10/18/2015

CombiningtheISO10006andPMBOKToEnsureSuccessfulProjects

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CombiningtheISO10006andPMBOKToEnsureSuccessful
Projects
byMichaelStanleigh
TheInternationalOrganizationforStandardizationreleasedanewstandardintheautumnof2003.Referredto
asthe,ISO10006:2003,GuidelinesforQualityManagementinProjects,itiscreatingthenextwave
inourunderstandingofthemanagementofprojectsandisofbenefittoconsiderwhenplanningprojects.This
articleintendstocomparethetwoguidelinesasfollowsandprovideaninterpretationforsuccessfulplanningof
projects.Itwilllookat:
HowdoesthecontentoftheISO10006guidelinecomparetotheProjectManagementInstitutes(PMI)
ProjectManagementBodyofKnowledge(PMBOK)?
Whatistheimportanceofbothguidelinestotheongoingmanagementofprojects?
Whataretheimplicationsofthesetwoguidelinesonthemanagementofallprojects?
WhatarethestrategiesrequiredtoimplementtheISO10006andhowistheISO10006beingappliedin
organizations?

OverviewoftheISO10006:2003Standard
TheIS010006guidelineoutlinesqualitymanagementprinciplesandpracticesastheyrelatetothe
managementofprojects.Itprovidestheguidanceonqualityissuesthatimpactprojects.Itisapplicableto
projectsofvaryingcomplexity,sizeandlength.Theguidelinescanbeappliedtoprojectsmanagedbyan
individualorbyateamorforaprogram(largeprojectcomprisedofsmallerbutinterrelatedprojects)orfora
portfolioofprojects.
SincetheISO10006isaguidancedocument,itsintentionisnotforuseincertificationorregistrationpurposes.
Itsoverallpurposeistocreateandmaintainqualityinprojectsthroughasystematicprocessthatensures:
Statedandimpliedneedsofcustomersareunderstoodandmet.
Interestedstakeholdersneedsareunderstoodandevaluated.
Theorganizationsqualitypolicyisincorporatedintothemanagementofprojects.

WhatistheProjectManagementInstitute(PMI)?
TheProjectManagementInstitute,orPMIasitisknown,istheworldsleadingnotforprofitprofessional
associationforprojectmanagementdedicatedtotheadvancementoftheprofessionofprojectmanagement.

WhatisthePMBOK?
PMBOKisPMIsProjectManagementBodyofKnowledge.Itdescribesthesumofknowledgegenerallyaccepted
withintheprofessionofprojectmanagement.Generallyacceptedmeansthattheknowledgeandpractices
describedareapplicabletomostprojects,mostofthetime,andthatthereiswidespreadconsensusabouttheir
valueandusefulness.TheoverallpurposeofthePMBOKistoprovideacommonlexiconwithintheproject
managementprofessionandpracticefortalkingandwritingaboutProjectManagement.

ComparingtheISO10006StandardandthePMBOK
ThereismuchdiscussionastowhetheraprojectshouldfollowthePMBOKortheISO10006guidelinesorboth.
ThroughthiscomparisonandinterpretationofeachofthemajorsectionsIwillprovidesomeanswerstothis
question.

WhatisaProject?
TheISO10006definitionofaproject,althoughcorrect,isratherwordy.ThedefinitionfromPMBOKismore
conciseandtothepoint.Temporary,accordingtoPMBOK,meansthattheremustbeastartandfinishdateto
theproject.Aswell,PMBOKincludesthedefinitionthatAllprojectsdeliveraproduct,serviceorother
measurableendresult.TheISO10006focusesontheprocessofgettingtoit.

ISO10006states

PMBOKstates

WhatisaProject?3.5

Section1.2

Uniqueprocessconsistingofasetofcoordinated

Atemporaryendeavour

andcontrolledactivitieswithstartandfinishdates,

undertakentocreateaunique

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undertakentoachieveanobjectiveconformingto

productorservice.

specificrequirements,includingconstraintsoftime,
costandresources.

