Work management standard. Review of international and national project management standards
To date, various organizations and initiative groups have developed enough a large number of standards related to project management. Some of the most well-known international and national standards are shown in fig. 3.1. According to the main areas of application, standards can be divided into the following groups:
1) applicable to individual management objects (project, program, portfolio of projects) and regulating the relevant management processes;
2) applicable to the subjects of management (project managers, members of the PM teams) and defining the requirements for the knowledge and qualifications of the relevant specialists and the qualification assessment process;
3) applicable to the PM system and the organization as a whole and allowing to assess the level of maturity of the organizational management system.
On fig. 3.1 presents the most popular standards in the field of project management, including the following:
ISO 10006 Quality management systems. Project Quality Management Guidelines;
PMBOK guide. A Guide to the Project Management Body of Knowledge. Guide to the Project Management Body of Knowledge, PMI;
Rice. 3.1. The most famous standards in the field of project management
PMBOK Guide Government Extension. Guide to the Project Management Body of Knowledge for Government Organizations, PMI;
WBS. Project Work Breakdown Guide, PMI;
Earned Value. Guidelines for the Application of the Earned Value Methodology, PMI;
PRINCE2. Project Management Standard, OGC (Office of Government Commerce), UK;
The Standard for Portfolio Management, PMI. Project Portfolio Management Standard, PMI;
The Standard for Program Management, PMI. Program Management Standard, PMI;
Managing Successful Programs, OGC UK. Program Management Standard, OGC (Office of Government Commerce), UK;
P2M Japan. Organizational Project and Program Management Standard, Japan;
OPM3. Organization Maturity Model in Project Management, PMI;
IPMA Competence Baseline (ICB). International Competency Requirements for Project Managers, IPMA;
NTK Russia. Fundamentals of Professional Knowledge and National Competence Requirements (NTC) for Project Management Specialists, SOVNET;
PMCDF PMI. The structure of development of competencies in project management (Project Management Competence Development Framework), PMI;
GPBSPM. Global Performance Based Standards for Project Management Personnel, GPBSPM Initiative.
Standards developers are mainly professional organizations or groups of specialists at the international or national level (see 1.7).
The main standard developed by IPMA is ICB (IPMA Competence Baseline, version 3 released in 2006). This standard defines the requirements for the qualification of specialists in the field of PM and is the basis for international certification. In accordance with the IPMA rules and requirements, Russia has developed national requirements for the competence of a project manager and a certification program for project management specialists. Specialists who have passed certification under this system receive international certificates that are recognized all over the world.
Another authoritative organization in the field of project management is the Project Management Institute, USA (PMI) with an individual membership system: there are more than 200 thousand people in 125 countries of the world. PMI has the most active and broad standards development strategy.
In addition, many national PM standards have been developed, presented by national associations of project managers: AWP (Great Britain), VZPM (Switzerland), GPM (Germany), AFITEP (France), CEPM (India), PROMAT (South Korea), etc.
Let's consider the main standards by groups.
3.1.1. A group of standards applicable to individual management objects (project, program, portfolio of projects)
The most developed in terms of structure and content and widespread are the standards governing the management of individual projects. This group of standards includes:
ISO 10006:2003. Quality management systems. Guidelines for project quality management;
PMI. A Guide to the Project Management Body of Knowledge. (PMBOK Guide). Guide to the body of knowledge on project management. Third edition.
ISO 10006:2003. Quality management systems. Guidelines for project quality management.
This International Standard is not in itself a guide to PM. It provides guidance on the quality of PM processes.
The standard provides the basic principles and practices that affect the quality of design and implementation of projects. It groups the project processes into two categories: PM processes and processes related to the project product (ie, such as design, production, verification). Quality guidelines for processes related to the project product are covered in the ISO 9004-1 standard.
This International Standard is applicable to projects of varying complexity, small or large, short or long term, in a variety of environments, regardless of the type of product or process. The presented framework requirements require the subsequent adaptation of this guide to the specific conditions for the development and implementation of a particular project.
The standard separates the concepts of management processes and project implementation phases. The project can be divided into various interdependent processes and phases as a means of planning and controlling the implementation of goals and assessing the associated risks.
Phases divide the life cycle of a project into manageable stages, such as concept development and design documentation, implementation, commissioning.
The processes of a project are the processes required to manage it as well as to realize the product of the project.
Processes are grouped according to the principle of affinity (for example, all processes related to time management are included in one group). In total, 11 process groups are identified in the standard:
Strategic (determining the direction of the project);
relating to resources and personnel;
relating to relationships;
Concerning the scope;
Concerning time;
Cost related;
related to the transfer of information;
Concerning risks;
Procurement related.
Processes related to measurement and analysis and continuous improvement are considered separately. The standard contains a description of each process, as well as guidelines for quality management of a particular process.
The guidance for quality management in design in this International Standard is based on eight quality management principles (see ISO 9000:2000, 0.2):
1) consumer orientation;
2) leader leadership;
3) involvement of employees;
4) process approach;
5) a systematic approach to management;
6) continuous improvement;
7) fact-based decision making;
8) mutually beneficial relationships with suppliers.
These general principles form the basis of the quality management system for the organization - the initiator and the organization - the executor of the project.
PMBOK Guide. Guide to the body of knowledge on project management. Project Management Institute, USA.
The PMBOK Guide is the US national NC standard and is widely used around the world. The standard is based on a process model for describing PM activities.
The main objectives of the development of the Guidelines are the unification of the terminological space and the use of this document as a basic reference tool for certification of project management professionals (PMPs).
The Guidelines define:
The structure of the UE (part 1). This part contains basic information about the UE, defines the main terms and a general overview of the chapters of the Guide. Particular attention is paid to the concepts of the project life cycle, organizational structures and project environment;
The PM standard (part 2) includes a description of five groups of management processes: 1) initiation, 2) planning, 3) organization of execution, 4) control and 5) completion. Within these process groups, 44 basic management processes and the relationships between them are described;
The PM Knowledge Areas (Part 3) consist of nine Knowledge Areas: 1) Integration Management, 2) Scope, 3) Timing,
4) cost, 5) quality, 6) human resources, 7) communications, 8) risks, 9) project deliveries. This part provides a detailed description for each of the 44 management processes, including a general description of the process, input and output information, and a list of recommended methods and tools.
The PMBOK Guide includes a description of the management processes listed below.
Project integration management is the most important of the knowledge areas, including various elements of PM within the process groups. This area includes the following processes:
Development of the project charter;
Development of a preliminary description of the scope of the project;
Development of a PM plan;
Project management and management;
Monitoring and management of project work;
General change management;
Closing the project.
Project scope management plays a rather supporting role in view of the fact that the project plan is detailed here in terms of the scope of work in the amount necessary and sufficient for the successful implementation of the project. This area includes the following processes:
Content planning;
Definition of content;
Creation of a hierarchical work structure (WBS);
Content confirmation;
Content management.
Project time management includes time management processes to create a project schedule to meet deadlines:
Determination of the composition of operations;
Determination of interrelations of operations;
Estimation of resources of operations;
Evaluation of the duration of operations;
Development of a calendar plan;
Schedule management.
Project cost management is aimed at the successful development of its budget, consistently implementing the processes of planning, development and cost control. Includes the following processes: - valuation;
Development of the budget of expenses;
Cost management.
Project risk management covers the identification of risks, the development of risk maps and the preparation of a risk response plan, and also contains the following management processes:
Risk management planning;
Risk identification;
Qualitative risk analysis;
Quantitative risk analysis;
Risk response planning;
Monitoring and risk management.
Quality management aims to meet the quality requirements of both the product and the project. Takes into account the requirements of the International Organization for Standardization (ISO), as well as author's and general models. The area includes the following processes:
Quality planning;
Quality assurance process;
Quality control process.
Human resource management in the practice of PM plays one of the key roles, and the completeness of achieving the goals and, in general, ensuring the success of the project depends on how professionally the following processes are implemented:
Human resource planning;
Recruitment of the project team;
Development of the project team;
Project team management.
Project communications management consists in the timely and reliable collection, distribution, storage and use of information
Rice. 3.2. PMBOK Process Structure Guide
mation for all members of the team in accordance with their roles in the project. The following processes stand out:
Communication planning;
Spread of information;
Performance reporting;
Management of project participants.
Project Supply Management describes the processes for acquiring and receiving products, services, and deliverables, as well as the processes for managing contracts. This area of knowledge includes the following processes:
Planning purchases and acquisitions;
Contract planning;
Requesting information from sellers;
Choice of sellers;
Contract administration;
Closing contracts.
