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Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
Brief compare of PMBOK and ISO21500 project management approaches
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Brief compare of PMBOK and ISO21500 project management approaches

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The presentation contains a brief comparison and main differences in project management approaches based on PMBOKv.5 and ISO21500

The presentation contains a brief comparison and main differences in project management approaches based on PMBOKv.5 and ISO21500

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  • 1. info@i-mokymas.site40.net www.i-mokymas.com https://www.facebook.com/ismanusism
  • 2. ISO21500:2012 vs PMBOK v.5 (2012) COMPARING STANDARDS
  • 3. History  PMBOK 2008 precedes ISO 21500  PMBOK is the ANSI standard  ANSI joins ISO  ANSI joins ISO TC 236 which prepares ISO 21500  ISO21500 precedes PMBOK2012  And based on both PMBOK 2008 and Prince2, because BSI (British Standards Institute) also participates in the ISO TC 236.  ISO 21500 official language is English
  • 4. ISO21500:2012 specific features  Strongly WBS oriented while project planning  Not Agile compatible vs PMBOK makes steps towards Adaptive/Agile methods
  • 5. ISO21500:2012 Structure • 1 Scope • 2 Terms and definitions • 3 Project management concepts • • • • • • • • • • • • 3.1 Overview 3.2 Project 3.3 Project management 3.4 Organizational strategy and projects 3.5 Project environment 3.6 Project governance 3.7 Projects and operations 3.8 Stakeholders and Project Organization 3.9 Competencies of project personnel 3.10 Project life cycle 3.11 Project constraints 3.12 Relationship between concepts and processes • 4 Project management processes • • • 4.1 Project management process application 4.2 Process groups and subject groups 4.3 Processes • Annex A (informative) Process group processes mapped to subject groups
  • 6. ISO 21500 Project framework Organizational Strategy Organization Opportunities Benefits Project environment Project Governance Business Case Project organization Project Project management processes Operations Deliverables Product processes Support processes
  • 7. ISO 21500 vs PMBOK Formal Comparison PMBOK v.5 ISO 21500:2012 Process Groups 5 5 Processes 47 39 Knowledge Areas 10 10
  • 8. ISO21500 Process Groups Interconnections Controlling Planning Initiating Closing Implementing
  • 9. Compare Knowledge Areas PMBOK v.5 Knowledge Areas ISO 21500:2012 Integration Scope Time Cost Quality Human Resource Communications Risk Procurement Stakeholder Integration Scope Time Cost Quality Resource Communications Risk Procurement Stakeholder
  • 10. PMBOK5 (2012) Processes Initiating Integration Planning Executing Controlling Closing Develop Project Charter Develop PM Plan Direct and Manage Project Execution -Monitor and Control Project Work. -Perform Integrated Change Control Close Project or Phase Scope -Plan Scope Management -Collect Requirements -Define Scope -Create WBS -Validate Scope -Control Scope Time -Plan Schedule Management -Define Activities -Sequence Activities - Estimate Activity Resources - Estimate Activity Durations - Develop Schedule Control Schedule Cost -Plan Cost Management -Estimate Costs -Determine Budget Control Costs Quality -Plan Quality Management Perform Quality Assurance Human Resources -Plan HR Management - Communications Plan Communications Management -Manage Communications Risk -Plan Risk Management - Identify Risks - Perform Oualitative Risk Analysis - Perform Quantitative Risk Analysis - Plan Risk Pesponses Procurement Plan Procurement Conduct Procurements Administer Procurements Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Management Stakeholder Identify Stakeholders Control Quality Acquire Project Team Develop Project Team Manage Project Team Control Communications Control Risks Close Procurements
  • 11. ISO21500 Processes Initiating Integration Planning Executing Controlling Closing Develop Project Charter Develop Project Plans Direct Project Work -Control Project Work. -Control Changes -Close Project or Phase -Collect Lessons Learned Scope -Define Scope -Create WBS -Define Acctivities -Control Scope Time -Sequence Activities - Estimate Activity Durations - Develop Schedule Control Schedule Cost -Estimate Costs -Develop Budget Control Costs Quality -Plan Quality Perform Quality Assurance Perform Control Quality -Estimate Resources -Define Project Organization - -Control Resources -Manage Project Team Communications Plan Communications -Distribute Information Manage Communication Risk - Treat Risks Control Risks Procurement Plan Procurement Select Suppliers Administer Contracts Resource Stakeholder Establish Project Team Identify Stakeholders Identify Risks Assess Risks Develop Project Team Manage Stakeholders Close Procurements
  • 12. Example – Initiating processes’ interconnection Start Develop Project Charter Identify Stakeholders Establish Project Team 1
  • 13. PM personnel competencies  PM technical competencies  Behavioral competencies  Human resources management competencies;  Context competencies, dependent on organization’s goernance structure
  • 14. THANKS! info@i-mokymas.site40.net www.i-mokymas.com https://www.facebook.com/ismanusism

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