CharacteristicsofaProject
IncomparingtheISO10006Standard,Section4.1withPMBOK,Section1.2,PMBOKprovidesamoresuccinct
definition.Allprojectsareplanned,executedandcontrolled.Otherwise,howcanoneknowwhetherornot
theyreontrack?Furthermore,peopleperformprojects.Howelsewillanythinggetdone?Allprojectsare
constrainedbylimitedresources.Itisthenatureofallprojectsthattheywillalwayswantmoretimeand/or
moneyand/orpeople.TheISO10006definesaprojectasincludingnonrepetitivephases.However,thisisnot
alwaysthecaseonaproject.Attimes,phasesmayberepeated.Buttheendresultmaybeunique.Again,the
PMBOKdefinitionhereisbettersuitedtodefiningtheproject.IamconcernedthattheISO10006suggeststhat
aprojectshoulddeliverminimumqualityresults.Rather,aprojectshoulddeliverallexpectedqualitydeliverables
asdefinedinthescopeoftheproject
ISO10006states

PMBOKstates

CharacteristicsofaProject4.1

Section1.2

Unique,nonrepetitivephasesconsisting

Performedbypeople.

ofprocessesandactivities.

Constrainedbylimited

Havesomedegreeofriskand

resources.

uncertainty.

Planned,executed,and

Expectedtodeliverspecified(minimum)

controlled.

qualityresultswithinpredetermined
parameters
Haveplannedstartandfinishdates,
withinclearlyspecifiedcostandresource
constraints
Maybealongdurationandsubjectto
changinginternalandexternalinfluences
overtime.

WhatisaQualityPlan?
ThedefinitionsthatISO10006ANDPMBOKprovideforidentifyingqualitystandards,althoughstateddifferently,
aresimilar.Allprojectsmustidentifythequalitypolicyandstandardsthatareapplicableandhowtheproject
managementteamwillimplementitsqualitypolicy.Thesestandardsarethenputintotheprojectplanwitha
processthatcanidentifywhetherornottheteamismanagingtheprojectinaccordancewiththequalitypolicy
thathasbeenestablished.

ISO10006states

PMBOKstates

WhatisaQualityPlan?4.2.3

Section8.1

Documentspecifyingwhich

Identifieswhichquality

proceduresandassociated

standardsarerelevanttothe

resourcesshallbeappliedby

projectanddetermineshowto

whomandwhen,toaspecific

satisfythem.

project,product,processor

Describeshowtheproject

contract.

managementteamwill
implementitsqualitypolicy.

QualityManagementPrinciplesthroughtheStrategicProcess
ISO10006providesnine(9)majorstepstoconsiderforthestrategicprocessthatinclude:CustomerFocus,
Leadership,InvolvementofPeople,ProcessApproach,SystemapproachtoManagement,Continual
Improvement,FactualapproachtoDecisionMakingandMutuallybeneficialSupplierRelationship.

PMBOKprovidesdetailintheProjectQualityManagementsectionincluding:ProjectStakeholders,KeyGeneral
ManagementSkills,OrganizationalStructure,AdministrativeClosureandProjectProcurementManagement.
ManagementsResponsibility
TheISO10006alsoincludesthatseniormanagementhavearoletoplayinoverseeingprojectstoensure
success.Theydothisbyprovidingsupport,approvals,etc.Theirunderstandingofwhattheyneedtodoto
ensureprojectsuccessisimportant.Unfortunately,thePMBOKdoesnottouchonthisimportantaspectof
projectmanagement.
TheISO10006emphasizestheneedforprojectstobestrategicallyalignedwhilethePMBOKdoesnottouchon
thisimportantaspectofprojectmanagement.Projectsthatarentsomehowlinkedtoadepartmentalor
organizationalstrategyriskfailure.Shiftingorganizationalprioritieswillplacethematthebottomofthelist.Only
strategicallyalignedprojectsarekeptashighpriority.Indecidingwhichprojectsshouldremainandwhichshould
beeliminated,sounddecisionmakingprocessesareimportanttohaveinplace.

