The essence of Russian and international project management standards. International project management standards. Project Management Process Interaction Model
National project management standards:- NASA PROJECT MANAGEMENT (USA)
- BSI BS 6079 (United Kingdom)
- APM BODY OF KNOWLEDGE (United Kingdom)
- Osceng (United Kingdom)
- DIN 69901 (Germany)
- V-Modell (Germany)
- VZPM (Switzerland)
- Afitep (France)
- Hermes Method (Switzerland)
- ANCSPM (Australia)
- CAN / CSA-ISO 10006-98 (Canada)
- P2M (Japan)
- C-PMBOK (China)
- South African NQF4 (South Africa)
- CEPM (India)
- Promat (South Korea)
- ISO 10006: 2003, Quality Management Systems - Guidelines for Quality Management in Projects
- A Guide to the Project Management Body Of Knowledge (PMBOK Guide)
- Prince2 (Projects in A Controlled Environment)
- ISEB Project Management Syllabus
- Microsoft Solutions Framework (MSF)
- Oracle Application Implementation Method (AIM)
- ICB IPMA Competence Baseline (IPMA), the same in Russia with NTK
- PMCDF (USA)
- NCB UA (National Competence Baseline, Version 3.0) (Ukraine)
- The beginning of the project (SU).
- Running project (IP).
- Project Planning (PL).
- Project Management (DP).
- Steady control (CS).
- Control of stages (SB) boundaries.
- Product Manufacturing Management (MP).
- Project completion (CP).
The question of compliance with some generally accepted standards arises always when the task of optimizing such practices appears. This fully follows the needs of a business that actively applies project management methods. In recognizing their professional experience in the community of colleagues and the project manager of the project is interested in the potential employer. It is motivated by interest in the monetization of his knowledge and skills, as well as the intention to confirm its status as a professional-PM. Therefore, it is important for us to make a review of the standards of the subject area under consideration.
Types of project management standards
Historically, under the standards, it is customary to understand the samples, standards of objects to compare them with other similar phenomena. The standard is also understood as a document that allows you to establish a set of special rules, norms and requirements regarding the object of standardization. It differs from the reference in that the latter is the limit of the proximity to the ideal sample of the object under consideration, and the standard prescribes the execution of norms that provide approximation to a given reference state.
Project practice in the world has more than five decades. This kind of procedures made millions, many, including unique solutions, were reproduced thousands of thousands of times. And, of course, the need for a purely human nature arose the need for the accumulated experience of performing a variety of projects to somehow summarize, systematize and make it less unique. So began the processes for the unification of experience and knowledge. Project management methodologies began to appear as specialized formal descriptions of a separate management area.
The initial tasks of systematization and standardization was somehow to determine the general terminology and concepts, then it was necessary to obtain and summarize the requirements for the content of the work, to the quality of the processes performed. It took to form the functional blocks of project management technology. In parallel, it was aware of the need to find out what professional and personal qualities should have a project manager for success in its activities.
Based on this, institutions began to first emerge the national scale, then the international, which took the collection, accumulation and structuring the experience of the effective implementation of projects. The best practices were analyzed and synthesis, focusing on two managerial components: object type (individual projects, companies as a whole) and subjective (from the position of qualifying requirements for project managers). Project management standards with development began to submit methodological solutions that allow in modern versions:
- clearly understand the terminological basis of project management, the subject of this activity, the role of the participants;
- ensure the development of specialists and managers practicing the project type of activity, but most importantly, improve the effectiveness and effectiveness of new projects;
- in the course of certification, not only to assign and confirm the qualifications of professionals, but also to evaluate the practice of project management.
Below is a classification table of types of standards in the area of \u200b\u200bproject management used in the world. They are divided into four groups on coverage.
- International standards.
- National standards.
- Industry solutions.
- Corporate standards.
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PMI Institute and its Standards
The 60s of the twentieth century for the United States and the whole world is considered to be breaking in the development of project technology for the development. The revolution in the aerospace industry, new defense strategies associated with the onset of the atomic era, the latest construction technologies and logistics. Polaris Project Management Plan, logistics projects for the military campaign in Vietnam, the competition with the USSR for leadership in the lunar program. All this gave rise to a lot of research in the construction of a universal management model in the project area.
In 1969, a non-profit organization PMI (Project Management Institute) was created in Georgia in Georgia (Project Management Institute), which for a little less than half a century created a group of standards received global recognition. Currently, the PMI project management methodology unites about 3 million professional PM from around the world. Institute's headquarters is now in Pennsylvania. More than 60% of PMI members are located in North America, the remaining 40% is quite evenly distributed in Eurasia, South America and the Pacific region.
