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IPMA 2013, enligt ISO25100

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Håkan Sjöholm och Anders Sandberg berättar om utvecklingen inom IPMA, med nya standarden ISO 25100

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IPMA 2013, enligt ISO25100

  1. 1. IPMA and ISO 21500(Guidance on project management) Presentation by Håkan Sjöholm and Anders Sandberg Stockholm 2013-02-14 1
  2. 2. Innehåll1. Standarder generellt och ISO 215002. Projekt i en kontext3. Projekt, projektkompetens och IPMA4. Sammanfattning och förslag 2
  3. 3. Better to ask and appear stupidthan not to ask and remain stupid Chinese proverb 3
  4. 4. 1. Standarder generellt och ISO 21500 4
  5. 5. What is standardisation?■ A common solution to a recurring problem Example: Different track gaugesFive reasons for a project management standard1. Standards for project management are necessary for the ability of an organisation to generate projects2. Use of standards increases the probability for success, i.e. achievement of objectives3. Standards improve communication between the project stakeholders4. Use of standards reduces the total risk for the project portfolio5. Use of standards attracts qualified persons 5
  6. 6. ISO 21500 Scope■ Overarching guidance for project management■ Any type of organization■ Any type of project■ High-level description of concepts and processes■ Projects in context of programmes and project portfolios 6
  7. 7. Processes in ISO 215004.3.2 Develop Project 4.3.3 Develop Project 4.3.4 Direct Project Work 4.3.5 Control Project 4.3.7 Close ProjectCharter Plans Work. Phase or Project 4.3.6 Control Changes 4.3.8 Collect Lessons Learned4.3.9 Identify 4.3.10 ManageStakeholders Stakeholders 4.3.11 Define Scope 4.3.14 Control Scope 4.3.12 Create Work Breakdown Structure 4.3.13 Define Activities4.3.15 Establish Project 4.3.16 Estimate Resources 4.3.18 Develop Project 4.3.19 Control ResourcesTeam 4.3.17 Define Project Team 4.3.20 Manage Project Organization Team 4.3.21 Sequence Activities 4.3.24 Control Schedule 4.3.22 Estimate Activity Durations 4.3.23 Develop Schedule 4.3.25 Estimate Costs 4.3.27 Control Costs 4.3.26 Develop Budget 4.3.28 Identify Risks 4.3.30 Treat Risks 4.3.31 Control Risks 4.3.29 Assess Risks 4.3.32 Plan Quality 4.3.33 Perform Quality 4.3.34 Perform Quality Assurance Control 4.3.35 Plan Procurement 4.3.36 Select Suppliers 4.3.37 Administer Contracts 4.3.38 Plan 4.3.39 Distribute 4.3.40 Manage Communications Information Communication 7
  8. 8. 2. Projekt i en kontextHur projekt hänger ihop med verksamhet, strategier, omgivning mm 8
  9. 9. PM concepts interrelationsOrganization Organizational Strategy Opportunities Benefits Project Project Enviroment Governance Business Case Operations Project Organization Project Project Management Process Deliverables Product Process Support Process 9
  10. 10. Dokumentbild 10
  11. 11. Example of a value creation framework 11
  12. 12. Projects, programmes and portfolios Portfolio Project Portfolio Program Project Portfolio Project Portfolio Projec Projec Projec Project t t t Program Project Project 12
  13. 13. Project stakeholders 13
  14. 14. 3. Projekt, projektkompetens och IPMAProjektens komplexitet påverkar tillämpningen av modeller och metoder samt ställer olika krav på projektledarens kompetens 14
  15. 15. Komplexitetsindelning■ Olika typer av revision för olika komplexa projekt 15
