By Wilkinson, Amy Life-or-death decisions sometimes hang on whether doctors and nurses have safe, secure and swift access to patient records. Article Quality Management , Telecommunications 1 November By Wilkinson, Amy High-speed internet access can be a game-changer for developing countries.
And in Sri Lanka, the need was critical. Decades of bitter civil war left the island nation lagging far behind other parts…. After measuring three…. Learning Library. ISO guidelines for quality management in projects--a forgotten standard?
ISO —guidelines for quality management in projects—a forgotten standard? Abstract The ISO standard, which was updated and reissued in , presents guidelines for quality management in projects. Introduction The management of quality is key to successful project delivery.
The bulk of the Standard is divided into five main sections, i. Usability and Readability Though I do not plan to dwell on the subject, I think it is worth a brief mention of the usability and readability of the two documents.
Quality Management Principles The Standard is very much based on the same quality management principles identified in the ISO family, i. ISO , s. Management Responsibility As is common with the rest of the ISO family of standards, the Standard makes it clear that the commitment and active involvement of top management is essential for an effective quality management system and their support of a quality culture is important in ensuring project success. Customer focus The Standard makes it very clear that achieving, or even exceeding, customer expectations is necessary for a successful project.
Involvement of people Again under the chapter heading of Management Responsibility, the Standard starts to stress the importance of the people assigned to the project. Process and System Approach As anyone who has been involved with the ISO standards for some time will know, they are very keen on a process and system approach to management. Management Reviews and progress evaluations The Standard goes into considerable depth on progress evaluations and how they should be used to assess the achievement of the project's objectives.
Product realization Here we would expect to be much more in the territory that quality management normally covers. These seven groupings are:- Interdependency-related processes, Scope-related processes, Time-related processes, Cost-related processes, Communication-related processes, Risk-related processes, Purchasing-related processes.
Interdependency-related processes Under this section the Standard covers the following topics:- Project initiation and project management plan development, Interaction management, Change management, Process and project closure. Measurement, analysis and improvement The final chapter in the Standard brings us back to the more traditional quality management activities of measurement, analysis and improvement.
Summary To summarize, the Standard covers a large amount of the project processes, probably rather more than would be expected just from the title. This material has been reproduced with the permission of the copyright owner. Unauthorized reproduction of this material is strictly prohibited. For permission to reproduce this material, please contact PMI or any listed author. To locate what has to be done within each process is difficult.
While the actual description of each element within each process is clear as to the tools, templates and techniques to use and the definitions to follow, no clear process on how to do these is mentioned.
Do you do everything for both? How does one make this decision? Furthermore, they each state that a system should be established to retrieve these lessons learned so that knowledge from one project to another can be obtained and transferred. But how the knowledge is actually transferred, is missing from both. The ISO provides project process guidance. A project, like all work, is a process. The process of managing a project is a repeatable process although the content of each project is unique.
Many projects suffer because they have no clear process on how they will be managed from beginning to end. The ISO provides guidance on a process to close and evaluate a project in order to retain the knowledge gained for future project managers and project teams. Lessons Learned and Knowledge Retention help to create project templates that are re-usable tools. This ensures project templates become re-usable tools. The ISO provides the guidelines to ensure that all projects are managed by following sound quality management principles.
That is, ISO recognize that projects are managed as a process…not as a set of unrelated tasks to be done. All projects can be audited by following these guidelines.
Projects that follow this guideline have a higher likelihood of success because they will have quality standards established and followed. These quality standards will be clearly documented. However, projects could never be successfully managed by following these guidelines alone.
Neither standard identifies the process of managing a project from beginning to end in a logical sequence. That is, what is the first thing to do, second thing to do, etc. They both identify the global processes, but not the steps necessary within each one and do not include what is the process of successfully managing a project from beginning to end.
Nor do they identify how to use the guidelines for a small versus a large project. The stages within the management of a project are clearly identified both in the PMBOK — the 5 processes of Initiating, Planning, Controlling, Executing and Closing and in the ISO — planning, organizing, monitoring, controlling, reporting and on-going corrective actions.
It is the ISO that explains how to do other processes within each stage. For example, ISO explains how to do a risk assessment or manage a change request, etc. However, it is not always clear about where each of these processes fit into the overall process of managing the project. That is, at which stage they are to be done. When auditing a project, the ISO provides clearer guidelines to follow to ensure adherence to quality standards. A project may use many of the elements of the PMBOK but may still not be clear on their process of ensuring quality and therefore success.
There is duplication between them but also differences. In combination, they support an important body of knowledge. The best overall strategy to implement the ISO is:.
Business Improvement Architects uses the ISO Guidelines to audit projects in order to ensure compliance to these guidelines. For example, we will review all project documentation to ensure that the processes of:. He works with leaders and their teams around the world to improve organizational performance by helping them to define their strategic direction, increase leadership performance, create cultures that drive innovation and improve project and quality management.
He also delivers presentations to businesses and conferences throughout the world. In addition to his consulting practice and global speaking he has been featured and published in over different magazines and industry publications.
Individuals within an organization move from one project to another, repeating the same mistakes, managing…. What is the importance of both guidelines to the on-going management of projects?
What are the implications of these two guidelines on the management of all projects? Overview of the ISO Standard The IS0 guideline outlines quality management principles and practices as they relate to the management of projects. Its overall purpose is to create and maintain quality in projects through a systematic process that ensures: Stated and implied needs of customers are understood and met. Interested stakeholders needs are understood and evaluated.
What is a Project? For more information about this article you may contact Michael Stanleigh at mstanleigh bia. Related Articles. Where is the Quality Movement Heading? The Quality Movement was established in North America in the 's and has grown and…. Increasing Project Knowledge Retention and Transfer of Best Practices Individuals within an organization move from one project to another, repeating the same mistakes, managing….
Get in contact! Michael Stanleigh 1. Head Office Toronto, Ontario. We will never sell or distribute your e-mail or information to anyone. Characteristics of a Project Have some degree of risk and uncertainty. Expected to deliver specified minimum quality results within pre-determined parameters Have planned start and finish dates, within clearly specified cost and resource constraints May be a long duration and subject to changing internal and external influences over time.
Constrained by limited resources. Planned, executed, and controlled. What is a Quality Plan? More Videos. More Features. Michael Stanleigh. ISO , guidelines for quality management projects, was released in the fall of This standard is creating the next wave in our understanding of project managing processes.
What are the comparisons between these two sets of guidelines? What is their importance to ongoing project management? What are the implications for the management of all projects? What are the strategies required to implement ISO and how it being applied in organizations? The new standards provide guidance on quality issues which impact projects. They are very clear about setting strategic objectives and driving results through tactical plans and continued improvements.
Project management expertise is critical for any organization struggling with continual improvement compliance issues. PMBOK describes the sum of knowledge generally accepted within the project management arena. Its overall purpose is to provide a common language for discussing the project management profession. What is a project?
ISO: A unique process consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements including constraints of time, cost and resources. Interpretation: The ISO definition of a project, although correct, is rather wordy. All projects must have a defined end result. Rather, it focuses on the process of getting to it. All projects are planned, executed and controlled.
All projects are performed by people. How else will anything get done? All projects are constrained by limited resources.
ISO defines a project as including nonrepetitive phases. At times, phases may be repeated, but the end result may be unique. The ISO definition suggests a project should deliver minimum quality results. The PMBOK guide states a project should deliver all expected quality deliverables as defined in the scope of the project. Interpretation: The definitions, although stated differently, are similar. The quality policy and standards are stated generally and each project must identify which of these are applicable.
0コメント