standard and expects to move the document into the Draft International Standard (DIS) stage in Q4 2010. In this stage 21500 will be available to ISO member countries for final comment and for ballot voting.

If ISO member countries approve the draft, the document will then become a Final Draft International Standard (FDIS), and ISO members will vote whether or not to publish it in its final form. A two-thirds majority vote is needed to approve the final draft and have it published. Final approval and publication of the standard is expected in late 2012.

Over 30 countries are participating in the development of this standard. Each of these countries has established mirror committees within their national standards body to work on the development of this standard. If you’re interested in participating in ISO/PC236, you must first join your country’s mirror committee; you can start by contacting your country’s national standards body.

The ISO/PC236 Secretariat is administered by PMI on behalf of the American National Standards Institute (ANSI), with Karl Best, a PMI staff member, serving as PC236 Secretary. PC236 is chaired by Mr. Miles Shepherd on behalf of the British Standards Institute (BSI).

The project committee is made up of three working groups, each tasked with specific duties. Each working group is lead by a convener and secretary who are responsible for facilitating the work of the team and striving for consensus among the members. Members of the working groups consist of subject matter experts (SMEs) nominated by their countries to develop the technical content of the standard.

For more information on ISO/PC236 and its members, please refer to the ISO/PC236 web page.

For questions about ISO/PC236 and participating in the development of ISO 21500 Guide to Project Management, please contact Karl Best, the ISO/PC236 Secretary.

Additional International Activities:

PMI also participates in other international standards activities by sending volunteer or staff representatives to the following committees:
•ISO/IEC JTC1/SC7, Software and Systems Engineering
•ISO/TC223, Societal Security
•ISO TMB WG, Social Responsibility
•ISO/PC250 Sustainability in Event Management
•Upcoming ISO PC for Risk Management
•Upcoming ISO TC for Project Management

zaterdag 16 oktober 2010

ISO 21500 and BSI BS6079-1:2010

The New Standard for Project Management and the Road Ahead to ISO 21500.


On October 5th, 2010 Jamie Titchener wrote "a lot of the information that will make it into ISO 21500 is available now in the BS6079-1:2010 standard".

Click here for the full text.

vrijdag 27 augustus 2010

Standards in Project Management - a Brake on Practice or an Accelerator?

Bron / source: PMforum.org

Miles Shepherd, who is also the current Chair of the International Standards Organization (ISO) committee that is developing the new ISO 21.500 Project Management Standard, spoke on the topic of "Standards in Project Management - a Brake on Practice or an Accelerator?"

According to Miles, "Standards mean many things to many people but for project managers, they can mean a rigid set of rules to follow as well as a stifling bureaucracy to maintain. Some see standards as a reason for the existence of Project Management Offices with little better to do than police paperwork that adds little to the practice or the art of project management. Others see standards as fundamental building block for the profession, enabling a career structure to be defined by setting out the roles and responsibilities of practitioners. Still others see standards as useful tools to help keep everyone on the same page".

"There is much work going on in national and international bodies responsible for developing standards that affect the project manager in potentially wide variety of ways," Miles stated.

Mr. Shepherd made the case for standards in project management. He described the rationale behind the development of standards at various levels and relates these to professional development. Using the example ISO 21,500 'Guidelines for Project Management' as a case study, the development process was explained and progress from the recent meeting in Rio de Janiero was presented. It also addresses some of the issues raised by the development process while explaining the role of individuals, corporations and professional societies both nationally and internationally.

Miles brought laughter from the crowd of some 200 attendees when he said, "In the UK, we have carefully developed standards for various products and services, for example, in glassware. We certainly wouldn't want any of you to get any less than a full pint of beer when you order a pint of beer on your next trip to Britain."

Miles Shepherd has been involved with project management in one form or another for more than 30 years, and has led a variety of projects in UK, Eastern Europe and Russia. After a full career with the British Army, where he held a number of technical and project related posts, he joined AEA Technology in 1994. His later work centred on the development of project management techniques used to decommission nuclear reactors in UK and Eastern Europe. Miles works with Government agencies, universities, the media and professional societies to improve understanding of project management. Mr. Shepherd has held significant posts with the Association for Project Management (Vice President, and past Chairman) and the International Project Management Association (Past President and Chairman).

maandag 23 augustus 2010

Nieuwsbrief IPMA Duitsland.

Omdat ik benieuwd ben naar de internationale acceptatie van de toekomstige ISO 21500 tref je hierbij een deel uit een nieuwsbrief van de Duitse IPMA aan.

