About the Author
Michael Stanleigh, CMC, CSP is the CEO of Business Improvement Architects. He works with executives and senior managers around the world to improve organizational performance by helping to define their strategic direction, increase leadership performance, create cultures that drive innovation and improve project and quality management. He has been instrumental in helping his clients increase productivity and profits with his innovative approaches and focus on quality.
For more information about this article, please contact Michael at mstanleigh@bia.ca
Introduction
The International Organization for
Standardization released a new standard in the autumn of 2003. Referred to as the, “ISO 10006:2003,
Guidelines for Quality Management in Projects”, it is creating the next
wave in our understanding of the management of projects and is of benefit to
consider when planning projects. This
article intends to compare the two guidelines as follows and provide an
interpretation for successful planning of projects. It will look at:
·
How does the content of the ISO
10006 guideline compare to the Project Management Institute’s (PMI) Project
Management Body of Knowledge (PMBOK)?
·
What is the importance of both
guidelines to the on-going management of projects?
·
What are the implications of
these two guidelines on the management of all projects?
·
What are the strategies
required to implement the ISO 10006 and how is the ISO 10006 being applied in
organizations?
Overview
of the ISO 10006:2003 Standard
The IS0 10006 guideline outlines quality
management principles and practices as they relate to the management of
projects. It provides the guidance on
quality issues that impact projects. It
is applicable to projects of varying complexity, size and length. The guidelines can be applied to projects
managed by an individual or by a team or for a program (large project comprised
of smaller but interrelated projects) or for a portfolio of projects.
Since the ISO 10006 is a guidance document,
its intention is not for use in certification or registration purposes. Its overall purpose is to create and
maintain quality in projects through a systematic process that ensures:
§ Stated and implied needs of customers are understood and met.
§ Interested stakeholders needs are understood and evaluated.
§ The organization’s quality policy is incorporated into the
management of projects.
What is
the Project Management Institute (PMI)?
The
Project Management Institute, or PMI as it is known, is the world’s leading
not-for-profit professional association for project management dedicated to the
advancement of the profession of project management.
What is
the PMBOK?
PMBOK is
PMI’s Project Management Body of Knowledge.
It describes the sum of knowledge generally accepted within the
profession of project management.
“Generally accepted” means that the knowledge and practices described
are applicable to most projects, most of the time, and that there is widespread
consensus about their value and usefulness.
The overall purpose of the PMBOK is to provide a common lexicon within
the project management profession and practice for talking and writing about
Project Management.
Comparing
the ISO 10006 Standard and the PMBOK
There is
much discussion as to whether a project should follow the PMBOK or the ISO
10006 guidelines or both. Through this
comparison and interpretation of each of the major sections I will provide some
answers to this question.
What is a Project?
The ISO
10006 definition of a project, although correct, is rather wordy. The definition from PMBOK is more concise and
to the point. “Temporary,” according to
PMBOK, means that there must be a start and finish date to the project. As well, PMBOK includes the definition that
“All projects deliver a product, service or other measurable end result.” The ISO 10006 focuses on the process of
getting to it.
ISO 10006 states…
|
PMBOK states…
|
What is
a Project? -3.5
|
Section
1.2
A
temporary endeavour undertaken to create a unique product or service.
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