ISO 21500

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ISO 21500:2012, Guidance on Project Management, is an international standard developed by the International Organization for Standardization, or ISO starting in 2007 and released in 2012. It was intended to provide generic guidance, explain core principles and what constitutes good practice in project management. [1] The ISO technical committee dealing with project management, ISO/PC 236 was held by the American National Standards Institute (ANSI) which had approved four standards that used Project Management Institute (PMI) materials, one of which was ANSI/PMI 99-001-2008, A Guide to the Project Management Body of Knowledge - 4th Edition (PMI BoK® Guide - 4th Edition). [2]

Contents

ISO plans for this standard (21500) to be the first in a family of project management standards. ISO also designed this standard to align with other, related standards such as ISO 10005:2005 Quality management systems − Guidelines for quality plans, ISO 10006:2003 Quality management systems − Guidelines for quality management in projects, ISO 10007:2003 Quality management systems − Guidelines for configuration management, ISO 31000:2009 Risk management – Principles and guidelines. [3]

Background

The process approach to project management developed in the 1980s, largely in Europe. [4] The main focus of this approach is the use of structured processes throughout project execution in order to achieve its objectives. [4] Project management then is a structured process about converting a vision into reality and the major emphasis was on developing and defining processes in order to meet project objectives. [4] Research has demonstrated that organizational effectiveness is a direct function of the decision-making criteria and goal-centered activities embedded in processes [5] and implicitly, a process-based approach to project management.

Project life cycles come out of this process approach to project management. In fact, several core concepts in the Project Management Body of Knowledge are based upon the process based to project management, particularly, project management processes, integration management, and the management of quality and risk. [4]

Overview

ISO 21500 was developed to offer guidance on the concepts and processes of project management with the goal of implementing processes and best practices to improve project management performance. [6] While the standard describes important concepts and processes of project management it does not provide detailed guidance and general management topics are limited to relevant aspects of project management. [7] The standard as developed by the ISO was modeled on the Project Management Institute's Body of Knowledge (PMBoK), although there are some key differences. [8]

The ISO project management standard is only 47 pages long and is limited to the introduction of the processes, their inputs, and their outputs. [9] The PMI standard is more than 450 pages in length and describes processes, inputs, outputs and associated tools and techniques. [9] Both organizations use the concept of process as an integral part of project management. ISO and PMI segregate project processes into five process groups with some minor variances in labeling. [8] The differences between the two standards is minimal with respect to process groups and subjects/knowledge areas. [7] The substantive difference in the two standards is with the detail and description of tools and techniques, because ISO 21500:2012 do not provide it. [7] [8] Another major change is the introduction of a new subject by ISO, namely, "stakeholder management". [9]

Criticism

One reviewer noted that the ISO 21500 project management processes were probably more useful in a cascade approach to scope definition as an alternative to using iterative approaches and therefore less attractive for project-oriented organizations. [9] Similarly, for the PMBoK, the major development in this coordinated approach was the requirement that a knowledge area always starts with the associated management plan. [9]

ISO 21500 certification

Since ISO 21500:2012 is a guidance document, it is not intended to be used for certification/registration purposes.

History

YearDescription
2012ISO 21500 (1st Edition)
2020ISO 21502 (Reissued as a 1st Edition when ISO 21500:2021 became "Project, programme and portfolio management — Context and concepts")

See also

Related Research Articles

Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives.

<span class="mw-page-title-main">Risk management</span> Identification, evaluation and control of risks

Risk management is the identification, evaluation, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events or to maximize the realization of opportunities.

<span class="mw-page-title-main">Configuration management</span> Process for maintaining consistency of a product attributes with its design

Configuration management (CM) is a process for establishing and maintaining consistency of a product's performance, functional, and physical attributes with its requirements, design, and operational information throughout its life. The CM process is widely used by military engineering organizations to manage changes throughout the system lifecycle of complex systems, such as weapon systems, military vehicles, and information systems. Outside the military, the CM process is also used with IT service management as defined by ITIL, and with other domain models in the civil engineering and other industrial engineering segments such as roads, bridges, canals, dams, and buildings.

The ISO 9000 family is a set of five quality management systems (QMS) standards that help organizations ensure they meet customer and other stakeholder needs within statutory and regulatory requirements related to a product or service. ISO 9000 deals with the fundamentals of QMS, including the seven quality management principles that underlie the family of standards. ISO 9001 deals with the requirements that organizations wishing to meet the standard must fulfill. ISO 9002 is a model for quality assurance in production and installation. ISO 9003 for quality assurance in final inspection and test. ISO 9004 gives guidance on achieving sustained organizational success.

ISO 14000 is a family of standards related to environmental management that exists to help organizations (a) minimize how their operations negatively affect the environment ; (b) comply with applicable laws, regulations, and other environmentally oriented requirements; and (c) continually improve in the above.

<span class="mw-page-title-main">Project Management Body of Knowledge</span>

The Project Management Body of Knowledge (PMBOK) is a set of standard terminology and guidelines for project management. The body of knowledge evolves over time and is presented in A Guide to the Project Management Body of Knowledge, a book whose seventh edition was released in 2021. This document results from work overseen by the Project Management Institute (PMI), which offers the CAPM and PMP certifications.

ISO 10006:2018, Quality management systems - Guidelines for quality management in projects, is an international standard developed by the International Organization for Standardization.

The Project Management Institute is a U.S.-based not-for-profit professional organization for project management.

Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.

A project management office is a group or department within a business, government agency, or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance, and metrics on the practice of project management and execution.

Agile management is the application of the principles of Agile software development and Lean Management to various management processes, particularly product development and project management. Following the appearance of the Manifesto for Agile Software Development in 2001, Agile techniques started to spread into other areas of activity. The term Agile originates from Agile manufacturing - which in the early 90s had developed from Flexible manufacturing systems and Lean manufacturing/production.

<span class="mw-page-title-main">ISO 22000</span> Food safety standard

ISO 22000 is a Food safety management system which is outcome focused, providing requirements for any organization in the food industry with objective to help to improve overall performance in food safety. These standards are intended to ensure safety in the global food supply chain. The standards involve the overall guidelines for food safety management and also focuses on traceability in the feed and food chain.

Organizational Project Management is defined as the execution of an organization's strategies through projects by combining the systems of portfolio management, program management, and project management. This definition was approved by a team of hundreds of professionals from 35 countries and was published as part of the Project Management Institute's (PMI's) Organizational Project Management Maturity Model standard in 2003 and updated later to a second edition in 2008 when it also became an ANSI standard. The standard was updated to a third edition in 2013. The term "Organizational Project Management" should be capitalized because the term is a conventional designation for exactly the systems of processes elaborated in ANSI/PMI 08-004-2008, because it is a proper name for that system and that system is definitive and regimented in its application, and because it does not denote generically any project management that is done in organizations.

A safety management system (SMS) is designed to manage safety risk in the workplace, occupational safety being defined as the reduction of risk to a level that is as low as is reasonably practicable or ALARP to prevent people getting hurt.

ISO 31000 is a family of standards relating to risk management codified by the International Organization for Standardization. ISO 31000:2018 provides principles and generic guidelines on managing risks that could be negative faced by organizations as these could have consequence in terms of economic performance and professional reputation.

ISO 10007 "Quality management — Guidelines for configuration management" is the ISO standard that gives guidance on the use of configuration management within an organization. "It is applicable to the support of products from concept to disposal." The standard was originally published in 1995, and was updated in 2003 and 2017. Its guidance is specifically recommended for meeting "the product identification and traceability requirements" introduced in ISO 9001:2015 and AS9100 Rev D.

ISO/TC 176 is Technical Committee 176 of the International Organization for Standardization (ISO), responsible for Quality management and quality assurance - the ISO 9000 family of standards.

<span class="mw-page-title-main">ISO 25964</span>

ISO 25964 is the international standard for thesauri, published in two parts as follows:

ISO 25964 Information and documentation - Thesauri and interoperability with other vocabulariesPart 1: Thesauri for information retrieval [published August 2011]  Part 2: Interoperability with other vocabularies [published March 2013]

ISO 50001Energy management systems - Requirements with guidance for use, is an international standard created by the International Organization for Standardization (ISO). It supports organizations in all sectors to use energy more efficiently through the development of an energy Management System. The standard specifies the requirements for establishing, implementing, maintaining and improving an energy management system, whose purpose is to enable an organization to follow a systematic approach in achieving continual improvement of energy performance, including energy efficiency, energy security, energy use and consumption.

The following outline is provided as an overview of and topical guide to project management:

References

  1. ↑ "ISO launches work on international standard for project management". ISO. 2007.
  2. ↑ "ANSI Standards Action, page 17" (PDF). American National Standards Institute (ANSI). 2008. Retrieved 2016-01-22.
  3. ↑ "New ISO standard on project management". ISO. 2012.
  4. 1 2 3 4 Christophe, N. Bredillet. "Exploring Research in Project Management: Nine Schools of Project Management Research (Part 5)." Project Management Journal ISSN   8756-9728 38.2 (2007): 3-4.
  5. ↑ Nwagbogwu, Derrick Chukwuemeke. The correlation between project management effectiveness and project success. 2011. citing work by (Bastons, 2008; Campbell, 1977; Yukl, 2008)
    • Bastons, M. (2008). The role of virtues in the framing of decisions. Journal of Business Ethics, 78(93), 389-400. doi:10.1007/s10551-006-9332-x
    • Campbell, J. (1977). On the nature of organizational effectiveness. San Francisco, CA: Jossey-Bass.
    • Yukl, G. (2008). How leaders influence organizational effectiveness. Leadership Quarterly, 19(6), 708-722. doi:10.1016/j.leaqua.2008.09.008
  6. ↑ Varajão (2016) citing D. Milosevic, P. Patanakul, Standardized project management may increase development projects success, International Journal of Project Management, 23 (3) (2005), pp. 181–192
  7. 1 2 3 Varajão, João, Ricardo Colomo-Palacios, and Hélio Silva. "ISO 21500: 2012 and PMBoK 5 processes in Information Systems Project Management." Computer Standards & Interfaces (2016).
  8. 1 2 3 Drob, Catalin, and Valentin Zichil. "OVERVIEW REGARDING THE MAIN GUIDELINES, STANDARDS AND METHODOLOGIES USED IN PROJECT MANAGEMENT." Journal of Engineering Studies and Research 19.3 (2013): 26-31. ProQuest. Web. 11 Oct. 2016.
  9. 1 2 3 4 5 REHACEK, Petr. "Standards ISO 21500 and PMBoK® Guide for Project Management. International Journal of Engineering Science and Innovative Technology (IJESIT) ISSN   2319-5967" Accessed on 10/11/2016 at

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