Bron: http://www.gpm-ipma.de/fileadmin/user_upload/Newsletter/GPM-Newsletter_2010-08.pdf

Facharbeit

Vorschlag für neue internationale Projektmanagement-Norm ISO 21500 in Rio de Janeiro weiter entwickelt – GPM Mitglieder federführend

Vom 12.-16. Juli 2010 tagte das Project Committee ISO/PC 236 Project Management in Rio de Janeiro, um die über 1.200 Kommentare zu bearbeiten, die von den nationalen Normungsorganisationen eingegangen waren.
Daneben stand vor allem die Verbesserung von Qualität und Konsistenz des vorliegenden Committee Draft
(CD) auf dem Programm. Die deutsche Delegation des DIN bestand aus den vier GPM Mitgliedern Reinhard Wagner, Head of Delegation und Convenor der wichtigen Working Group 2 Processes (ISO/PC 236/WG2), sowie Klaus Bechler, Ralf Roeschlein und Gernot Waschek, Leiter der GPM Fachgruppe PM-Normen.

Die neue Norm beinhaltet ein Glossar mit wichtigen Begriffsdefinitionen ("Terms and Definitions"), einen Teil mit Konzepten ("Concepts"), die Projektmanagement in Strategie und Struktur einer Organisation einordnen helfen, sowie einen Prozessteil ("Processes"), der die Projektmanagement-Prozesse von der Initiierung bis zum Abschluss eines Projekts beschreibt. Als nächster Schritt ist im nächsten Jahr die Veröffentlichung der ISO 21500 als Draft International Standard (DIS) zu erwarten. Nach der Bearbeitung von weiteren Einsprüchen und der Veröffentlichung als Final Draft International Standard (FDIS) Anfang 2012 erscheint die Norm dann als International Standard (IS) voraussichtlich in der zweiten Hälfte 2012.

Mehr zur GPM Fachgruppe PM-Normen und den aktuellen Normen im Projektmanagement:
www.gpm-ipma.de/know_how/fach_und_projektgruppen/pm_normen

maandag 16 augustus 2010

Pat Weaver over / about ISO 21500, Defining Project Management Terminology

Bron / source: http://mosaicprojects.wordpress.com/

Defining Project Management Terminology

Posted on July 17, 2010 by Pat Weaver

This is the end of a busy week in Rio de Janeiro working with the ISO PC236 committee drafting ISO21500 – Guide to Project Management. My particular area of interest is terminology and one of the more interesting debates was around what’s produced and created by a project. The Dutch delegation started the ball rolling with a very well thought out proposal, this is my personal views on what makes sense at the end of a long week discussing this and a wide range of other comments and issues on the standard.

The first line of discussion was around the creation of the projects ‘outputs’, both deliverables and project management outputs.

- Processes transform one or more inputs into one or more outputs by applying tools of techniques. This applies to production processes used to create deliverables and project management processes used to manage the work of the project. Therefore:

- Outputs are created by a process. Most outputs are inputs to other processes; many project management outputs are used within the project to manage the work.

- Deliverables are the final outputs that are transferred to a third party outside of the project, usually either the customer or the performing organisation.

The second, more important line of discussion focused on understanding the project’s goals and objectives. The way these elements interact are:

- Project Goals describe the overarching purposes for which the project was created. They tend to be wide reaching and related to the expectations of senior managers and clients. The ultimate success of the project is dependent on achieving its goals. There are two broad types of goals:

  . Goals focused around the realisation of the benefits the project was created to enable. Projects rarely deliver benefits directly, see: Value is in the eye of the stakeholder

  . Goals linked to the project achieving is stated objectives.

- Project Objectives are the direct responsibility of the project manager. He or she should be assigned the authority, responsibility and necessary resources to achieve the defined project objectives. Objectives fall into two broad categories:

  . Objectives that are achieved by undertaking the project work in an appropriate way. These include objectives such as safety, sustainability, workforce development and stakeholder management.

  . Objectives that are achieved as a consequence of successfully completing the project, the deliverables. These include enhancements to the Organisational Process Assets (OPA) of the performing organisation and the assets transferred to the customer.

The successful delivery of ‘deliverables’ includes achieving technical requirements such as time, cost and scope; plus stakeholder requirements such as value and usefulness (see more on stakeholder management).

Whilst benefits realisation it is usually outside of the objectives that can reasonably be assigned to the Project Manager, the project team are responsible for making sure what they deliver is what is needed to facilitate the organisation (or client) in achieving the overall goals the work of the project is central to achieving; see: Avoiding the Successful Failure!.

The question is, does this structure work in for you? Your comments will be appreciated.

zaterdag 14 augustus 2010

De Weg naar Projectsucces

Er is natuurlijk al heel veel onderzoek gedaan naar de reden(en) waarom projecten de mist in gaan. Natuurlijk (...?) gaat het slagingspercentage omhoog als je een projectmethode toepast, en die later uniformeert met een toekomstige standaard als ISO 21500.
Beschouw het maar al het invoeren van verkeersregels, als we afspreken dat iedereen rechts rijdt (of links…), dan wordt het mogelijk met een flinke vaart te gaan rijden.

