ISO 21500: Generating Business Value through Strong Project Management

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Generating Business Valuethrough Strong Project Management

Bryan Strawser, Principal Consultant & CEO

Bryan Strawser

• Bryghtpath LLC– Global Risk & Resiliency Consultancy– PECB Training Partner

• Education– BS, Criminal Justice, University of Phoenix– MBA, University of Minnesota– National Preparedness Leadership Program,

Harvard – JFK School of Government

• Relevant Professional Certifications– Project Management Professional (PMP)– Program Management Professional (PgMP)– Portfolio Management Professional (PfMP)

• PECB Instructor– ISO21500 Lead Implementer– ISO22301 Lead Implementer– ISO27001 Lead Implementer

Principal Consultant & CEO – Bryghtpath LLC

3Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | [email protected]

ISO 21500 History

• Development began in 2006 with an eye on the 2012 Olympic Games in London.

• All major project management associations were involved in the development of this standard:– Project Management Institute– IPMA– UK Cabinet Office

How did ISO 21500 come about?


• Scope• Terms and definition• Project management

concepts• Project management

processes• Annex: Process and

subject groups

ISO 21500 ContentStructure and Content of ISO 21500


Clauses 1-2

Clause 1• Covers scope of ISO 21500• “… guidance for project management…”

Clause 2• Defines sixteen project management terms• Ex: change request– “documentation that defines a proposed

alteration to the project”

Defining a common project management language


Clause 3Project Management Concepts and Execution


What’s a Project?

Clause 3.2:• 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 unique set of processes […] performed to achieve project objectives”


Project Management

Three Key Components:• Project management is the application of

methods, tools, techniques, and competences to a project.

• Project management includes the integration of the project life cycle.

• Project management is controlled through processes.

The ISO21500 Definition – Clause 3.3


Organizational StrategyHow projects advance an entity’s strategies


Project EnvironmentHow projects interrelate with programs and portfolios


GovernanceClause 3.6: Project Governance

Good Project Governance is a Key Success Factor• Defining the management structure• Outlining 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


Stakeholders and Project OrganizationClause 3.8


Process Groups & Subject GroupsClause 4

5 Process Groups• Initiating• Planning• Implementing• Controlling• Closing


ISO 21500 & PMI’s PMBOKA comparison

ISO 21500 PMBOK Guide

Initiating Initiating

Planning Planning

Implementing Executing

Controlling Monitoring & Controlling

Closing Closing

• Generally differences are relatively minor• Reflect the use of a common language in project

management


Process Group InteractionsClause 4.2.2.7


Process Group InteractionsRepresentative inputs and outputs


Subject GroupsClause 4.2.3

39 Processes divided into 10 project management themes

• Integration• Stakeholders• Scope• Resource• Time• Cost• Risk• Quality• Procurement• Communication


Managing Risk in a ProjectEffective Risk Management

Managing risk in a project requires that project risk management be established as a subject group and managed effectively across the project

• Identifying Risks• Qualitative Risk Analysis• Quantitative Risk Analysis• Develop risk responses• Controlling Risks


Overcoming ObstaclesUtilizing the Governance process to escalate issues and remove obstacles

Obstacles will occur in any project effort. An effective governance process can provide a method to communicate and escalate issues as they arise and provide assistance in removing obstacles

• Transparent communication• Effective governance meetings and processes• Communication and escalation process– Governance / Steering Committee– Project Sponsor(s)


Case Study: Governance IssueIT Business Intelligence Project – 2 Years - $11.5M (USD)

A newly assigned Program Manager noticed that the project appeared to be running out of budget money while a significant amount of work remained to be completed.

• Complete project roadmap / financial analysis was completed• The analysis confirmed that the effort was nearly out of

money while nearly eighteen months of work remained.• The project sponsor, IT Leadership, and steering committee

were completely caught off guard by these results.


Case Study: Governance IssueIT Business Intelligence Project – 2 Years - $11.5M (USD)

Lessons Learned:• Failure in the governance processes

– Financial and progress / scope review at each steering committee meeting

– Regular financial reporting to project sponsors and IT/Business leadership

• Project Management failure– The assigned project manager, and their leader, failed to communicate

these issues for several months

• Scope Control process– Project lacked a formal scope change control process – allowing

significant changes to scope without formal analysis or review


Project Management Standards

• Project Management Institute– Project Management Book of Knowledge– Program Management Standard– Portfolio Management Standard

• PRINCE2• Agile/Scrum• IPMA Competence Baseline (ICB)

Looking beyond ISO 21500


Professional Certifications

• Project Management Institute– Certified Associate in Project Management (CAPM)– Project Management Professional (PMP)– Program Management Professional (PgMP)– Portfolio Management Professional (PfMP)– Specialty Project Management Certifications (ex: PMI-ACP)

• PRINCE2– Foundation, Practitioner, Professional

• IPMA Certifications• Association for Project Management (APM)• Australian Institute of Project Management• ISO 21500 Certifications

– Implementer, Lead Implementer, Auditor, Lead Auditor

Project Management


Contact Information

Contact Bryan:Bryan StrawserPrincipal Consultant & CEOPhone: +1-612-235-6435E-Mail: [email protected]: @bryanstrawser

Learn more about our services and how we can help you:Website: www.bryghtpath.comTwitter: @bryghtpathFacebook: facebook.com/bryghtpathllc

Bryghtpath LLC

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Generating Business Valuethrough Strong Project Management

Bryan Strawser, Principal Consultant & CEO

Leadership & Management

ISO 21500: Generating Business Value through Strong Project Management