Guidance on Project Management ISO 21500:2012 · 2015-03-11 · International standard ISO 21500 Standard is intended be used by experts from different social and commercial areas

Guidance on Project Management ISO 21500:2012 Quality in Information Technologies - QIT 2015

FIIT STU Bratislava

Thursday, 19th February 2015

Author: Robert Kormaňák, CAPCO Slovakia

Capco confidential - © Capco - -

Content Presentation is divided in following parts

January-2011 2 Ready-made slide library

1 ISO history and structure

2 ISO Standardisation (introductory)

3 ISO Technical committee TC258 (introductory)

4 Standard ISO 21500 (introductory)

5 Backup


History and structure of ISO ISO story began in 1946


In 1946 delegates from 25 countries met at the Institute of Civil Engineers in

London and decided to create a new international organization ‘to facilitate the

international coordination and unification of industrial standards’.

In February 1947 the new organisation, ISO, officially began operations.

Since then have been published over 19 500 International Standards covering

almost all aspects of technology and manufacturing.

Today ISO has members from 162 countries and 3 368 technical bodies to take

care of standard development. More than 150 people work full time for ISO’s

Central Secretariat in Geneva, Switzerland.

Because 'International Organization for Standardization' would have different

acronyms in different languages (IOS in English, OIN in French for Organisation

internationale de normalisation), our founders decided to give it the short form

ISO. ISO is derived from the Greek isos, meaning equal. Whatever the country,

whatever the language, the short form of the organisation is always ISO.


History and structure of ISO International Organisation for Stanrdisation has existes over 60

years and has became strong part of human activities



History and structure of ISO Nowadays ISO represents all relevant industries worldwide and

provide only way how to integrate all needs and requirements



History and structure of ISO ISO nowadays covers worldwide 117 member countries, 41

correspondent members and 4 subscriber members


ISO STANDARDISATION Introductory


ISO Standardisation introductory Standards provide range of benefits for all aspects of modern and

safe life in all parts of the world

For Business

Cost savings: International Standards help optimise operations and therefore improve the bottom line

Enhanced customer satisfaction: International Standards help improve quality and enhance customer satisfaction

Access to new markets: International Standards help prevent trade barriers and open up global markets

Increased market share: International Standards help increase productivity and competitive advantage

Environmental benefits: International Standards help reduce negative impacts on the environment

For Society

ISO has over 19 500 standards touching almost all aspects of daily life. When products and services conform to

International Standards consumers can have confidence that they are safe, reliable and of good quality - ISO's standards

on road safety, toy safety and secure medical packaging are just a selection of those that help make the world a safer

place. International Standards on air, water and soil quality, on emissions of gases and radiation and environmental

aspects of products contribute to efforts to preserve the environment and the health of citizens.

For Government

Expert opinion: ISO standards are developed by experts. By integrating an ISO standard into national regulation,

governments can benefit from the opinion of experts without having to call on their services directly.

Opening up world trade: ISO standards are international and adopted by many governments. By integrating ISO

standards into national regulation, governments help to ensure that requirements for imports and exports are the same the

world over, therefore facilitating the movement of goods, services and technologies from country to country.


ISO Standardisation What is standard?


A standard is a document that

provides requirements,

specifications, guidelines or

characteristics that can be used

consistently to ensure that

materials, products, processes

and services are fit for their

purpose.

ISO develops the following

deliverables:

• standards,

• specifications,

• technical report,

• international workshop

agreement,

• and guide.


ISO Standardisation intorductory Standards are developed in cross-national environment resulting

from mutlinational and democratic consensus


ISO Standard

A normative document, developed according to consensus procedures, which has been

approved by the ISO membership and P-members of the responsible committee in

accordance with Part 1 of the ISO/IEC Directives as a draft International Standard and/or

as a final draft International Standard and which has been published by the ISO Central

Secretariat.

