BS ISO 10006:2017
BSI Standards Publication
Quality management — Guidelines for
quality management in projects
BS ISO 10006:2017
BRITISH STANDARD
National foreword
This British Standard is the UK implementation of ISO 10006:2017. It
supersedes BS ISO 10006:2003, which is withdrawn.
The UK participation in its preparation was entrusted to Technical
Committee MS/2, Project, programme and portfolio management.
A list of organizations represented on this committee can be obtained on
request to its secretary.
This standard does not purport to include all the necessary provisions of
a contract. Users are responsible for its correct implementation.
The British Committee draws users’ attention to the Introduction which
explains the purpose of this document as a supporting standard.
For further information on the generic concepts and requirements of
ISO management systems users can refer to guidance on the ISO and BSI
website. Users should also pay particular attention to how their project,
programme and portfolio management systems are integrated into
wider organizational frameworks.
This publication does not purport to include all the necessary provisions
of a contract. Users are responsible for its correct application.
© The British Standards Institution 2017
Published by BSI Standards Limited 2017
ISBN 978 0 580 95385 9
ICS 03.120.10; 03.100.70
Compliance with a British Standard cannot confer immunity from
legal obligations.
This British Standard was published under the authority of the
Standards Policy and Strategy Committee on 31 December 2017.
Amendments/corrigenda issued since publication
Date
Text affected
INTERNATIONAL
STANDARD
BS ISO 10006:2017
ISO
10006
Third edition
2017-11-30
Quality management — Guidelines for
quality management in projects
Management de la qualité — Lignes directrices pour le management
de la qualité dans les projets
Reference number
ISO 10006:2017(E)
© ISO
2017
BS ISO 10006:2017
ISO 10006:2017(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2017, Published in Switzerland
All rights reserved. Unless otherwise specified, no part o f this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
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© ISO 2017 – All rights reserved
BS ISO 10006:2017
ISO 10006:2017(E)
Contents
Page
Foreword .......................................................................................................................................................................................................................................... v
Introduction ................................................................................................................................................................................................................................ vi
1
Scope ................................................................................................................................................................................................................................. 1
2
Normative references ...................................................................................................................................................................................... 1
3
Terms and definitions ..................................................................................................................................................................................... 1
4
Quality management systems in projects ................................................................................................................................... 3
4.1
5
4.2
4.3
4.4
Management responsibility in projects ........................................................................................................................................ 6
5.1
5.2
5.3
6
Top management commitment................................................................................................................................................. 6
Strategic process .................................................................................................................................................................................... 6
5.2.1 Application of quality management principles through the strategic process .......... 6
5.2.2 Customer focus .................................................................................................................................................................. 6
5.2.3 Leadership ............................................................................................................................................................................. 7
5.2.4 Engagement of people ................................................................................................................................................. 7
5.2.5 Process approach ............................................................................................................................................................ 7
5.2.6 Improvement....................................................................................................................................................................... 8
5.2.7 Evidence-based decision making ...................................................................................................................... 8
5.2.8 Relationship management....................................................................................................................................... 9
Management reviews and progress evaluations ........................................................................................................ 9
5.3.1 Management reviews ................................................................................................................................................... 9
5.3.2 Progress evaluations .................................................................................................................................................... 9
Resource management in projects ................................................................................................................................................. 10
6.1
6.2
7
Context and characteristics of the project....................................................................................................................... 3
4.1.1 General...................................................................................................................................................................................... 3
4.1.2 Organizations ...................................................................................................................................................................... 4
4.1.3 Phases and processes in projects ...................................................................................................................... 4
4.1.4 Project management processes .......................................................................................................................... 4
Quality management principles ............................................................................................................................................... 5
Project quality management processes ............................................................................................................................. 5
Quality plan for the project .......................................................................................................................................................... 5
Resource-related processes ...................................................................................................................................................... 10
6.1.1 General................................................................................................................................................................................... 10
6.1.2 Resource planning ....................................................................................................................................................... 11
6.1.3 Resource control ........................................................................................................................................................... 11
Personnel-related processes .................................................................................................................................................... 11
6.2.1 General................................................................................................................................................................................... 11
6.2.2 Establishment of the project organizational structure ................................................................ 12
6.2.3 Allocation of personnel ........................................................................................................................................... 12
6.2.4 Team development ...................................................................................................................................................... 13
Product/service realization in projects .................................................................................................................................... 13
7.1
7.2
7.3
General ........................................................................................................................................................................................................ 13
Interdependent processes .......................................................................................................................................................... 13
7.2.1 General................................................................................................................................................................................... 13
7.2.2 Project initiation and project management plan development............................................ 14
7.2.3 Interaction management........................................................................................................................................ 15
7.2.4 Change management ................................................................................................................................................. 15
7.2.5 Process and project closure ................................................................................................................................. 16
Scope-related processes .............................................................................................................................................................. 16
7.3.1 General................................................................................................................................................................................... 16
7.3.2 Concept development ............................................................................................................................................... 17
7.3.3 Scope development and control ...................................................................................................................... 17
7.3 .4
D efinitio n o f activities .............................................................................................................................................. 17
7.3.5 Control of activities ..................................................................................................................................................... 17
© ISO 2017 – All rights reserved
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BS ISO 10006:2017
ISO 10006:2017(E)
7.4
Time-related processes ................................................................................................................................................................ 18
7.4.1 General................................................................................................................................................................................... 18
7.4.2 Planning of activity dependencies ................................................................................................................. 18
7.4.3 Estimation of duration ............................................................................................................................................. 18
7.4.4 Schedule development............................................................................................................................................. 18
7.4.5 Schedule control ............................................................................................................................................................ 19
7.5
Cost-related processes .................................................................................................................................................................. 19
7.5.1 General................................................................................................................................................................................... 19
7.5.2 Cost estimation ............................................................................................................................................................... 20
7.5.3 Budgeting ............................................................................................................................................................................ 20
7.5.4 Cost control ....................................................................................................................................................................... 20
7.6
Communication-related processes ..................................................................................................................................... 21
7.6.1 General................................................................................................................................................................................... 21
7.6.2 Communication planning ...................................................................................................................................... 21
7.6.3 Information management ..................................................................................................................................... 21
7.6.4 Communication control .......................................................................................................................................... 22
7.7
Risk-related processes ................................................................................................................................................................... 22
7.7.1 General................................................................................................................................................................................... 22
7.7.2
Risk identificatio n ........................................................................................................................................................ 23
7.7.3 Risk assessment............................................................................................................................................................. 23
7.7.4 Risk treatment ................................................................................................................................................................ 23
7.7.5 Risk control........................................................................................................................................................................ 24
7.8
Procurement processes ................................................................................................................................................................ 24
7.8.1 General................................................................................................................................................................................... 24
7.8.2 Procurement planning and control ............................................................................................................... 24
7.8.3 Documentation of procurement requirements .................................................................................. 25
7.8.4 External provider management and development ......................................................................... 25
7.8.5 Contracting ........................................................................................................................................................................ 25
7.8.6 Contract control ............................................................................................................................................................. 25
8
Measurement, analysis and improvement in projects ............................................................................................... 26
8.1
General ........................................................................................................................................................................................................ 26
8.2
Measurement and analysis ........................................................................................................................................................ 26
8.3
Improvement ......................................................................................................................................................................................... 26
8.3.1 Improvement by the originating organization .................................................................................... 26
8.3.2 Improvement by the project organization .............................................................................................. 27
Annex A (informative) Overview of processes for quality management in projects ....................................... 28
Annex B (informative) Cross reference matrix between this document, ISO 9001:2015 and
ISO 21500:2012 ................................................................................................................................................................................................. 31
Bibliography ............................................................................................................................................................................................................................. 34
iv
© ISO 2017 – All rights reserved
BS ISO 10006:2017
ISO 10006:2017(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any p atent rights identi fie d duri ng the development o f the do c u ment wi l l b e i n the I ntro duc tion a nd/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For a n
expla nation
on
the
volu nta r y natu re
o f s tandard s ,
the
me an i ng o f I S O
s p e c i fic
term s
a nd
expressions related to conformity assessment, as well as information about ISO’s adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following
URL: www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 176, Quality management and quality
assurance, Subcommittee SC 2, Quality systems.