One of the directions of development of the PMBOK Guide standard was its adaptation to industry specifics. Extensions to the standard for government and construction projects (Government Extension to the PMBOK Guide, Construction Extension to the PMBOK Guide) have now been released.
In addition, PMI develops standards related to individual UE methods. To date, standards have been released that regulate the methods for developing a hierarchical structure of project work and control using the earned value method (Practice Standard for Work Breakdown Structures, Practice Standard for Earned Value Management).
Another interesting standard that regulates the management of individual projects has been developed by the UK Department of State for Commerce - PRINCE2 (Projects in Controlled Environments). This standard also regulates the management processes and control parameters at the level of an individual project. The standard clearly spells out the relationship between management processes and the requirements for the structure and characteristics of the product created as part of the project. The standard is widely used in the public and private sector in the UK and is increasingly adopted internationally.
A relatively new area of standardization is the management processes for such objects as the program and project portfolio.
The pioneers in this area are the standards issued in the UK by the Department of State for Commerce. For nearly a decade now, these standards have been used in government programs and for certification of program managers.
However, until recently there were no international standards in this area. The standards released by PMI in 2006 can claim the role of universally recognized ones: The Standard for Program Management and The Standard for Portfolio Management. These standards are also built on the process principle.
The Standard for Portfolio Management. Project Portfolio Management Standard. Project Management Institute, USA.
The main goals of developing the standard are to formulate the conceptual space of project portfolio management, define typical processes and their results without reference to industry-specific business features, as well as describe the key roles of portfolio management, areas of responsibility and authority. Great importance is attached to the strategy of the organization, the ability to track the achievement of goals through the processes of integrated management of project portfolios, programs and individual projects. The relationship with the functional areas of management is revealed: finance, marketing, corporate communications, personnel management.
Portfolio management is linked to program and project management through implementation. following functions portfolio manager:
Align components according to strategy;
Ensuring the balance and sustainability of components as parts of the portfolio based on key indicators;
Assessment of the value and interrelationships of portfolio components;
Determination of resource availability and prioritization;
Inclusion and exclusion of portfolio components.
The portfolio management system to effectively support the implementation of the presented functions provides for the involvement in management of the following key roles and departments: portfolio management supervisory board, clients, sponsors, executive directors, operations management, program managers, program and project management office, project managers, functional managers, financial managers, members of the project team.
When identifying the key role of the standard - the portfolio manager - the following additional functions were identified that determine features portfolio management:
Prioritization and alignment of portfolio management components in accordance with strategic goals;
Providing key shareholders with timely assessment results, early identification of impacts on work performance;
Measuring the value of an organization using investment tools such as ROI, NPV, PP.
Portfolio management processes are represented by two groups:
1) a group of portfolio formation processes includes portfolio management processes that ensure that the project portfolio is balanced with the strategic goals of the organization. The group includes the following processes: project identification, categorization, evaluation, selection, prioritization, portfolio balancing, authorization;
2) a group of monitoring and control processes is based on performance indicators, with the help of which portfolio components are periodically aligned with strategic goals. Includes processes for collecting periodic reporting, analyzing the status of the project portfolio and managing changes.
3.1.2. A group of standards that define the qualification requirements for project management participants (project managers, members of project management teams)
Among the standards that define the requirements for the competence of a project manager, we can single out the International Requirements for the Competence of PM Specialists (ICB), developed by the International Project Management Association IPMA (Switzerland), and the Project Manager Competency Development Framework, developed by PMI based on the structure and processes of the PMBOK Guide.
Currently, an international initiative group of professionals in the field of project management is completing the development of another standard for evaluating the qualifications of project managers based on the results achieved - Global Performance Based Standards for Project Management Personnel.
International requirements for the competence of project managers. IPMA Competence Baseline. International requirements for the competence of project managers, as well as the Russian national standard based on them, issued by Russian Association UE SOVNET determine the requirements for the knowledge and qualifications of specialists, as well as for the process of their certification according to four levels of qualification in the field of project management:
1) a project management specialist;
2) project manager;
3) lead project manager;
4) program director.
International requirements for the competence of PM specialists (ICB) contain three groups of interrelated knowledge elements, including:
1) 20 technical elements of knowledge related to the content of project management;
2) 15 behavioral knowledge elements related to interpersonal relationships between individuals and groups participating in projects, programs and portfolios;
3) 11 contextual knowledge elements related to the issue of interaction between the project team in the context of the project and the organizations that initiated and participate in the project.
The requirements sections include the following knowledge and competency elements.
Elements of technical competence:
The success of the UE;
Parties concerned;
Requirements and tasks of the project;
Project risk and opportunities;
Quality;
Project organization;
Team work;
Problem resolution;
Project structure;
The concept and final product of the project;
Time and phases of the project;
Resources;
Costs and finances;
Procurement and contracts;
Changes;
Control and reporting;
Information and documentation;
Communication;
Project start;
Closing the project.
Elements of behavioral competence:
Leadership;
Participation and motivation;
Self-control;
Self-confidence;
Discharge;
openness;
Creation;
Result orientation;
Productivity;
Coordination;
Negotiation;
Conflicts and crises;
Reliability;
Understanding values;
Elements of contextual competence:
Project-oriented management;
Software-oriented management;
Portfolio-oriented management;
Implementation of projects, programs and portfolios (PPP);
Permanent organization;
Entrepreneurial activity;
Systems, Products and Technology;
Personnel Management;
Health, safety, labor protection and environment;
Finance;
Legal aspects.
3.1.3. Standards applicable to the organization's project management system as a whole and allowing to assess the level of maturity of the organizational project management system
Recently, the development and improvement of standards aimed at a comprehensive understanding of the PM system throughout the organization has been underway.
The pioneer in this area is the standard developed by the Association innovative development and project management in Japan, - P2M (Program and Project Management for Innovation of Enterprises).
The OPM3® (Organizational Project Management Maturity Model) standard developed by PMI is gaining the greatest popularity in the world today.
P2M. Program and Project Management for Innovation of Enterprises. P2M is one of the most authoritative modern standards in the field of project and program management, recommended by experts as an international one. Its provisions are guided in management practice by many national and international corporations.
The original idea of the concept of the P2M standard is to present projects and programs as fundamental elements of the strategic management of the organization.
The standard includes both sections that describe in detail the general concepts and terminology of project and program management, and eleven main segments (areas) of management.
The section on program management provides definitions and a system of relationships between the main concepts. Program management processes include the management of the integration of projects in the program, aimed at their optimization. The basic program management apparatus consists of:
From the methodology of managing individual projects;
Integral management (integration of projects and programs with each other and with the environment);
Segment management;
General program management methodology (mission development, value determination, formation of a team of performers, participants and stakeholders of the program, development of a system of indicators to track the progress of the program, creation of its architecture and platform).
PM by segments includes the following areas of management:
strategic;
Finance;
systems;
organizational structure;
Achievement of goals and indicators;
resources;
risks;
Information technologies;
Relationships between project participants;
Communications;
As well as project management aimed at improvement.
OPM3® Organizational Project Management Maturity Model. At the end of 2003, PMI released a maturity model organizational management OPM3 projects (Organizational Project Management Maturity Model), which was originally positioned as an international standard in this area.
According to PMI, organizational PM is the systematic management of projects, programs and project portfolios aimed at achieving the company's strategic goals. This is the use of knowledge, skills, tools and techniques in the organization's project activities to achieve strategic goals through the implementation of projects.
Organizational PM maturity describes an organization's ability to select and manage projects in a way that most effectively supports the achievement of the company's strategic goals.
The main purpose of OPM 3:
Provide a standard for corporate PM that defines the main elements of a corporate PM system at all levels - from strategy and project portfolio to individual projects;
To serve as a tool that allows any organization to determine its own maturity in PM, as well as to develop the direction and specific steps for the development of the corporate PM system.
The OPM3 standard consists of a body of knowledge (in the usual book format), as well as a database and toolkit in in electronic format. Access to the database and tools is currently provided via the Internet (in the first versions, the system was supplied on CD).
The body of knowledge, supplied as a book, includes a description of the key concepts and structure of the standard, the structure of the model underlying the standard, and the procedure for using the model.
The instrumental component of the standard consists of three interrelated elements:
1) the element of knowledge (Knowledge) represents the base of best practices for PM (about 600 practices related to different management objects: a portfolio of projects, a program and a project, and to varying degrees of maturity of the description of processes);
2) assessment element (Assessment) - a tool that helps users, having answered the questionnaire (more than 150 questions), independently assess the current maturity of the PM in the organization, determine the main areas of competence and existing practices;
3) if an organization decides to develop PM practices and move to new, higher levels of PM maturity, then the Improvement element comes into play, which helps companies choose a strategy and determine the sequence of development of the PM system.