Toch is het gebruiken van een “standaard” projectmethode maar een deel van de oplossing. En als je net zoals ik projectleider bent, dan ben je waarschijnlijk geboeid waarom het invoeren en gebruiken van een projectmethode niet tot 100% succes leidt.

Teun van Aken was, en is, dit ook. Hij heeft er onderzoek naar gedaan, en in 1996 een proefschrift gepubliceerd met de naam “De Weg naar Projectsucces”.
De ondertitel is intrigerend: “Resultaten bereiken met mensen”.

Het is in maart 2009 bij uitgeverij Van Haren in een vierde druk uitgegeven, met ISBN 978-90-8753-311-3.
Ik beveel het van harte aan, omdat het veel inzicht geeft in de manier waarop projecten en mensen in de praktijk werken. Het is gebaseerd op robuust onderzoek, en daarmee onderscheidt het zich van veel "I did it my way" projectmanagement boeken.
Voor mij is het zeer herkenbaar.


De omslag van het boek.























Een recensie van NBD/Biblion
De vierde druk van een spraakmakend en vernieuwend proefschrift uit 1996 over projectmanagement. In dit boek wordt uitgebreid ingegaan op de vraag met welke instrumenten men het beste een beoogd projectresultaat kan realiseren.
In veel literatuur over dit onderwerp wordt stilgestaan bij tamelijk 'technische' instrumenten zoals faseringsmodellen, planningstechnieken en verslaglegging. In de geactualiseerde versie van het proefschrift van Van Aken, een gereputeerd organisatieadviseur en managementtrainer, staan de persoonsgebonden en organisatorische factoren centraal. Een onderwerp dat daarbij aan bod komt, is bijvoorbeeld het laveren tussen improvisatie en routine.
Aan het boek ligt zeer gedegen praktijkonderzoek ten grondslag. Het boek is bruikbaar voor iedereen die gedegen kennis wenst op te bouwen over de succesfactoren voor projectmanagement en is onder meer bruikbaar bij IT-projecten en organisatieverandering.
(NBD Biblion recensie, Mr. P.C. van Schelven)

En dit staat er op de achterkant van het boek.
Hoe is het mogelijk na zoveel jaar ervaring en studie dat er nog zo vaak dingen misgaan met projecten? En waarom is bij het ene project het projectsucces groter dan bij het andere? In dit boek wordt verslag gedaan van een onderzoek naar het antwoord op deze vragen over de succesfactoren van projectmanagement.

Centrale hypothese in De weg naar projectsucces is dat succes niet in de eerste plaats wordt gerealiseerd door gebruik te maken van allerlei managementinstrumenten, zoals planning, bugettering, monitoring, voortgangsrapportages en beslisdocumenten. Van minstens even groot belang zijn factoren op het gebeid van de werkstijl van projectleiders en de manier waarop zij gedoseerd gebruik maken van het beheersinstrumentarium voor project management.

Deze uikomsten zijn in hoge mate van belang omdat ze de aandacht richten op de kwaliteit van leidinggeven in plaats van op verbetering van de beheersinstrumenten. Projectsucces wordt eerder via leiderschap dan via management bereikt.

In deze vierde herziene druk wordt ruim aandacht geschonken aan de recente ontwikkelingen op het gebied van project management. Dit komt tot uiting in twee belangrijke aanvullingen op de vorige druk van dit boek. Ten eerste worden de uitkomsten van het onderzoek geplaatst tegen de achtergrond van de toenemende invloed van het Anglo - Amerikaanse management denken ten koste van het Rijnlands/Europese management denken. En ten tweede wordt ingegaan op de ontwikkelingen met betrekking tot de beschrijven van competenties voor projectmanagers in de NCB versie 3 en de activiteiten van Nederlandse afdeling van de internationale Project Management Institute (IPMA) op het gebied van certificering.

Voor opdrachtgevers, projectleiders, projectmedewerkers, maar ook voor besturen, directies, gebruikers en opleiders kunnen de uitkomsten van dit promotieonderzoek van praktisch nut zijn.

vrijdag 13 augustus 2010

Giel over / about ISO 21500

Bron: http://www.projectway.co.za/
11 februari 2010

ISO for Project Management – the impact on organisations?

Written by: Giel

ISO 21500: Project Management – A guide for project management, is already in an advanced stage of development. With the guideline already passed the “Working Draft” stages the questions from industry are surfacing regarding the impact the guideline will have and how organisations should prepare themselves when it is launched.
The most common questions are:
· Will an organisation be able to register as ISO 21500 compliant?

· How will ISO 21500 differ from ISO 10006 (the current guideline for quality management in projects)?

· What will be the effect on current best practices and bodies of knowledge such as PMBoK, APMBoK, PRINCE II, BS 6079, DIN 69901-2, etc?