This third edition cancels and replaces the second edition (ISO 10006:2003), which has been technically
revised to align it with ISO 9000:2015, ISO 9001:2015 and ISO 21500:2012.
© ISO 2017 – All rights reserved
v
BS ISO 10006:2017
ISO 10006:2017(E)
Introduction
This document provides guidelines for quality management in projects. It outlines quality management
principles and practices, the implementation of which are important to, and have an impact on, the
achievement of quality objectives in projects. It is aligned with ISO 9000:2015 and ISO 9001:2015, and
supplements the guidance given in ISO 21500:2012.
The guidelines given in this document are intended for a wide audience. They are applicable to projects
which can take many forms, from the small to very large, from simple to complex, from being an
individual project to being part of a programme or portfolio of projects. They are intended to be used by
people who have experience in managing projects and need to ensure that their organization is applying
the practices contained in the quality management and quality management system standards from
ISO/TC 176, as well as those who have experience in quality management and are required to interact
with project organizations in applying their knowledge and experience to the project. Inevitably, some
us ers wi l l fi nd th at materi a l pre s ente d i n the gu idel i ne s i s u nne ce s s ari ly de tai le d
other users require the detail.
for
them; however,
This document employs the process approach, which incorporates the Plan-Do-Check-Act (PDCA)
cycle and “risk based thinking”. The two concepts of “quality management in projects” and “quality
management systems in projects” are distinguished as follows:
― qua l ity management i n proj e c ts i nclude s:
qua l ity ma nagement s ys tem s i n proj e c ts , management
responsibility in projects, resource management in projects, product/service realization in
projects, and measurement, analysis and improvement in projects;
―
qua l ity
management
s ys tem s
in
proj e c ts
i nclude s:
proj e c t
cha rac teri s tic s ,
qua l ity
management
principles in projects, project quality management processes and a quality plan for the project.
It is recognized that there are two aspects to the application of quality management in projects: the
project processes that are managed within the project management system, and the quality of the
project’s outputs in the form of products and services. Failure to meet either of these dual aspects
ca n have s ign i fic ant e ffe c ts on the proj e c t’s pro duc ts a nd s er vice s , the proj e c t’s c u s tomer a nd o ther
interested parties, and the project organization.
NOTE
The expression “products/services” is used as an abbreviation for “products and services” throughout
the remainder of this document.
These aspects also emphasize that the achievement of quality objectives is a top management
responsibility, requiring a commitment to the achievement of quality objectives to be instilled at all
levels within the organizations involved in the project; however, each level needs to retain responsibility
for its respective processes and products/services.
The creation and maintenance of process and product/service quality in a project requires a systematic
approach. This approach needs to be aimed at ensuring that the stated and implied needs of the
customer are understood and met, that other interested parties’ needs are understood and evaluated,
and that the originating organization’s quality policy is taken into account for implementation in the
management of the project.
This document is designed to be used in the context of the requirements for quality management
s ys tem s s p e ci fie d i n I S O 9 0 01 : 2 01 5 and the gu ida nce on proj e c t ma nagement pro ce s s e s provide d i n
ISO 21500. Project management processes are described in ISO 21500.
T he s truc tu re o f th i s do c u ment refle c ts its de s ign as a s upp or ti ng s ta ndard provid i ng gu ida nce rather
than a management system standard. A matrix is presented in Annex B to provide a cross reference
between this document, ISO 9001:2015 and ISO 21500:2012.
vi
© ISO 2017 – All rights reserved
BS ISO 10006:2017
INTERNATIONAL STANDARD
ISO 10006:2017(E)
Quality management — Guidelines for quality
management in projects
1 Scope
This document gives guidelines for the application of quality management in projects.
It is applicable to organizations working on projects of varying complexity, small or large, of short
or long duration, being an individual project to being part of a programme or portfolio of projects, in
different environments, and irrespective of the kind of product/service or process involved, with the
intention of satisfying project interested parties by introducing quality management in projects. This
can necessitate some tailoring of the guidance to suit a particular project.
This document is not a guide to project management itself. Guidance on quality in project management
processes is presented in this document. Guidance on project management and related processes is
covered in ISO 21500.
This document addresses the concepts of both “quality management in projects” and “quality
management systems in projects”. These are distinguished by being addressed separately by the
following topics and clauses:
―
management i n proj e c ts i nclude s: qua l ity management s ys tem s i n proj e c ts (Clause 4);
management responsibility in projects (Clause 5); resource management in projects (Clause 6);
product/service realization in projects (Clause 7); and measurement, analysis and improvement in
projects (Clause 8);
qua l ity
4.1); quality management
principles in projects (4.2); project quality management processes (4.3); and a quality plan for the
project (4.4).
― qua l ity management s ys tem s i n proj e c ts i nclude s: proj e c t charac teri s tics (
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 9000:2015, Quality management systems — Fundamentals and vocabulary
3 Terms and definitions
For the pu r p o s e s o f th i s do c u ment, the term s a nd defi n ition s given i n
ISO 9000 and the following apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at http://www.iso.org/obp
— IEC Electropedia: available at http://www.electropedia.org/
3.1
activity
identi fie d pie ce o f work that i s re qu i re d to b e under ta ken to comp le te a
project (3.3)
N o te 1 to entr y: T he ac tivity i n a p roj e c t c a n genera l l y b e re co gn i z e d a s the s m a l le s t identi fie d entity.
© ISO 2017 – All rights reserved
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BS ISO 10006:2017
ISO 10006:2017(E)
3.2
progress evaluation
assessment of progress made on achievement of the project (3.3) objectives
Note 1 to entry: This assessment should be carried out at appropriate phases/steps in the project life cycle (3.8)
across project processes, based on criteria for project processes and product or service.
Note 2 to entry: The results of progress evaluations can lead to revision of the project management plan (3.5).
3.3
project
unique process undertaken to achieve an objective
Note 1 to entry: A project generally consists of a set of coordinated and controlled activities (3.1) with start and
finish dates, con forming to specific requirements, including the constraints o f time, cost and resources
Note 2 to entry: An individual project can form part o f a larger project structure and generally has a defined start
and finish date.
Note 3 to entry: In some projects the objectives and scope are updated and the product or service characteristics
defined progressively as the project proceeds.
Note 4 to entry: The output of a project can be one or several units of product or service.
Note 5 to entry: The project’s organization is normally temporary and established for the lifetime of the project.
Note 6 to entry: The complexity of the interactions among project activities is not necessarily related to the
project size.
3.4
project management
planning, organizing, monitoring, controlling and reporting of all aspects of a project (3.3) and the
motivation of all those involved in it to achieve the project objectives
3.5
project management plan
document specifying what is necessary to meet the objective(s) of the project (3.3)
Note 1 to entry: A project management plan should include or refer to the project’s quality plan (3.9).
Note 2 to entry: The project management plan also includes or references other plans such as those relating to
organizational structures, resources, schedule, budget, risk management, environmental management, health
and safety management, and security management, as appropriate.
3.6
project organization
temporary structure that includes project roles, responsibilities and levels of authority and boundaries
that need to be defined and communicated to all interested parties o f the project (3.3)
3.7
project phase
division of the project life cycle (3.8) into manageable sets of activities, such as conception, development,
realization and termination
3.8
project life cycle
defined set o f phases from the start to the end o f the project (3.3)
[SOURCE: ISO 21500:2012, 2.12]
2
© ISO 2017 – All rights reserved
BS ISO 10006:2017
ISO 10006:2017(E)
3.9
quality plan
s p e ci fic ation o f the ac tion s , re s p on s ibi l itie s and a s s o ci ate d re s ou rce s to b e app l ie d to a s p e ci fic obj e c t
[SOURCE: ISO 10005:— 1) , 3.2]
3.10
provider
supplier
organization that provides a product or a service
EXAMPLE
Producer, distributor, retailer or vendor of a product or a service.
Note 1 to entry: A provider can be internal or external to the organization.
Note 2 to entry: In a contractual situation a provider is sometimes called a “contractor”.
