ISO 21500: Generating Business Value through Strong Project Management

Generating Business Value
through Strong Project Management
Bryan Strawser, Principal Consultant & CEO

Bryan Strawser
• Bryghtpath LLC
– Global Risk & Resiliency Consultancy
– PECB Training Partner
• Education
– BS, Criminal Justice, University of Phoenix
– MBA, University of Minnesota
– National Preparedness Leadership Program,
Harvard – JFK School of Government
• Relevant Professional Certifications
– Project Management Professional (PMP)
– Program Management Professional (PgMP)
– Portfolio Management Professional (PfMP)
• PECB Instructor
– ISO21500 Lead Implementer
Principal Consultant & CEO – Bryghtpath LLC
3Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | bryan@bryghtpath.com

ISO 21500 History
• Development began in 2006 with an eye on
the 2012 Olympic Games in London.
• All major project management associations
were involved in the development of this
standard:
– Project Management Institute
– IPMA
– UK Cabinet Office
How did ISO 21500 come about?

• Scope
• Terms and definition
• Project management
concepts
• Project management
processes
• Annex: Process and
subject groups
ISO 21500 Content
Structure and Content of ISO 21500

Clauses 1-2
Clause 1
• Covers scope of ISO 21500
• “… guidance for project management…”
Clause 2
• Defines sixteen project management terms
• Ex: change request
– “documentation that defines a proposed
alteration to the project”
Defining a common project management language

Clause 3
Project Management Concepts and Execution

What’s a Project?
Clause 3.2:
• A project consists of a unique set of processes
consisting of coordinated and controlled
activities with start and end dates, performed
to achieve project objectives.
• Achievement of the project objectives
requires the provision of deliverables
conforming to specific requirements.
“A unique set of processes […] performed to achieve project objectives”

Project Management
Three Key Components:
• Project management is the application of
methods, tools, techniques, and competences
to a project.
• Project management includes the integration
of the project life cycle.
• Project management is controlled through
processes.
The ISO21500 Definition – Clause 3.3

Organizational Strategy
How projects advance an entity’s strategies

Project Environment
How projects interrelate with programs and portfolios

Governance
Clause 3.6: Project Governance
Good Project Governance is a Key Success Factor
• Defining the management structure
• Outlining the policies, processes, and methodologies
to be used
• Limits of authority for decision making
• Stakeholder responsibilities and accountabilities
• Interactions such as reporting and the escalation of
issues or risks

Stakeholders and Project Organization
Clause 3.8

Process Groups & Subject Groups
Clause 4
5 Process Groups
• Initiating
• Planning
• Implementing
• Controlling
• Closing

ISO 21500 & PMI’s PMBOK
A comparison
ISO 21500 PMBOK Guide
Initiating Initiating
Planning Planning
Implementing Executing
Controlling Monitoring & Controlling
Closing Closing
• Generally differences are relatively minor
• Reflect the use of a common language in project
management

Process Group Interactions
Clause 4.2.2.7

Process Group Interactions
Representative inputs and outputs

Subject Groups
Clause 4.2.3
39 Processes divided into 10 project management themes
• Integration
• Stakeholders
• Scope
• Resource
• Time
• Cost
• Risk
• Quality
• Procurement
• Communication

Managing Risk in a Project
Effective Risk Management
Managing risk in a project requires that project risk
management be established as a subject group and managed
effectively across the project
• Identifying Risks
• Qualitative Risk Analysis
• Quantitative Risk Analysis
• Develop risk responses
• Controlling Risks

Overcoming Obstacles
Utilizing the Governance process to escalate issues and remove obstacles
Obstacles will occur in any project effort. An effective
governance process can provide a method to communicate and
escalate issues as they arise and provide assistance in removing
obstacles
• Transparent communication
• Effective governance meetings and processes
• Communication and escalation process
– Governance / Steering Committee
– Project Sponsor(s)

Case Study: Governance Issue
IT Business Intelligence Project – 2 Years - $11.5M (USD)
A newly assigned Program Manager noticed that the project
appeared to be running out of budget money while a significant
amount of work remained to be completed.
• Complete project roadmap / financial analysis was completed
• The analysis confirmed that the effort was nearly out of
money while nearly eighteen months of work remained.
• The project sponsor, IT Leadership, and steering committee
were completely caught off guard by these results.

Case Study: Governance Issue
IT Business Intelligence Project – 2 Years - $11.5M (USD)
Lessons Learned:
• Failure in the governance processes
– Financial and progress / scope review at each steering committee
meeting
– Regular financial reporting to project sponsors and IT/Business
leadership
• Project Management failure
– The assigned project manager, and their leader, failed to communicate
these issues for several months
• Scope Control process
– Project lacked a formal scope change control process – allowing
significant changes to scope without formal analysis or review

Project Management Standards
• Project Management Institute
– Project Management Book of Knowledge
– Program Management Standard
– Portfolio Management Standard
• PRINCE2
• Agile/Scrum
• IPMA Competence Baseline (ICB)
Looking beyond ISO 21500

Professional Certifications
• Project Management Institute
– Certified Associate in Project Management (CAPM)
– Project Management Professional (PMP)
– Program Management Professional (PgMP)
– Portfolio Management Professional (PfMP)
– Specialty Project Management Certifications (ex: PMI-ACP)
• PRINCE2
– Foundation, Practitioner, Professional
• IPMA Certifications
• Association for Project Management (APM)
• Australian Institute of Project Management
• ISO 21500 Certifications
– Implementer, Lead Implementer, Auditor, Lead Auditor
Project Management

Contact Information
Contact Bryan:
Bryan Strawser
Principal Consultant & CEO
Phone: +1-612-235-6435
E-Mail: bryan@bryghtpath.com
Twitter: @bryanstrawser
Learn more about our services and how we
can help you:
Website: www.bryghtpath.com
Twitter: @bryghtpath
Facebook: facebook.com/bryghtpathllc
Bryghtpath LLC
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ISO 21500: Generating Business Value through Strong Project Management

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