PMI and ISO.
A commentary from Daniel Hendling about the ISO
Standard “Guidance on project management” from a
PMBOK 4 perspective.
Introduction
Now it is here, the ISO standard „Guidance on
project management“ in its final version. I took a
closer look and put together the parts which seemed
most relevant to me.
As with any standard also the ISO 21500 looks for
creating a common basis and understanding for
project work. This should enable us to work together
more effectively – not just in a project team but also
between sponsors and project managers. In addition
the standard should enable organizations to develop
their own project management standards.
The standard may be bought at www.iso.org or at a
local (online) store, costing around EUR 116,-.
The standard contains a not too extensive list of
terms and definitions, which should help one
understand the document easily. You find a larger list
and definition of terms in the PMI lexicon at
www.pmi.org / PMBOK-Guide & Standards.
http://www.pmi.org/PMBOK-Guide-andStandards/PMI-lexicon.aspx
As for the standard each project begins considering
the organization’s strategy identifying “opportunities”.
These opportunities lead to projects, looking into real
business benefits (via business case) and finally
realizing them. This “benefits realization” is
understood as being in the area of the permanent
organization (operations), yet should the project
manager consider this topic as well throughout the
project (see PMBOK 4.1.1.2).
Project and program management are mentioned
very briefly. If you are more interested in these areas
take a look into the appropriate PMI standards,
generally covering those areas:
The Standard for Program Management, 2nd Edition
This standard provides a detailed understanding of
program management, and promotes efficient,
effective communication and coordination. It looks
into the process groups already known from the
PMBOK 4 - Initiating, Planning, Executing, Monitoring
& Controlling und Closing as well as the Knowledge
Areas Integration Management, Scope Management,
Time Management, Communication Management,
Risk Management, Procurement Management,
Financial Management, Stakeholder Management
and Governance.
The Standard for Portfolio Management, 2nd edition
While the PMI standards for project and program
management are looking into “Doing the work right.”
this standard is covering the area of “Doing the right
work.” by Managing projects, programs & other work
to meet strategic business objectives. Here the
processes
„Aligning“ and „Monitoring & Controlling“ are defined
as well as the knowledge areas “Governance“
(consisting of Identify, Categorize, Evaluate, Select,
Prioritize, Balance, Communicate und Authorize) and
„Risk Management“ (consisting of Identify, Analyze,
Respond, Monitor & Control).
Being a PMI member you may access all standards
provided by PMI at www.pmi.org at no further costs.
http://www.pmi.org/PMBOK-Guide-andStandards/Standards-Library-of-PMI-GlobalStandards.aspx
Generally the information given on project
governance and the structure of a project is as we
already know it.
Especially mentioned are the project management
competencies, split into technical competencies,
behavioral
competencies
and
contextual
competencies. Technical competencies include the
typical project management skills and techniques.
Behavioral competencies are covering the way how
you are dealing with other people and the quality of
collaboration. Context competencies are looking into
the organizational and external environment of the
project.
Constraints which need to be balanced are “Scope”,
“Quality”, “Schedule“, “Resources“ and „Costs“, while
risks, health & safety, the social and ecological
impact of the project (this I like) and laws are
mentioned as well.
Then the concept of managing a project is split into
its elementary processes. Looking at these being
someone who has a PMBOK 4 background is likely
to be positively surprised. All processes are grouped
into five “Process Groups” and fall into one out of ten
“Subject Groups”, which might be compared with the
“Knowledge areas” in the PMBOK 4. Every process
carries a short description and has Inputs & Outputs.
The way how each process is being applied varies
and needs to be individually tailored to the need of
each project.
The “Process Groups” are called
 Initiating
 Planning
 Implementing
 Controlling
 Closing
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These, like in the PMBOK 4, should not be
understood to be phases which are one after the
other or overlap, but groups of processes which span
across the project life cycle – in different intensity and
absolutely iteratively.
In general the overview of the ISO standard’s
processes looks the same like the PMBOK’s. I will
only focus on the relevant differences and what are
worthy of mention. I will not mention differences
which are just in name (while the content of the
process is the same).
The process of collecting requirements (see PMBOK
4 „Collect Requirements“) is part of the “Define
scope” Planning-process.
The WBS does not necessarily need to follow a
phased-approach but may also be structured in
deliverables, discipline or location (just as an
example).
The process “Define activities”, which we may know
from the Time Management Knowledge Area of the
PMBOK 4, is part of the “Scope” subject group in the
ISO standard.
The ISO standard contains an overview similar like in
the PMBOK 4 age 43. Taking a look at these
overviews might make it easier to read this article.
You may download the PMBOK 4 from www.pmi.org.
“Control scope” (Controlling) is identical to the one in
PMBOK 4, though its verification (see PMBOK 4
“Verify Scope”) is included in the “Close project or
phase” (Closing) process.