Note 3 to entry: In the context of projects (3.3), “contractor” or “subcontractor” is often used in place of “provider”.
[S OU RC E : I S O 9 0 0 0 : 2 01 5 , 3 . 2 . 5 , mo d i fie d ― No te 3 to entr y ha s b e en adde d .]
4 Quality management systems in projects
4.1 Context and characteristics of the project
4.1.1 General
Both the project organization and the originating organization (see 4.1.2) should consider the context
in which their project quality management systems operate. Some internal and external issues can
affect the project’s ability to achieve the intended project results. Other issues can offer opportunities
to work more effectively with internal and external parties (see ISO 9001:2015, 4.1).
C on s ideration o f i nterna l a nd e xterna l i s s ue s th at c an i n fluence the proj e c t qua l ity management s ys tem
enables both the project and originating organizations to:
a) understand the needs and expectations of interested parties;
b) establish or adopt project quality management processes necessary to achieve intended
project results;
c)
determine risks and opportunities related to project processes and planned outputs.
The main characteristics of projects are as follows:
— they are unique, non-repetitive phases consisting of processes and activities;
— they have some degree of risk and uncertainty;
for
—
they are exp e c te d to del iver s p e c i fie d qua nti fie d re s u lts with i n pre de term i ne d p a rame ters ,
—
they have pla nne d s tar ti ng a nd fi n i sh i ng date s , with i n cle a rly s p e ci fie d co s t and re s ource con s trai nts ;
example, quality-related parameters;
— they have outputs that can be one or several units of a product or service;
— personnel may be temporarily assigned to a project organization for the duration of the project [the
project organization may be assigned by an originating organization (see 4.1.2) and can be subject
to change as the project progresses];
—
they c a n b e o f a long du ration, a nd s ubj e c t to cha ngi ng i nterna l and e xterna l i n fluence s over ti me .
1) Under preparation. Stage at the time of publication: ISO/FDIS 10005:2017.
© ISO 2017 – All rights reserved
3
BS ISO 10006:2017
ISO 10006:2017(E)
4.1.2
Organizations
This document makes separate reference to an “originating organization” and to a “project organization”.
The “originating organization” is the organization that decides to undertake the project. It can be
constituted as a single organization, joint-venture, consortium or any other acceptable structure. The
originating organization assigns the project to a project organization.
The originating organization can undertake multiple projects, each of which should be assigned to a
different project organization.
The “project organization” carries out the project. The project organization may be a part of the
originating organization. There should be a clear division of responsibility and authority between the
project organization and other relevant interested parties (including the originating organization) for
the project’s processes. These should be maintained as documented information.
4.1.3
Phases and processes in projects
Phases and processes are two different aspects of a project. A project may be divided into interdependent
processes and into phases, as a means of planning and monitoring the realization of objectives and
assessing the related risks.
Project phases divide the project life cycle into manageable sets of activities, such as conception,
development, realization and termination.
Project processes are those processes that are necessary for managing the project as well as those that
are necessary to realize the project’s product or service.
NOTE 1
ISO 21500 gives guidance on project management processes.
Not all the processes discussed in this document will necessarily exist in a particular project, whereas
in others additional processes can be necessary. In some projects, a distinction might need to be
made between core and supporting processes. Annex A lists and summarizes the processes that are
considered to be applicable for the majority of projects.
NOTE 2 To facilitate the discussion of the guidance to quality management in projects, the “process approach”
is adopted in this document (see 5.2.5). Additionally, the processes of a project have been grouped into two
categories: the project management processes and the processes related to the project’s product or service (those
primarily concerned with the project’s product or service such as design, production, etc.).
T he pro ce s s e s a re group e d accord i ng to thei r a ffi n ity to one a no ther;
processes are included in one group.
for
e xample, a l l ti me -relate d
The strategic process covered in Clause 5 sets the direction for the project. Clause 6 addresses
resource-related processes and personnel-related processes. Clause 7 covers processes related to
interdependency, scope, time, cost, communication, risk and procurement. Processes related to
measurement, analysis and continual improvement are covered in Clause 8. These clauses include a
description of each process and provide guidance to quality management in the process.
4.1.4
Project management processes
Project management includes the planning, organizing, monitoring, controlling and reporting of all
processes of a project, including taking the necessary corrective and improvement actions, that are
needed to achieve the project objectives, on a continual basis. The quality management principles (see
4.2, 5.2 and ISO 9000:2015, 2.3) should be applied to all the project management processes.
Guidance on quality in project management processes is discussed in this document.
NOTE
4
ISO 21500 gives guidance on project management and related processes.
© ISO 2017 – All rights reserved
BS ISO 10006:2017
ISO 10006:2017(E)
4.2 Quality management principles
The guidelines for quality management of projects given in this document are based on the seven
quality management principles (see ISO 9000:2015, 2.3):
— customer focus;
— leadership;
— engagement of people;
— process approach;
— improvement;
— evidence-based decision making;
— relationship management.
These generic principles should form the basis for quality management systems for both the originating
and project organizations.
NOTE
Guidance on the application of the quality management principles to the planning carried out in the
strategic process is given in 5.2.
4.3 Project quality management processes
It is necessary to manage project processes within a quality management system in order to achieve
project objectives. Where the project organization operates within the originating organization, the
project quality management system should be aligned, as far as is possible, with the quality management
system of the originating organization. Where a part or all of the project organization is external to
the p er form i ng orga n i z ation, qua l ity management s ys tem re qu i rements m ight ne e d to b e s p e ci fie d to
ensure that project processes are capable of interfacing effectively.
Documented information needed and produced by the project organization to ensure the effective
plan n i ng ,
i mplementation
ISO 9001:2015, 7.5).
a nd
control
of
the
proj e c t
s hou ld
be
defi ne d
and
control le d
(s e e
4.4 Quality plan for the project
The project quality management system should be documented, maintained and included or referenced
in a quality plan for the project.
The quality plan should identify the activities and resources necessary for achieving the quality
objectives of the project. The quality plan should be incorporated into, or referenced in, the project
management plan.
In specifying and developing the quality plan, both the originating and project organizations should
apply risk-based thinking to quality management system processes involved in the achievement of
project objectives. Risks and opportunities should be addressed in planning and support processes as
well as in the project risk-related processes (see 7.7).
In contractual situations, a customer may specify requirements for the quality plan. These requirements
should not limit the scope of the quality plan used by the project organization.
NOTE
ISO 10005 gives guidance on quality plans.
© ISO 2017 – All rights reserved
5
BS ISO 10006:2017
ISO 10006:2017(E)
5 Management responsibility in projects
5.1 Top management commitment
The commitment and active involvement of the top management of both the originating and project
organizations are essential for developing and maintaining an e ffective and e fficient quality
management system for the project.
Top management of both the originating and project organizations should create a culture for quality,
which is an important factor in ensuring the success of the project.
Top management of both the originating and project organizations should provide input into the
strategic process (see 5.2). Since the project organization is likely to be disbanded upon completion
of the project, the top management of the originating organization should ensure that continual
improvement actions are implemented for current and future projects. Top management of both the
originating and project organizations should facilitate a culture in which lessons learned lead to
continuous improvement of current and future projects.
5.2 Strategic process
5.2.1
Application of quality management principles through the strategic process
Planning for the establishment, implementation and maintenance of a quality management system
based on the application of the quality management principles is a strategic process. This planning
should be performed by the project organization.
In this planning, it is necessary to focus on the quality of both processes and products/services to meet
the project objectives.
The general guidance given in 5.2.2 to 5.2.8 should also be applied to the processes described in 6.1, 6.2,
7.2 to 7.8, and in Clause 8 , in addition to the specific guidance given in those clauses.
NOTE
5.2.2
See Annex A for an overview of processes.
Customer focus
Organizations depend on their customers and therefore should understand current and future
customer needs, meet customer requirements and strive to exceed customer expectations (see
ISO 9000:2015, 2.3.1).
Satisfaction of the customer’s and other interested parties’ requirements is necessary for the success of
the project. These requirements should be clearly understood to ensure that all processes focus on, and
are capable of, meeting them.