· What will happen to professional registrations such as PMP, CPM, etc?

· How will the guideline influence the selection of services providers and contractors?

Although the guideline is still in the ‘Committee Draft’ stage, it might be a good time to review the intent of the guideline and what can be expected.

As stated in the introductory part of the draft;

It is intended to provide guidance for senior management and, in particular, project sponsors in government, industry and commerce who are required to understand the needs and effects of projects in their environment so that they can provide the appropriate support and guidance for the Project Manager and the project team.

It is not intended that it should replace a National Standard or be used as such, it is therefore also intended that it should act as a reference document for those involved in the preparation or updating of National Standards and National Sector specific Standards. It is not intended that it should be used as a contractual document but may be referenced in a contract by agreement of the bodies involved and should be used in conjunction with an appropriate National Standard if such exists in the Country(s) concerned.

From these two descriptions of what the guide intends to be and not to be, one can argue that the guide will not have any teeth and might even be so general that it will hardly have any meaning for specific industries. Fortunately, this potential negative view from industry has always been in the mind of the development team and therefor utmost care was taken in the formulation and construction of the content.

Back to the questions. No, organisations will not register as ISO 21500. Registration will still be under ISO 9001 with ISO 21500 as guideline. Currently the future of ISO 10006 has not been decided but might disappear and be replaced by ISO 21500. The new guide aims at covering the various approaches contained in the different bodies of knowledge and should serve as an overarching guide, encompassing rather than contradicting what we have learned thus far in project management. The same principles will also apply to professional registration.

The most concerning question from organisations is; how will the guide impact the selection of vendors and contractors?

Since it is only a guide vendors and contractors cannot register, or get accredited, to ISO 21500. Client organisations can therefor not prescribe “ISO 21500 accreditation” but can request compliance. In the new guide the project management approach is well documented and, with further refinement, should provide organisations a solid baseline from which service providers can be evaluated. The most significant value will however be the establishment of a global, common understandable guideline from which the principles of project management can be further developed and refined towards the overall improvement of project performance.

donderdag 12 augustus 2010

Jerry Manas over ISO 21500

Bron: pmthink.com

New ISO Standard for Project Management: Is this Necessary?

By
Jerry Manas
March 13, 2010
For those who haven’t heard, there is a new ISO standard being developed for project management —- ISO 21500.

Considering that PMI standards are already establshed internationally, the first question that comes to my mind is “why?”

Apparently, this standard will build on existing global standards, and will incorporate the work of a number of national standards as well. The project brief for the effort claims that there is a need for common terminology in the face of multiple standards, and that the ISO name recognition goes beyond project management circles, thus gaining broader accceptance.

I’d be curious to hear from others. Is there a compelling need for this? Is there room for another standard, even if this one is from a recognized body like ISO? Does this help or hurt PMI (i.e. can it help PMI by opening up new avenues for promoting project management?). What happens if the two major standards bodies conflict?

My personal opinion is that there will be minimal impact to PMI. PMI standards are well established. The PMP (and now PgMP) credential is sought after by organizations looking to staff and individuals looking to boost their credibility. PMI will probably align with the ISO standard anyway. The ISO standard will probably only serve to augment the industry with additional credibility and recognition. PMI will continute to flourish through its maturity and its focus on community.

Here’s the announcement from ISO about their new standard…

About the Author

Jerry Manas is an internationally best-selling author and researcher, and a Senior Writer and Editor at Planview, the leading Project Portfolio Management software company. His books Napoleon on Project Management, cited by management guru Tom Peters for its timeless principles, and Managing the Gray Areas, touted by Orlando Magic founder Pat Williams as "a new path for leaders," were critically acclaimed, with the former being translated into 8 languages. More recently, he co-authored 42 Rules for Creating WE, which was hailed by Burberry CEO Angela Ahrendts as "today's greatest guide for team success." His latest book, released January 2010, is Project Lessons from the Roman Empire. Jerry’s work has been highlighted in a variety of publications, including Leadership Excellence, The National Post, The Globe and Mail, The Chicago Sun Times, and The Houston Chronicle. He has written numerous articles and appeared on radio programs nationwide. Jerry is a founding member of The Creating We Institute (www.creatingweinstitute.com), an international thought leadership community that helps organizations and individuals expand their capacity for innovation and engagement by fostering WE-centric practices. He is also co-founder of the blog PMThink! (www.pmthink.com) and a founding member of the Project Management Institute's New Media Council. Visit his website at www.jerrymanas.com.

