ISO 21500 PMI Top Ten Reasons Projects Fail

ISO 21500

PMI | Top Ten Reasons Projects Fail 1. Inadequately trained and/or inexperienced project managers 2. Failure to set and manage expectations 3. Poor leadership at any and all levels 4. Failure to adequately identify, document and track requirements 5. Poor plans and planning processes Page 2 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

PMI | Top Ten Reasons Projects Fail 6. Poor effort estimation 7. Cultural and ethical misalignment 8. Misalignment between the project team and the business or other organization it serves 9. Inadequate or misused methods 10. Inadequate communication, including progress tracking and reporting Page 3 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Starting point • More than 20 mill. Project managers WW • Approx. 2 mill. PM’s are certified • 25% af the wotlds BNP er project related • Many unique non-compatible project guidelines / standards / models • Sound project management input from PMBOK, Prince 2, IPMA, DIN, BS amongst others • ISO 21500 work started 2007 – ended late 2012 • Focus on terminology, processes and consepts Page 4 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | View of the ”world” Standards Certification Page 5 IPMA PMI XLPM PRINCE 2 SCRUM Models Tools ISO DS Requirements and principles ie. ”What” not ”How” PENG Gantt WBS SWOT EVM Agile Project. Place XLPM online Antura MS Project Mind Manager Plan. Ware 11. 02. 2013 John Holst Focus on PM competences experience and skils Process based, focussing on phases, outcomes etc. Metods for plans, scheduling, calculations, documentation, structure etc. Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 Scope and Target group: Guide in concepts and processess that are important for, and have impact on the performance of projects. Top management & Owners (Project Sponsors) – Understanding of the principles of project management and to help them to give support and guidance to the project Project managers, - teams and – team members – common basis upon which to compare, benchmark and use diverse PM models, tools and methods Developers of standards – for the development of PM standards who are consistent at a core level Page 6 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Content Terminology § From ”activity” to ”work break down structuredictionary” Concept § Universal project management model § Concepts and their relations/interfases § Project landscape and stakeholders Processes § 40 processes Annex § Process maps Page 7 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Terminology A project is … 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. Although many projects may be similar, each project is unique. Project differences may occur in the following: • deliverables provided • stakeholders influencing • resources used • constraints • the way processes are tailored to provide the deliverables Page 8 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Terminology Project management is… the application of methods, tools, techniques and competencies to a project integration of the various phases of the project life cycle performed through processes Page 9 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Concepts Project management Organizational strategy Environment Project governance Projects and operations Stakeholders Competencies Project Life Cycle Project constraints Relationship, concepts/processes Page 10 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Stakeholder Page 11 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Processes Page 12 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

PMI vs. ISO 21500 ”Subjects” Integration Stakeholder Scope Resource Time Cost Risk Quality Procurement Communication Page 13 11. 02. 2013 John Holst PMBo. K® Guide ”Knowledge Areas” Integration Stakeholder (New) Scope Human Resources Time Cost Risk Quality Procurement Communication Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Process maps, Planning Page 14 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | Outcomes/documents Page 15 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens

ISO 21500 | What is good § Common undertanding/vocabulary across the different guidelines, models and tools (It’s posible to map between the documents/models and ISO 21500) § Easy for non-”project experts” to understand, what to expect and what to ask for, from the project managers and companies § Gives a unique posibility to align and/or compare different guidelines, models and tools § Sound project management can now be a criteria in public tenders § One global guideline for a company working across boundaries § An even playing field for all Page 16 11. 02. 2013 John Holst Protection notice / Copyright notice QEHS & PM@Siemens