The project objectives, which may include the product/service requirements, should take into account
the needs and expectations of the customer and other interested parties. The objectives may be
refined during the course o f the project. The project objectives should be documented in the project
management plan (see 7.2.2), and should detail what is to be accomplished (expressed in terms of time,
cost and product/service quality) and what is to be measured.
When determining the balance between time, cost and product/service quality, potential impacts on
the project’s product or service should be evaluated, taking into consideration the customer’s and other
interested parties’ requirements.
Interfaces should be established with all the interested parties to facilitate the exchange of information,
as appropriate, throughout the project. Any conflicts between the interested parties’ requirements
should be resolved.
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When conflicts arise between the requirements o f the customer and other interested parties, the
customer requirements will normally take precedence, bearing in mind that there can be statutory and
regulatory requirements that can affect this.
The resolution o f conflicts should be agreed to by the customer and other interested parties. Relevant
interested parties’ agreements should be retained as documented information. Throughout the project,
attention should be paid to changes in the requirements of the relevant interested parties, including
additional requirements from new interested parties that join the project after it has started.
5.2.3
Leadership
Leaders establish unity of purpose and direction for the organization. They should create and maintain
the internal environment in which people can become fully involved in achieving the organization’s
objectives (see ISO 9000:2015, 2.3.2).
A project manager should be appointed as early as possible. The project manager is the individual
with the defined responsibility and authority for managing the project and ensuring that the project’s
quality management system is established, implemented and maintained. The authority delegated to
the project manager should be commensurate with the assigned responsibility.
The top management of both the originating and project organizations should assume leadership in
creating a culture for quality:
a) by setting the quality policy and identifying the objectives (including the quality objectives) for
the project;
b) by providing the infrastructure and resources to ensure achievement of project objectives;
c)
by promoting the use of the process approach and risk-based thinking;
d) by supporting an organizational structure conducive to meeting project objectives;
e)
by making decisions based on data and factual information;
f)
by empowering and motivating all project personnel to improve the project processes and
products/services, and by being aware of their contribution to the effectiveness of the processes;
g) by planning for preventive actions.
5.2.4
Engagement of people
People at all levels are the essence of an organization and their full engagement enables their abilities to
be used for the organization’s benefit (see ISO 9000:2015, 2.3.3).
Personnel in the project organization should have well-defined roles, responsibilities and authorities for
their participation in the project. The authority delegated to the project participants should correspond
to their assigned responsibility. Competent personnel should be assigned to the project organization.
In order to improve the performance of the project organization, appropriate tools, techniques
and methods should be provided to the personnel to enable them to operate, monitor and control
the processes.
In the case of multinational and multi-cultural projects, joint ventures, international projects, etc., the
implications of cross-cultural management should be addressed.
5.2.5
Process approach
A desired result is achieved more e fficiently when activities and related resources are managed as a
process (see ISO 9000:2015, 2.3.4).
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Project processes and their interrelationships should be determined. Where necessary, the operation
and control of these processes should be supported by documented information. The originating
organization may communicate the experience gained in developing and using its own processes, or
those from its other projects, to the project organization. The project organization can take account of
this experience when establishing the project’s processes, but it might also need to establish processes
that are unique to the project.
In general, the process approach to management allows for the coordination and compatibility of an
organization’s planned processes and a clear definition o f their inter faces.
A project is carried out as a set of planned, interrelated and interdependent processes. The project
organization controls the project processes. To do this, the processes should be defined and linked.
They should be integrated and managed as a system aligned with the originating organization’s
overall system.
This can be accomplished:
a) by identifying the appropriate processes for the project;
b) by identifying the inputs, outputs and the objectives for the project’s processes;
c)
by identifying the process owners and establishing their authority and responsibility;
d) by designing the project’s processes in the life cycle of the project;
e) by defining the interrelations and interactions among the processes;
f)
by addressing the risks and opportunities associated with the project processes.
Process e ffectiveness and e fficiency can be assessed through internal and external review. Assessments
can also be made by benchmarking or evaluating the processes against a maturity scale. Maturity scales
typically range in degrees of maturity from “no formal system” to “best-in-class”.
NOTE
International Standards on quality management and quality management systems developed by
ISO/TC 176 provide guidance on a number of process-related and product/service-related quality management
practices; these can assist an organization in meeting its project objectives.
5.2.6
Improvement
Improvement of the organization’s overall performance should be a permanent objective of the
organization (see ISO 9000:2015, 2.3.5).
The cycle of continual improvement is based on the “Plan-Do-Check-Act” (PDCA) concept (see
ISO 9001:2015, 0.3.2).
Both the originating and project organizations are responsible for continually seeking to improve the
e ffectiveness and e fficiency o f the processes for which they are responsible.
To learn from experience, managing projects should be treated as a process rather than as an isolated
task. A process should be put in place to record and analyse the information gained during a project for
use in a continual improvement process (see ISO 9001:2015, 10.3).
Provision should be made for self-assessments (see ISO 9004), internal audits and, where required,
external audits (see ISO 9001:2015, 9.2 and 9.3) to identify opportunities for improvement. This should
also take account of the time and resources needed.
Lessons learned and information from previous projects should be analysed and used to support the
improvement of current or future projects.
5.2.7
Evidence-based decision making
Effective decisions are based on the analysis of data and information (see ISO 9000:2015, 2.3.6).
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Information about the project’s progress and performance should be recorded; for example, in a project
status report.
Performance and progress evaluations (see 5.3) should be carried out periodically in order to assess
the project status. The project organization should analyse the information from performance and
progress evaluations to make effective decisions regarding the project and for revising the project
management plan.
5.2.8
Relationship management
An organization and its interested parties are interdependent and a mutually beneficial relationship
enhances the ability of both to create value (see ISO 9000:2015, 2.3.7).
The project organization should work with its providers when defining its strategies for obtaining
external products or services, especially in cases of products or services with long lead times. Risk
sharing with providers may be considered.
Requirements for providers’ processes and product or service specifications should be developed jointly
by the project organization and its providers, in order to benefit from available provider knowledge. The
project organization should also determine a provider’s ability to meet its requirements for processes
or products or services, and should take into account the customer’s preferred list of providers or
selection criteria.
The possibility of a number of projects using a common provider should be investigated.
5.3 Management reviews and progress evaluations
5.3.1
Management reviews
The project organization’s managers responsible for the project should review the project’s
quality management system, at planned intervals, to ensure its continuing suitability, adequacy,
e ffectiveness and e fficiency (see ISO 9001:2015, 9.3). The originating organization may be involved in
management reviews.
5.3.2
Progress evaluations
Progress evaluations should cover all the project’s processes and provide an opportunity to assess the
achievement o f the project objectives. The outputs from progress evaluations can provide significant
information on the performance of the project as an input into future management reviews.
a) Progress evaluations should be used:
1) to assess the adequacy of the project management plan against project objectives and how the
work performed conforms to it;
2) to evaluate how well the project processes are synchronized and interlinked;
3) to identify and evaluate activities and results that would adversely or favourably affect the
achievement of the project objectives;
4) to obtain inputs for remaining work in the project;
5) to facilitate communication;
6) to drive process improvement in the project, by identifying deviations and changes in risks and
opportunities.
b) The planning for progress evaluations should include:
1) preparing an overall schedule for progress evaluations (for inclusion in the project
management plan);
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2) assigning responsibility for the management of individual progress evaluations;
3) specifying the purpose, assessment requirements, processes and outputs for each
progress evaluation;
4) assigning personnel to participate in the evaluation (e.g. the individuals responsible for the
project processes and other interested parties);
5) ensuring that appropriate personnel from the project processes being evaluated are available
for questioning;
6) ensuring that relevant information is prepared and is available for the evaluation (e.g. the
project management plan).
c)
Those performing the evaluations should:
1) understand the purpose of the processes being evaluated, and their effect on the project quality
management system;
2) examine relevant process inputs and outputs;
3) review the monitoring and measuring criteria being applied to the processes;
4) determine if the processes are effective;
5)
lo ok
for
p o tenti a l i mprovements i n pro ce s s e ffic ienc ie s;
6) develop reports, or other relevant outputs, with the progress evaluation results.
d) Once a progress evaluation has been performed:
1) the outputs of the evaluation should be assessed against the project’s objectives, to determine
whether the performance of the project against the planned objectives is acceptable;
2) responsibility should be assigned for actions resulting from the progress evaluation.