A text corresponding to an approved work item is developed as necessary through the

preparatory and/or committee stages until consensus is reached in the committee. (In case

of doubt, approval by 2/3 of the P-members voting may be considered to constitute

consensus.) The text is submitted to all ISO member bodies for a five-month vote as a

draft International Standard (DIS) and is approved if two-thirds of the P-members vote

affirmatively and not more than a quarter of all votes cast are negative. A final text is

prepared taking into account member body comments on the DIS and this text is issued for

formal vote as a final draft International Standard (FDIS). If the text is again approved by

two-thirds of the P-members voting and if not more than a quarter of all votes cast are

negative, then the text is approved and the Central Secretariat publishes the International

Standard.

TECHNICAL COMMITTEE 258 Introductory


Technical committee TC258 introductory ISO is organised in different technical committees represented

different industrial areas



Technical committee TC258 introductory This technical committee was created in 2012 with focus on PPM



Technical committee TC258 introductory Technical committee is divided in specific working groups in

accordance with requirements of the committee members



Technical committee TC258 introductory Technical committee is aligned with other technical committees and

profesional bodies / organisations


ISO 21500 GUIDANCE ON

PROJECT MANAGEMENT Introductory


International standard ISO 21500 Standard was first time published in the end of 2012 ...



International standard ISO 21500 ... slovak-english version was published in the end of 2013



International standard ISO 21500



International standard ISO 21500 Standard is intended be used by experts from different social and

commercial areas – see chapter „Introduction“


This International Standard provides guidance on concepts and processes of

project management that are important for, and have impact on, the performance

of projects. The target readership for this International Standard is the following:

senior managers and project sponsors, in order to provide them with a better

understanding of the principles and practice of project management and to help

them give appropriate support and guidance to their project managers, project

management teams and project teams;

project managers, project management teams and project team members,

so that they have a common basis upon which to compare their project standards

and practices with those of others;

developers of national or organizational standards, for use in developing project

management standards, which are consistent at a core level with those of others.





International standard ISO 21500 Standard provides basic definition of terms Project vs. Project

Management


3.2 Project

A project consists of a unique set of processes consisting of coordinated and controlled

activities with start and end dates, performed to achieve project objectives. Achievement of

the project objectives requires the provision of deliverables conforming to specific

requirements. A project may be subject to multiple constraints, as described in 3.11.

Although many projects may be similar, each project is unique. Project differences may

occur in the following: — deliverables provided; — stakeholders influencing; — resources

used; — constraints; — the way processes are tailored to provide the deliverables.

Every project has a definite start and end, and is usually divided into phases, as described

in 3.10. The project starts and ends as described in 4.3.1.

3.3 Project management

Project management is the application of methods, tools, techniques and competencies to

a project. Project management includes the integration of the various phases of the

project life cycle, as described in 3.10.

Project management is performed through processes. The processes selected for

performing a project should be aligned in a systemic view. Each phase of the project life

cycle should have specific deliverables. These deliverables should be regularly reviewed

during the project to meet the requirements of the sponsor, customers and other

stakeholders.


International standard ISO 21500 Standard provides relation between Portfolio – Programme – Project



International standard ISO 21500 The new term provided z standard is Project Governance


3.6 Project governance

Governance is the framework by which an organization is directed and

controlled. Project governance includes,

but is not limited to, those areas of organizational governance that are

specifically related to project activities.

Project governance may include subjects such as the following:

— defining the management structure;

— the policies, processes and methodologies to be used;

— limits of authority for decision-making;

— stakeholder responsibilities and accountabilities;

— interactions such as reporting and the escalation of issues or risks.

The responsibility for maintaining the appropriate governance of a project is

usually assigned either to the

project sponsor or to a project steering committee.





International standard ISO 21500 Standard defines five Process Groups in accordance with PMBoK


4.2.2.2 Initiating process group

The initiating processes are used to start a project phase or project, to define the project

phase or project objectives and to authorize the project manager to proceed with the

project work.

4.2.2.3 Planning process group

The planning processes are used to develop planning detail. This detail should be sufficient

to establish baselines against which project implementation can be managed and project

performance can be measured and controlled.

4.2.2.4 Implementing process group

The implementing processes are used to perform the project management activities and to

support the provision of the project’s deliverables in accordance with the project plans.