Project Management Methods As a system of generalized experience in the implementation of successful projects as a result of regularly conducted studies, it is reflected in the main PMI ANSI PMBOK GUIDE standard (project management, simplified by PMBOK). Guide is the National American Standard in the field of PM. However, the boundaries of its use is much wider than the American continent. It is in active international use and recognized by the majority of companies in the world. The best practices, the most advanced experience and deep theoretical generalization regularly fall into the basis of new versions of the standard.
Model of interaction of project management processes. Source: PMBOK Manual, Edition 5
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The PMBOK management is based on project management theory, which is based on the key aspects of the process management model and takes into account the main phases of their life cycle. In addition, it uses allocated ten functional areas of knowledge relative to the main management zones of the impact on the object. Project Management Plan as a field for methodological study takes a weighty place in the standard. Below your attention is an example of an isometric model of project management structural elements. The present example is taken directly from the PMBOK version 5 manual, in which a variant of the predictive life cycle of the construction project is considered. "Predictive" means that the project management plan defines its entire course of events.
Structural model of managing a construction project according to PMI methodology. Source: PMBOK 5 manual
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Before the PMBOK leadership appeared as the National Ansi Standard in the United States, two decades have passed since the PMI institution. For the 70s and 80s, the PMI Institute conducted a gigantic work on the generalization of the accumulated experience in the project sector. The first edition of the standard appeared in 1986, which in 10 years has undergone a number of refinement. Total today has been released five editions of the PMBOK knowledge of the knowledge.
- 1986-1996 - The first edition.
- 2000 - the second edition.
- 2003 - the third version of the leadership was published.
- 2008 - the fourth edition.
- 2013 - the fifth acting to the present, version.
- 2017 - the sixth edition of the standard is expected.
Difference ISO 21500: 2012 from PMBOK
In the world there is a fierce competitive struggle for a place at the Olymps of the Project Management Technology. The certification and consulting services market in the field of project management methodology is constantly developing, it is promising. And the corporation that enjoys a great authority, recognition in the professional community at the state level, nationally, internationally, occupies a large share of this market. Such a team receives the main preferences, it prepares and certifies a greater number of specialists in project management, and, therefore, authoritative at the expense of its followers.
ISO (ISO) is the oldest and most powerful international organization for standardization, covering 21 thousand international standards in almost all fields of business and technology. As the leader of the world-class standardization of ISO is able to integrate any new standard into the general system of ISO standards. This consists of its key advantage over other standards systems in principle. Acting in active cooperation with the highest bureaucracy of almost all states, the organization provides an impeccable channel of promotion. This is the main reason that Published ISO 21500: 2012 "Project Management Guide" has every chance of success and promising leadership.
It should be noted that in 2003 ISO issued its first standard in the quality management of ISO 10006: 2003. The standard has described the main guidelines for ensuring the appropriate quality of project execution. The document was to get widespread, but this did not happen. In September 2012, in collaboration with the PMI Institute, ISO published in many ways repeating PMBOK Standard ISO 21500: 2012. It is believed that the published document, while maintaining the systemity and completeness of the PMI product, has a greater compliance with the applied needs in the professional sphere. Standard is called upon:
- describe the optimal ways to implement the project regardless of its specifics;
- give a clear picture for all project participants from the position of the effective mechanisms and principles;
- lay the foundation for improving project practices in the subject of activity;
- become a unifying basis for standards in the field of project management at the national and corporate levels.
As noted, ISO 21500 standards: 2012 and PMBOK management are very close in content. What is the difference between each other then? At the end of 2012, the Polish scientist, an expert in the field of project management Stanislav Gashik published a detailed analysis of these two standards for compliance. The following is a comparative table, made on the basis of the work of the Gachir, it begins with comparison of the concepts of the project, which are also given in ISO and in PMBOK.
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IPMA ICB Standardization Direction
In 1965, IPMA was established in Switzerland (International Project Management Association), its initial goal was to exchange experience project managers from different countries. In 1998, the concept of a certification system of professionals in the project area was approved. Under this system, a standard was to arise, on the basis of which it would be possible to set the level of competence of specialists for their certification. Based on the generalization of the accumulated experience, taking into account the national requirements for competence, operating in a number of European countries, the ICB standard was created (INTERNATIONAL Competence Baseline). At the same time, a four-level certification model of professionals was established.
ICB IPMA is not built on project management technology, but is aimed at structuring knowledge, experience, PM leader skill. The main purpose of IPMA is to establish international generally accepted requirements for the competence of specialists in project management. Currently, the edition of 3.0 of the standard is valid, according to which all system competence is divided into 46 elements collected in three large groups.
- Technical competence.
- Behavioral competence.
