Knowledge management assignment

1. KNOWLEDGE MANAGEMENT
Assignment 1
PMI BangaloreChapter: Implementation of ISO 9001
Submitted By:
Pooja Prasad F-14

2. PMI Bangalore Chapter
• PMI is the world’s largest project management member association representing
more than half a million project managers in over 185 countries
• PMI Bangalore Chapter supplement the purposes of PMI with its objectives of
“encourage and facilitate education, certification and professionalism in Project
Management”

3. ISO 9001
• ISO 9001 is one of the standards within the range of ISO 9000 standards
• It is well established around the world as an invaluable Quality Management
System standard
• The process encompasses the entire organisation and requires senior
management involvement
• It is not just a function of the Quality Department
• To achieve ISO 9001 certification the organisation needs to demonstrate that it
can meet the regulatory requirements and apply the system effectively to be of
real benefit to customers

4. Why did the organization decide to
implement ISO 9001?
• It has been 15 years since PMI Bangalore Chapter was opened.The board decided
that it was time that they streamlined their many processes and they wanted to
maintain good records of everything relating to their business.The main reason
was to show that their organisation had achieved high standards of quality in all
their processes and show their customer centricity.

5. How was ISO 9001 implemented?
• ISO 9001 basically helps put in place quality management systems that benefit the
organization as a whole.
• First the different departments where implementing ISO 9001 was necessary or
departments which were integral to the functioning of the organization were identified.
An organization chart was drawn up.The scope includes: facilities, people, training,
services and equipment.
• The main activities integral to the organization’s business were membership,
volunteering and training.
• The board members who were in charge of the identified departments were asked to
formally document the current processes and activities that take place in that
department.

6. • The various activities such as evaluating vendors, checking quality of office supplies
were also done.
• The organization holds many training courses throughout the year such as PM Enrich,
PMPrimer, PM Footprints, PM Quest and its main conference called PMPC. Each of the
activities included in arranging these training sessions from beginning to end had to be
mapped out.
• Once the mapping was done, they had to analyse these activities to see where
improvements could be brought in, in terms of quality.These improvements were also
documented.
• An external consultant was hired to provide guidance throughout the audit process. He
trained the employees on how to conduct the internal audit and gave the structure of
how the documents should be organized.

7. Internal Audit
• The internal audit was done through a method of cross-checking , i.e., the person who
was in charge of evaluating the vendors would check the work of the person in charge of
documenting the training process.
• Any problems identified had to be corrected and the revised documents had to be
prepared.
• The new procedures and improved (old) procedures had to be implemented.
• Again once the implementation was done any deviations that were found were
documented.
• The board had to state the target ratings that they wished to achieve in their
departments.Through the internal audit they had to check whether they had met these
ratings or not.

8. • The internal audit process is carried out about 2-3 times.
• Finally a board assessment meeting that is held where a management representative
gives an overview of the result of the final internal audit.
• Once the board agrees to all the changes brought in and in general is happy with the
outcome, they give their nod for the management representative to report to the ISO
certification authority, which in this case wasTUV Nord.
• The entire process up to this point takes about 6-8 months.

9. External Audit
• TUV Nord then sent an auditor to the organization to do the external audit.
• The external audit was carried out in a format called sample auditing, i.e., there is a
random checking done of all the departments but not everything in the department is
checked.
• The external auditor will do physical verification of all documents. E.g.: if the internal
report says that a customer organization was especially pleased with PMI Bangalore
Chapter’s services, then the organization must furnish the letter or email that states so,
to the external auditor.
• The external auditor may also give suggestions about minor improvements that could
be made.

10. • If any major change is required then the certification is not given and the company must
start again, from the very beginning of the entire certification process, and re-present to
ISO certifying body.
• In this case, however, the organization got their certification in the first go itself. It
received 2 certificates that show that they are ISO 9001 certified that can be displayed
in their offices.

11. How long is ISO 9001 valid for?
• This certification is valid for 1 year.
• Every year a “surveillance” audit is carried out by the certifying body to make sure
that the organization is adhering to the quality standards that it set for itself.
• Since the quality standards are set by the organization itself, it is necessary to
continuously monitor and review whether these standards are being met.Which is
why the certification is valid only for a year.
• However, it is this stringent monitoring that causes so much faith to be put in an
ISO certification.Thus PMI Bangalore Chapter’s decision to go for this
certification.

12. THANKYOU!