ISO10006states

PMBOKstates

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CombiningtheISO10006andPMBOKToEnsureSuccessfulProjects
Applicationofqualitymanagement

ProjectQualityManagement8

principlesthroughthestrategic

Includesprocessesrequiredtoensuretheproject

process5.2.1

willsatisfytheneedsforwhichitwas

Planningfortheestablishment,

undertaken.Itincludesallactivitiesoftheoverall

implementationandmaintenanceof

managementfunctionthatdeterminethequality

aqualitymanagementsystem

policy,objectives,andresponsibilitiesand

basedontheapplicationofthe

implementsthembymeanssuchasquality

qualitymanagementprinciplesisa

planning,qualityassurance,qualitycontroland

strategic,directionsettingprocess.

qualityimprovementwithinthequalitysystem.

ManagementCommitment
ThePMBOKdescribesthedefinitionsandsuggestedtoolsforthemanagementofprojects,butdoesnotgotothe
nextlevelofidentifyingtheimportanceofmanagementinensuringaprojectssuccess.Incomparison,theISO
10006isverystronginthisareaandprovidesmoreguidancethanPMBOK.Manyprojectssufferbecauseofthe
lackofsupportofmanagement.ManagementmustactintheroleofProjectSponsorand/orasfunctional
managerswhocommitresourcestotheprojectteam.Theyhaveaclearresponsibilitythatmustbedefined.

ISO10006states

PMBOKstates

ManagementCommitment5.1

Noreferencetomanagement

Commitmentandactiveinvolvementoftop

committmentisincluded.

managementoftheoriginatingandproject
organizationsareessentialfordevelopingand
maintaininganeffectiveandefficientquality
managementsystemfortheproject.

Customer/StakeholderFocus
CustomerfocusonprojectsiscrucialforsuccessaccordingtotheISO10006.TheISO10006Standardmentions
thattheprojectprocessisinterrelatedtootherprocesseswithintheorganizationandrecognizesthatallworkis
aprocess.ThisaspectofprojectmanagementisnotincludedinthePMBOK.
ThePMBOKisexcellentinitsinclusionofasectiononprojectqualitymanagementthatdetailstheneedfor
projectstoincludequalitystandardsandtoputinplace,specificactivitiesthatwillensurethatthestandardsare
beingmet.PMBOKalsodescribesthevariousstakeholders,includingthecustomersthatmustbeidentifiedwho
areimpactedbytheproject.ItdiscussesMatrixManagement,includingtheneedformanagementtoprovidethe
resourcestoaprojecttoensureitssuccess.Anditexpandsontheprocurementprocess.

ISO10006states

PMBOKstates

CustomerFocus5.2.2

ProjectStakeholders2.2

Organizationsdependontheir

Stakeholdersareindividualsandorganizationsthat

customersandthereforeshould

areactivelyinvolvedintheprojectorwhose

understandcurrentandfuture

interestsmaybepositivelyornegativelyaffected

customerneeds,shouldmeet

asaresultofprojectexecutionorproject

customerrequirementsandstrive

completion.ProjectStakeholdersmustbeidentified,

toexceedcustomerexpectations.

theirneedsmustbedeterminedandtheymustbe
managedtoensureasuccessfulproject.

Leadership/GeneralManagement
PMBOKguidelinesintheareaofqualitymanagementareclearandeasytofollow.Ittriestoensurethatthe
projectismanagedinaqualityway,followingestablishedqualitypolicyandstandardsfortheorganization.Both
thePMBOKandISO10006areclearontheimportanceofthecustomer,althoughthePMBOKdoesabetterjob
ofdescribingtheneedtoidentifythecustomer,determinetheirrequirementsandmanagetheserequirements
throughouttheproject.
TheISO10006includesadiscussionontheneedforcontinualimprovementonaprojectandthisisalso
includedinthePMBOKasapartofthecloseoutevaluationoftheproject.Neitherdiscussesorrecommendshow
thisknowledgeshouldbecapturedandhowitcanbetransferredtoothers.