The base of best practices is structured into three domains (objects of management) - a portfolio of projects, a program, a project - and four levels of formalization of processes (processes are standardized, measurable, manageable, optimizable). In addition, the best practices basically correspond to one of the project management processes (according to PMBOK): initiation, planning, organization of execution, control, completion.
The new PMI standard provides for an integrated approach to describing the PM system in an organization at different levels of management - from a single project and program to a portfolio of projects. A convenient and visual structure for describing the elements of the system was proposed in the form of a hierarchy of interrelated elements (best practices, abilities, results and indicators). Even today, the standard has taken its place in professional UE, although its mass use will require a serious replenishment of the knowledge base.
If the task of optimizing activity arises, then the question of compliance with the norms arises by itself. These are the direct needs of a business that actively applies project management methods. The project manager, no less than others, is interested in confirming his professional experience in front of colleagues and employers. He wants to prove his knowledge and skills as a professional PM and get paid for them. In this regard, project management standards are very important. After all, based on them, you can carry out your labor activity and prove your own professionalism.
Standards
Standards are considered to be norms and samples of objects that are comparable with other such phenomena. Also, a standard can be called a document that indicates the established rules, norms and requirements that allow assessing compliance with them in labor activity. Only between the first and second definitions is there an important difference. The first corresponds to the ideal, while the second only contains recommendations on how to approach it.
Various design practices have been carried out in the world for more than half a century. Therefore, millions of procedures of this nature have been carried out, including those where unique solutions to various problems were used. In this connection, there was a need to systematize this process, its generalization and unification. Therefore, over time, it became a separate branch of management, where various methodologies and project management standards arose.
First, it was necessary to define the general terminology and concepts, so that later it was possible to obtain and generalize the requirements for the work and its quality. Various project management technologies were developed. Based on this, it is logical that there was a need to determine what qualities and skills are needed for a person who will be engaged in project management, and what steps he must take to become a successful leader.
Types of standards
Thus, there was a need to create institutions that study management in this area. At first, everything was carried out at the national level, and then it went international. So, these institutions collected, accumulated and structured experience in order to understand how to manage the project so that it gives a specific result. To define project management standards, best practices were analyzed and synthesized. To accomplish this, two management components were used: objective and subjective. That is, individual projects and entire companies were considered together with the qualification requirements of project managers. Thus, methodological solutions emerged that allowed:
- Definition and understanding of terminology, subject of activity this direction and the role of all project participants.
- Ensuring the development of specialists and management who practice activities and increase the results and effectiveness of the following projects.
- During certification, first of all, the assessment and confirmation of the qualifications of professionals are carried out, and secondly, the practices themselves used by these employees are evaluated.
Standards can be divided into four types: international, national, industry and corporate.
PMI Institute and its standards
The development of project management technology began in America in the sixties. This was influenced by many factors, the main among which were the onset of the nuclear age, competition with the USSR for space exploration and the creation of new defense strategies. It was a time of great change, and the need to establish project management and create a universal model for this was simply undeniable. Therefore, in 1969, the United States created the first non-profit organization Project Management Institute, which was involved in the development of standards. Project management based on the PMI standard is carried out around the world and has more than three million professionals in this field.
Thus, the main standard was created, based on management methods as a system of generalized experience of all successfully implemented projects, which were regularly studied by the Institute staff. and became the national standard for project management in America. The productivity and success of this standard brought it from the national to the international level. Thus, at the moment, project management based on the PMI PMBOK standard is used by companies around the world. Moreover, new versions of this standard are constantly being developed, based on the regular generalization of best practices and theoretical knowledge.
Model of interaction of project management processes
Project management theory formed the basis of the PMBOK manual. It is built on the key aspects of the process model and takes into account all phases. In addition, it takes into account all the functional areas of knowledge regarding control zones and their interactions with research objects. An important place in the standard is occupied by the management plan. Before the first edition appeared, the Institute had been collecting the necessary information and information for twenty years. And already in 1986, PMI released the first guide based on its research, which is constantly being updated to reflect current trends. At the moment, there are already five different publications that successfully help business development and represent American national project management standards.
ISO standard
Naturally, there are many standards in the world that have reached the world level. And each of them leads a fierce competition to take the lead in project management technology. There is a constant development of the certification and consulting services market. This indicates the prospects of this direction. And the largest part of this market can be occupied by the corporation that will receive authority at all levels - from professional to global. It is she who will be engaged in the training and certification of professionals, eventually developing at their expense.
It is the oldest and most powerful international organization that standardizes almost all areas of business and technology. Since it is the world leader in standardization, it has the right to introduce any new standards into the overall system, which, in fact, is its main difference from other companies. It is able to provide itself with impeccable channels of promotion, since it cooperates with the bureaucratic side of almost all states. The fact is that the ISO 21500:2012 project management standard released by this company has every chance of leadership. This is the main guide to project management in most of the world's countries.
Difference between ISO 21500:2012 and PMBOK
The first management standard was created by ISO in 2003. It contained the main guiding principles that could ensure the quality of the project. Despite the company's plans for the mass distribution of the document, they did not materialize. Therefore, by 2012, ISO developed new document, collaborating with PMI. The project management standard has now become similar to its competitor in many aspects. This is mainly expressed in the preservation of consistency and completeness of the product.
The main features of this standard are as follows:
- identifying the best ways to implement the project, regardless of its specification;
- drawing up a general picture that is understandable to all project participants, showing effective principles and management mechanisms;
- provide a framework to improve project practice;
- be the basis that unites the standards of all levels in the field of project management.
It turns out that these two standards are very similar in their content. The most complete analysis of project differences was made by the Polish scientist Stanislav Gashik, highlighting all the differences in the standardization of project management.
ICB IPMA standardization direction
The International Project Management Association (IPMA) was founded in Switzerland in 1965. The main purpose of its formation was the exchange of experience between project managers from different countries. And in 1998 they established the concept professional staff in the field of projects. That is, this system should have received a standard on the basis of which certification of the competence of specialists would be carried out. Thus, the ICB standard was developed, based on the accumulated experience and taking into account the national competence requirements of most European countries. At the same time, a four-level certification model was approved.
Unlike the already described international and project management, ICB IPMA took as its basis the structuring of the experience, knowledge and skills of leaders in the field of project management. Its main purpose is to establish internationally accepted requirements for the competence of PM specialists. At the moment, there is already the third edition, in which 46 elements are collected in three groups: technical, behavioral and consensual competence. The latter is expressed in the ability of the leader to build effective strategies with the participation of all stakeholders.
A schematic symbol shaped like an eye was also developed. It lists all groups. The manual does not contain specific descriptions of methods, processes or management tools. But the methodology is indicated on how to properly approach knowledge, skills and communications. But with its help, you can determine how ready the applicant for the role of the RM leader is to take up his duties and in what areas he still needs to develop.
From this it turns out that these are diametrically different standards, in connection with which the approaches to certification differ. PMI certification allows you to obtain the title of PMP, and international project management standards are the same in this case. You can get a certificate in our country in the capital and in St. Petersburg. You need to go through three stages, namely: interview, pass the exam and pre-qualify.
If we take the sensitive functioning of the system as the basis, in the case of the American method, the orientation is on single complex knowledge and concepts. But IPMA evaluates the business and personal qualities of the applicant.
PRINCE 2 standard
Another national project management standard PRINCE 2 was developed in Britain and is currently used around the world. But it is not capable of competing with the American leadership, since it is a private technique for certain types of projects. It is based on a clear instruction, the implementation of which ensures the reliability of the effective implementation of the project work. Despite the limited scope of the standard developed in England, it is still widely used. It is used in IT design, product development and launch, housing, engineering and the public sector.
The methodology includes foundation sectors, plans, organization, quality and risks, among other things. When applying this project management quality standard, it is necessary to constantly closely monitor certain sets of topics and follow the technology, which is very detailed and deeply described in the methodology. Constant adjustment to the project environment, generation of management products and their support with documentation. There are seven principles, themes and processes in total. This allows you to achieve certain quality standards for project implementation. But there is also a drawback - there are no studies regarding the management of contact deliveries, stakeholders, and there are no a number of other processes that are described in the American international project management standard.
The practice of selecting and sharing standards
There are also Russian national standards that affect project management. The fact is that many companies prefer to use foreign standards for certification and management of their projects. But at the same time, various GOSTs have been developed both for individual companies and international standards.
