inter national standards for project management - fitsilis
DESCRIPTION
TRANSCRIPT
![Page 2: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/2.jpg)
Do U know ANY?
![Page 3: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/3.jpg)
List of Project management Standards PMI PMBOK ISO 10006 BS 6079 DIN 69900 APM BOK IPMA ICB Australian National Competency
Standards for Project Management
Prince 2 Greek ELOT 1429 RUP OPM3 CMU SEI Maturity Models
XP Scrum Agile Project Management ISO/IEC 15504 CCPM Construction Extension to
PMBOK HERMES Method
![Page 4: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/4.jpg)
List of Project management Standards PMI PMBOK ISO 10006 BS 6079 DIN 69900 APM BOK IPMA ICB Australian National Competency
Standards for Project Management
Prince 2 Greek ELOT 1429 RUP OPM3 CMU SEI Maturity Models
XP Scrum Agile Project Management ISO/IEC 15504 CCPM Construction Extension to
PMBOK HERMES Method
Too manyyyyyyyyyyyyyyyyyyyy !
![Page 5: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/5.jpg)
![Page 6: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/6.jpg)
Categories of
Standardization bodies
ISO 10006, BS 6079, DIN 69900, ELOT 1429
Large professional networks / academic organizations
PMI PMBOK, IPMA, OPM3, CMM
Methodologies
Prince (government), XP (industry), Scrum, UP
![Page 7: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/7.jpg)
Different focus
BS 6079PMBOKPrince
![Page 8: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/8.jpg)
Different focus
IPMA ICB
![Page 9: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/9.jpg)
Different focus
CMMI, ELOT 1429OPM3
![Page 10: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/10.jpg)
最重要的标准
![Page 11: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/11.jpg)
PMBOK
![Page 12: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/12.jpg)
PMBOK
![Page 13: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/13.jpg)
PMBOK
![Page 14: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/14.jpg)
PMBOK
![Page 15: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/15.jpg)
PMBOK
![Page 16: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/16.jpg)
PMBOK
![Page 17: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/17.jpg)
PMBOK
![Page 18: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/18.jpg)
PMBOK
![Page 19: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/19.jpg)
PMBOK
![Page 20: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/20.jpg)
PMBOK
![Page 21: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/21.jpg)
Processgroups
![Page 22: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/22.jpg)
Planning process
![Page 23: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/23.jpg)
IPMA Competence Baseline
![Page 24: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/24.jpg)
![Page 25: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/25.jpg)
What are Capability Maturity Models? Organized collections of best practices
Based on work by Crosby, Deming, Juran, Humphrey...
Systematic ordered approach to process improvement.
Means of measuring organizational maturity.
Have proven to bring significant return on investment in productivity and quality.
![Page 26: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/26.jpg)
All models are wrong,but some are useful….
Professor George Box
The practical question is how wrong do they have to be to not be useful.
![Page 27: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/27.jpg)
27
Everyone realizes the importance of having a motivated, quality work force but...
...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”
PEOPLE
PROCESS
TECHNOLOGY
Quality Leverage Points
Major determinants of product cost, schedule, and quality
![Page 28: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/28.jpg)
General Definition of Process
A process is a set of practices performed to achieve a given purpose; it may include tools, methods, materials, and/or people.
While process is often described as a leg of the process-people-technology triad, it may also be considered the “glue” that unifies the other aspects.
• How do you define process?
![Page 29: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/29.jpg)
![Page 30: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/30.jpg)
![Page 31: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/31.jpg)
![Page 32: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/32.jpg)
![Page 33: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/33.jpg)
![Page 34: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/34.jpg)
![Page 35: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/35.jpg)
![Page 36: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/36.jpg)
5
![Page 37: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/37.jpg)
![Page 38: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/38.jpg)
Why choose “Agile”? “It is not the strongest of the species that survive, nor
the most intelligent, but the ones most responsive to change.”