- Consensual competence, expressed in the ability of PM to build effective communications with all stakeholders.
IPMA IPMA IPMA Competence Diagram
The IPMA standard has a schematic symbol in the form of "eye", in which the above-mentioned groups of the RM competence are located. The standard of the standard does not have specific descriptions of techniques, technology, processes and management tools. ICB IPMA contains a methodology for approaching knowledge, skills, behavior, communications. It allows, moving alternately, to find out how professional is prepared for project activities, and what else to develop.
We see that, in their direction, the standards for managing the projects ANSI PMBOK GUIDE and ICB IPMA are diametrically differ, therefore, approaches to certification. PMI certifies the title of Project Management Professional (PMP). Certification requirements are the same all over the world. Russia has two certification authorities in Moscow and St. Petersburg. Certification passes through three stages, including preliminary qualifications, exam and interview. The exam in our country can be commissioned at the request of the applicant in English or Russian.
Based on the clear functioning of the project management system, the American approach is focused on the distribution of a single complex of concepts and rules. The knowledge of the Republic of Moldova is estimated from the position of the ownership of these rules, the readiness of a specialist to be part of the proposed methodology. IPMA certification is more focused on the personal and business qualities of the Candidate for the certificate than a clear follow-up of the letter.
Prince 2 features
Another national standard that has received international recognition and is actively applied by many companies, is the British Standard Prince 2 (trademark of government commerce office, OGC). This standard cannot compete at the PMBOK level, since it is a private method for specific project species. Prince 2 offers quite reliable, deeply developed method with step-by-step instructions, strictly performing which can significantly improve the quality of the project implementation. Given the existing limitations of the scope of the English standard is quite extensive.
- IT projects to develop and implement new information technologies and products.
- Development and conclusion to the market of new products.
- Housing sphere.
- Engineering innovations.
- Public sector of project activities.
Justification, Project Management Plan, Organization, Quality, Risks, etc. Allocated in Prince 2 methodologies to individual procedural sectors. Process management doctrine and structured approach favorably characterize the standard method among other similar solutions. Other features of Prince 2 are also allocated due to the system presentation of the process management model, the echelonized decomposition of processes with step-by-step instructions. Much attention is paid to identifying process owners and project document management system. The structural model of the standard is further shown in the form of the cylinder sectors.
Structure of the PRINCE 2 methodological system
The project manager applying Prince 2 must comply with a number of principles, keep the focus of attention a certain set of topics and follow the process technology described in detail in the methodology. The principles of the standard are made from Best Practice world experience. Themes as specially defined aspects of the project require that constantly and in parallel to be tracked throughout the project implementation. When performing processes, the command is regularly configured to the project environment, generates managerial products accompanied by documentation.
The composition of the principles, themes of the PRINCE 2 method
The above is the main elements of the PRINCE 2 structure, they constitute 7 principles, 7 themes and 7 processes. The subject-structured method of the method allows to achieve better results when solving design problems, and this is the main advantage of this standard. Its disadvantages include the lack of working out management of contract deliveries, management of stakeholders and a number of other processes described in detail in PMBOK. It is assumed that when solving these issues, the project manager should focus on their own experience and knowledge.
Practice of choice and sharing standards
In our narration, we practically did not touch the Russian national standards in the field of project management. It is worth noting that the Russian Association of Project Management (Soviet) and national requirements for the competence of specialists (NTK) on our site has already been devoted. In general, in Russia, many companies, initiating investments, creating a project management plan and implementing unique development tasks, often use the same PMBOK, IBC IPMA, Prince 2. This is due to the fact that in international standards (and Prince 2 is also used in international practice ) There is a system of primary source, and confidence in them above.
As adapted replicas of international standards in Russia, a number of guests are adopted regarding project management issues and their quality:
- GOST R ISO / IEC then 16326-2002;
- GOST R ISO 10006-2005;
- GOST R 52806-2007;
- GOST R 52807-2007;
- GOST R 53892-2010;
- GOST R 54 869-2011;
- GOST R 54 870-2011;
- GOST R 54 871-2011;
- GOST R ISO 21500-2014.
Project management standards are also developed at the company level. In a separate article, we intend to consider an example of such a standard. Let us ask the question of which auxiliary resource in the form of an international standard can be used when designing a project management standard at the enterprise level? Among the common techniques, PMBOK, ISO 21500, ICB IPMA, Prince 2. IPMA will exclude from this clip, since it is aimed at a greater degree of qualification requirements for PM. For a response to this question, the recommendations of the Axelos company, which manages the British Best Practice portfolio (including ITIL and PRINCE 2) are well suited.
Pyramid involved component in standards.
What conclusions did researchers come to, when analyzing the most popular standards?
