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1
Generating Business Value
through Strong Project Management
Bryan Strawser, Principal Consultant & CEO
Bryan Strawser
• Bryghtpath LLC
– Global Risk & Resiliency Consultancy
– PECB Training Partner
• Education
– BS, Criminal ...
ISO 21500 History
• Development began in 2006 with an eye on
the 2012 Olympic Games in London.
• All major project managem...
• Scope
• Terms and definition
• Project management
concepts
• Project management
processes
• Annex: Process and
subject g...
Clauses 1-2
Clause 1
• Covers scope of ISO 21500
• “… guidance for project management…”
Clause 2
• Defines sixteen project...
Clause 3
Project Management Concepts and Execution
7Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 ...
What’s a Project?
Clause 3.2:
• A project consists of a unique set of processes
consisting of coordinated and controlled
a...
Project Management
Three Key Components:
• Project management is the application of
methods, tools, techniques, and compet...
Organizational Strategy
How projects advance an entity’s strategies
10Copyright © 2015 by Bryghtpath LLC | bryghtpath.com ...
Project Environment
How projects interrelate with programs and portfolios
11Copyright © 2015 by Bryghtpath LLC | bryghtpat...
Governance
Clause 3.6: Project Governance
Good Project Governance is a Key Success Factor
• Defining the management struct...
Stakeholders and Project Organization
Clause 3.8
13Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 |...
Process Groups & Subject Groups
Clause 4
5 Process Groups
• Initiating
• Planning
• Implementing
• Controlling
• Closing
1...
ISO 21500 & PMI’s PMBOK
A comparison
ISO 21500 PMBOK Guide
Initiating Initiating
Planning Planning
Implementing Executing
...
Process Group Interactions
Clause 4.2.2.7
16Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@...
Process Group Interactions
Representative inputs and outputs
17Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-61...
Subject Groups
Clause 4.2.3
39 Processes divided into 10 project management themes
• Integration
• Stakeholders
• Scope
• ...
Managing Risk in a Project
Effective Risk Management
Managing risk in a project requires that project risk
management be e...
Overcoming Obstacles
Utilizing the Governance process to escalate issues and remove obstacles
Obstacles will occur in any ...
Case Study: Governance Issue
IT Business Intelligence Project – 2 Years - $11.5M (USD)
A newly assigned Program Manager no...
Case Study: Governance Issue
IT Business Intelligence Project – 2 Years - $11.5M (USD)
Lessons Learned:
• Failure in the g...
Project Management Standards
• Project Management Institute
– Project Management Book of Knowledge
– Program Management St...
Professional Certifications
• Project Management Institute
– Certified Associate in Project Management (CAPM)
– Project Ma...
Contact Information
Contact Bryan:
Bryan Strawser
Principal Consultant & CEO
Phone: +1-612-235-6435
E-Mail: bryan@bryghtpa...
Generating Business Value
through Strong Project Management
Bryan Strawser, Principal Consultant & CEO
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ISO 21500: Generating Business Value through Strong Project Management

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In this presentation, Bryghtpath Principal Consultant & CEO Bryan Strawser, discusses how to generate business value through strong project management, highlighting the ISO 21500 Guidance on Project Management.

This presentation covers:
- Reducing the risk of project failure in your organization
- Overcoming obstacles and achieving project objectives within your budget and on-time
- Developing the necessary expertise to support your organization in implementing the Guidance on Project Management as specified in ISO 21500.

This presentation was prepared for PECB by Bryghtpath LLC.

Published in: Leadership & Management
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ISO 21500: Generating Business Value through Strong Project Management