4.2.2.5 Controlling process group

The controlling processes are used to monitor, measure and control project performance

against the project plan. Consequently, preventive and corrective actions may be taken and

change requests made, when necessary, in order to achieve project objectives.

4.2.2.6 Closing process group

The closing processes are used to formally establish that the project phase or project is

finished, and to provide lessons learned to be considered and implemented as necessary.

Capco confidential - © Capco - - January-2011 27 Ready-made slide library

International standard ISO 21500 Standard defines five Process Groups in accordance with PMBoK



International standard ISO 21500 Standard defines subject groups that are compatible with knowledge

areas from PMBoK


4.2.3.2 Integration

The integration subject group includes the

processes required to identify, define, combine,

unify, coordinate, control and close the various

activities and processes related to the project.

4.2.3.3 Stakeholder

The stakeholder subject group includes the

processes required to identify and manage the

project sponsor, customers and other

stakeholders.

4.2.3.4 Scope

The scope subject group includes the processes

required to identify and define the work and

deliverables, and only the work and deliverables

required.

4.2.3.5 Resource

The resource subject group includes the processes

required to identify and acquire adequate project

resources such as people, facilities, equipment,

materials, infrastructure and tools.

4.2.3.6 Time

The time subject group includes the processes

required to schedule the project activities and to

monitor progress to control the schedule.

4.2.3.7 Cost

The cost subject group includes the processes

required to develop the budget and to monitor

progress to

control costs.

4.2.3.8 Risk

The risk subject group includes the processes

required to identify and manage threats and

opportunities.

4.2.3.9 Quality

The quality subject group includes the processes

required to plan and establish quality assurance

and control.

4.2.3.10 Procurement

The procurement subject group includes the

processes required to plan and acquire products,

services or results, and to manage supplier

relationships.

4.2.3.11 Communication

The communication subject group includes the

processes required to plan, manage and distribute

information relevant to the project.


International standard ISO 21500 Standard provides description of all identified processes in very

simplified manner



International standard ISO 21500 Process maps defined by standard with full cross-functional

relations between process groups and subject groups


BACKUP


Capco Global – Facts & Figures Capco has globally Financial Services and Technology expertise

More than 30 years outsourcing experience

for the world´s biggest financial institutions

Employees: 35.000

Locations: 100+ countries

Global – for Capco available- FIS Off-shore Resources

Global Presence

The integration of Capco in FIS in 2010 allows Capco access

to additional resources with experience in sourcing,

architecture and technology in over 100 locations worldwide

Employees

Employees: ca. 2.000 worldwide,

thereof 1000+ in Europe

Part of FIS from 2010

Offices

Amsterdam – Antwerp – Bratislava -

Düsseldorf – Chicago – Frankfurt –

Johannesburg – Geneva – London – New York

– Paris – San Francisco – Toronto –

Washington DC – Zürich – Orlando –

Singapore – Hong Kong

Off-shore-

Center

Bangalore – Chandigarh – Chennai – Gurgaon

– Mumbai

Near-shore-

Center: Bratislava, Orlando, additional offices planned

Global facts

October 2013 33 Capco and consulting


FIS is a global technology leader

$5.7 Billion

Revenue

$1.2B Operating

Cash Flow

35,000

Employees

14,000+

Clients

111

Countries

February 13, 2012 Press Release Titled: FIS Announces Fourth Quarter and Full Year 2011 Results. Client number includes FIs and non-FIs.

Founded 1964

Public

company

NYSE: “FIS”

Headquarters

North America

Major offices

Asia

Australia

Europe

Latin America FIS Clients

FIS Offices

Jacksonville, FL

34 October 2013 Capco and consulting 34

The integration of Capco in FIS in 2010 allows Capco access to

additional resources with experience in sourcing




CAPCO Slovakia

Bratislava office opened in April 2012, was founded as a Near-shore center

Formal opening of a brand new office at Karadzicova 8/A in mid February 2013

Current headcount 80 employees, expected 100 employees by the end of 2014

Nearshore center for global Business and Technology consultancy

October 2013 37 Capco and consulting

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Guidance on Project Management ISO 21500:2012 · 2015-03-11 · International standard ISO 21500 Standard is intended be used by experts from different social and commercial areas