- Organization, managers of projects of which are used by Prince 2, one way or another need additionally in a more extensive methodology, such as, for example, PMBOK GUIDE.
- At the same time, the application of the PMBOK manual requires a localized method for national and industry specifics, the same Prince 2 or other specialized standard.
- ISO 21500: 2012 Or a similar GOST R ISO 21500-2014 establishes more laconic requirements, in accordance with which it is easier to develop an adapted corporate standard. In this case, neither PMBOK nor Prince 2 iso does not contradict.
- For the application of Prince 2 and PMBOK Guide at the corporate level, these standards need to adapt to the actual conditions and the current management culture.
In this article, we have disassembled a general set of standards present at the modern market platform both at the international level and on the national. Naturally, the tone sets American PMI, European PM ICB IPMA and an actively operating ISO organization. Unfortunately, GOST P is still developing in the "Farvater" copying of Western samples with a non-essential adaptation under the features of the domestic management school. It remains to hope that in Russia, in time, strong decisions will arise, but this requires a practical precedent of unsurpassed project practices, investments in science and powerful methodological generalization.
Annotation: The article held a chronological review of popular standards in the field of information project management inherent in them features affected by the areas of knowledge and processes. The role of the International Project Management Association (IPMA) is presented in the formation of national standards of individual countries.
In 1986, the Software Engineering Institute Institute (SEI) began the development of a system for assessing the possibilities of software development companies "Capability Maturity Model" (CMM) based on the technician described by Philip B. Grosby, a specialist and a well-known lecturer in quality management, in his book " Quality Is FREE. " Development was initiated by a request from the US Air Force, due to the urgent need to be able to assess the professionalization of contracting organizations.
CMM defines five levels of professionalism:
1. The initial - the development process is not under statistical control, there is no progress in improving the processes.
2. Repeated - a steady process with a renewable level of statistical control is achieved by applying a scrupulous management of projects in the field of labor costs, costs, timing and change.
3. The established - the established development process is observed, internal quality standards, management understands the shortcomings of the practical applied. It is possible to successfully introduce advanced technologies.
4. Managed - after a certain step, you can initiate the analysis process. Management to manage quality with the help of developed technicians.
5. Optimized - the organization is in a constant process of improvement.
As the CMM assessment system was a questionnaire from 85 process and 16 technological issues, the standard itself became available to the public in 1988, a full description of CMM as a set of processes and practices corresponding to each level was released in 1991, in 1995 it was released in the book version . Later, CMM was finalized to a set of methodologies for improving processes in organizations: "Capability Maturity Model Integration" (CMMI), the latter (as of the end of 2014) version CMMI-DEV, V1.3. Released in 2010, then lists the process areas that are given in this standard:
- Analysis of reasons and permission (CAR)
- Configuration Management (CM)
- Decision analysis and resolution (DAR)
- Project Integration Management (IPM)
- Measurement and analysis (MA)
- Description of organization processes (OPD)
- Focusing on Organization Processes (OPF)
- Management Efficiency Management (OPM)
- Productive Organizing Process (OPP)
- Organizational training (OT)
- Product Integration (PI)
- Monitoring and Project Control (PMC)
- Project Planning (PP)
- Providing product quality and processes (PPQA)
- Quantitative Project Management (QPM)
- Development of requirements (RD)
- Requirement Management (Reqm)
- Risk Management (RSKM)
- Management of contracts with suppliers (SAM)
- Development of a technical solution (TS)
- Validation (VAL)
- Verification (ver)
Prince2 as a methodology is largely intersecting and contributes to the compliance of the International Project Management Standard, which can be applied to any project type. Among other things, Prince applies "Departure Management" to ensure the effective use of the time of higher management frames, and also provides an explicit distribution of roles and responsibilities, so everyone understands what is expected from them and what to expect from others. Prince2 includes: a set of principles, control topics and process model.
Prince2 principles contribute to the proper practice of implementing the methodology, preventing redundant or superficial use and are derived practically:
- Prolonged business justification
- Learn from experience
- Distribution of roles and responsibilities
- Phased governance
- Departure Management
- Focusing on the product
- Adaptation to project features
- Economic justification
- Organization
- Quality
- Plans
- Risks
- Change
- Progress
- Launch of the project
- Project management
- Project initiation
- Control of stadium borders
- Steady control
- Product Supply Management
- Project closure
In Russia, IPMA appeared in 1990 as the owner. At the moment, the Association is engaged in teaching the professional management of projects, accreditation of training programs for project management and international certification of specialists based on its own four-stage system:
A - certified project director;
B - certified senior project manager;
C - certified project manager;
D is a certified project management specialist.