4 Comments

1. John Thorpe

Posted March 17, 2010 at 4:34 PM

Hi

Can i refer you to a post on this subject?

http://projectcentric.co.uk/how_to_manage_a_camel/projectmanagement/iso21500/

My conclusion is “Having caught up with Mr Shepherd to discuss the programme and its challenges, he was very keen to point out that this is ‘not a process which is looking to create a new method’. The aim is to deliver a ‘global, overarching guidance [for project management], not [another] how to do it [method], which is applicable globally and may be used to reduce barriers to trade’”.

Whilst PMI has some great collateral and a prominent position in the US, over in the UK is has a relatively small following in the PPM Community. We also have APM, APM-Group etc and many who do not subscribe to any recognised organisation.

I hope this adds to the discussion

Regards

John

2. Frank M

Posted March 18, 2010 at 12:51 AM

Excellent, John. Thanks for the global perspective.

3. Skids

Posted March 20, 2010 at 5:45 PM

One advantage would be to permit audit of pmo's to an agreed standard. Iso 9001, 17025, and 13485 for qms, lab , And medical devices standards are all written in such a way you can audit to them. The pmbok clearly is not. Quite the contrary it is a large tool box with no minimum baseline to audit a company with a pmo, a consulting group that offers pm services nor a contracting compnay that does projects as it's business . While the pmbok clearly recommends auditing a pm or pmo as part of a strong program , it neither procribes doing it , nor states how and to what extent.

4. project management software

Posted April 10, 2010 at 4:36 AM

It would be necessary for me. It will help the marketing world also. It adds certificates and recognitions to business. Businesses could earn more credibility and reputation for acquiring an ISO.

maandag 9 augustus 2010

Tim Kniep (NEN) over ISO 21500

Tim Kniep is Standards Consultant bij het NEN en “Delegate to ISO/PC236 Project Management at ISO”.
Dicht bij het vuur dus.

Wie in zijn relatienetwerk zit, kan op zijn LinkedIn-account onder “Tim Kniep's Files” een presentatie over ISO 21500 inzien.

Dateert van 19 mei 2009, en bevat interessante informatie.

zaterdag 7 augustus 2010

Presentatie PMWIKI Henk de Koning

Op de website van PMWIKI is een Powerpointpresentatie van Henk de Koning over ISO 21500 te vinden. Deze staat onder het kopje "Verslagen" en heet "20091207 ISO 21500 Project Management (ppt) Henk de Koning"
Datum 7 december 2009.

http://www.pmwiki.nl/images/c/c8/ISO_21500_Project_Management_07122009_final.ppt

vrijdag 6 augustus 2010

John Thorpe over ISO 21500

Bron: http://www.2bbusiness.co.za/

Tekst:

ISO 21500, the new frontier for project management

January 31, 2010
Filed under Articles, Management, Project management

By John Thorpe

When considering project management I must admit that I have never given a thought to the fact that there may be British Standard or International Standards Organisation guidance in this field. Having asked around it would appear that I am not on my own!

Further investigation revealed that currently there are a range of publications under the flag of BS 6079 which offer guidance in the field of project management.

BS 6079-1:2002 describes a full range of project management procedures, techniques and tools that the user can select as appropriate to the project being considered. It gives guidance on the planning and execution of projects and the application of project management techniques.

The standard is positioned as a body of work which “aims primarily to provide guidance for relative newcomers to project management and to act as an aide-mémoire for more experienced practitioners and those who interact with project management teams.”

Further investigation revealed there is currently an ongoing initiative to develop an international standard for project management which will be launched as ISO 21500. The ISO / PC 236 committee is responsible for this initiative which was launched in November 2007 and is due to deliver its body of work by August 2012.

The chairman of the committee is Mr Miles Shepherd a well respected figure in the UK and International project management community, who is working with representatives of 38 countries on this initiative.

Having caught up with Mr Shepherd to discuss the programme and its challenges he was very keen to point out that this is “not a process which is looking to create a new method”. The aim is to deliver a “global, overarching guidance [for project management], not [another] how to do it [method], which is applicable globally and may be used to reduce barriers to trade”.

I found it interesting that 38 countries are involved in this process and especially the fact that ANSI (American National Standards Institute) are involved in this work, using the skills and knowledge of the PMI (Project Management Institute) which may add to the credibility and adoption when the standard is released.

This discussion with Mr Shepherd and my research led me to wonder if this is the missing link, something that could move the project management community on from its current turf wars and fixation with method rather than application.

If we were to consider ISO 21500 in the same way as say ISO 9001 which is seen as applicable for use in any organisation regardless of size, type or product (including service) then we may take a giant leap forward. By having a common, global set of requirements which an Organisation needs to fulfil to achieve project satisfaction through consistent delivery of products and services which meet customer expectations we can measure outcomes consistently.

PPM Diagram
Under this model we would not have to worry about unification of methods, we would not be worried if Prince is better than PMBOK, we would not have to worry about sector specific nuances; tools would be tools and project managers would be free to deliver. The model would recognise there is not a “one size fits all” approach that can be applied to the delivery of successful programmes and projects which can be mandated from a governing body.