38
- Charles Darwin, The
Origin of Species
![Page 39: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/39.jpg)
39
Why choose “Agile”?“When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.”
Process Dynamics, Modeling, and
Control,
Ogunnaikeand Ray, Oxford
University Press, 1992
![Page 40: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/40.jpg)
40
Defined Process vs. Empirical
Defined Process Management
Great for known activity
![Page 41: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/41.jpg)
41
Defined Process vs. Empirical
Not great for unknown activity
$7 million budget
$120 million final
![Page 42: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/42.jpg)
The Agile Manifesto
![Page 43: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/43.jpg)
The Methodologies XP The Crystal familyOpen Source ASD (Adaptive Software Development) Scrum Feature Driven Development DSDM (Dynamic Systems Development Method) Rational Unified Process (RUP)
![Page 44: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/44.jpg)
For example Scrum
Roles
Artifacts
Events
![Page 45: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/45.jpg)
Scrum Master Servant Leader
Facilitator
Roadblocks
![Page 46: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/46.jpg)
Product Owner Business Priorities
Single Wringable neck
![Page 47: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/47.jpg)
Team Everyone
Self Organising
![Page 48: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/48.jpg)
Sprint Short
Time boxed
![Page 49: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/49.jpg)
Planning Meeting Stories
Breakdown
Time boxed
![Page 50: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/50.jpg)
Daily Scrum/Standup 15 minutes (at most)
3 questions
![Page 51: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/51.jpg)
Review Inspection
![Page 52: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/52.jpg)
![Page 53: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/53.jpg)
Greece 3rd Community Support Framework 2000-2006 Financing 32 billion €
The need
![Page 54: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/54.jpg)
Complexity of programmes Complex structure
Structural funds
Cohesion funds
National funds
Twelve (12) national operational programmes,
Thirteen (13) regional operational programmes
More than 17000 projects funded, more than 78055 (sub) projects
2748 beneficiaries organisations
![Page 55: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/55.jpg)
Study of projects of 3rd CSF Sample of 190 beneficiaries organizations
External project environment
Internal project environment
The questionnaire evaluated beneficiaries according Organization structure
Technical capabilities and capacity
Operational capabilities and capacity
Financial management
Management effectiveness
Supporting mechanisms
External environment
![Page 56: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/56.jpg)
External project environment
Delays and complexity of licensing procedures
Many involved parties (e.g. archeological services, forestry services, ministries, courts)
Bureaucratic procedures
project approval,
project monitoring and control
Fast changing project environment
Lack of coordination between involved
parties
Study of projects of 3rd CSF
![Page 57: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/57.jpg)
Internal project environment (within organization of beneficiaries) Project management procedures not defined
neither standardized (more than 50%)
Internal control not available (28,34%)
Lack of schedule control and cost control systems (69%)
Lack of quality management system (81%)
Project organization not well defined, roles not defined
Specialized and sufficient personnel not available
Study of projects of 3rd CSF
![Page 58: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/58.jpg)
National Strategic Development Plan (NSDP) 2006-2013 Eight (8) national operational programmes,
Five (5) regional operational programmes
20 billing € funding 8 Sectoral Operational Programs
(Environment –Sustainable Development, Accessibility Improvement, Competitiveness & Entrepreneurship, Digital Convergence, Development of Human Resources, Education & Life –Long Learning, Reinforcement of Administration Efficiency, Technical Assistance, National Contingency Reserve)
5 Regional Operational Programs
6 European Territorial Cooperation Programs, for which Greece retains the Managing Authority
Currently
58P.Fitsilis Happy Projects 2010
![Page 59: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/59.jpg)
Maximize the benefits achieved by support frameworks and to improve the effectiveness and the management of projects of NSDP
To improve the quality of the project delivered product/service, and
To overall improve their managerial capacity in order to provide better services/products to citizens.