The outputs of progress evaluations can also be used to provide information to the originating
organ i z ation
for
conti nua l
management processes.
i mprovement
of
the
e ffe c tivene s s
and
e fficienc y
of
the
proj e c t
6 Resource management in projects
6.1 Resource-related processes
6.1.1
General
The resource-related processes aim to plan and control resources. They help to identify any potential
problem s
with
re s ou rce s .
E xample s
of
re s ou rce s
i nclude
information, materials, computer software and services.
p e ople,
e quipment,
fac i l itie s ,
fi nance,
The resource-related processes are:
a) resource planning (see 6.1.2);
b) resource control (see 6.1.3).
NOTE 1
See Annex A for an overview of processes.
NOTE 2 This subclause applies to the quantitative aspects of people management. Other aspects, such as
training, are covered in 6.2.
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6.1.2
Resource planning
for
Re s ou rce s ne e de d
the proj e c t s hou ld b e identi fie d . Re s ource pla n s shou ld s tate what re s ource s wi l l
be needed by the project and when they will be required, according to the project schedule. The plans
should indicate how, and from where, resources will be obtained and allocated. If applicable, the plans
should also include the manner of disposition of resources at the completion of tasks and at the end of
the project. The plans should be suitable for resource control.
T he
va l id ity
o f the
i nputs
to
re s ou rce
pl an n i ng
s hou ld
be
veri fie d .
performance of organizations supplying resources should be evaluated.
T he
s tabi l ity,
c ap abi l ity
a nd
The constraints on, and risks related to, resources should be taken into account. Examples of constraints
include availability, safety, cultural considerations, international agreements, labour agreements,
governmental regulations, funding and the impact of the project on the environment.
Resource plans, including estimates, allocations and constraints, together with assumptions made,
should be documented and included in the project management plan.
6.1.3
Resource control
Reviews
s hou ld
be
project objectives.
p er forme d
to
en s u re
that
s u fficient
re s ource s
are
avai lable
to
me e t
the
The timing of reviews, the frequency of associated data collection and forecasts of resource
requirements should be documented in the project management plan.
D evi ation s
from
re s ou rce plan s s hou ld b e identi fie d, ana lys e d, ac te d up on and re corde d .
Decisions on actions to be taken should only be made after considering the implications for other project
processes and objectives. Changes that affect the project objectives should be agreed with the customer
and other interested parties before implementation. Changes in resource plans should be authorized as
appropriate. Revisions of forecasts of resource requirements should be coordinated with other project
processes when developing the plan for remaining work.
Ro o t c au s e s
for
shor tage s or e xce s s e s i n re s ou rce s s hou ld b e identi fie d, re corde d and u s e d as i nput
corrective action.
for
6.2 Personnel-related processes
6.2.1
General
The quality and success of a project will depend on the participating personnel; therefore, special
attention should be given to the activities in the personnel-related processes.
These processes aim to create an environment in which personnel can contribute effectively and
e fficiently to the proj e c t.
The personnel-related processes are:
a) the establishment of the project organizational structure (see 6.2.2);
b) the allocation of personnel (see 6.2.3);
c)
the team development (see 6.2.4).
NOTE 1
See Annex A for an overview of processes.
NOTE 2 The quantitative aspects of personnel management are covered in 6.1. The communication aspects of
personnel management are covered in 7.6.
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6.2.2
Establishment of the project organizational structure
The project organizational structure should be established in accordance with the requirements and
policies of the originating organization and the conditions particular to the project. Previous project
experience should be recorded in the lessons learned and used, when available, for the selection of the
most appropriate organizational structure.
T he
proj e c t
organ i z ationa l
s tr uc tu re
s hou ld
be
de s igne d
to
encou rage
communication and cooperation between all participants in the project.
e ffe c tive
and
e ffic ient
The project manager and the originating organization should ensure that the project organizational
structure is appropriate to the project scope, the size of the project team, local conditions and the
processes employed. This can result, for example, in a functional or matrix type project organizational
structure. The division of authority and responsibility within the project organization structure should
also take account of the division of authority and responsibility in the originating organization and its
organizational structure.
T he rel ation sh ip s o f the proj e c t organ i z ation s hou ld b e identi fie d and e s tabl i she d:
a) to the customer and other interested parties;
b) to the functions of the originating organization supporting the project (particularly those in charge
of monitoring project functions such as schedules, quality and cost);
c)
to other relevant projects in the same originating organization.
Job or role descriptions, including assignments of responsibility and authority, should be prepared
and documented.
The project function responsible for ensuring that the project’s quality management system is
e s tabl i s he d, i mplemente d and mai nta i ne d s hou ld b e identi fie d . T he i nter face s o f th i s
func tion
other project functions, the customer and other interested parties should be documented.
with
Reviews of the project organizational structure should be planned and carried out regularly to
determine whether it continues to be suitable and adequate.
6.2.3
T he
Allocation of personnel
ne ce s s a r y
comp e tence
in
term s
o f e duc ation,
tra i n i ng
a nd
exp erience
s hou ld
be
defi ne d
for
p ers on nel worki ng on the proj e c t (“comp e tence” i s defi ne d i n I S O 9 0 0 0 : 2 01 5 , 3 .10 .4, as the “abi l ity
to apply knowle dge and s ki l l s to ach ieve i ntende d re s u lts ” ) . I n add ition, proj e c t s p e c i fic s ki l l s s hou ld
be determined.
Personal attributes should be considered in the selection of project personnel. Special attention should
be given to the competence requirements of key personnel.
Su fficient ti me shou ld b e a l lowe d
for the
re cru iti ng o f comp e tent p ers on nel, e s p e c ia l ly when d i ffic u ltie s
are anticipated. Selection of personnel should be based on the job or role descriptions, and should take
into account the competence of applicants and references from previous experience. Selection criteria
should be developed and applied to all levels of personnel being considered for the project. When
selecting a project manager priority should be given to leadership skills.
The project manager should be involved in the selection of personnel for the project positions that are
considered essential to the project’s success.
The project manager should ensure that a representative of the project organization is appointed with
responsibility for establishing, implementing and maintaining the project’s quality management system.
When assigning members to project teams, their personal interests, personal relationships, strengths
and weaknesses should be considered. Knowledge of personal characteristics and experience can help
in identifying the best sharing of responsibilities among the members of the project organization.
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The job or role description should be understood and accepted by the person assigned. Whenever a
member of the project organization is also reporting to a function in the originating organization, the
role, the responsibility, authority and reporting lines of that individual should be documented.
T he a s s ign ment o f p ers on nel to s p e ci fic j ob s or role s shou ld b e con fi rme d and com mun icate d to a l l
concerne d . T he overa l l p er forma nce, i nclud i ng the e ffe c tivene s s and e fficienc y o f p ers on nel i n thei r j ob
assignments, should be monitored to verify that the assignments are appropriate. Based on results,
appropriate actions should be taken, such as retraining or recognizing achievement.
Changes of personnel in the project organization should be communicated to the customer and other
interested parties before implementation, when possible, if the change affects them.
6.2.4
Team development
Effective team performance requires the team members to be individually competent, motivated and
willing to cooperate with one another.
To enhance team performance, the project team collectively, and the team members individually, should
participate in team development activities. Personnel should receive training in, and be made aware of,
the relevance and importance of their project activities in the attainment of the project and the quality
objectives (see ISO 10015).
Effective teamwork should be recognized and, where appropriate, rewarded.
Managers in the project organization should ensure the establishment of a work environment that
encourages excellence, effective working relationships, trust and respect within the team and with
a l l o thers i nvolve d i n the proj e c t. C on s en s u s- b a s e d de c i s ion ma ki ng , s tr uc tu re d con fl ic t re s olution,
clear, open and effective communication, and mutual commitment to customer satisfaction should be
encouraged and developed (see 5.2.3 for a discussion of leadership).
Wherever possible, personnel affected by changes in the project or in the project organization should
be involved in planning and implementing the change.