Integration
Within the Planning-process „Develop project plans“
(see „Develop Project Management Plan“) there is a
distinction made between the „Project Management
Plan“ and the „Project Plan“. The „Project
Management Plan“ describes the “how” of managing,
monitoring & controlling and contains the appropriate
subsidiary plan. The „Project Plan“ is looking into the
baselines when carrying out the project, see the
baselines within the PMBOK 4.
Resource
What is rather understood under “Acquire Project
Team” (Executing) in the PMBOK 4 happens during
„Establish Project Team“ (Initiating).
The Controlling-process „Control Changes“ (see
„Perform Integrated Change Control“) looks not just
into changes to the scope (some people tend to
believe that changes only apply to scope) but all
elements of the projects.
“Collect lessons learned” is a separate Closingprocess, which is included within the “Close Project
or Phase” process (and in other) of the PMBOK 4.
Though being part of the “Closing” process group
collecting and documenting lessons learned in a
structured way happens throughout the whole project
life cycle. The Closing-process “Close project or
phase” includes also the verification of the scope
(see PMBOK 4 “Verify Scope”).
Stakeholder
What is mentioned under “Communications
Management” in the PMBOK 4 is split into
“Stakeholder” and “Communication” in the ISO
standard.
Here you find the processes „Identify stakeholders“
(Initiating)
and
„Manage
stakeholders“
(Implementing), while developing a stakeholder
management strategy is understood as part of
“Manage stakeholders” (as opposed to “Identify
Stakeholders” in the PMBOK 4).
Scope
„Estimate resources“ (Planning) is part of the Time
Management in the PMBOK 4, while ISO sees this as
part of “Resource”.
The Planning-process “Define Project Organization”
fits to the PMBOK 4 process “Develop Human
Resource Plan”.
“Manage project team” is part of the “Controlling”
process group (PMBOK 4: Executing) and there is a
process called “Control resources”.
Time
As opposed to the PMBOK 4 “Define activities” is
part of Scope, not Time. Apart from that the Time
subject group can be directly compared with the
“Time Management” in PMBOK 4.
Cost
This Subject Group can more or less 1:1 be
compared with the appropriate Knowledge Area in
the PMBOK 4.
Risk
The subject group “Risk” sees “Identify risks” and
“Assess risks” as being part of Planning.
If you are looking for the PMBOK 4 process “Plan
Risk Management” you will find this included in the
“Develop project plans” process in the ISO standard.
Quantitative and qualitative risk analyses are both
done as part of the “Assess risks” process, while
planning the adequate risk response (PMBOK 4:
Planning) is included in the “Treat risks” process
(Implementing).
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Quality
This subject group can also be more or less 1:1
compared with the appropriate Knowledge Area in
the PMBOK 4.
Well, one question might still need to be answered:
What about the PMBOK 5 versus ISO 51200? The
answer is easy: It will be similarly “compliant” like the
PMBOK 4 already is. And maybe even a little bit
more.
Procurement
Even though the names of the processes are not fully
identical, the processes mentioned in the ISO
standard are the same like in the PMBOK 4. Only
exception is the PMBOK 4 process “Close
Procurements”, which is included in the “Close
project or phase” process of the ISO standard.
Communication
As the ISO standard splits the PMBOK 4 processes
of
“Communications
Management”
between
Stakeholder and Communication, here you find the
Processes „Plan communications“ (Planning),
„Distribute information“ (Implementing) and „Manage
communications“ (Controlling).
While „Distribute information“ is mainly looking into
making sure that information is distributed, “Manage
Communications” makes sure that the quality and
communication satisfies all stakeholders’ needs.
Due to the split of one Knowledge Area into two it is
not easy to create a distinct 1:1 connection in this
area.
The ISO standard contains also a graphical overview
of how the different processes of a process group
interrelate with each other.
In summary
You will find that the ISO standard 21500 is mainly in
accordance to the PMBOK 4. This means
 If you are comfortable with using the PMBOK
4 you will not have any difficulties in
understanding the ISO standard.
 If the company you are working in is applying
the PMBOK 4, it will be easy for you to
create a compliancy with the ISO standard.
 If you are working in projects with other
companies, which apply the ISO standard,
you will be speaking the same language.
If you are not sure why Stakeholder and
Communications were split, while one logically
cannot exist without the other, think about the
following: Via this split the importance of Stakeholder
Management is clearer, allowing stronger focus on
this topic. Take for instance the principles of
sustainable work, looking into ecological, economical
and social aspects of your project or product. By
making Stakeholders a separate area it will be
possible to allow additional knowledge to grow – in
both areas.
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About the author
Daniel Hendling, PMP, is Vice President in the PMI
Austria Chapter, being responsible for members and
volunteer management. As a consultant he is looking
into PM standards, change communications,
sustainable development and the education of young
people. In addition he supports projects and
initiatives for social good.
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