To develop a sustainable project management environment
The objective of NSDP
59P.Fitsilis Happy Projects 2010
![Page 60: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/60.jpg)
ELOT 1429 : Requirements for assessing the managerial capability of organizations implementing projects of public interest
ELOT 1431-1: Implementation guide for public works projects
ELOT 1431-2: Implementation guide for public procurement projects
ELOT 1431-3: Implementation guide for projects of special type
ELOT 1432: Requirements for managerial capability assessing processes and assessors
ELOT 1429 family of standards
60P.Fitsilis Happy Projects 2010
![Page 61: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/61.jpg)
It should follow ISO standard structure in order to facilitate adoption
It should standardize a minimum set of terms used.
It should be generic enough to be applicable on organizations and projects of various type, size and complexity
It should be based on maturity levels Even though not to be used initially
It should come as an evolution Over interim ministerial decision
Over ISO 9001
Core decisions
61
![Page 62: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/62.jpg)
Chapter 1. Scope
Chapter 2. Normative references
Chapter 3. Terms and definitions
Chapter 4. System for Managerial Capability
Chapter 5. Management and Organization
Chapter 6. Human resources and infrastructure
Chapter 7. Project implementation
Chapter 8. Project evaluation– analysis and evaluation of results
ELOT-1429 standard structure
![Page 63: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/63.jpg)
Defines 44 basic terms
Difficulty
in giving unique and unambiguous terms
a number of definitions
available in glossaries developed by managing authorities
Available in legislative documents
Definitions changing from 3rd CSF to NSDP
Chapter 3 Terms and definitions
![Page 64: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/64.jpg)
Set Requirements for
Having a quality system projects.
The system should be documented
Chapter 4 System for Managerial Capability
![Page 65: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/65.jpg)
Requires Management Commitment
Suitable project organization
Units or roles for planning, project execution, …
Role for project managers
Requires project planning
Chapter 5 Management and organization
![Page 66: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/66.jpg)
Project organisation
![Page 67: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/67.jpg)
Human resources requirements
Identifies human resources
Records human resources capabilities and skills
Selects personnel with adequate skills, knowledge and experience
Infrastructure
Project management information system
WBS, project scheduling, resource management, financial management and reporting
Chapter 6 Human resources and infrastructure
![Page 68: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/68.jpg)
Project initiation
Project planning
Project execution
Project control
Project closure
Chapter 7 Project implementation
![Page 69: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/69.jpg)
Pro
ject
In
itia
tio
n
Pro
ject
Pla
nn
ing
Project management plan
- Organization
- Quality management
- Scheduling
- Risk management
- Performance measurement
Pro
ject
E
xecu
tio
nP
roje
ct C
on
tro
l
Pro
ject
Clo
sure
- Own means
- Procurement
- Financial control
- Quality control- Communication &
reporting- Change management- Contract management
Project evaluation– analysis and evaluation of results
Project life cycle
![Page 70: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/70.jpg)
Internal auditing Auditing plan
Recording results
External auditing Collaborate with auditors
Provide all evidence
Complaint management Is required because of public nature of projects
Evaluation of results per project Provide feedback
Chapter 8 Project evaluation– analysis and evaluation of results
![Page 71: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/71.jpg)
Maturity levels
Level 3 –Continuous
improvement
Level 2 – Projects Managed Centrally
Level 1- Defined
• Continuous improvement
• Benchmarking process
• Quantitative management of results
• Projects managed centrally
• Project Management Methodology
• Project Management Office
• All processes are defined
• Projects are recognized as separate entities
![Page 72: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/72.jpg)
The recognition that project management is a concrete knowledge area
The recognition that projects should be managed by personnel having sufficient project management competences
The definition of a process model that covers all phases of the project life-cycle
The requirement that each project implementing organisation should have a valid, updated and well documented project management plan
The requirement for a PMIS, and
The fact that organisations should collect data in order to measure and improve their performance
The definition of a project management sustainable process
Conclusion
![Page 73: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/73.jpg)
Where are we going !