ISO10006states

PMBOKstates

Leadership5.2.3

KeyGeneralManagementSkills2.4

Leadersestablishunityofpurpose

Generalmanagementskillsprovidethefoundation

anddirectionoftheorganization.

forbuildingprojectmanagementskills.Theyare

Theyshouldcreateandmaintain

oftenessentialforaprojectmanager.Onanygiven

theinternalenvironmentinwhich

project,skillinanynumberofgeneralmanagement

peoplecanbecomefullyinvolved

areasmayberequiredincludingLeading,

inachievingtheorganizations

Communicating,Negotiating,ProblemSolvingand

objectives.

InfluencingtheOrganization.

InvolvementofPeople
TheISO10006describestheneedforamutuallybeneficialsupplierrelationshipbutthePMBOKisnotasclearin

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CombiningtheISO10006andPMBOKToEnsureSuccessfulProjects
thisarea.ThePMBOKmentionstheneedforgoodcontractualagreementsbutthisisntquitethesame.Agood
contractdoesntalwaysequatetoamutuallybeneficialsupplierrelationship.Currentapproachestothe
managementofprojectsemphasizeaneedfortheinternalorganizationsprojectplantobemergedwiththe
suppliers.Thisensuresthatcriticalinterdependenciesareidentifiedandmanaged.

ISO10006states

PMBOKstates

Leadership5.2.3

KeyGeneralManagementSkills2.4

Leadersestablishunityofpurpose

Generalmanagementskillsprovidethefoundation

anddirectionoftheorganization.

forbuildingprojectmanagementskills.Theyare

Theyshouldcreateandmaintain

oftenessentialforaprojectmanager.Onanygiven

theinternalenvironmentinwhich

project,skillinanynumberofgeneralmanagement

peoplecanbecomefullyinvolved

areasmayberequiredincludingLeading,

inachievingtheorganizations

Communicating,Negotiating,ProblemSolvingand

objectives.

InfluencingtheOrganization.

Process&SystemApproachtoManagement
ISO10006recommendsaprocessandsystemapproachforprojectplanningwhilePMBOKprovidesmorespecific
directionwithrespecttoorganizationalstructureandfocusesonqualityimprovements.

ISO10006states

PMBOKstates...

Processapproach5.2.5

OrganizationalStructure2.3.3

Adesiredresultisachievedmore

Thestructureoftheorganizationoften

efficientlywhenactivitiesandrelated

constrainstheavailabilityoftheresources.

resourcesaremanagedasaprocess.

Inamatrixedorganizationalstructure,the
projectmanagersharesresponsibilitywith
thefunctionalmanagersforassigning
prioritiesandfordirectingtheworkof
individualsassignedtotheproject.

Systemapproachtomanagement5.2.6

KeyGeneralManagementSkills2.4

Identifying,understandingandmanaging

Asexplainedabove,generalmanagement

interrelatedprocessesasasystem

isabroadsubjectdealingwithevery

contributestotheorganizations

aspectofmanaginganongoing

effectivenessandefficiencyinachievingits

enterprise.

objectives.
Continualimprovement5.2.7

AdministrativeClosure10.4

Continualimprovementofthe

Includesprocessesforclosingprojects,

organizationsoverallperformanceshould

retaininglessonslearnedandarchiving

beapermanentobjectiveofthe

documentation.

organization.
Factualapproachtodecisionmaking5.2.8

KeyGeneralManagementSkills2.4

Effectivedecisionsarebasedonthe

Includesneedforprojectmanagersto

analysisofdataandinformation.

havegoodproblemsolvingskills.