As for the combination of standards, in many cases it is simply impossible to do without it. So, for example, companies using English standards need an additional methodology similar to PMBOK. In turn, the use of only the American standard leads to a lack of localized methods. But ISO or its analogue - the GOST R ISO 21500-2014 project management standard - is able to set concise requirements, while not having adaptation to specific corporate requirements. In general, the application of any methodology requires adaptation to the management culture of the organization where it is used.
Conclusion
Having analyzed almost all the main international project management standards, we can safely say that domestic standards are not applicable in practice without foreign additions. In turn, world standards require optimization and adjustment to the mentality and management system in our country. Thus, the only thing left to count on is that soon we will have more refined domestic standards that can meet the needs of business and project management. But until this happens, it is necessary to combine various standards in the field of project management in order to get an effective result from the work of PM professionals.
Any Russian company is a project (raw materials, production, strategic, etc., ultimately - investment). If everything turned out well, things went well, this project itself generates new lines of business, products, services, new enterprises, i.e. other projects. So far, there are 3-5 such projects - everything is within the visual control of the owners: people, money, results, risks. If - more, then the question inevitably arises: what to do with it further, how to manage it?
When choosing an approach to project management in a particular company, it is necessary to take into account that today there are big choice methodologies based on the study and generalization of the best design practices and formalized by well-known international and national project management associations in the form of standards, as well as a fairly mature market of tools - IT applications for managing projects and project portfolios, both traditional, installed on equipment in companies of users, and deployed in the clouds (Cloud) on the servers of external providers and available to users through Web services anywhere and anytime.
It should be noted that many Russian companies at present, they already have developed and implemented project management systems, in most cases - based on the methodology of the Project Management Institute (PMI). And today they are interested in questions related to what to do next and how to improve the created project management systems. Directions for finding possible solutions to improve project practices create models of project management maturity in companies that allow you to determine at what level the company is and what elements of the project management system it should work on in order to rise to a higher level of maturity in terms of project management .
Project Management Standards offer answers to questions about the ways and methods of project management in companies - both in a small trading company and in a large international corporation. But each enterprise can find its own way in project management, achieve the desired results only by itself. Only after you start applying common project management practices will you become clear about what works in your field and what doesn't.
Common methods and approaches to project management are described in the standards of international and national professional organizations that unite project management specialists, such as PMI, IPMA, OGC, ISO, GAPPS, APM, PMAJ and dozens of other national associations from different countries.
Consider the most popular project management methodologies developed by the above organizations.
Project Management Institute (PMI) Standards
The Project Management Institute is the oldest and most respected non-profit professional association founded in the United States in 1969 and brings together over 285,000 project management professionals from more than 170 countries through chapters operating at the local level, as well as communities: Colleges and Special Interest Groups (SIGs).
PMI develops standards in various areas of project management, holds conferences and seminars, educational programs and professional certification for professionals involved in project management.
The Moscow branch of PMI, established in 1998, currently unites more than 500 people.
The PMI standards are grouped within the project management standards library into three categories: core standards; practical and framework standards; extensions to PMI standards. In accordance with this grouping, the PMI standards library is presented in Table. one.
Table 1. PMI Standards Library for Project Management
| Name of the standard in English | Name of the standard in Russian |
|---|---|
| Basic standards | |
| A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition | Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition. Translated into 10 languages, including Russian Note: PMI is currently developing the fifth edition of this standard. |
| Organizational Project Management Maturity Model (OPM3®) - Second Edition | Organization Maturity Model in Project Management - Second Edition |
| The Standard for Portfolio Management-Second Edition | Standard for Portfolio Management - Second Edition. At the end of 2011, as part of a volunteer project of the Moscow branch of PMI, the second edition of this standard was translated and published in Russian Note: PMI is currently developing the third edition of this standard. |
| The Standard for Program Management - Second Edition | Standard for Program Management - Second Edition Note: PMI is currently developing the third edition of this standard. |
| Practical and Framework Standards | |
| Practice Standard for Project Risk Management | Standard of Practice for Project Risk Management |
| Practice Standard for Project Configuration Management | Standard of Practice for Project Configuration Management |
| Practice Standard for Scheduling | Practical Standard for Schedule Development |
| Project Manager Competency Development Framework - Second Edition | Project Manager Competency Development Framework - Second Edition |
| Practice Standard for Earned Value Management | Practical Standard for Earned Value Management (EVM) |
| Practice Standard for Work Breakdown Structures-Second Edition | Practice Standard for Development hierarchical structures works (WBS) - second edition |
| Practice Standard for Project Estimating | Standard of Practice for Project Evaluation |
| Extensions to PMI standards | |
| Construction Extension to the PMBOK® Guide Third Edition | PMBOK® Guidebook Supplement (Third Edition) for Construction Projects |
| Government Extension to the PMBOK® Guide Third Edition | PMBOK® Guidebook Supplement (Third Edition) for Government Projects |
The PMI Core Standard for Project Management, the PMBOK Guide, in its second edition in 1996 and third edition in 2004, was recognized by the American National Standards Institute (ANSI) as the national standard in the United States. The third edition of this standard has been translated into 11 languages and produced in over 2 million copies worldwide. In 2006, Business Week ranked the standard #4 on its business bestseller list, and the standard was ranked #10 in sales of management and leadership books on www.amazon.com. De facto, since the second edition, PMBOK has become an international standard for project management, which has become widespread throughout the world. The last three editions of this standard, including the 2008 edition, have been translated into Russian. This standard describes project management based on a process approach and a project life cycle model.
Based on trends in the development of project management practices, along with the release of new editions of the basic standard, since the early 2000s, PMI has moved to create a system of standards covering project management not only at the level of individual projects, but also at the level of programs and project portfolios, as well as - the most important areas of project management (risk management, schedule management, configuration management), specific categories of projects (construction and government projects) and common project management methods (WBS and EVM methods, etc.).
International Project Management Association (IPMA) standards
The International Project Management Association (IPMA) was founded in 1965 in Zurich as a non-profit professional association. IPMA currently brings together 50 national project management associations from all over the world. Russia is represented in IPMA by the national project management association SOVNET.
The main IPMA standard for project management is ICB - IPMA Competence Baseline, Version 3.0, which describes the competencies required by project managers and project team members to manage projects, programs and a portfolio of projects. To assess competencies, a four-level IPMA certification system is used:
- Level A - Certified Project Director;
- Level B - Certified Senior Project Manager;
- level C - Certified project manager;
- Level D - Certified Project Management Specialist.
Initially, the national management standards of four countries were taken as the basis for the development of the ICB:
- Body of Knowledge of APM (United Kingdom of Great Britain and Northern Ireland; hereinafter referred to as the United Kingdom);
- Beurteilungsstuktur, VZPM (Switzerland);
- PM - Kanon, PM - ZERT/GPM (Germany);
- Criteres d'analyse, AFITER (France).
In the third edition of the ICB 3.0 standard from 2006, 46 elements of competencies for managing projects, programs and project portfolios were identified, all of them were divided into three groups: technical, behavioral and contextual competencies.
Each national association that is part of IPMA is responsible for developing its own National Competence Baseline (NCB), which is then ratified by IPMA. In Russia, SOVNET has developed an appropriate standard for certification of Russian specialists - Fundamentals of Professional Knowledge and National Requirements for the Competence of Project Management Specialists (the latest edition of NTK 3.0 was released in 2010).
The Office of Government Commerce (OGC) standards
The Office of Government Commerce (OGC) is part of the Efficiency and Reform Group within the UK Cabinet Office and is designed to help the government achieve greater returns on public spending through achievement of the following goals:
- getting a return on money raised with the help of third parties;
- obtaining results for government projects on time in accordance with quality requirements, within the planned cost, ensuring the extraction of planned benefits from the project;
- the best use of state property;
- ensuring stable procurement and sustainable operations with state property;
- assistance in achieving the goals defined in government policy;
- improving the government's ability in procurement, project and program management, and asset management.
OGC develops and improves standards for procurement, project and public property management, monitors and compares the results of government departments with the requirements of standards and data on best practices.
The main OGC standard for project management is PRINCE2 (PRojects IN Controlled Environments - Projects in a controlled environment).
The first edition of the PRINCE standard was developed in 1989 by the CCTA (The Central Computer and Telecommunications Agency), which was later renamed OGC (the Office of Government Commerce). Effective June 15, 2010, OGC became part of the new Efficiency and Reform Group within the UK Cabinet Office.
PRINCE was originally based on PROMPT, a project management method developed by Simpact Systems Ltd in 1975. In 1979, PRINCE was adopted by the CCTA as the standard to be used in all government information systems projects. After the introduction of PRINCE in 1989, it replaced PROMPT in government projects. The next edition of the standard - PRINCE2 - was developed and published in 1996. Its development was carried out by a consortium of about 150 European organizations.
