3. 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
4. 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 !
5.
6. 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
25. 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.
26. All models
The practical
are wrong, is how
question
but some are
wrong do they
useful…. be to not
have to
be useful.
Professor George Box
27. Quality Leverage Points
Everyone realizes the importance of having
a motivated, quality work force but...
PEOPLE
...even our finest people
TECHNOLOGY
PROCESS
Major determinants of product cost,
schedule, and quality
27
can’t perform at their
best when the process is
not understood or
operating
“at its best.”
28. General Definition of Process
• How do you define 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.
38. Why choose “Agile”?
“It is not the strongest of the species that survive, nor
the most intelligent, but the ones most responsive to
change.”
- Charles Darwin, The
Origin of Species
38
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
39
40. Defined Process vs. Empirical
Defined Process
Management
Great for known activity
40
41. Defined Process vs. Empirical
Not great for unknown
activity
$7 million budget
$120 million final
41
43. The Methodologies
XP
The Crystal family
Open Source
ASD (Adaptive Software Development)
Scrum
Feature Driven Development
DSDM (Dynamic Systems Development Method)
Rational Unified Process (RUP)
53. The need
Greece 3rd Community Support Framework 2000-2006
Financing 32 billion €
54. 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
55. 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
56. Study of projects of
rd
3
CSF
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
57. Study of projects of
rd
3
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
CSF
58. Currently
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
P.Fitsilis Happy Projects 2010
58
59. The objective of NSDP
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
P.Fitsilis Happy Projects 2010
59
60. ELOT 1429 family of standards
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
P.Fitsilis Happy Projects 2010
60
61. Core decisions
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
61
62. ELOT-1429 standard
structure
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
63. Chapter 3 Terms and definitions
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
64. Chapter 4 System for Managerial
Capability
Set Requirements for
Having a quality system
projects.
The system should be
documented
65. Chapter 5 Management and organization
Requires Management Commitment
Suitable project organization
Units or roles for planning, project execution, …
Role for project managers
Requires project planning
67. Chapter 6 Human resources and
infrastructure
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
69. - Own means
- Procurement
- Organization
- Quality management
- Scheduling
- Risk management
- Performance measurement
- Financial control
- Quality control
- Communication &
reporting
- Change management
- Contract management
Project evaluation– analysis and evaluation of results
Project Closure
Project
Execution
Project management
plan
Project Control
Project Planning
Project Initiation
Project life cycle
70. Chapter 8 Project evaluation– analysis
and evaluation of results
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
71. Maturity levels
Level 3 –
Continuous
improvement
• Continuous improvement
• Benchmarking process
• Quantitative management of
results
Level 2 – Projects
Managed
Centrally
• Projects managed centrally
• Project Management
Methodology
• Project Management Office
Level 1- Defined
• All processes are defined
• Projects are recognized as
separate entities
72. Conclusion
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
74. 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. ~
75. 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 ~
76. 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. ~
77. 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. ~
83. 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. ~
84. Inputs – Methodologies - Outputs
Inputs
• Project Scope Statement
• Change Control System
• Project Scope Statement Updates
Methodologies
• Work Breakdown Structure
• Variance Analysis
• Work Breakdown Structure Updates ~
89. Project management wisdom
A badly planned project will take three times longer
than expected - a well-planned project only twice as
long as expected.
94. Project management wisdom
When the weight of the project paperwork equals the
weight of the project itself, the project can be
considered complete.
