From this LinkedIn group an interesting discussing started by Richard E. Renshaw (you must be a group member to follow this discussion).
This is what it says:
Richard E. Renshaw MBA, MAPM Prince2 Practitioner
• Reasons Why I Think the Forthcoming ISO 21500 is a Positive Initiative
I would be interested in members views in respect of positive viewpoints associated with the forthcoming release into the Public Domain from 3Q 2012. Potentially after release of the document there shall likely in my opinion be subsequent related initiatives associated with Programme Managagement and the Management of Portfolios. My premise is that if we initially backcast to see where from my viewpoint the discipline of PM has evolved from then the contribution of the forthcoming Guide document for PM supports convergence and uniformity.
The mechanics of periodic updates to the ISO document after 3Q 2012 shall address in my opinion administrative addendums and reflections of the community at large.
The history of the study of project and programme management (PPM) is relatively recent and where there may be merit is to look backward initially to network planning and thereon consider casting forward for upcoming trends and initiatives. Consider the below as iterative development as Life After Critical Path ...
* Network Planning (Precedence diagrams)
* Integrated Project Control Systems
* PM's Interpersonal Skills
* PM's Competency
* PM BOK
* APM Body of Knowledge
* PRINCE2
* Management by Projects and Programmes
* Benefits Management
* Managing Successful Programmes
* Maturity Models
* Management of Risk
* Management of Portfolios
* ISO 21500 PM Guideline (available within the public domain 3Q 2012)
* Other ... your opinion please.
Comments, suggestions and thoughts most welcome.
Kind regards
Richard
Knowledge Economic City
Saudi Arabia
www.madinahkec.com
The mechanics of periodic updates to the ISO document after 3Q 2012 shall address in my opinion administrative addendums and reflections of the community at large.
The history of the study of project and programme management (PPM) is relatively recent and where there may be merit is to look backward initially to network planning and thereon consider casting forward for upcoming trends and initiatives. Consider the below as iterative development as Life After Critical Path ...
* Network Planning (Precedence diagrams)
* Integrated Project Control Systems
* PM's Interpersonal Skills
* PM's Competency
* PM BOK
* APM Body of Knowledge
* PRINCE2
* Management by Projects and Programmes
* Benefits Management
* Managing Successful Programmes
* Maturity Models
* Management of Risk
* Management of Portfolios
* ISO 21500 PM Guideline (available within the public domain 3Q 2012)
* Other ... your opinion please.
Comments, suggestions and thoughts most welcome.
Kind regards
Richard
Knowledge Economic City
Saudi Arabia
www.madinahkec.com
For ease of reference the Process Groups: Initiating, Planning, Implementing, Controlling and Closing.
These maps I thought added value to the document and I recognize that the intent is that the Annex is not part of the Standard but to aid the reader comprehend the overview and the inter-relationships.
Potentially what may also prove helpful when the publication is launched into the public domain is a loose fold out insert to map how the sections of this forthcoming standard relates to existing PM standards from participating and observer countries. The expection to map against standards. As an example in the UK BS 6079 Parts 1, 2 & 3 - A Guide to PM.
The benefit in my opinion is that you then compare apples with apples.
From my viewpoint by 4Q 2012 then there would exist a set of documents, each with a different purpose. The set would include a national BoK (PM Body of Knowledge), a PM methodology (the most popular and effective in my opinion being PRINCE2) and a PM Standard.
• It will be interesting, following the fairly definitive move to model PMBoK principles into the standard. But Richard it needs to be said again and again that when you talk about PMBoK and Prince 2 as two methodologies; in fact only one is a methodology, that is Prince 2. The book is called The Guide to the Project Management Book of Knowledge, and it is that, a BOK not a methodology.
For all that I don't personally know a successful implementation of Prince 2 that doesn't fundamentally rely on PMBoK for an adequate level of process definition.
I would keep an eye on IPMA as well, with the current consensus program to establish the IPMA Competence Baseline v4.0, and whether that process aligns to ISO 21500 or not.
All that said, I get the impression that there is an expectation that ISO21500 will deliver guidance, process and templates - I suspect not. It is after all just an ISO guidance standard, and the expectation that it will immediately radically reshape the world of project management is a doubtful proposition in my own experience of what standards are intended to do and how they actually roll out. Processes and documents need to be contextually driven and designed. All we need is a bunch of experienced free thinkers who can take ISO21500 for its optimal value, and to derive contextually relevant processes and documents from that.
Thanks again.
Richard
Great to see complete alignment of practical ideas.
Regards
DH