In 2009, the fifth edition of PRINCE2 was split into two books: Managing Successful Projects Using PRINCE2 and Directing Successful Projects Using PRINCE2. The first book is aimed at executives who directly manage projects, and the second book is aimed at project committee leaders, board members and project sponsors. Importantly, the second book also defines the requirements for the qualifications of project sponsors, which was a need for many companies.
PRINCE2 as a de facto standard is widely used by the government, as well as by private sector companies, not only in the United Kingdom itself, but also in Belgium, the Netherlands, Luxembourg, Australia, New Zealand, Hong Kong, Singapore, Malaysia, South Africa, Croatia, Poland and some others countries.
The main features of PRINCE2 are:
- focus on justifying the project from a business point of view;
- certain organizational structure for the project management team;
- product-oriented approach to project planning;
- emphasis on the division of the project into manageable and controlled stages;
- flexibility of application in accordance with the level of the project.
The PRINCE2-based specialist certification model includes two skill levels: PRINCE2 Foundation (Basic) and PRINCE2 Practitioner (Practitioner). The PRINCE2 Foundation level is aimed at those professionals who have learned the basics and terminology of PRINCE2. PRINCE2 Practitioner is the highest level of qualification for those who are able to manage projects based on PRINCE2.
OGC has developed several more standards for project management.
The P3M3 (The Portfolio, Program, and Project Management Maturity Model) standard is a key standard for maturity models that serves as a basis for organizations to assess their current level of project performance and to develop plans to improve project management . latest version 2.1 of this standard was released in February 2010.
PRINCE2 Maturity Model (P2MM) - The PRINCE2 Maturity Model is a standard that serves as a basis for assessing an organization's level of implementation of the PRINCE2 standard in relation to project management, as well as for improving the organization's project practice based on comparison with industry best practices. When developing P2MM, the main requirements of the P3M3 standard were taken into account.
In addition to the standards listed above, OCG has developed guidelines on project portfolio management (An Executive Guide to Portfolio Management, 2010), program management (Managing Successful Programs Book, 2nd impression, 2007), on the use of project, program and portfolio office models (Portfolio, Program and Project Offices: P3O, 2008), Management of Risk: Guidance for Practitioners, 2007 Edition.
Association for Project Management (APM) standards
The Association for Project Management (APM) is the United Kingdom's Association for Project Management and Europe's largest independent national organization for project management. It has over 19,700 individual and 500 corporate members from the UK and other countries.
The main APM standard is The APM Body of Knowledge, the fifth edition of which was released in 2006. This standard describes 52 areas of knowledge that are necessary for successful project management. An addition to this standard is The APM Competence Framework (2008) - APM Competence Framework, which is a guide for ranking and evaluating individual project management competencies. The APM Competence Framework is aligned with IPMA's ICB3 and identifies the same three competency groups - technical, behavioral and contextual, and uses the same four-tier model as IPMA for certifying project management professionals.
Project Management Association of Japan (PMAJ) Standards
Project Management Association of Japan (PMAJ) - The Japan Project Management Association - was established in 2005 as a result of the merger of Japan Project Management Forum (JPMF) and Project Management Professionals Certification Center (PMCC).
To explore the possibilities of creating a unique new Japanese approach to project management and a qualification system for project management specialists, the Engineering Advancement Association of Japan (ENAA) - the Association for Advanced Engineering - in 1999 created the Committee for the development of a model for managing innovative projects (The Committee for Innovative Project Management Model Development).
By 2001, this Committee developed a project management standard - The Guidebook for Project and Program Management for Enterprise Innovation (P2M) - Guidelines for managing projects and programs for introducing innovations in enterprises.
The key idea that runs through the entire P2M standard is the creation of value by an enterprise, whether commercial or not, through a consistent chain from its mission through a strategy that embodies the mission, to programs and projects that are a tool for implementing the strategy. The standard emphasizes a holistic, flexible, and modular, value-driven approach to project and program management that is more efficient than the traditional approach of focusing on ensuring that project deliveries are delivered accurately, on budget and within budget. in accordance with the requirements for the quality of the results established at the beginning of the project.
The P2M methodology is built on the basis of a “trilemma”, three fundamental concepts - complexity, value and resistance (Complexity, Value and Resistance), which make up the so-called triangle of contextual restrictions, within which innovative activity. The more complex the business problem, the more value its potential solution contains, and the fewer people are able to understand it in order to resist the corresponding innovative idea.
The P2M standard is currently the core PMAJ standard for project and program management. On its basis, a guide was developed for assessing the abilities and certification of project management specialists - Capability Based Professional Certification Guidelines (CPC Guidelines).
International Standardization Organization (ISO) standards
The International Standardization Organization (ISO) is the world's largest international standards development organization.
ISO was created on the basis of the merger of two organizations - ISA (International Federation of the National Standardizing Associations - International Federation of National Standards Associations), founded in New York in 1926, and UNSCC (United Nations Standards Coordinating Committee - United Nations Standards Coordinating Committee) ISO / CD 21500, established in 1944.
In October 1946, delegates from 25 countries, meeting at the Institute of Civil Engineers in London, decided to create a new international organization, the purpose of which would be to "facilitate the international coordination and unification of industrial standards." The new ISO organization officially began operations on February 23, 1947.
During its existence, ISO has published more than 18,000 International Standards for various industries and fields of activity.
As part of ISO in 2007, a special Project Committee TC 236 - Project Committee: Project Management was created. In September 2012, this committee released the ISO 21500:2012 Guidance on project management standard.
ISO 21500:2012 is the first project management standard to be published by this committee. Prior to this, the development of standards related to project management was carried out by other ISO committees, taking into account their areas of specialization. The most famous of the previously published standards is ISO 10006 Quality management - Guidelines to quality in project management (Quality management systems. Guidelines for quality in project management), first published in 1997, and then in the second edition - in 2003 with changed name - Quality management systems - Guidelines for quality management in projects (Quality management systems. Guidelines for quality management in projects). In the 1997 edition of the standard, the basic PMI standard - A Guide to the Project Management Body of Knowledge in the edition of 1996 was used as the basis. But since ISO 10006 was developed by quality specialists, and not by project management, the document turned out to be very common and is not actually used in project management practice. In the 2003 edition of the standard, the developers emphasize that ISO 10006:2003 is not a direct guide to "project management". The guide focuses on quality in project management processes, but the quality of project processes related to product creation is covered in another standard - ISO 9004.
Examples of other ISO standards related to projects from various subject areas (space, construction, information technology) are presented in Table. 2.
Table 2. ISO standards related to projects in various fields
| No. p / p | ISO standards related to project management | Purpose of standards |
|---|---|---|
| 1 | ISO 22263:2008. Organization of information about construction works -Framework for management of project information | ISO 22263:2008. Organization of information about construction work. A framework for managing project information. The document defines a framework for organizing both process and product related design information in construction projects. Its purpose is to facilitate the control, exchange, retrieval and use of relevant project and construction company information. It is intended for all involved in the management of the construction process in the design organization as a whole and in the coordination of its sub-processes and activities. |
| 2 | ISO/TR 23462:2007, Space systems - Guidelines to define the management framework for a space project | ISO/TR 23462:2007. Space systems. Guidelines for defining a space project management structure. The standard provides a holistic approach for program/project management that can be applied to any organization undertaking space programs/projects. This approach assumes:
|
| 3 | ISO 16192:2010. Space systems - Experience gained in space projects (Lessons learned) -Principles and guidelines | ISO 16192:2010. Space systems. Experience gained in space projects (Lessons learned) - Principles and guidelines. The standard defines the principles and guidelines for learning lessons that are applicable to all space project activities (management, technical aspects, quality, cost and schedule). The requirements of ISO 16192:2010 can be applied to the project supplier's quality management system |
| 4 | ISO/TR 23462:2007. Systems and software engineering - Life cycle processes - Project | ISO/IEC/IEEE 16326:2009. Systems development and software. Life cycle processes. Project management. The standard defines regulatory requirements for the content of projects related to software development and their life cycle. |
| 5 | ISO/TS 10303-1433:2010-03. Industrial automation systems and integration - Product data representation and exchange - Part 1433: Application module: Project management | ISO/TS 10303-1433:2010-03. Industrial Automation Systems and Integration - Product Data Representation and Exchange - Part 1433: Application Module: Project Management. The standard defines the specification of a project management application module. |
Global Alliance for Project Performance Standards (GAPPS)
Global Alliance for Project Performance Standards (GAPPS) - international association Project Management Standards is a voluntary organization established in 2006, formerly known as the Global Performance Based Standards for Project Management Personnel initiative, which has set itself the task of developing frameworks and standards through the creation of a forum and engagement of stakeholders representing different project management systems and project management associations carrying out projects in different areas and settings in order to meet the urgent needs of the international community of project and program managers for the compatibility of different project management standards and for creating a basis for mutual recognition of project management certifications that are used in different countries.
