How get your project management or professional services organization ISO 9001 certified.

How get your project management or professional services organization ISO 9001 certified

Aligning Knowledge Areas

• ISO Standards• PMBOK

• What is ISO 9000 certification?

• Why do I want ISO certification?

• How can I develop a certified practice?

• How can I get help?

Presentation Objectives: Shattering myths and answering questions…

What is ISO?

ISO - International Organization for Standardization is based at Geneva

138+ national standards bodies are members

USA is represented by American National Standards Institute (ANSI)

What about PMI Standards?

ISO 9001

• Positive Change Agent – when maintained

• Mechanism to Measure & Improve Quality

• Key Market Differentiator! • Provides for Corporate Continuity – Key in today’s economic landscape

Generic ISO Requirements

Applicable to all organizations, regardless of type, size and product or service provided

Establish (initially on paper)DocumentImplementMaintain a Quality Management System Continual Improvement

Quality Management System Consists of:

Mission statement

Quality Policy

Quality Objectives

Quality Manual (based on the ISO requirements)

Documented Procedures & Records

Mission Statement Project Managers DivisionTo ensure that Company XYZ always meets or exceeds our customer’s delivery and support expectations. Program Management Office:To develop standards, tools and processes that ensure quality and empower staff.

Quality Policy Our Project Managers service will consistently satisfy our customers and enable customer loyalty. Our Project Managers will comply with our PMBOK based requirements and are committed to continually improving the effectiveness of our quality management system. Our Project Managers are recognized for their accomplishments and commitment to quality service and continuous improvement.

Project Management Quality Objectives include:         Making measurable improvements in customer satisfaction, customer service and quality.  This will be measured by trending cSat results

         Achieving improvement in operational efficiencies. This will be measured through the following KPIs:  Actual versus Baseline schedule performance as reported in the Project Director's Weekly Reports and the Monthly Revenue and Derivatives Report.

         Making measurable improvements in employee satisfaction by providing an atmosphere that fosters professional growth, development and job satisfaction.  This will be measured through  formal employee feedback and/or survey as well as the Tools Review Committee and the ISO Focus Group.

In other words…In other words…

Say what you doSay what you doANDAND

Do what you sayDo what you say

With Registrar: Work normally performed

Step One: Define the Project Life Cycle

• TQM Mapping• Who does What and When

• Discrete Phases Definition

• Define Inputs/Outputs/Measurement Points

Sample TQM Map: Macro Sales to Delivery Process

Proj

ect

Man

ager

eSD C

onsu

tant

eSC S

ales

A

eS & Consulting develop Pre-SalesDraft of SOW, Prelimenary,Technical Risk Assessment, InitialTask List/ Schedule, List ofDeliverables, Resources & BOE.

DRAFTapproved for

Final?

Via eMail, PM ensuresthat all Review Meetingcomments have beenincorporated in FINALSOW.

SOW Presentedto Customer

Develop ProjectPlan: IncludingCommunication

Paths & Schedule:QMS Applies

B Yes

acceptedrejected

SOWTemplate

SOW ReviewSubprocess

See Section 5 ofMB25 for details

SOW Review:1. Via MM PMsets up meeting.2. eSC sends outproposed SOWon correctTemplate.3. Meet to review.------------------------PM performs aScope Analysis.

No

1. SOWReviewChecklist2. ScopeReviewGuide

SOW Development - Complex Consulting

Step Two: Determine PM Methodology

• Milestones that Begin & End Each Phase

• Roles & Responsibilities Definition (similar to OBS)

• Identify Corporate Constraints

• Fill in Process Gaps from TQM Mapping

ProjectPlanning

OngoingSupport

Contentloading

QualityAssurance

Pre-Sales

Resou

rces

Time

AcceptanceTesting

Provisioning

+Project Integration

ProjectPlan

November 2000

S M T W T F S

1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30

Sample Project Life Cycle

- phase inputs & outputs- milestones - KPIs: phase duration BvA - LOE

Step Three: Develop Standards for Consistent Methodology

• Align with PMBOK®

• Create an Empowerment Model (PPOC)

• Define Standards that Facilitate Measurement

• Develop Metrics for Portfolio Management.

Step Four: Develop Supporting Tools

• Design Tools that Mesh with Methodology

• Develop Tools that Capture Performance

• Define Tools that Have Closed Loops

• Create Tools that are of External Quality

• Define Tools that Facilitate Documentations & Follow Up

Examples….

Step Five: Provide Standards & Tools Training

• Promote PM Certification

• Create a Training & Certification Database.

• Assess Skills

• Standards are a function of maturity

• Develop New Hire Checklist

• Define Training Paths

• Basic ISO Training

Step Six: Document & Version Control of Methodology, Tools & Standards

• Mechanism for Review

• Approval Process

• User’s Feedback Loop

• Posting Review Cycle

TRC, MC, FG

Step Seven: Develop an Internal Audit Program

• Evaluate projects in real time

• Observe Use of Tools & Standards

• Validate Accuracy of Metrics

• Gauge Project Health

• Observe System Trends

• Develop and Objective, Verifiable, Protocol and Checklist

…sample risk audit trail

Step Eight: Preventative & Corrective (P & C) Actions

• Input Evaluation by Stakeholder

• Mechanism to Track P&C Activities – based on RCA

• Design P& C Database for Trending

• Capture Lessons Learned

• Capture Best Practices

Step Nine: Staff and Management Review Bodies

• Top Management Committee - commitment

• Staff Input Group(s)

• Link Review Bodies to P & C Database - loops

Step Ten: Develop a Quality Manual for the Quality Management System

• Leverage Defined Methodology – system anchor

• Leverage Standards & Tools

• Review Mission & System Objectives

• Ensure alignment with Corporate Policies

The Audit

Q&AQ&A

For additional information & copies of this presentation: Email Edward B. Farkas, Managing Director, Project Management Practice:

ETR Technology Center, Inc.180 Oser Avenue

Hauppauge, NY [email protected]

631.952.1300A certified WBE firm established in 1980