7 Product/service realization in projects
7.1 General
This clause covers project management process groupings that are necessary to produce the project’s
product or service (see 4.1.3).
7.2 Interdependent processes
7.2.1
General
Projects consist of a system of planned and interdependent processes and an action in one of these
usually affects others. The overall management of the planned interdependencies among the project
processes is the responsibility of the project manager. The project organization should also manage
e ffe c tive and e ffic ient com mu n ic ation b e twe en d i fferent group s o f p ers on nel i nvolve d i n the proj e c t
and establish clear assignment of their responsibility.
The interdependent processes are:
a) project initiation and project management plan development (see 7.2.2);
b) interaction management (see 7.2.3);
c)
change management (see 7.2.4);
d) process and project closure (see 7.2.5).
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NOTE
7.2.2
See Annex A for an overview of processes.
Project initiation and project management plan development
A project management plan, which should include or reference the project’s quality plan, should be
established and kept up to date. The degree of detail included can depend on factors such as scope, size
and complexity of the project.
During project initiation, details of relevant past projects from the originating organization should be
identi fie d a nd com mu n ic ate d to the proj e c t organ i z ation . T h i s wi l l enable the b e s t u s e to b e made o f the
experience gained (e.g. lessons learned) from these previous projects.
I f the
pur p o s e
o f a proj e c t i s
fu l fi l
to
the re qu i rements
o f a contrac t,
contrac t reviews
shou ld b e
performed during the development of the project management plan to ensure that the contract
requirements can be met. Where the project is not the result of a contract, an initial review should be
under ta ken to e s tabl i sh the re qu i rements and con fi rm th at they are appropri ate and ach ievable .
The project management plan should:
a) refer to the customer’s and other interested parties’ documented requirements and the project
objectives; the input source for each requirement should also be documented to allow traceability;
b) identify and document the project processes and their purposes;
c)
identify organizational interfaces, giving particular attention to:
1) the project organization’s connection and reporting lines with the various functions of the
originating organization;
2) interfaces between functions within the project organization;
d) integrate plans resulting from the planning carried out in other project processes, review these
plans for consistency and resolve any discrepancies; these plans include:
1) quality plan;
2) work breakdown structure (see 7.3.4);
3) project schedule (see 7.4.5);
4) project budget (see 7.5.3);
5) communication plan (see 7.6.2);
6) risk management plan (see 7.7.2);
7) procurement plan (see 7.8.2);
e)
identify, include or reference the product/service characteristics and how they should be measured
and assessed;
f)
provide a baseline for progress measurement and control, to provide for planning the remaining
work; plans for reviews and progress evaluations should be prepared and scheduled;
g)
defi ne
p er formance
i nd ic ators
and
how
to
me a s u re
them,
and
assessment in order to monitor progress; these assessments should:
ma ke
provi s ion
for
regu la r
1) facilitate preventive and corrective actions;
2)
h)
14
con fi rm th at the proj e c t obj e c tive s remai n va l id i n a ch angi ng proj e c t envi ron ment;
provide
for
reviews
o f the
requirements of the contract;
proj e c t
re qu i re d
by
the
contrac t
to
en s u re
the
fu l fi l ment
o f the
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i)
b e reviewe d regu larly a nd a l s o when s ign i fic ant cha nge s o cc u r.
The project quality management system should be documented or referenced in the project’s quality
plan. Linkage should be established between the project’s quality plan and applicable parts of the
quality management system of the originating organization. As far as is practicable, the project
organization should adopt and, if necessary, adapt the quality management system and processes of
the origi nati ng organ i z ation . I n c as e s where s p e ci fic re qu i rements
for
the qua l ity management s ys tem
from other interested parties exist, it should be ensured that the project’s quality management system
is compatible with these requirements.
7.2.3
Interaction management
To facilitate the interdependencies (which are planned) between processes, the interactions (which are
not planned) in the project should be managed. This should include the following:
a) establishing processes for interface management;
b) holding project inter-functional meetings;
c)
re s olvi ng i s s ue s , s uch as con fl ic ti ng re s p on s ibi l itie s or change s to ri sk e xp o s u re;
d) measuring project performance, using such techniques as earned value analysis (a technique for
monitoring overall project performance against a budget baseline);
e)
carrying out progress evaluations to assess project status and to plan for the remaining work.
The progress evaluations should also be used to identify potential interface problems. It should be
noted that risk is usually high at the interfaces.
NOTE
7.2.4
C ha nge
Project communication is an essential factor in project coordination and is discussed in 7.6.
Change management
management
covers
the
identi fic ation,
eva luation,
authori z ation,
do c u mentation,
implementation and control of change. Before a change is authorized, the intent, extent and impact of
the change should be analysed. Those changes that affect the project objectives should be agreed with
the customer and other interested parties.
Change management should also take the following into account:
a) managing changes to the project scope, project objectives and project management plan;
b)
co ord i nati ng cha nge s acro s s i nter-l i n ke d proj e c t pro ce s s e s and re s olvi ng any con fl ic ts;
c)
processes for documenting change;
d) improvement (see 8.3);
e)
aspects of change affecting personnel (see 6.2.4).
C ha nge s c an re s u lt i n i mp ac ts on the proj e c t and s uch i mp ac ts s hou ld b e identi fie d as s o on a s p o s s ible .
The root causes of impacts should be analysed and the results should be used to produce solutions and
to implement improvements in the project process.
Before implementation of any change, a change request should be submitted in accordance with the
project processes established in the project management plan. The relevant documented information
given with the re que s t s hou ld i nclude a j u s ti fic ation
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for
the cha nge .
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An aspect o f change management is configuration management. For the management o f projects, it
is taken to re fer to the configuration o f the project’s products or services. This can include both non-
deliverable items (such as test tools and other installed equipment) and deliverable items.
NOTE
7.2.5
Further guidance on configuration management is given in ISO 10007.
Process and project closure
The project itself consists of processes and special attention should be given to their closure.
The closure o f processes and the project should be defined during the initiation stage o f the project and
be included in the project management plan. When planning the closure of processes and projects, the
experience gained from the closure of previous processes and projects (see Clause 8) should be taken
into account. However, in certain cases it can be necessary to close the project earlier or later than
planned, due to unpredicted events.
At any time during the life cycle of a project, completed processes should be closed as planned. When a
process is closed, it should be ensured that all documented information is compiled, distributed within
the project and to the originating organization, as appropriate, and retained for a specified time.
Whatever the reason for project closure, a complete review of project performance should be
undertaken. This should take into account all relevant documented information, including that from
progress evaluations and inputs from interested parties. Special consideration should be given
to feedback from the customer and other interested parties. This feedback should be measurable
where possible.
Based on this review, appropriate reports should be prepared, highlighting experience that can be used
by other projects and for continual improvement (see 8.3).
At the closure of the project, there should be a formal handover of the project product/service to
the customer. Project closure is not completed until the customer formally accepts the project
product/service.
The closure of the project should be communicated to interested parties.
7.3 Scope-related processes
7.3.1
General
The project’s scope includes a description of the project’s product/service, its characteristics and how
they are to be measured or assessed. The scope-related processes:
a) aim:
1) to translate the customer’s and other interested parties’ needs and expectations into project
requirements to be implemented to achieve the objectives of the project, and to organize
activities required for the implementation;
2) to ensure that personnel work within the scope during the realization of these activities;
3) to ensure that the activities carried out in the project meet the requirements described
in the scope;
b) are:
1) concept development (see 7.3.2);
2) scope development and control (see 7.3.3);
3) definition o f activities (see 7.3.4);
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4) control of activities (see 7.3.5).
NOTE
7.3.2
See Annex A for an overview of processes.
Concept development
Customer needs and expectations for product/service and processes (both stated and generally
implied), as well as any applicable statutory and regulatory requirements, should be determined and
defined. These should be translated into documented requirements which, when required by the
customer, should be mutually agreed.
Other interested parties should be identified and their needs established. These should be translated
into documented requirements and, where relevant, agreed to by the customer.