In 2006, GAPPS developed its first standard - A Framework for Performance Based Competency Standards for Global level 1 and 2 Project Managers (Framework Standards for the Practical Competence of Project Managers of GL1 and GL2 Categories). The current version of this standard is version 1.7a, released in October 2007.
This Standard is aimed directly at project managers and defines two skill levels for them:
- Global Level 1 (GL1) - "Project Manager";
- Global Level 2 (GL2) - "High Complexity Project Manager".
These levels correspond to different levels of complexity of the implemented projects, based on the results of one of which the manager's competence is assessed.
The main part of the above GAPPS standard is a detailed description of six competencies corresponding to specific areas of professional activity of the project manager. Each area of competence contains from 3 to 6 elements that define key job requirements and describe what exactly a manager in this area should do. For each element of competence, the standard associates several performance criteria, confirmation of the implementation of each of which is a necessary condition for the certification of a project manager.
GAPPS certification requires the applicant to submit one of the projects he has implemented. The manager must collect and provide documentary evidence that each of the performance criteria was met in the course of managing the submitted project. It is the portfolio of such certificates that is the main material with which the GAPPS assessors work, assessing the level of competence of the applicant.
In 2010, GAPPS developed and introduced another standard - A Framework for Performance Based Competency Standards for Program Managers (Standard for assessing the practical competence of program managers). In May 2011, an updated version 1.2 of this standard was released.
Project management standards developed in Russia and foreign standards translated into Russian
In Russia, the following standards related to project management have been developed and officially approved in the GOST-R system:
- GOST R ISO 10006–2005. Quality management systems. Guidelines for quality management in design;
- GOST R 52806–2007. Project risk management. General provisions;
- GOST R 52807–2007. Competency Assessment Guide for Project Managers;
- GOST R 53892-2010. A guide to evaluating the competence of project managers. Areas of competence and criteria for professional compliance;
- GOST R ISO/IEC TO 16326–2002. Software engineering. Guidelines for the application of GOST R ISO / IEC 12207 in project management.
In 2008, under the TC 100 "Strategic and innovative management" of the Federal Agency for Technical Regulation and Metrology, a subcommittee "Project Management" was created. In 2011 federal agency three new standards were adopted in the areas of activity of this committee: “Project management. Requirements for project management”, “Project management. Program Management Requirements” and “Project Management. Requirements for project portfolio management. On September 1, 2012, they officially entered into force.
It should be noted that, in contrast to the official Russian standards listed above, two standards of foreign associations discussed in the review above have become much more widespread in Russian design practice. The first of these is PMI's PMBOK® Guide, translated into Russian. The second is NTK 3.0 (Basic Knowledge and National Competence Requirements), developed by SOVNET based on the ICB 3.0 standard from IPMA.
In conclusion, I would like to draw attention to the trends in the development of project management in the world, which will affect many companies in Russia.
According to PMI forecasts:
- compared with 2006, by 2015 the number of people employed in project-active industries in the world will increase from 24.4 million to 32.6 million;
- the total GDP of project-active industries will increase to $4.5 trillion by 2016, including $1.2 trillion in China and about $1 trillion in the United States;
- The role of innovation in the development of most countries is becoming a key one and will steadily increase.
The world of project management gives every small company a chance to become big, and a big company to become more efficient. Successful projects are a chance for Russia as a state to regain the respect of its citizens and move from the category of developing countries to the number of developed ones.
An excerpt from the book "Project Management in a Company: Methodology, Technologies, Practice"
MFPA "Synergy" publishing house
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Project management as an independent area of professional activity has its own methodologies, tools and standards. Different communities of professionals use different project management methodologies in accordance with the basic conceptual model of the project approach they choose.
The most widely used is the process model, which is used in the most famous documents setting out the methodological foundations of project management, such as the Project Management Body of Knowledge (PMBOK) of the American Project Management Institute (PMI), recognized by many as an international de facto standard, and the ISO 10006 standard :1997, which gave a number of the most important provisions of the PMBOK the status of a de jure standard. The 1996 edition of the A Guide to the Project Management Body of Knowledge (PMBOK Guide), which replaced the first PMBOK in 1987, is recognized as the US national standard ANSI/PMI 99-001-2000.
Currently, there is a rapidly growing interest in the use of other approaches, in particular, "activity" or "management", which is accepted as the official base in more than 30 countries around the world. This approach is expressed in the international qualification standards ICB IPMA-International Competence Baseline IPMA, and professional national associations of almost 20 countries already have their own RM Body of Knowledge (RM BOK), the basis for which is precisely this international standard.
An important feature of project management as an established professional discipline is the existence of developed certification systems for project management specialists and project managers. These systems have both international and national status. Their main goal is to create a community of professionals with a common market-type management culture.
and, as a result, a unified professional language, a recognized value system and uniform approaches to project implementation. Such a management culture does not depend on the specifics of the country in which the project is being implemented, however, it allows taking into account in practice the socio-economic characteristics, traditions and national culture, the characteristics of religions, lifestyle and mentality, etc.
Despite the fact that more than 20 countries have their own national certification systems, the most widely used in international practice are the 4-level international certification system supported by IPMA (PMP IPMA) and the single-level national system of the United States supported by PMI (PMP PMI). The differences in them are related both to the historically established conditions for the development of the "European" and "American" approaches to project management, and to differences in the basic models of project activity. Now one of the basic directions in international cooperation is the formation of uniform approaches to the unification of knowledge and the standardization of project activities, attempts are being made to form uniform glossaries and systems of requirements, etc.
PM - Project Management;
IPMA - International Project Management Association;
PMI-Project Management Institute (USA);
AIPM- Australian Institute for Project Management (Australia);
ARM-Association for Project Managers (Great Britain);
COBHET - Project Management Association (Russia);
ENAA- Engineering Advancement Association of Japan (Japan);
GPM-Deutsche Gesellschaft f?r Projektmanagement;
ICB IPMA - International Competence Baseline IPMA;
NCB - National Competence Baseline;
RM Vo K - Project Management Body of Knowledge,
PMBOK - Project Management Body of Knowledge PMI (USA).
This section covers the following:
what can and should be standardized in the RM, what is inappropriate or impossible to standardize and why;
different approaches to the standardization of the content, processes and methods of RM used in international and national standards;
unification of managerial activities of project managers through the use of professional qualification standards (requirements) and certification;
international and national standards for RM;
corporate standards;
scope of standards.
Basic concepts
"Project Management" - various interpretations
In world practice, the concept of Project Management is interpreted ambiguously depending on the chosen model, approach to the knowledge structure (Body of Knowledge), type and type of projects, and other factors. Translations of the term Project Management itself into Russian are also very diverse: project management (projects), project management (project management), project management (projects), project (project) management. The meaning given to the concepts of "project management" and "project management" is also often ambiguous.
This is due to the fact that project management, which has developed in a market economy, is a market management culture and professional activity in market conditions and in systems that have a social character. In the command economy, of course, there was project management (they were carried out and managed), but project management as a culture and professional activity in their modern sense was not and could not be by definition.
Historically, the theory and practice of project management in the USSR considered the project as the implementation of processes and did not assume the existence of a market environment and a management culture corresponding to it. However, in last years in the professional environment there have been significant shifts in the understanding and use of project management as a market-type management culture new to Russia.
Due to the above reasons, the requirements for the correctness of the terminology used on the part of the topic under consideration ("Standards") and in order to avoid disputes about the interpretation of translations and the meaning of terms, the authors decided to use the term Project Management in this section in the sense in which it is used in the English language. theory and practice.
About different interpretations of the concept of "project"
The concept of "project" in different models and standards is interpreted from different positions. For example, in the process model (SHO 9000, 10006), the project is considered as a process. And within the framework of the "managerial" (organizational and activity) model (ІСВ ІРМА) "project" as a concept is defined through "enterprise", "effort" and "activity".