Mutuallybeneficialsupplierrelationship

ProjectProcurementManagement12

5.2.9

Includestheprocessesrequiredtoacquire

Anorganizationanditssuppliersare

servicesfromoutsidetheorganization.

interdependentandamutuallybeneficial
relationshipenhancestheabilityofbothto
createvalue.

ManagementReviews/Communication
TheISO10006describestheprocessofregularreportingtomanagementabouttheprojectandtheprojects
abilitytomeetitsqualitymanagementplan.Incomparison,thePMBOKcontainsinformationabouttheneedto
establishaqualitymanagementplan,butdoesnotincludeanyspecificinformationregardingtheprocessof
communicatingthistomanagement.However,PMBOKdiscussestheneedtocommunicatetoallstakeholders,
includingmanagement,abouttheprojectsprogress.Onecouldsurmisethatthiswouldincludetheabilityofthe
projecttomeetitsqualitystandards.Overall,theISO10006isclearerontheneedofmanagementtobe
involvedinthequalityoftheproject.

ISO10006states

PMBOKstates

ManagementReviews5.3.1

CommunicationsPlanning10.1

Theprojectorganizationsmanagement

Determiningtheinformationand

shouldreviewtheprojectsquality

communicationneedsofthestakeholders

managementsystem,atplannedintervals,

whoneedswhatinformation,whenwill

toensureitscontinuingsuitability,

theyneeditandhowitwillbegivento

adequacy,effectivenessandefficiency.

them.

ProgressEvaluations5.3.2

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CombiningtheISO10006andPMBOKToEnsureSuccessfulProjects
Theseshouldcoveralltheprojects
processesandprovideanopportunityto
assesstheachievementoftheproject
objectives.Thiswillprovidesignificant
informationontheprojectsperformance.

ResourceManagementResourceRelatedProcesses
TheISO10006outlinestheprocessforidentifyingandacquiringresourcesfortheproject.Itincludesa
descriptionofhowtoreviewtheresourcerequirements.ThePMBOKissimilarbutemphasizesthecontractitself,
ratherthantheprocessofacquiringandmanagingtheresources.

ISO10006states

PMBOKstates

Resourcerelatedprocesses6.1

ProjectProcurementManagement12

Thesearetheprocessestoplanand

Includestheprocessesrequiredtoacquire

controlresources,whichhelptoidentify

goodsandservicesfromoutsidethe

anypotentialproblems.Resourcesare

organizationandthemanagingofthe

definedasequipment,facilities,finance,

relationshipwiththeseller.

information,materials,personnel,
services,etc.

PersonnelRelatedProcesses
BoththeISO10006andPMBOKdescribetheneedforaclearprojectorganizationalstructureandincludepoints
thatfocusontheneedtoacquire,trainandmanagetheprojectsstaffresources.Aswell,bothguidelinesdiscuss
theneedtobeclearonthecompetenciesofpersonnelandaddresstherequirementfordevelopingtheteam.
Overall,eachguidelineidentifiesthattheprojectmanagermustenhance
theabilityofstakeholderstocontributeaswellastheabilityoftheteamtofunction.

ISO10006states

PMBOKstates

Personnelrelatedprocesses6.2

OrganizationalStructure2.3.3

Thequalityandsuccessofaprojectwill

Thisincludesfunctionalandprojectized

dependontheparticipatingpersonnel.The

structures.

personnelrelatedprocessesinclude:

StaffAcquisition9.2

Theestablishmentoftheproject
organizationalstructure.

Gettingthehumanresourcesneeded,
assignedtoandworkingontheproject.

Theallocationofpersonnel.

TeamDevelopment9.3

Teamdevelopment.

Enhancingtheabilityoftheteamto
function,ensuringtheprojectssuccess.