![Page 74: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/74.jpg)
ISO Standard – The Drivers
More international projects
Contractual issues
Develop a common terminology
Alignment of other standards PMBOK, BS 6079-1:2002, German Standard etc. ~
![Page 75: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/75.jpg)
What it means to You
Understand the ISO standard when working on projects (contractual, best practice issues)
Changed terminology
Industry standard practices
Potentially skills/qualifications ~
![Page 76: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/76.jpg)
Starting Positions
USA - recommended focus on projects, focus on processes (what not how), generic overarching standard using best of all existing BOK’s
UK – recommended the use of BS 6079-1:2002 as the basis for document, generic overarching standard, question of when does a project start (corporate aspects).
Germany – Focus on processes, the concept of the house of processes. ~
![Page 77: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/77.jpg)
Starting Positions (cont)
France - The PM corpus concept, proposal for a 4th
WG on competencies. Japan – proposal to include education and training of
personnel for project management in the work items of WG3, established mirror committee and working groups with members selected and funding sourced..
Netherland – program/portfolio management in or out, generic vs sector specific. ~
![Page 78: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/78.jpg)
Structure of the Standard
![Page 79: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/79.jpg)
Structure of the Standard
![Page 80: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/80.jpg)
Structure of the Standard
![Page 81: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/81.jpg)
![Page 82: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/82.jpg)
![Page 83: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/83.jpg)
FORMAT FOR PROCESS DEFINITION
The process definition should include a one sentence statement of the purpose of the process followed by a 2-3 sentence description of the process and a table of Inputs, Methodologies, and Outputs for the process
• Inputs: Those things that are needed to accomplish the process.
• Methodologies: Suggested tools or methods to accomplish the process.
• Outputs: Those things that result from accomplishing the process. ~
![Page 84: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/84.jpg)
Inputs – Methodologies - Outputs
Inputs
• Project Scope Statement
• Change Control System
• Project Scope Statement Updates
Methodologies
• Work Breakdown Structure
• Variance Analysis
• Work Breakdown Structure Updates ~
![Page 85: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/85.jpg)
Inputs – Methodologies - Outputs
Methodologies (cont)
• Scope Management Plan
• Re-planning
• Scope Management Plan Updates
Outputs
• Approved Change Requests
• Configuration Management
• Project Management Plan Updates
![Page 86: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/86.jpg)
Example Processes
• 1.1 Develop Project Charter
• 1.2 Develop Preliminary Project Scope Statement
• 2.1 Scope Definition
• 2.2 Scope Planning
• 2.3 Create Work Breakdown Structure
• 2.4 Activity Definition
• 2.5 Activity Resource Estimating
• 2.6 Activity Duration Estimating
• 2.7 Determine Activity Sequencing
• 2.8 Develop Project Schedule
![Page 87: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/87.jpg)
![Page 88: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/88.jpg)
Project management wisdom If you fail to plan, you are planning to fail.
![Page 89: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/89.jpg)
Project management wisdom A badly planned project will take three times longer
than expected - a well-planned project only twice as long as expected.
![Page 90: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/90.jpg)
Project management wisdom If at first you don't succeed, remove all evidence you
ever tried.
![Page 91: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/91.jpg)
Project management wisdom There are no good project managers - only lucky ones.
![Page 92: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/92.jpg)
Project management wisdom For a project manager overruns are as certain as death
and taxes.
![Page 93: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/93.jpg)
Project management wisdom Fast - cheap - good: you can have any two.
![Page 94: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/94.jpg)
Project management wisdom When the weight of the project paperwork equals the
weight of the project itself, the project can be considered complete.
![Page 95: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/95.jpg)
Project management wisdom A project gets a year late
one day at a time.
![Page 96: Inter national standards for project management - fitsilis](https://reader034.vdocuments.us/reader034/viewer/2022051609/546cc22db4af9f662c8b5212/html5/thumbnails/96.jpg)
Project management wisdom Powerful project managers don't solve problems, they
get rid of them.