Looking at successful organisations today, it can be clearly seen that they “pick and mix” from methods, tools, accreditations’ and best practice to form “their strategic approach” to delivering programmes and projects.

For individual PPM Professionals measures would move away from todays hang ups about specific methods and affiliations. False barriers across sectors could be banished as the focus moves to delivery and end results. Most importantly project management skills could be recognised and developed against recognised competencies to enable delivery within an accepted global standard.

For organisations’ that deliver projects a standard would be set which allows them to deliver locally or globally whilst recognising the need to be able to meet the nuances of their particular industry. When developing their PPM strategy, organisations would be driven to think holistically, driving out today’s tick in the box thinking that being a “method” compliant environment is acceptable.

John Thorpe writes for Arras People are programme and project management recruitment specialists, passionate about the project management community in the UK.

Tags: BS 6079, ISO 21500, project management tools

Informatie over bijeenkomst Rio de Janeiro

Informatie over de bijeenkomst in Rio de Janeiro is hier te vinden: http://abnt.iso.org/livelink/livelink?func=ll&objId=19384949&objAction=browse&sort=name&viewType=1
Waaronder een korte presentatie van NEN.

woensdag 4 augustus 2010

ISO/PC 236 increases consensus on ISO 21500 / 24 juli 2010

Een bericht van de website PMforum (http://www.pmforum.org/blogs/news/2010/07/ISOPCincreasesconsensusonISOnewinternational.html)

PMFORUM Breaking News


Breaking News in the Project Management World

Saturday, July 24, 2010

ISO/PC 236 increases consensus on ISO 21500, new international project management standard; adjourns Rio de Janeiro meeting

Reported by Jouko Vaskimo in Rio de Janeiro

The Project Committee (PC) 236 of the International Organization for Standardization (ISO) has adjourned the meeting in Rio de Janeiro, Brazil, after a week of intense work on ISO 21500, the new international standard on project management. ISO/PC 236 was able to achieve a substantial increase in consensus regarding the structure and content of the standard.

Following a ballot in early 2010, in which each national standards institute participating in the ISO/PC 236 work had the right to cast a vote, the circulation of the draft as a Draft International Standard (DIS) was approved. However, many of those voting in favour also raised comments on the Committee Draft. These comments were mostly resolved during the meeting in Rio although some work on the glossary remains to be completed. Once all comments have been resolved, and the Editing Committee complete their final review of the draft, a final decision on whether the revised draft document is officially submitted to ISO will be made later by Mr Miles Shepherd, the chairman of the Project Committee.

Mr Miles Shepherd, International Advisor and Correspondent for PMForum in the UK, welcomed warmly the new Participating (P) ISO/PC 236 members: SON (Nigeria), INTECO (Costa Rica), EOS (Egypt), IRAM (Argentina), and UNMZ (Czech Republic). This broadening of participation indicates the importance attached to the Standard. Mr Shepherd was pleased to see the substantial improvement in the overall quality of the draft and remarked that the Participating Members had worked very hard to incorporate the comments raised at the DIS vote. He felt that the structure and content of the standard had improved as a result of the work in Rio, and looks forward to the work proceeding to the DIS phase as soon possible. Entering the DIS phase is an important milestone in the development of a new standard, as this a major step towards the acceptance of a new ISO standard. Mr Shepherd noted that proceeding to the DIS phase quickly is necessary in order to comply with the intention to publish the new standard officially in late 2012.

Mr Shepherd extended his personal and ISO/PC 236 gratitude to the Associação Brasileira de Normas Técnicas and A Escola de Negócios da PUC-Rio for hosting the event. Mr. Shepherd can be contacted at miles.shepherd@msp-ltd.co.uk . (photos courtesy Jouko Vaskimo)

ISO 21500 builds on the existing standards and works at the national level. It is intended to be applicable to organizations of all sizes and sectors and will be designed for relative newcomers to project management, and as a reminder for the more experienced. At present, delegations of experts selected by the national standards institutes of 34 countries are participating in the work as P (participating) members, with another 9 countries participating as O (observing) members. There is one recognized liaison participating in the ISO/PC 236 work; International Project Management Association (IPMA).

ISO/PC 236 work has been organized in to three Working Groups, each one concentrating on a given area of the standard. Working Group 1 - Terminology (WG1) is chaired by Mrs Becky Wilson, from ANSI and past chair of the PMI Board of Directors with Mr Robert Hierholtz (a PMI Volunteer Leader) from France as Secretary. Working Group 2 - Processes (WG2) is chaired by Mr Reinhard Wagner from Germany, a Board Member of IPMA-Germany, with Mr. Walter Bowman, PMI Fellow, from ANSI as Secretary. Working Group 3 - Informative Guidance (WG3) is chaired by Mr. Joseph Alba from BSI and a Board Member of the Association for Project Management, with Mr. Nigel Blampied from ANSI as secretary.