National Representative Offices of the Association, based on ICB, develop their own competence requirements in which the national and cultural differences should be reflected, following this logic, the Counsel published a standard: "Basics of professional knowledge and national requirements for the competence of project management specialists" (NTK), latest revision From 2010.
The NTK considers the system model of project management consisting of three main components:
1. Management objects - projects, programs and portfolios;
2. Controls - Investor, Customer, Team, Head and other interested persons.
3. Control processes - are considered as a set of tasks and management procedures and are presented in cuts: stages of the management process, functional area of \u200b\u200bcontrol, temporary interval, object and management subject. The following stages of the management process differ in the NTC:
- project initiation (launch),
- project work planning
- organization and control of the work of the project,
- analysis and regulation of the project work of the project,
- closing the project.
- Project Subject Management
- Project management in temporary parameters
- Cost and Financing Project Management
- Quality management in the project
- Risk management and project opportunities
- Human Resource Management in the Project
- Procurement management and contracts in the project
- Problem Management
- Security management in the project
In 1996, the Institute of US Project Management Institute (Project Management Institute Institute, Inc., Abbreviated PMI), the Guide "A Guide to the Project Management Body of Knowledge" (PMBOK Guide) is published, which describes the PMBOK project management standard. This standard is compatible with the International Standard of ISO 9000 projects management. PMBOK combines an extensive set of knowledge and practices in project management, as well as entire projects and project portfolios. It pays attention to the life cycle of the project, the influence of the organization, including its internal culture, to project management.
The standard allocates a set of project management processes, the use of which has been proven to increase the likelihood of success, for a wide range of various projects, and in the manual it is noted that it is not necessary to use a complete list of processes and it is worth selecting those that will allow you to effectively achieve the objectives of the chosen project. In the standard, the processes are divided into the following groups:
- Project Management Processes Group
- Initiation Processes Group (2 Process)
- Group of planning processes (20 processes)
- Group of execution processes (8 processes)
- Monitoring and Management Processes Group (10 Processes)
- Completion Process Group (2 Process)
- Project integration management
- Project Management Management
- Project Duration Management
- Project Management Management
- Project Quality Management
- Managing Human Resource Project
- Project Communication Management
- Project risk management
- Project procurement management
In November 2001, the Certification Center for Project Management (Project Management Professionals Certification Center, Abbreviated PMCC) of Japan, later renamed Japan Project Management Association (Project Management of Japan, abbreviated PMAJ) publishes the P2M Project Management Standard. In the context of the methodology, managers are considered to achieve a project mission, which should have knowledge of related areas and are divided into three levels of professionalism:
- specialist Manager (PMS),
- manager-registered (PMR) and
- architect Manager (PMA).
- Strategic project management
- Financial management project
- Project management system management
- Organizational project management
- Project Management Management
- Project Resource Management
- Management of risks
- Information management
- Project Relationship Management
- Project Management Management
- Communication Management in the Project
The main standards applied in the project management industry, the beginning of the development of the first of which is dated 1986, and the last 2010, the processes and features, intersection with international project management standards are considered. The role of the International Project Management Association (IPMA) is provided in the formation of national standards of individual countries, the levels applied to assess the qualifications of companies and managers are presented. The following standards submitted to the relevant organizations and countries were examined in the study:
- CMMI - Software Engineering Institute (USA)
- Prince - Central Computer and Telecommunications Agency (United Kingdom)
- ICB - International Project Management Association (Switzerland)
- NTK - Soviet (National IPMA Representation in Russia)
- PMBOK - Project Management Institute (USA)
- ISO 21500 - International ORGANIZATION FOR STANDARDIZATION
- P2M - Project Management Association Of Japan (Japan)
Bibliography
1. Crosby P.B., Quality Is FREE. New York: New American Library, 1979 - ISBN 0-451-62247-22. HUMPHREY W.S., CHARACTERIZING THE SOFTWARE PROCESS. A MATURITY FRAMEWORK [Electronic resource] / Software Engineering Institute, 1987 - Access Mode: www.sei.cmu.edu/reports/87tr011.pdf
3. Paulk Maturity Model: Guidelines for Improving The Software Process. Mass.: AdDison-Wesley Pub. Co., 1995 - ISBN 0-201-54664-7
4. CMMI® for Development, Version 1.3 [Electronic resource] / Software Engineering Institute, 2010 - Access Mode: www.sei.cmu.edu/reports/10tr033.pdf (Date of handling: 03.11.2014).
5. What is prince2? [Electronic resource] / Office of Government Commerce, UK - Access Mode: www.prince2.com/what-is-prince2 (Date of handling: 03.11.2014).