7.3.3
Scope development and control
When developing the project scope, the characteristics of the project’s product or service should be
identified and documented in measurable terms and as completely as possible. These characteristics
should be used as the basis for design and development. It should be specified how these characteristics
will be measured or how their conformity to the customer’s and other interested parties’ requirements
will be assessed. Product/service and process characteristics should be traceable to the documented
requirements of the customer and other interested parties.
When alternative approaches and solutions are considered during scope development, supporting
evidence (including the analyses performed and other considerations used) should be documented and
referenced in the scope.
NOTE
7.3.4
The management of changes to the scope is addressed by the change management process (see 7.2.4).
Definition o f activities
The project should be systematically structured into manageable activities to meet customer
requirements for products/services and processes.
NOTE
Frequently, the term “breakdown structure” is used to describe the way in which a project can be
divided by levels into discrete groups for programming, cost planning and control purposes. Also, terms such as
“activities”, “tasks” and “work packages” are used for the elements of this structuring, and the result is usually
known as a “work breakdown structure” (WBS).
Personnel assigned to the project should participate in the definition o f these activities. This will enable
the project organization to benefit from their experience and to gain their understanding, acceptance
and ownership.
Each activity should be defined in such a way that its results are measurable. The list o f activities should
be checked for completeness. The activities defined should include quality management practices,
progress evaluations, and the preparation and maintenance of a project management plan.
The interactions between activities in a project that could potentially cause problems between the
project organization and the interested parties should be identified, managed and documented.
7.3.5
Control of activities
The activities within the project should be carried out and controlled in accordance with the project
management plan. Process control includes control of the interactions between activities to minimize
conflicts or misunderstandings. In processes involving new technologies, particular attention should
be given to their control.
Activities should be reviewed and evaluated to identi fy potential deficiencies and opportunities for
improvement. The timing of reviews should be adapted to the complexity of the project.
© ISO 2017 – All rights reserved
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The results of reviews should be used for progress evaluations to assess process outputs and to plan for
the remaining work. The revised plan for the remaining work should be documented.
7.4 Time-related processes
7.4.1
General
The time-related processes aim to determine dependencies and the duration of activities, and to ensure
timely completion of the project.
The time-related processes are:
a) planning of activity dependencies (see 7.4.2);
b) estimation of duration (see 7.4.3);
c)
schedule development (see 7.4.4);
d) schedule control (see 7.4.5).
NOTE
7.4.2
See Annex A for an overview of processes.
Planning of activity dependencies
The interdependencies among the activities in a project should be identified and reviewed for
consistency. Any need for changing the data from the activity identification process should be justified
and documented.
Whenever possible, during development of the project plan, standard or proven project network
diagrams should be used to take advantage of previous experience. Their appropriateness to the project
should be verified.
7.4.3
Estimation of duration
Estimates of the duration of activities should be established by personnel with responsibility for those
activities. Duration estimates from past experience should be verified for accuracy and applicability
to present project conditions. The inputs should be documented and traceable to their origins. When
collecting duration estimates, it is useful to obtain associated resource estimates at the same time as an
input to resource planning (see 6.1.2).
When duration estimation involves significant uncertainty, the risks should be evaluated, documented
and mitigated. Allowance for remaining risks should be incorporated into the estimates.
When required or appropriate, the customer or other interested parties should be involved in
duration estimation.
7.4.4
Schedule development
Input data for schedule development should be identified and checked for con formity to specific
project conditions. Activities with long lead times or long durations should be taken into account when
determining the critical path. The critical path is the sequence of activities that determine the earliest
possible completion date for the project or phase, through the network diagram from project start to
project end along dependent activities. It requires explicit identification.
Standardized schedule formats, suitable for the different user needs, should be implemented.
The relationships of duration estimates to activity dependencies should be checked for consistency.
Any inconsistencies found should be resolved be fore schedules are finalized and issued. The schedules
should identify critical and near-critical activities.
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T he s che du le s hou ld identi fy events that re qu i re s p e c i fic i nputs or de c i s ion s , or one s at wh ich maj or
outputs are planned. These are sometimes referred to as “key events” or “milestones”. Progress
evaluation activities should be included in the schedule.
The customer and other interested parties should be involved with, and kept informed of, the
development of the schedule when required. External inputs (e.g. customer-dependent inputs expected
during the project) should be analysed and taken into account in the schedule.
Appropriate schedules should be supplied to the customer and other interested parties for information
or, if required, for approval.
7.4.5
Schedule control
T he proj e c t organ i z ation shou ld c arr y out re gu l ar reviews o f the proj e c t s che du le, a s defi ne d i n the
project management plan. To ensure adequate control over project activities, processes and related
information, the timing of schedule reviews and the frequency of data collection should be established.
Project progress should be analysed in order to identify trends and possible risks and opportunities in
the work remaining in the project (see 7.7). Up-to-date schedules should be used in progress evaluations
from the s che du le s hou ld b e identi fie d,
and me e ti ngs . D eviation s
Ro o t c au s e s
for
va ria nce s
from
s che du le,
b o th
favou rable
ana lys e d and, i f s ign i fic ant, ac te d up on .
a nd
u n favou rable,
shou ld
be
identi fie d .
Action should be taken to ensure that unfavourable variances do not affect project objectives. Causes
of both favourable and unfavourable variances should be used to provide data as a basis for continual
improvement (see Clause 8).
Possible impacts of schedule changes on the budget and resources of the project and on the quality of
the product/service should be determined. Decisions on actions to be taken should only be made based
on facts, after taking into account their implications for other project processes and objectives. Changes
that affect the project objectives should be agreed with the customer and other relevant interested
parties before implementation.
When action is required to take account of variances, the personnel involved and their roles should
be
identi fie d .
Revi s ion s
o f the s che du le s hou ld b e co ord i nate d with o ther proj e c t pro ce s s e s
developing the plan for the remaining work.
when
External inputs (e.g. customer-dependent inputs expected during the project) should be monitored.
The customer and other interested parties should be kept informed of any proposed changes to the
schedule and should be involved in making decisions that affect them.
7.5 Cost-related processes
7.5.1
General
The cost-related processes aim to forecast and manage the project costs. This should ensure that
the project is completed within budget constraints, and that cost information can be provided to the
originating organization.
The cost-related processes are:
a) cost estimation (see 7.5.2);
b) budgeting (see 7.5.3);
c)
cost control (see 7.5.4).
NOTE 1
See Annex A for an overview of processes.
NOTE 2
Further guidance on the economic effects of quality management is given in ISO 10014.
© ISO 2017 – All rights reserved
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7.5.2
Cost estimation
All project costs should be clearly identified (e.g. cost o f activities, overheads, products/services).
Cost estimation should consider relevant sources of information and should be linked to the project’s
breakdown structures (see 7.3.4). Cost estimates from past experience should be verified for accuracy
and applicability to present project conditions. The costs should be documented and traceable to
their origins.
Particular attention should be given to budgeting su fficient funds for the establishment, implementation
and maintenance of the project quality management system.
Cost estimation should take into account present and forecast trends in the economic environment (e.g.
inflation, taxation and exchange rates).
When cost estimation involves significant uncertainties, these risks should be identified, evaluated,
documented and acted upon (see 7.7.2). Allowance for remaining uncertainties, sometimes called
“contingencies”, should be incorporated in the estimates.
The cost estimates should be in a form that enables budgets to be established and developed in
accordance with approved accounting processes as well as the project organization’s needs.
7.5.3
Budgeting
The project budget should be based on the cost estimates and schedules with a defined process for
its acceptance.
The budget should be consistent with the project objectives. Any assumptions, uncertainties and
contingencies should be identified and documented. The budget should include all authorized costs and
should be in a form suitable for project cost control.
7.5.4
Cost control
Prior to any expenditure, a cost control system and associated processes should be established,
documented and communicated to those responsible for authorizing work or expenditure.
The timing of reviews and the frequency of data collection and forecasts should be established. This
ensures adequate control over project activities and related information. The project organization
should verify that the remaining work can be carried out to completion within the remaining budget.
Any deviation from the budget should be identified and, i f exceeding defined limits, the variance should
be analysed and acted upon.
Project cost trends should be analysed, using techniques such as “earned value analysis”. The plan for
the remaining work should be reviewed to identify uncertainties.