ISO (International Organization for Standardization) is the world's largest developer and publisher of International Standards.

ISO is a network of the national standards institutes of 159 countries, one member per country, with a Central Secretariat in Geneva, Switzerland, that coordinates the system. ISO is a non-governmental organization that forms a bridge between the public and private sectors. On the one hand, many of its member institutes are part of the governmental structure of their countries, or are mandated by their government. On the other hand, other members have their roots uniquely in the private sector, having been set up by national partnerships of industry associations.

Therefore, ISO enables a consensus to be reached on solutions that meet both the requirements of business and the broader needs of society. For further information, please navigate to www.iso.org.

dinsdag 3 augustus 2010

Bijdrage in Serendipi-tijd

De website http://serendipi-tijd.nl/artikel/iso-21500-guide-for-project-management bevat een bijdrage van insider Robbert van Alen over ISO 21500, van mei 2009.
Zoals hij zelf schrijft is hij "namens IPMA-NL board representative voor ISO 21500".
Wel eerst een profiel maken bij Serendipi-tijd, maar dat lijkt de moeite waard.

maandag 12 juli 2010

ISO 21500 / PC 236 werkgroepen: Terminology - Processes - Informative Guidance.

ISO/PC 236 is verdeeld over drie werkgroepen:
1.Terminology;
2. Processes;
3. Informative Guidance.

Bron: PMForum.org, 14 januari 2010

"ISO/PC 236 work has been organized in to three Working Groups, each one concentrating on a given area of the standard.

Working group 1- Terminology (WG1) is chaired by Mrs Becky Winston, from ANSI and past chair of the PMI Board of Directors and Mr Robert Hierholtz (a PMI Volunteer Leader) from France as Secretary.

Working Group 2 - Processes (WG2) is chaired by Mr Reinhard Wagner from Germany, a Board Member of IPMA-Germany, with Mr Walter Bowman, PMI Fellow, from ANSI as Secretary.

Working Group 3 - Informative Guidance (WG3) is chaired by Mr Reg Sutcliffe from BSI, with Mr Nigel Blampied from ANSI as secretary. Mr Joseph Alba, also from BSI deputized for Mr Sutcliffe at the Tokyo Plenary."

zondag 11 juli 2010

TC236 | Bijeenkomst Rio de J. 12-16 juli 2010

TC236 is het "Technical Committee" dat werkt aan ISO21500.

http://www.iso.org/iso/iso_technical_committee.html?commid=541073

5e bijeenkomst in in Rio van 12-16 juli: http://isotc.iso.org/livelink/livelink/open/tc236

De ISO 21500 zal worden overgenomen als NEN-ISO21500 naar verwachting in 2012.

34 landen doen mee, en 9 kijken mee. 34 klinkt veel, maar voor een wereldwijde acceptatie moeten er wel zwaargewichten tussen zitten. De "zwaargewichten" zijn: Australie, Brazilie, Canada, China, Frankrijk, Duitsland, Engeland, India, Japan, Mexico, Russische federatie. En het secretariaat voor deze toekomstige  ISO-standaard zit in Amerika.
Dat ziet er dus serieus uit. Alleen al met China en India hebben we het over 2.5 miljard mensen in zich snel ontwikkelende economien.

woensdag 23 juni 2010

Deelnemende organisaties aan de normcommissie

In Nederland zijn dit de deelnemende organisaties aan de normcommissie ISO 21500:
• ARAM Planning Consultants
• AT Osborne
• Atos Consulting
• Finace
• Haskoning Nederland
• Hogeschool Utrecht, Van Aetsveld (voorzitter)
• IPMA-NL
• Logica
• MGG
• NEN (secretaris)
• NIMO-PMI
• Philips
• Palladio
• Sogeti Nederland
• Staversk
• TPQM
• Welten

Deze gegevens komen uit een presentatie van 19 mei 2009. Of de lijst actueel is weet ik (dus) niet.

maandag 21 juni 2010

Het einde van PRINCE2, leve KING1?

De planning voor de nieuwe standaard voor projectmanagement ISO21500 is 1 september 2012.
Kan onze trouwe PRINCE dus over twee jaar met pensioen en wordt ISO21500 de nieuwe KING1?
Of zal PRINCE2 opgaan in de hofhouding van ISO21500? Want waarom zouden we meerdere “standaarden” naast elkaar laten bestaan?
Of bestaat er een leven voor PRINCE na 21500?