6. Interstate standard GOST R ISO 21500. Project Management Guide, 2012
7. Prince2® in One Thousand Words [Electronic resource] / Andy Murray and Director of Outperform UK Ltd, 2009 - Access Mode: www.best-management-practice.com/gempdf/prince2_in_one_thousand_words.pdf (Calling date: 03.11.2014) .
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9. SAIATTE A.Yu., project management in the company: methodology, technology, practice. M.: MFPU "Synergy", 2012
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12. A Guide to the Project Management Body of Knowledge / PMI Standards Committee. USA: Project Management Institute, 1996
13. Guide to the Type of Project Management Knowledge (PMBOK® Guide) - Fourth Edition / PMI Standards Committee. USA: Project Management Institute Institute, 2008 - ISBN: 978-1-933890-51-7
14. Gasik S., PHD, COMPARISON OF ISO 21500 AND PMBOK®. Guide Version Improved After Commentsca Montanari [Internet source] - Access mode: www.sybena.pl/Dokumenty/iso-21500-and-PMBok-Guide.pdf (Calling date: 03.11.2014).
15. A GUIDEBOOK OF PROJECT & PROGRAM MANAGEMENT FOR ENTERPRISE INNOVATION [Internet source] / Project Management Association of Japan, Revision 3, 2005 - Access Mode: Add Tags
Project Management Methodology is reflected in project management standards. Currently, there are the following types of standards:
International - standards that have received international importance in the process of their development or intended for international use;
National - created for use within one country or received nationwide status in the process of their development;
Public - prepared and accepted by the community of specialists;
Private - Knowledge Complexes propagandable for free use by individuals, companies or institutions;
Corporate - designed for use within one company or within a group of related companies.
International standards are complete systems, including, in addition to describing project management requirements, training, testing, auditing, consulting and other elements. Comprehensive international project management standards do not exist, but the most famous are the following standards.
1. Project Management Body of Knowledge (PMBok1) of the American Institute Management Institute (Project Management Institute - PMI). This standard is updated approximately once every four years. One of the most common editors is dated 2000, and the most up-to-date, fourth, version of the standard - The Guide to The PMBOK, 4th Edition - came out at the end of 2008. The standard was originally adopted by the American National Institute of Standards (ANSI) as a national standard In the US, and currently gained world recognition.
3. Appeal to the effectiveness of the project management objectively revealed an acute need to develop a project quality management system. In this case, along with the requirements for the quality of the final product, the quality of the project processes began to be attached to the quality of the project, the lack of proper attention to which led to no less significant negative consequences directly for the product being created.
The ISO 10006 standard is a fundamental document from a series of standards of the profile under consideration, prepared by the ISO / TC 176 Technical Committee of the Quality Management and Quality Management Federation of the World Federation of National Standardization Bodies (ISO members).
The main emphasis is on the principle of the effectiveness of the design of the optimal process and control of this process, and not on the control of the final result.
In this series of standards, the processes are grouped into two categories. The first category includes processes related to the provision of project product (design, production, check). The description of the latter is the standard ISO 9004-1.
The first group represents the process of developing a strategy that focuses the project to meet the needs of the customer and determines the direction of work.
The second group covers the management of processes.
The remaining eight groups are processes associated with the design task, deadlines, costs, resources, personnel, information flow, risk and logistics (procurement).
ISO 10006 International Standard oriented
the projects of the widest spectrum are small and large, short-term and long-term, for different environments. It is irrelevant to the type of product projected (including technical means, software, semi-finished products, services or their combination). This means that the framework requirements laid in it require the subsequent adaptation of this manual to specific conditions for the development and implementation of a separate project.
The standard binds the key definitions from ISO 8402, including such terms as a project, a project product, project plan, a project participant, process, evaluation of the work of work.
For all project management processes (planning, organization, monitoring and monitoring), the process and quality management tasks are applied.
project management practices characterizing those or other levels of organizational maturity of project management;
An Evaluation Element (Assessment) is a tool that helps organizations assess the current maturity of project management and determine improvement areas;
If the organization decides to develop project management practices and switch to new higher levels of maturity, then an improvement element (Improvement) is entered into business, which helps companies build a project management scheme in such a way as to ensure the most effective achievement of their strategic goals.
The main purpose of OPM3 is to be a standard for corporate project management and organizational maturity of project management.
The main distinguishing feature of OPM3 is the presence of a unique database that contains hundreds of the best practices, a description of thousands of key success factors, results and other information characterizing the development of the maturity of project management in the organization.
OPM3 is designed in such a way as to be easy in understanding and use, scalable, flexible and customizable to the consumer. Based on OPM3 as standard of project management, the organization can successfully move to such a state when projects will achieve the goals of the goals within the budget, deadlines and, more importantly, pursuing corporate strategic goals.