ProductRealization
ComparingISO10006withPMBOK,IwouldsaythattheISO10006ismoreprocessorientedinitsdescriptionof
theprocessesrequiredforaprojecttobesuccessfullymanagedsothatitmeetsalloftheneedsoftheoriginal
objectivesandthestakeholderrequirements.ISO10006identifiessevenprojectmanagementprocessgroupings
necessarytoproducetheprojectsproduct.TheserelatetotheprojectprocesstheyincludeinElement4.1.4,
whichare:planning,organizing,monitoring,controlling,reportingandtakingcorrectiveactionsonacontinual
basis.However,theISO10006projectmanagementprocessgroupingsdonotappeartofollowinalogical
sequence.Whileeachprocessneedstobedoneatvarious
timesduringthecourseofmanagingtheprojectfrombeginningtoend,itisnotclearastothesequencein
whichthestepsaretobetaken.
TheISO10006guidelinesdescriptionwithineachprojectmanagementprocessgroupisexcellent.However,
whereeachoneoftheseprojectmanagementprocessgroupingsshouldbeincluded,thatisinwhatprocess
withintheprojectitself,isidentifiedwithinsomeofthegroupings,butnotallofthem.Forexample,ISO10006
statesthatRiskIdentificationshouldbeperformedattheinitiationoftheproject,althoughInitiationisnt
mentionedintheprojectprocess.IntheCommunicationgrouping,itstatesthatthereshouldbea
communicationplan,butnomentionismadeastowherewithintheprojectprocessthiscommunicationplan
shouldbeincluded.
Inmyview,eachprojectmanagementprocessgroupingshouldhaveatasklistoraworkbreakdownstructure
(WBS)incorporatedintoonemasterprojectplan.ThisisnotarticulatedveryclearlyineithertheISO10006or
thePMBOK.
ThePMBOKhasbrokendowntheprocessofmanagingaprojectintofive(5)processes:Initiating,Planning,
Controlling,ExecutingandClosing.Tolocatewhathastobedonewithineachprocessisdifficult.Thefive
processesarenotorganizedinthePMBOKinaprocessorientedmanner.Whiletheactualdescriptionofeach
elementwithineachprocessisclearastothetools,templatesandtechniquestouseandthedefinitionsto
follow,noclearprocessonhowtodotheseismentioned.Thatis,PMBOKdoesnotclarify,whatistheprocessof
assessingrisk,managingchange,andsoon.
InboththeISO10006andthePMBOKitisdifficulttoknowwhatshouldbedoneforaprojectthatissmall
versusonethatislarge.Doyoudoeverythingforboth?Howdoesonemakethisdecision?

ISO10006states

PMBOKstates

Sevenprojectmanagementprocessgroupings

Projectmanagementprocesses

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CombiningtheISO10006andPMBOKToEnsureSuccessfulProjects
necessarytoproducetheprojectsproduct:

(3.2)canbeorganizedintofive

1)Interdependencyrelatedprocesses7..2

groupsofoneormoreprocesses:

2)Scoperelatedprocesses7.3

1)Initiatingprocesses3.3.1

3)Timerelatedprocesses7.4

2)Planningprocesses3.3.2

4)Costrelatedprocesses7.5

3)Executingprocesses3.3.3

5)Communicationrelatedprocesses7.6

4)Controllingprocesses3.3.4

6)Riskrelatedprocesses7.7

5)Closingprocesses3.3.5

7)Purchasingrelatedprocesses7.8

MeasurementAnalysis&Improvement
BoththeISO10006andthePMBOKclearlyidentifytheneedforprojectstohaveaprocessofclosure,evaluation
andlessonslearneddocumentation.Furthermore,theyeachstatethatasystemshouldbeestablishedto
retrievetheselessonslearnedsothatknowledgefromoneprojecttoanothercanbeobtainedandtransferred.
Buthowtheknowledgeisactuallytransferred,ismissingfromboth.

ISO10006states...

PMBOKstates...