  1. 1. 1
  2. 2. Generating Business Value through Strong Project Management Bryan Strawser, Principal Consultant & CEO
  3. 3. Bryan Strawser • Bryghtpath LLC – Global Risk & Resiliency Consultancy – PECB Training Partner • Education – BS, Criminal Justice, University of Phoenix – MBA, University of Minnesota – National Preparedness Leadership Program, Harvard – JFK School of Government • Relevant Professional Certifications – Project Management Professional (PMP) – Program Management Professional (PgMP) – Portfolio Management Professional (PfMP) • PECB Instructor – ISO21500 Lead Implementer – ISO22301 Lead Implementer – ISO27001 Lead Implementer Principal Consultant & CEO – Bryghtpath LLC 3Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  4. 4. ISO 21500 History • Development began in 2006 with an eye on the 2012 Olympic Games in London. • All major project management associations were involved in the development of this standard: – Project Management Institute – IPMA – UK Cabinet Office How did ISO 21500 come about? 4Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  5. 5. • Scope • Terms and definition • Project management concepts • Project management processes • Annex: Process and subject groups ISO 21500 Content Structure and Content of ISO 21500 5Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  6. 6. Clauses 1-2 Clause 1 • Covers scope of ISO 21500 • “… guidance for project management…” Clause 2 • Defines sixteen project management terms • Ex: change request – “documentation that defines a proposed alteration to the project” Defining a common project management language 6Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  7. 7. Clause 3 Project Management Concepts and Execution 7Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  8. 8. What’s a Project? Clause 3.2: • A project consists of a unique set of processes consisting of coordinated and controlled activities with start and end dates, performed to achieve project objectives. • Achievement of the project objectives requires the provision of deliverables conforming to specific requirements. “A unique set of processes […] performed to achieve project objectives” 8Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  9. 9. Project Management Three Key Components: • Project management is the application of methods, tools, techniques, and competences to a project. • Project management includes the integration of the project life cycle. • Project management is controlled through processes. The ISO21500 Definition – Clause 3.3 9Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  10. 10. Organizational Strategy How projects advance an entity’s strategies 10Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  11. 11. Project Environment How projects interrelate with programs and portfolios 11Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  12. 12. Governance Clause 3.6: Project Governance Good Project Governance is a Key Success Factor • Defining the management structure • Outlining the policies, processes, and methodologies to be used • Limits of authority for decision making • Stakeholder responsibilities and accountabilities • Interactions such as reporting and the escalation of issues or risks 12Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  13. 13. Stakeholders and Project Organization Clause 3.8 13Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  14. 14. Process Groups & Subject Groups Clause 4 5 Process Groups • Initiating • Planning • Implementing • Controlling • Closing 14Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  15. 15. ISO 21500 & PMI’s PMBOK A comparison ISO 21500 PMBOK Guide Initiating Initiating Planning Planning Implementing Executing Controlling Monitoring & Controlling Closing Closing • Generally differences are relatively minor • Reflect the use of a common language in project management 15Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  16. 16. Process Group Interactions Clause 4.2.2.7 16Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  17. 17. Process Group Interactions Representative inputs and outputs 17Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  18. 18. Subject Groups Clause 4.2.3 39 Processes divided into 10 project management themes • Integration • Stakeholders • Scope • Resource • Time • Cost • Risk • Quality • Procurement • Communication 18Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  19. 19. Managing Risk in a Project Effective Risk Management Managing risk in a project requires that project risk management be established as a subject group and managed effectively across the project • Identifying Risks • Qualitative Risk Analysis • Quantitative Risk Analysis • Develop risk responses • Controlling Risks 19Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  20. 20. Overcoming Obstacles Utilizing the Governance process to escalate issues and remove obstacles Obstacles will occur in any project effort. An effective governance process can provide a method to communicate and escalate issues as they arise and provide assistance in removing obstacles • Transparent communication • Effective governance meetings and processes • Communication and escalation process – Governance / Steering Committee – Project Sponsor(s) 20Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  21. 21. Case Study: Governance Issue IT Business Intelligence Project – 2 Years - $11.5M (USD) A newly assigned Program Manager noticed that the project appeared to be running out of budget money while a significant amount of work remained to be completed. • Complete project roadmap / financial analysis was completed • The analysis confirmed that the effort was nearly out of money while nearly eighteen months of work remained. • The project sponsor, IT Leadership, and steering committee were completely caught off guard by these results. 21Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  22. 22. Case Study: Governance Issue IT Business Intelligence Project – 2 Years - $11.5M (USD) Lessons Learned: • Failure in the governance processes – Financial and progress / scope review at each steering committee meeting – Regular financial reporting to project sponsors and IT/Business leadership • Project Management failure – The assigned project manager, and their leader, failed to communicate these issues for several months • Scope Control process – Project lacked a formal scope change control process – allowing significant changes to scope without formal analysis or review 22Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  23. 23. Project Management Standards • Project Management Institute – Project Management Book of Knowledge – Program Management Standard – Portfolio Management Standard • PRINCE2 • Agile/Scrum • IPMA Competence Baseline (ICB) Looking beyond ISO 21500 23Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  24. 24. Professional Certifications • Project Management Institute – Certified Associate in Project Management (CAPM) – Project Management Professional (PMP) – Program Management Professional (PgMP) – Portfolio Management Professional (PfMP) – Specialty Project Management Certifications (ex: PMI-ACP) • PRINCE2 – Foundation, Practitioner, Professional • IPMA Certifications • Association for Project Management (APM) • Australian Institute of Project Management • ISO 21500 Certifications – Implementer, Lead Implementer, Auditor, Lead Auditor Project Management 24Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  25. 25. Contact Information Contact Bryan: Bryan Strawser Principal Consultant & CEO Phone: +1-612-235-6435 E-Mail: bryan@bryghtpath.com Twitter: @bryanstrawser Learn more about our services and how we can help you: Website: www.bryghtpath.com Twitter: @bryghtpath Facebook: facebook.com/bryghtpathllc Bryghtpath LLC Our Consulting Services Include: Business Continuity Crisis / Emergency Management Enterprise Risk Management Exercise Design & Facilitation Global Intelligence & Security ISO Training & Certification Project & Program Management Travel Risk & Security 25Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com
  26. 26. Generating Business Value through Strong Project Management Bryan Strawser, Principal Consultant & CEO

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