Project as a system. System approach to project management
Describing the project, it can be noted that it includes the plan (problem), the means of implementing (solving the problem) and the results obtained during the implementation process (Fig. 2.1).
Fig.2.1. Basic elements of the project
Depending on the essence and complexity of the intention and efficiency of its implementation, the results of the project work may be the most different and classified in different ways. They can be specific (products, organization, building, etc.) and abstract (plans, knowledge, experience, method, etc.); current (technology, documentation, signed contracts) and finite (profit, product, knowledge, etc.).
Thus, the overall result of the implementation process can be defined as a system of targets that should be achieved during the project. It follows that any project itself is a system, and often quite complicated.
In accordance with the provisions of the general theory of systems, the system is defined as a complex of certain elements in the interaction between themselves and with the external environment. Therefore, it will be appropriate to give the following project definition as a system.
The project is a combination of certain elements (objects of material and intangible nature) and bonds between them, which ensures the achievement of the goals.
The concept of "system" is multi-valued, which is natural, but the generality of characteristic traits allows you to express the system by the fact that: the system is a complex of interrelated elements considered as a single integer;
The system is inherent in a certain structure;
The system is inherent in some isolation from other objects - the so-called external environment - which is based on the elimination of some objects included in the system.
Project as a system define the following basic properties.
1. The complexity of the hierarchical structure. In modern economic systems, several different hierarchical structures are functioning at the same time, the interaction between which is usually not reduced to simple relations of hierarchical coented. Projects can be different by scale, but, as a rule, the implementation of any project requires the interaction of participants at different levels of the hierarchy.
2. Impact on the project in the interaction of objective and subjective factors.
3. Dynamics of processes having a stochastic character.
4. Integrity (Emergenism) of the system, i.e. The presence of such properties that are not inherent in the elements of the system (subsystems), discussed separately, outside the system.
5. Complex information processes due to numerous relationships between the elements of the system.
6. Multiplicity of goals that may not coincide with the objectives of individual elements (subsystems). Here you can bring a well-known example - high costs of maintaining the management unit lead to the need to reduce it. On the other hand, the small management unit does not provide efficient management of the enterprise, which leads to financial losses.
7. Multifunctionality of system elements (for example, the system management function includes the following functions: planning, accounting, control, analysis, operational regulation).
The specified properties of the project as systems determine the need for a systematic approach to project management, which involves considering project elements and their functioning in relationships and interdependence.
A characteristic feature of modern economic systems, as mentioned, is their extreme difficulty. The level of complexity is determined not only by the large number of interrelated elements of the system, but also a high degree of interdependence of their characteristics, emergenic properties, a variety of functions, the manifold of possible system reactions to external influences, etc.
The complexity of the project as a system to a certain extent is characterized by such an indicator as a variety (entropy of the system). The management task, thus, is to reduce its diversity by means of the set of all states to the subset of states that satisfy the goals of the control.
The most important property of the systems is the controllability - the ability to submit to targeted impacts that ensure the sustainability of the functioning, the preservation or acquisition by the system of certain qualitative features, the execution of a given program of action, etc. Management as a process of exposure to the system is considered as the most important function of the system, focused on achieving the targets.
The system in which the control function is implemented is commonly referred to as the control system.. It highlights the control and controlled subsystems, although strict separation of these subsystems is sometimes difficult. The operation of the control system is carried out by interacting with the control and controlled subsystem (control object) between themselves and with the external environment over communication channels.
The enlarged structure of the control system in the most general form is presented in Fig. 2.2.
The control system receives and processes information about the state of the object and, having the purpose of management and decision-making rules, produces a control effect. As a result of this impact, the control object changes its state, which is replaced by the control system. The status of the control object (controlled system), the environment and the preceding state of the object also affect each fixed object.
The processes of management complex (in particular, economic) systems are characterized by the following patterns.
1. Management is carried out by collecting, processing and analyzing information. The main function of any control system is to obtain information and determining it based on the behavior of the managed system.
2. The Office is implemented using the feedback principle: control exposures are formed based on information about the object reaction to previous control exposure. Such management allows you to reach a goal without measuring the external interference directly, but analyzing the change in the status of the controlled system in time.
3. The presence of intermediaries when implementing direct and feedback. This causes many specific requirements for the organization of such systems and the quality of their management.
4. The Office considered as a set of targeted actions can be implemented only when the system has the goal of managing and decision-making rules in various situations. The behavior of the system is usually determined by one of the target, but their combination. If a lot of goals are partially ordered by their importance, then when the system is functioning, the most important (urgent) goals are taken into account, then less important, etc. The achievement of the target management system may interfere with such an internal reason as the inconsistency of the objectives of individual subsystems.