Table 1.1. Some definitions of the term "project"
The project is:
an enterprise that is characterized by the fundamental uniqueness of the conditions of its activity, such as goals (tasks), time, costs and quality characteristics and other conditions, and differs from other similar enterprises by a specific design organization;
effort that organizes human, material and financial resources in an unknown way within a unique work item, given specification, with cost and time constraints, so that following the standard project life cycle leads to the implementation of successful changes identified through quantitative and qualitative goals and objectives;
a unique set of coordinated actions with a specific beginning and end, carried out by an individual or organization to solve specific problems with a specific schedule, costs, and performance parameters.
ICB-IPMA Competence Baseline. Version 2.0.
IPMA Editorial Committee. - Bremen: Eigenverlag, 1999 - p.23.
A unique process consisting of a set of interrelated and controlled activities with start and end dates, undertaken to achieve the goal of meeting specific requirements, including time, cost, and resource constraints.
ISO/TR 10006: 1997 (E). Quality Management- Guidelines to quality in project management- p. one.
Temporary enterprise (effort) carried out (undertaken) to create unique product or services.
A Guide to the Project Management Body of Knowledge. PMI Standards Committee. 2000 Edition., 2000 - p.4.
A unique set of interrelated activities (works) with specific start and end dates, designed to successfully achieve a common goal.
AIPM - Australian Institute for Project Management, National Competence Standard for Project Management - Guidelines 1996 - p. eighteen.
A unique set of coordinated activities (works) with defined start and end points, undertaken by an individual or organization to achieve specific goals with specified timeframes, costs, and performance parameters.
British Standard BS 6079-1:2000. Project management - Part 1: Guide to Project management - p.2.
Table 1.1 shows some project definitions used in documents that are normative in nature and / or have the status of an international or national system of requirements (standards) in the field of project management, project management processes or quality management.
Thus, systems of requirements, instructions, guidelines and standards establish requirements for systems, elements, processes, procedures, methods and tools used in the implementation of projects.
Subjects of standardization in the Republic of Moldova
Differences in the definitions and interpretations of such key concepts as "project", Project Management, "project context", etc., play a significant role in standardization in the field of RM. In this regard, it is advisable to divide the elements of RM into:
a) those that can be described in the form of processes, objects, methods;
b) those that are not described in principle or are difficult to describe in the form of processes, objects, methods.
Table 1.2. Some definitions for standardization
Standard - a regulatory document on standardization, developed, as a rule, on the basis of consent, characterized by the absence of objections on significant issues from the majority of interested parties, adopted (approved) by a recognized body (enterprise) (GOST R 1.0-92. State standardization system of the Russian Federation. Basic provisions ). Standard (from the English norm, sample) - in the broad sense of the word - a sample, standard, model, taken as initial for comparing other similar objects with them.
The standard as a normative and technical document establishes a set of norms, rules, requirements for the object of standardization and is approved by the competent authority. The standard can be developed both for material objects (products, standards, samples of substances), and for norms, rules, requirements of a different nature.
Standardization is the activity of establishing norms, rules and characteristics (hereinafter referred to as requirements) in order to ensure: the safety of products, works and services for the environment, life, health and property; technical and information compatibility, as well as interchangeability of products; quality of products, works and services in accordance with the level of development of science, engineering and technology; unity of measurements; saving all kinds of resources; safety of economic facilities, taking into account the risk of natural and man-made disasters and other emergencies; defense capability and mobilization readiness of the country.
Standards and norms - documents that establish general principles, rules, characteristics and requirements for various types of activities or their results in the implementation of the project. Modern approaches to standardization in the field of RM are based on the following:
for international and national RM standards, as a rule, glossaries, processes and methods are chosen as objects;
for those areas of RM, the description of which in the form of objects for standardization is impractical or impossible, professional qualification standards (requirements) for the activities of RM specialists (Project Management Professional) and project managers (Project Manager) are used.
International and national standards in the field of RM
International Standards
There are no comprehensive systems of international standards for RM and, according to the authors, there cannot be. This is connected both with the fundamental impossibility of complex standardization of activities in social systems (specific modern projects as a system), and with the inexpediency of developing standards for a wide range of issues of modern RM.
Moreover, standards are always a double-edged sword. On the one hand, they normalize project activities, that is, they answer the question “how to do it right?”. And on the other hand, the boundaries of standardization of project activity as “unique” (by definition) strongly depend on the types and types of projects, are in a very large range and are difficult to determine in a changing environment.
Certain issues are regulated by international standards. For example, the main international standards for quality management and configuration in projects are ISO 9000:2000, 10005, 10006, 10007 and others (see Table 1.3), which are accepted in a number of countries and in the form of national standards.
In the field of systems management, a number of international standards are used, supported by the relevant international organizations. These standards define norms and rules for managing processes in engineering systems projects, system life cycle processes, design processes, etc., for example ISO/IEC 12207, Information Technology - Software life cycle processes (1995); ISO/IEC TR 15271, Information Technology - Guide for ISO/IEC 12207(1998); ISO/IEC 15288 CD2, Life Cycle Management - System Life Cycle Processes (2000), etc.
National Standards
In addition to international normative documents and standards, a number of countries have developed and use national systems of standards and requirements. They are of a private nature and regulate certain aspects of the RM. Table 1.3. International standards in the field of RM ISO 10006:1997 Quality management - Guidelines to quality in project management ISO 10007:1995 Quality Management - Guidelines for configuration management ISO 9000:2000 Quality Management Systems - Fundamentals and Vocabulary ISO 9004:2000 Quality Management Systems - Guidelines for performance improvements ISO 15188:2001 Project management guidelines for terminology standardization ISO 15288:2000 Life Cycle Management - System Life Cycle Processes ISO/AWI 22799 Building construction - Process management - Guidelines for project management systems IS O/I EC TR 16326:1999 Software engineering - Guide for the application of ISO/IEC 12207 to project management One of the most representative, historically developed and complex national standards systems is the British national standards for PM. Their retrospective provides a good example for understanding approaches to the construction and development of the national system of standards for RM (see Fig. 1.4).
The first national standards for RM appeared in the UK in 1981 as a set of standards for the use of network technologies for project management (meaning network planning and management technologies, known in our country as SPM methods ----- network planning and management). The first three standards were introduced in 1981 and are directly devoted to the application of network methods, project evaluation methods, the use computer science, as well as resource analysis and cost control in projects.
In 1984, a Guide to the use of management, planning, control and reporting procedures was introduced into the set of standards. The first three standards introduced in 1981 are part 2,
3 and 4, and the last one - part 1, that is, the standards that determine the use of SPM in project management appeared much earlier than the standard that was originally envisaged as the main standard that defines the RM procedures.
A glossary of terms used in network project planning was only introduced in 1987.
This sequence of introduction of the first British RM standards corresponds to the degree of development of various aspects of RM that existed at that time in one of the most developed countries in this respect.
The "second phase" of British RM standards was introduced in 1992 and was an update of the first three standards from 1981.
In 2000, the first three standards of a fundamentally new set of standards for RM were introduced. In Figure 1.4, the arrows show the links that define the relationship of continuity between historical and current standards. The solid lines with arrows indicate the relationship of unconditional immediate precedence (given in the text of the standards), and the dotted lines with arrows -? conditional precedence relations, reflecting the compliance of the subject aspects of the RM, defined by historical and current standards.
Professional international and national qualification standards for project managers and/or RM specialists
Professional Competence
The competence of project managers and specialists in the field of RM is determined by the following components: knowledge, experience, skills and abilities, ethics, professional way of thinking (mentality), professional way of action (including the use of methods and means of RM).
Requirements, norms and standards that allow us to talk about the professional viability of the project manager and the quality of his work on the project for various components are installed in different ways.
Figure 1.5 shows the components of the professional competence of PM (Project Management Professional) and project managers (Project Manager), which are normalized through standards and / or through qualification requirements.
Professional competence is determined through certification tests (certification) and is carried out differently in different countries. For example, the IPMA International Certification provides for four levels of competence and is conducted by authorized IPMA assessors. The procedure itself lasts from 1 to 3 days, depending on the level of claims of the candidate and provides for the mandatory personal participation of the candidate. In the same way, certification systems are being built in countries that have adopted IPMA as the basic standard. The Australian AIPM provides for 7 levels of competence
Nosti, and evaluation is carried out in several stages. The American PMI provides for one level of competence, and the exam is conducted over several hours of one day. Since 2000, certification tests have been conducted without the personal presence of the candidate, through the "remote" passing of exams via the Internet in an authorized organization. To be admitted to the exam, it is necessary to pass a selection on the basis of the documents sent earlier, the main selection criterion is the presence of sufficient experience in professional activities in RM.
It should be noted that none of the certification testing systems is free from shortcomings. However, the main difference is still in the conceptual approaches to the project: with the predominance of the process approach, the PMI model is the most adequate, with the dominance systems approach the AIPM model is the most adequate, and if the "manager" approach is taken as the basis, then it is advisable to use the models IPMA, APM UK, GPM, etc.