8.1Improvementrelatedprocesses

10.4AdministrativeClosure

Providesguidanceonhowtheorganizationand

Includesprocessesforclosing

projectshouldlearnfromprojects.

projectscollectingprojectrecords

8.2MeasurementandAnalysis
Statesthattheorganizationneedstoensurethat
measurementcollectionandvalidationofdata,
areeffectiveandefficientinordertoimprove

analyzingprojectsuccess,
effectivenessandlessonslearned
andarchivingthisinformationfor
futureuse.

theorganization'sperformanceand
enhancethesatisfactionofcustomersandother
interestedparties.
8.3ContinualImprovement
Statesthattheorganizationshoulddefinethe
informationitneedstolearnfromprojectsand
establishasystemforidentifying,collecting,
storing,updatingandretrievinginformationfrom
projects.Theorganizationshoulddesign
theprojectsinformationmanagementsystemto
implementtherequirementsspecified
forlearningfromtheprojectbytheorganization.

ImportanceoftheISO10006StandardtotheOngoingManagementofProjects
TheISO10006providesprojectprocessguidance.
Aproject,likeallwork,isaprocess.Theprocessofmanagingaprojectisarepeatableprocessalthoughthe
contentofeachprojectisunique.Manyprojectssufferbecausetheyhavenoclearprocessonhowtheywillbe
managedfrombeginningtoend.
TheISO10006providesguidanceonaprocesstocloseandevaluateaprojectinordertoretaintheknowledge
gainedforfutureprojectmanagersandprojectteams.
LessonsLearnedandKnowledgeRetentionhelptocreateprojecttemplatesthatarereusabletools.TheISO
10006providesguidanceonaprocesstocloseandevaluateaprojectinordertoretaintheknowledgegainedfor
futureprojectmanagersandprojectteams.Thisensuresprojecttemplatesbecomereusabletools.
TheISO10006providestheguidelinestoensurethatallprojectsaremanagedbyfollowingsoundquality
managementprinciples.
Thatis,ISO10006recognizethatprojectsaremanagedasaprocessnotasasetofunrelatedtaskstobedone.
Allprojectscanbeauditedbyfollowingtheseguidelines.Projectsthatfollowthisguidelinehaveahigher
likelihoodofsuccessbecausetheywillhavequalitystandardsestablishedandfollowed.Thesequalitystandards
willbeclearlydocumented.

ImplicationsoftheISO10006StandardandPMBOKontheManagementofall
Projects
ThePMBOKandISO10006Standardpresentasetofknowledgeandguidelinesrelatingtothemanagementof
projects.However,projectscouldneverbesuccessfullymanagedbyfollowingtheseguidelinesalone.
Neitherstandardidentifiestheprocessofmanagingaprojectfrombeginningtoendinalogicalsequence.(That
is,whatisthefirstthingtodo,secondthingtodo,etc.).Theybothidentifytheglobalprocesses,butnotthe
stepsnecessarywithineachoneanddonotincludewhatistheprocessofsuccessfullymanagingaprojectfrom
beginningtoend.Nordotheyidentifyhowtousetheguidelinesforasmallversusalargeproject.
ThestageswithinthemanagementofaprojectareclearlyidentifiedbothinthePMBOKthe5processesof
Initiating,Planning,Controlling,ExecutingandClosingandintheISO10006planning,organizing,monitoring,
controlling,reportingandongoingcorrectiveactions.
ItistheISO10006thatexplainshowtodootherprocesseswithineachstage.Forexample,ISO10006explains
howtodoariskassessmentormanageachangerequest,etc.However,itisnotalwaysclearaboutwhereeach
oftheseprocessesfitintotheoverallprocessofmanagingtheproject.Thatis,atwhichstagetheyaretobe
done.
ThebestguidetothemanagementofallprojectsistoapplyacombinationoftheISO10006standardsandthe
PMBOKguidelines.Whenauditingaproject,theISO10006providesclearerguidelinestofollowtoensure
adherencetoqualitystandards.However,auditingaprojectusingthePMBOKisachallenge.Aprojectmayuse

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manyoftheelementsofthePMBOKbutmaystillnotbeclearontheirprocessofensuringqualityandtherefore
success.