5. The control impact involves a decrease in the diversity of the managed system required for the management efficiency. This is the task of managing a complex system. (The law of the required diversity, formulated by W. R. ESHBI, determines that the reduction of the set states of the controlled system to a subset, which includes only rational states in relation to the purpose of the state, is determined by the electoral ability of the management system, due to the amount of reducing the diversity of the management object, which must be achieved ).
Control impacts in economic systems are divided into direct (immediate) and indirect. A direct control impact aimed at a specific object is expressed, as a rule, in the regulatory establishment of a particular indicator and is a means of directive influence of the control system on the control object. Its purpose is to limit the set of possible states of the managed system.
Indirect management impacts are due to the fact that the individual subsystems of economic systems in their development and operation are guided by their own (immanent) interests. Indirect control exposure does not change the many possible states of the managed system, but the development oriented their development in the direction desired from the point of view of the management system.
As part of the system approach to project management, we will use the decomposition methods (detecting individual elements) and structuring (studying the relationship between project elements, as well as between the project and the external environment). Thus, from the standpoint of a systematic approach, project management is a definition, establishment, regulation and development of links between project elements that ensure the achievement of the objectives set before the project.
In a broader context, a systematic approach, systemic methodology, systemic design reflects the real integration process of knowledge and activities, science and social practice in project culture.
Project goals
The process of goaling (setting purposes) is an integral element of management. A clear idea of \u200b\u200bthe project objectives
all of its participants and shared by them are the most important condition for achieving these goals and successful management.
There are several goal setting techniques. The Methodology Smart1 received the greatest distribution, in accordance with which the objectives of the project should be:
Specific (Speci Fi C);
Measurable (Measurable);
Achievable (AchiVable);
Relevant (Relevant);
Relationships with a specific period of time (Time-Bounded).
The idea of \u200b\u200bthese criteria is given in Table. 2.1.
Morphological analysis is carried out according to the following scheme:
a) the wording of the problem;
b) setting the problem;
c) drawing up a list of all the characteristics of the expected alleged product or operation;
d) drawing up a list of possible solutions for each characteristic. This list lies in a table called a morphological matrix;
e) analysis of combinations;
e) Choosing the best combination.
Project requirements
There are three main characteristics that allow you to quantify the usefulness of any project for the enterprise as a whole (if the project is not performed for the compliance with the Organization established by law and other mandatory requirements):
Productivity - the cost of products and services delivered to consumers, minus direct costs for the purchase of goods and services from third-party suppliers, for a certain period of time;
The volume of investment is all capital investments and investment in stocks at all levels. They include any costs whose depreciation period exceeds one fiscal year;
Current expenses - any funds spent by the Organization to convert investment in the finished product.
Consequently, any project useful for the organization must meet at least one of the following requirements:
Facilitate the improvement of the organization's performance;
Help reduce investment volumes;
Facilitate the reduction of current expenses;
Comprehensively influence all three characteristics, providing a noticeable improvement in current and future main indicators of the organization.
Target elements of the magic triangle or pyramids in the form of costs, deadlines, personnel and qualities can be objects of careful project control. In these areas, through the specified values \u200b\u200band their checks after implementation in the final phase of the project, measures may be formulated and measures are taken to regulate the results.
GK Project Practice issued a new version of the National Project Management Standard of the Russian Association of Project Management Covenet - "Project Management: Fundamentals of Professional Knowledge, National Competency Requests for Specialists (NCB - SOVNET National Competence Baseline Version 3.0)"
The publication presents the basis of professional knowledge, national requirements for the competence of project management specialists and the system of assessing their competence (NCB - National Competence Baseline Sovnet Version 3.0), and is a regulatory document of the Russian National Certification Program for Project Management.
In the book, taking into account the Russian specifics, the basics of professional knowledge, the requirements and the system of assessing the competence of project management specialists are set forth. The basic provisions of the Certification Program of the International Association of IPMA Project Management and Methodological Principles of Forming National Certification Program are given. In a structured form in three directions of competence assessment: contextual management facilities, technical management and behavioral processes - key definitions, knowledge bases, proposed steps of project management processes, programs and portfolios of projects, topics for research, level evaluation criteria Competences, links with other modules and glossary terms.
The author's standard staff includes well-known Russian researchers in project management and practitioners project managers, which has become a guarantee of theoretical substantiation and practical usefulness of the standard.
The book is intended for the Assistors, candidates for certification, scientists, teachers, university students, undergraduates, graduate students and doctoral students in project management. It may be useful to project management practices, coaches and entrepreneurs carrying out projects and programs in all areas of business, society and state.