  16. 16. ProjektledarcertifieringCertifiering enligt uppslagsboken■ certifiering (av medeltidslatin certi´fico bekräfta), åtgärd genom tredje part – vanligtvis certifieringsorgan – som visar att tillräcklig tilltro har erhållits att en produkt, process eller tjänst är i överensstämmelse med standard eller annat regelgivande dokument. Certifiering skall genomföras i enlighet med ett certifieringssystem med bestämda regler och ledning för verksamheten.Certifiering enligt regelboken■ ISO/IEC 17024: Bedömning av överensstämmelse – Allmänna krav på organ som certifierar personer”Certifierad” är ett kvalitetsbegrepp ■ Andra liknande kvalitetsbegrepp: • Legitimering • Auktorisering • Licensiering 16
  17. 17. Competencies of project personnel■ Technical competencies for delivering projects in a structured way, including the project management processes defined in this standard■ Behavioural competencies associated with personal relationships within the defined boundaries of the project■ Contextual competencies related to the management of the project within the organizational environment 17
  18. 18. Reference model for Module O (“Organisation“) questionnaire Dimensions Elements Cross references • Mission / vision & strategy • Effectiveness & efficiency • ICB 3.0 Governance • Organisation • ISO 9001 • Culture • ISO 10006 (32 questions) • Leadership & communication • Development • ISO 21500 • PP&P decision making • PP processes • ICB 3.0 Processes • Portfolio processes • Integration & alignment • ISO 10006 (40 questions) • Cooperation & contracting • ISO 21500 • Reporting & documenting • Competence of PP&P managers • ICB 3.0 People • Competence of stakeholders • PP&P staff recruitment • ISO 9001 (16 questions) • Competence development • ISO 21500 • Personnel management • HSSE, Finance, Legal • ICB 3.0 Context • Procurement & logistics • ISO 9001 • System, products & technology • ISO 10006 (18 questions) • Business • Knowledge management • ISO 21500 18
  19. 19. Processes in ISO 215004.3.2 Develop Project 4.3.3 Develop Project 4.3.4 Direct Project Work 4.3.5 Control Project 4.3.7 Close ProjectCharter Plans Work. Phase or Project 4.3.6 Control Changes 4.3.8 Collect Lessons Learned4.3.9 Identify 4.3.10 ManageStakeholders Stakeholders 4.3.11 Define Scope 4.3.14 Control Scope 4.3.12 Create Work Breakdown Structure 4.3.13 Define Activities4.3.15 Establish Project 4.3.16 Estimate Resources 4.3.18 Develop Project 4.3.19 Control ResourcesTeam 4.3.17 Define Project Team 4.3.20 Manage Project Organization Team 4.3.21 Sequence Activities 4.3.24 Control Schedule 4.3.22 Estimate Activity Durations 4.3.23 Develop Schedule 4.3.25 Estimate Costs 4.3.27 Control Costs 4.3.26 Develop Budget 4.3.28 Identify Risks 4.3.30 Treat Risks 4.3.31 Control Risks 4.3.29 Assess Risks 4.3.32 Plan Quality 4.3.33 Perform Quality 4.3.34 Perform Quality Assurance Control 4.3.35 Plan Procurement 4.3.36 Select Suppliers 4.3.37 Administer Contracts 4.3.38 Plan 4.3.39 Distribute 4.3.40 Manage Communications Information Communication 19
  20. 20. Example: Develop project teamPurposeThe purpose of Develop project team is to improve thecapabilities and the interaction of project team membersin a continuing manner to enhance their motivation andthe team’s performance on the project. 20
  21. 21. Example: Develop project teamDescriptionDevelop project team depends on the existingcompetences of the project team. Ground rules ofacceptable behaviour should be established early in theproject to minimise misunderstandings and conflicts. 21
  22. 22. Example: Develop project team Primary inputs Primary outputsStaff assignments Team performanceResource availability Team appraisalsResource planRole descriptions 22
  23. 23. Sammanfattning och förslagMed utgångspunkt från att projektens ökade betydelse, bristande koppling mellan projekt och nyttor mmTa fram ett gemensamt ramverk för projektrevision baserat på:■ IAA:s regler för internrevision,■ IS0 21500 (processerna )■ IPMA:s komplexitet och kompetenskrav för olika typer av projekt 23

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