StrategiesForSuccessfulProjects
ThemanagementofallprojectsrequiresknowledgecontainedinboththePMBOKandISO10006.Thereis
duplicationbetweenthembutalsodifferences.Incombination,theysupportanimportantbodyofknowledge.
ThebestoverallstrategytoimplementtheISO10006is:
ReviewandunderstandthePMBOK.
ReviewandunderstandtheISO10006.
Developaclearprocessormethodologyforthemanagementofprojectsfrombeginningtoend.Recognize
thatthisisaframeworkonly.Projectsvaryinsizeandscopeandthisprocessmustbeadaptabletothese
variousneeds.
Developaprocessforkeyelementswithintheproject.Thatis,ariskmanagementprocess,change
managementprocess,communicationprocess,stakeholdermanagementprocess,etc.
Developqualitystandards.Thesequalitystandardsidentifywhatwillbedonefromthebeginningtothe
endoftheprojecttoensurethatalloftheoriginaldeliverablesaremet,thestakeholderrequirementsare
met,andtheprojectresourcesarewellmanaged,therebyensuringtheendresultoftheprojectmeetsall
expectations.
Incorporatealloftheseprocessesintoonemasterprojectplansothatitisalwaysevidentwhetherornot
everythingthatneedstobedone,accordingtotheestablishedqualitystandards,isdone.
Audityourprojectstoensuretheyarebeingmanagedasaqualityproject.UsetheISO10006guidelines
forthis.
Ensurethatallprojectshaveaclearcloseoutandevaluationprocessandthatthelessonslearnedare
captured.
Transfertheknowledgefromthelessonslearnedtonewprojects.

HowistheISO10006Standardbeingappliedinorganizations?
BusinessImprovementArchitectsusestheISO10006Guidelinestoauditprojectsinordertoensurecompliance
totheseguidelines.Forexample,wewillreviewallprojectdocumentationtoensurethattheprocessesof:
Managingeachprojectisclearandwelldocumented.
Creatingandmaintainingtheteamisdocumented.
Managingchangeontheprojectisapparentanddocumented.
Managingriskiscontinuous,isdocumentedandfollowed.
Reviewingtaskcompletionisdocumentedandfollowed.
Reviewingthebudgetisdocumentedandfollowed.
Closingandevaluatingtheprojectisdocumentedandfollowed.

AbouttheAuthor
AsPresidentandCEOofBusinessImprovementArchitects,Michaelworkswithexecutivesandseniormanagers
aroundtheworldtohelpthemimproveoperationaleffectivenessthroughstrategicplanning,leadership
development,projectmanagementandqualitymanagement.Hehasbeeninstrumentalinhelpinghisclients
reducewasteandincreaseefficienciesandprofitswithhisclearprocessesandqualityapproach.
Formoreinformationaboutthisarticle,pleasecontactbiaatinfo@bia.ca.
MichaelStanleighisauthoroftheglobalreport:2010PMOGlobalStudy:HowaProjectManagement
OfficeCanImproveOrganizationalEffectiveness.Formoreinformationaboutthisreport,pleasecontact
biaatinfo@bia.ca.
BusinessImprovementArchitects

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https://www.bia.ca/articles/pjcombiningiso10006pmboktoensuresuccessfulprojects.htm

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10/18/2015

CombiningtheISO10006andPMBOKToEnsureSuccessfulProjects
BusinessImprovementArchitects,Toronto,Ontario,Canada
USA/Canada:18663463242,International:+14164448225,Fax:4164446743
CopyrightBusinessImprovementArchitects.Wewillneversellordistributeyouremailorinformationtoanyone.
Contact:sstanleigh@bia.caorCall(416)4448225

https://www.bia.ca/articles/pjcombiningiso10006pmboktoensuresuccessfulprojects.htm

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