Een korte PRINCE-historie: PRINCE(1) = 1989, PRINCE2 =1996, PRINCE3 = PRINCE2 2009). Op dit moment is “PRINCE3” de de facto standaard.
Nou ja, de facto “standaard”: het is bedacht door de Engelse overheid, en populair in Europa. Mijn Amerikaanse en Aziatische relaties kennen het niet anders als "van horen zeggen”.

Dus gaat PRINCE4 = ISO21500 worden?
Of blijft het bij PRINCE3, en sturen we daarna de PRINCE onder dankzegging voor bewezen diensten naar huis?

Wie het weet mag het zeggen. Ik weet het niet (in deze blog staan zeven vraagtekens...).
En zolang de inhoud van 21500 niet bekend is zal niemand het weten.
Maar het interesseert me wel.
Want PRINCE = EXIT kan nogal wat consequenties hebben…

Dus als je wat brandstof voor het denkproces hebt, dan graag…

donderdag 17 juni 2010

De of dè standaard voor projectmanagement?

Wat is/wordt ISO 21500?
De internationale standaard voor projectmanagement.
De publicatiedatum is gepland voor 31 augustus 2012. Een eerste publieke "draft" wordt in 2011 verwacht.

Vanuit mijn achtergrond van PRINCE2-projectmanager ben ik nieuwsgierig naar de ontwikkelingen èn de gevolgen van deze nieuwe ISO-standaard, vandaar deze blog.
En om de vraag uit de titel van deze blog te beantwoorden: ja ik denk dat dit standaard gaat worden.
Zeker in internationale projecten, want er werken 30 landen aan mee.
Dat zal er bij Europese aanbestedingen wel toe leiden dat bij projectmanagement ISO 21500 voorgeschreven gaat worden.

Naar mijn mening heeft ISO 21500 zonder meer consequenties voor PRINCE2 (en PMBOK).
PRINCE2 zal "dus" (weer) aangepast gaan worden, en wel al in 2012.
Maar dat is mijn mening, ik ben benieuwd naar de jouwe. Dus voel je vrij om te reageren.

Op de website van de ISO wordt de ontwikkeling van ISO 21500 bijgehouden.
Op 16 juni 2010 heeft de NEN dit persbericht uitgegeven.

Voor het gemak is dit de tekst van het persbericht:

Standaard voor projectmanagement: ISO 21500

Er wordt hard gewerkt aan een internationale standaard voor projectmanagement: ISO 21500, die naar verwachting in 2012 een definitieve vorm aanneemt. Behalve een richtlijn voor de inrichting van project management in de verschillende projectfasen, moet het een gemeenschappelijke taal voor projectmanagers bieden.

Sinds 2007 bundelen ruim dertig landen hun inzichten dus in een internationale standaard voor projectmanagement: ISO 21500. Met daarin veel aandacht voor de belangrijkste principes en processen. ISO 21500 plaatst de processen van projectmanagement in een brede context, om zo een brug te kunnen slaan tussen bestaande en nieuwe werkwijzen, wereldwijd binnen alle organisaties van het bedrijfsleven, de overheden en de non-profit sector.

Professionalisering
ISO 21500 zal een internationale standaard worden die vooral herkenbaar moet zijn voor organisaties die al bekend zijn met projectmanagement. Het biedt een gemeenschappelijke taal voor projectmanagers, waardoor de ISO 21500 een welkome aanvulling is bij internationale en/of multidisciplinaire projecten. Bij dergelijke projecten gebruiken verschillende teams in een project immers vaak verschillende methoden, terwijl zij toch samen moeten werken. ISO 21500 kan dan de bindende factor zijn.

Communicatiemiddel
De projectorganisatie heeft vaak te maken met een groot aantal partijen waarmee samengewerkt moet worden. De komende ISO 21500 is bij uitstek geschikt om te communiceren naar andere partijen zoals de opdrachtgever, collega-projectmanagers, de eindgebruiker of de interne organisatie.

Methoden die uitgebreid processen beschrijven (zoals Prince2 en de PMBOK) geven meer diepgang en houvast voor de projectmager zelf hoe een project uit te voeren. Echter om partijen te betrekken die niet direct goed bekend zijn met projectmanagementmethoden is een compacte en heldere standaard welkom. De ISO 21500 legt ook sterk de nadruk op het betrekken van de omgeving bij het project, omdat dit de kans zal vergroten dat het project ook toegevoegde waarde oplevert aan zijn omgeving.

Status
Bij de volgende internationale bijeenkomst worden de commentaren op de huidige versie van de richtlijn verwerkt, om die vervolgens fijn te slijpen, aan te vullen en 'definitief' te maken. Een publieke 'draft' zal in 2011 beschikbaar komen. De definitieve ISO 21500 zal naar verwachting in 2012 gepubliceerd kunnen worden.

Meer informatie
Voor meer informatie kunt u contact opnemen met Tim Kniep, telefoon 015 2 690 100 of e-mail tim.kniep@nen.nl