Every year, IPMA publishes the collection "IPMA Certification", which informs about the status of certification, the latest changes, provides lists of all certified project managers according to international and national standards, official international and national assessors, etc.
Codes (bases, "bodies") of knowledge (Body of Knowledge)
The requirements for knowledge are determined by the Codes (bases, systems, "bodies") of knowledge - the Body of Knowledge. They define the system of requirements for knowledge, experience, skill of project managers and/or RM specialists.
The body of knowledge is maintained and developed by international and/or national professional associations. Currently, professional associations in more than 20 countries have official national Body of Knowledge on Project Management (PM BoK) and national certification systems. These Codes of Knowledge are presented in the form of National Systems of Requirements for Professional Competence and/or National Standards on Certain RM Issues.
In the field of RM, the international normative document that defines the system of international requirements for the competence of project managers is the ICB TRMA (see Table 1.4).
On its basis, the development of national systems of requirements for the competence of specialists in the countries that! ic are members of the IPMA. National requirements systems must comply with the ICB-IPMA and be formally approved (ratified) by the relevant IPMA authorities.
A number of countries outside the IP MA have their own Codes of Knowledge and certification systems. For example, North American PMI, Australian AIPM, Japanese ENAA, etc.
Table 1.4. Project Management Qualifications
Professional International Qualification Standards IPMA Core Standard
ICB- IPMA Competence Baseline, Version 2.0, IPMA Editorial Committee: Cajupin G>, Knopfel H., MOOTS P., Motzel E., Pannenbacker O. - Bremen: Eigenverlag, 1999. - p,112.
National certification systems for project managers and/or project management professionals and professional national qualification standards
UK - ARM
Body of Knowledge. Fourth Edition - UK: APM - Association for Project Managers. - Edited by Miles Dixon - Cambridge Publishing Management, England, 2000. - p.64,
A Guide to the Project Management Body of Knowledge (PMBOK Guide), 2000 Ed, Network Square, PA: Project Management Institute.
Australia - AIPM
Competence Standard, Level 4/5/6, AIPM Australian Institute for Project Management, 1996.
Germany - GPM
ZERT, Zertifizierungsstelle der GPM Deutsche Gesellschaft fur Projektmanagement e.V.: Projekt-management-Kanon - Der deutsche Zugang zum Project Management Body of Knowledge, Koln, FRG, 1998).
Russia - SOVNET
Project management. Fundamentals of professional knowledge. National requirements for competence (NTC) of specialists// Certification Commission SOVNET. M.: KUBS, 2001. 265 p.
Table 1.4 lists the Body of Knowledge RMs of some national associations and institutions that are used in the certification of project managers in various countries.
International Body of Knowledge - ICB IPMA
The International Competence Baseline (ICB) is the official international RM Competence Baseline maintained and developed by IPMA. For 32 countries of the world - members of IPMA, the basis for the development of national Codes of Knowledge in the field of RM is 1C B. Currently, 16 countries of the world have approved national Codes of Knowledge in accordance with ICB.
The ICB defines the areas of qualification and competence in the RM, as well as the taxonomy principles for evaluating a candidate for certification.
1C B contains 42 elements defining areas of knowledge, professionalism (skill) and professional experience in project management (28 core and 14 additional).
The ICB is published in English, German and French. The following national developments were used as the basis for the development of the ICB:
Body of Knowledge of AWP (UK);
Beurteilungsstruktur, VZPM (Switzerland);
PM-Kanon, PM-ZERT/ GPM (Germany);
Criteres d "analyse, AFITEP (France).
Each National Association that is a member of IPMA is responsible for the development and approval of its own National Competence Baseline (NCB) with reference to and in accordance with the ICB, and taking into account national characteristics and culture. National requirements are evaluated against the ICB and the main certification criteria according to EN 45013. They are then approved by the IP ML Validation Committee.
National Codes of Knowledge - NCB
The ICB is the basis for the development and use as national systems of requirements and standards of the National Competence Baseline (NCB) in countries that are members of IPMA. However, in a number of countries that are not members of the IP MA, there are national Codes of Knowledge and certification procedures, in particular, in the USA, Australia, South Korea and in some other countries.
Of the national standards, the most common document in the field of RM, used by specialists in many countries, is the PMI Guide PMBOK. Since 1999, PMI PMI has been the US national standard as a "glossary of terms and abbreviations" in the field of RM. Third edition of PMBOK Guide 2000 Ed. (previous editions 1987 and 1996) confirmed as an ANSI standard in March 2001.
The popularity of the PMI PMBOK is due to the simplicity of presenting part of the PM knowledge in a process form and the active policy of PMI to spread this approach outside the United States. Many specialists use this standard as a basis for their activities and therefore sincerely consider it a de facto international one.
However, as the PMBOK developers themselves note, "... not a single document can fully contain the entire amount of knowledge." The methodological simplicity of PMI PMBOK is achieved by describing a simplified PM model in a process form, which is used to manage one separate project. What is difficult or impossible to represent in the form of processes, such as strategic project management, project management, multi-project management and many other aspects of modern PM, was not properly reflected in this document.
Corporate standards and norms
The desire to have industry and corporate standards of enterprises (organizations) for PM (project management) for many companies has become conscious. However, it should be noted that their development and implementation are based on the integrated and harmonious use of both types of standards discussed above (standards that define RM processes and standards that define qualification requirements for specialists).
The use of only one type of standards for the creation and implementation of RM corporate standards cannot lead to success. The reason for the failure will be the inevitable conflict between the means of PM and the level of professional competence and culture of managers and specialists.
For example, a technocratic approach (that is, an emphasis on PM processes and methods) without changing the organizational and professional culture of managers and staff (and using appropriate professional qualification standards) may lead to the fact that the actual level of professional competence and culture of managers and specialists will be inadequate for implementation of the standard.
Domestic development of corporate standards for project management enterprises is still most widely carried out within IT companies and mainly uses elements of process and system approaches.
Applicability of standards in practice
Within the framework of the modern RM model, it is quite possible to accurately determine the areas of applicability different kind standards. In particular, for various components of the content of modern RM, you can use the standards given in Table. 1.5.
At the same time, the limits of applicability of certain standards are rather conditional and depend on specific projects and their teams. Often, strict compliance with all standards only “weights” the project, requiring much more time and labor and, accordingly, increasing the cost of the project, but at the same time does not have the proper positive impact on the final results. However, if the project team is highly professional and integrated into the context of the project, then the interfaces in the project and the tools defined through standards, norms and regulations are just one of the manifestations of the professionalism of the team members.
On the other hand, if the project is large enough and a large number of diverse participants are interested in it, then the standards are insurance against "amateur activities", conflicts of interest, unreasonable
Table 1.5. Scope of project management standards Content components of the PM Standards that define them Strategic PM Core: ISO 10006, ICB IPMA, PM BOC UK Ed.4 Additional: ISO 10007 Instrumental PM Core: ISO 10006, ICB IPMA, PM BOC UK Ed.4 Additional: BS xxx, DIN xxx Operating RM Basic: ISO 10006, ICB IPMA, PMBOK PMI,
RM BOK UK Ed.4, NTC COBHET, BS xxx, DIN xxx
Additional: ISO 9004:2000, ISO 15288:2000, ISO/IEC TR 15504 SPICE, ISO 12207 Technical PM ISO 15188:2001, ISO 15288:2000, ISO/AWI 22799, ISO/IEC TR 16326:1999, ISO/IEC TR 15504 SPICE, ISO 12207 and other new solutions and unskilled work. Ultimately, additional costs for the development, implementation and use of corporate RM standards are offset by time savings, risk reduction, better coordination of participants' activities, etc.
Currently, the globalization of standardization in the field of RM is developing in the direction of:
unification of requirements for RM competence of managers and specialists;
developing standards for unified terminology and practice that provide a common professional language and understanding of interrelated work in organizationally distributed project teams.
Conclusions on section 1.
In the field of PM, one should distinguish between what can be standardized and what is inappropriate or impossible to standardize. 2.
International and national standards use different approaches to standardizing the content of PM. This is due to different approaches to the structuring of activities and PM models used in practice in different countries and industries. As objects of standardization, as a rule, various glossaries, processes and methods are chosen. 3.
The management activities of project managers and project management specialists are unified through the use of professional qualification standards (requirements) and certification of the process and procedures for establishing the compliance of knowledge, experience, skill and personal qualities of the project manager and / or project management specialist with established requirements and norms.