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 1 december 2010
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
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.
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).
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
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.
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.
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.
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