Root causes for variances to budget, both favourable and un favourable, should be identified. Action
should be taken to ensure that unfavourable variances do not affect project objectives. Causes of
both favourable and unfavourable variances should be used to provide data as a basis for continual
improvement (see Clause 8).
Decisions on actions to be taken should only be made based on facts, after taking into account the
implications for other project processes and objectives. Changes in the cost of the project should be
appropriately approved and authorized prior to expenditure. Revisions of the budget forecast should be
coordinated with other project processes when developing the plan for remaining work.
The information needed to ensure the timely release of funds should be made available and provided as
input to the resource control process.
The project organization should carry out regular reviews o f the project costs, as defined in the project
management plan, and take into account any other financial reviews (e.g. external reviews by relevant
interested parties).
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7.6 Communication-related processes
7.6.1
General
The communication-related processes aim to facilitate the exchange of information necessary for
the project.
They ensure timely and appropriate generation, collection, dissemination, storage and ultimate
disposition of project information.
The communication-related processes are:
a) communication planning (see 7.6.2);
b) information management (see 7.6.3);
c)
communication control (see 7.6.4).
NOTE 1
See Annex A for an overview of processes.
NOTE 2
Further information is given in ISO 9004.
T he proj e c t organ i z ation s hou ld en s u re th at appropri ate com mu n ic ation pro ce s s e s a re defi ne d a nd
that information is exchanged between the project’s processes as well as between the project, other
relevant projects, the customer and other interested parties, and the originating organization.
7.6.2
Communication planning
Both the originating and project organizations should ensure that appropriate communication
processes are established for the project, and that communication takes place regarding the current
status of the quality management system.
Communication planning should take into account the needs of the originating organization,
project organization, the customer and other interested parties, and should result in a documented
communication plan.
T he com mu n ic ation pla n shou ld defi ne the i n formation that wi l l b e
forma l ly
com mu nic ate d , the me d i a
used to transmit it and the frequency of communication. The requirements for the purpose, frequency,
ti m i ng and do c u mente d i n formation o f me e ti ngs s hou ld b e defi ne d i n the com mu nic ation pla n .
The format, language and structure of the project documented information should be planned to
en s ure comp atibi l ity. T he com mu n ic ation plan shou ld defi ne the i n formation ma nagement s ys tem (s e e
7.6.3), identify who will send and receive information, and should reference the relevant controls on
documented information, including security processes. The format for progress evaluation reports
should be designed to highlight deviations from the project management plan.
NOTE
7.6.3
ISO 9001:2015, 7.5, provides further information on the control of documented information.
Information management
The project organization should identify its information needs and should establish a documented
information management system.
The project organization should also identify internal and external sources of information. The way
in which information is managed should take into consideration the needs of both the project and
originating organizations.
In
order
to
manage
the
proj e c t’s
i n formation,
pro ce s s e s
defi n i ng
the
control s
for
i n formation
prep aration, col le c tion, identi fic ation, cl as s i fic ation, up dati ng , d i s tribution, fi l i ng , s torage, pro te c tion,
retrieval, retention time and disposition should be established.
© ISO 2017 – All rights reserved
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Documented information should indicate the conditions prevailing at the time the activity was recorded.
T h i s wi l l a l low the va l id ity and releva nce o f the i n formation to b e veri fie d b e fore u s e i n o ther proj e c ts .
The project organization should ensure appropriate security of information, taking into account
con fidentia l ity, avai labi l ity a nd i ntegrity o f i n formation .
Information should be relevant to the needs of the recipients, and should be clearly presented and
distributed with strict adherence to time schedules.
All agreements affecting the project performance, including informal ones, should be
formally documented.
Rules and guidelines for meetings should be established and should be appropriate to the type of meeting.
Meeting agendas should be distributed in advance and should identify for each item the personnel
whose attendance is required.
Minutes of meetings should include details of the decisions made, the outstanding issues and the agreed
actions (including due dates and the personnel assigned to carry them out). The minutes should be
distributed to relevant interested parties within an agreed time.
The project organization should use the data, information and knowledge to set and meet its objectives.
T he managers o f the proj e c t and origi nati ng organ i z ation s shou ld eva luate the b enefits derive d
the use of the information in order to improve the management of information (see Clause 8).
from
The information management system should be as simple as possible.
7.6.4
Communication control
The communication system should be planned and implemented. It should be controlled, monitored
and reviewed to ensure that it continues to meet the needs of the project. Particular attention
should be given to interfaces between functions and organizations where misunderstandings and
con fl ic ts c an o cc u r.
7.7 Risk-related processes
7.7.1
General
Commonly “project risks” are the effects of uncertainty on project objectives. The management of
project risks deals with uncertainties throughout the project. This requires a structured approach
that should be documented in a risk management plan. The risk-related processes aim to minimize
the impact of potential negative events and take advantage of opportunities for improvement and
innovation related, not only to project processes, but also to increased value for the project, originating
organizations, and the customer and other interested parties.
Uncertainties are also related to either the project processes or to the project’s product/service.
The risk-related processes are:
a)
ri s k identi fic ation (s e e
7.7.2);
b) risk assessment (see 7.7.2);
c)
risk treatment (see 7.7.3);
d) risk control (see 7.7.4).
NOTE 1
See Annex A for an overview of processes.
NOTE 2
Further information on risk management is given in ISO 31000.
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7
.
7
.
2
R
i
s
k
i
d
e
n
t
i
f
i
c
a
t
i
o
n
Risk identification should be per formed at the initiation o f the project, at progress evaluations and
other occasions when significant decisions are made. Experience and historical data from previous
projects maintained by the originating organization (see 8.3.1) should be used for this purpose. The
output of this process should be recorded in a risk management plan, which should be incorporated or
referenced in the project management plan.
Potential risks arising from activity-, process- and product/service-related interactions between
the project organization, the originating organization and interested parties should be identified
and recorded.
Risk identification should consider, not only risks in cost, time and product/service, but also risks
in areas such as product/service quality, security, dependability, professional liability, information
technology, safety, health and environment, or potential changes to statutory and regulatory
requirements. The risk identification process should consider:
a) the interactions between different risks;
b) the risks resulting from new technologies and developments.
While identi fying risks, a lookout for potential opportunities is recommended. Identified opportunities
and respective actions can o ffer important benefits regarding costs, quality, timeliness and image o f
the project/service. Any identified risk with significant impact should be documented and a person
should be assigned with the responsibility, authority and resources for managing that risk.
7.7.3
Risk assessment
Risk assessment is the process o f analysing and evaluating identified risks to the project processes and
to the project’s product/service.
All identified risks should be assessed. In this assessment, experience and historical data from previous
projects should be taken into account.
The criteria and techniques to be used in the assessment should be evaluated. A qualitative analysis
should be made and a quantitative analysis should follow wherever possible.
NOTE
There are various qualitative and quantitative methods of risk assessment available for performing
such analyses. These are generally based on assessing the probability of occurrence and the impact of
identified risks.
Levels of risk acceptable for the project, and the means to determine when agreed-to levels of risk are
exceeded, should be identified.
The results of all analyses and evaluations should be recorded and communicated to relevant personnel.
7.7.4
Risk treatment
Solutions to eliminate, mitigate, transfer, share or accept risks, and plans to take advantage of
opportunities should preferably be based on known technologies or data from past experience.
Consciously accepted risks should be identified and the reasons for accepting them recorded.
When a solution to an identified risk is proposed, it should be verified that there will be no undesirable
effects or new risks introduced by its implementation, and that the resulting residual risk is addressed.
When contingencies to manage risks are made in the time schedule or in the budget, they should be
identified and maintained separately.
Special attention should be given to developing solutions for potential risks arising from activity-,
process- and product/service-related interactions between the project organization, the originating
organization and interested parties.
© ISO 2017 – All rights reserved
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7.7.5
Risk control
Throughout the project, risks should be monitored and controlled by an iterative process of risk
identification, risk assessment and risk treatment.
The project should be managed by taking into account that there are always risks. Personnel should be
encouraged to anticipate and identify risks and report them to the project organization.
Risk management plans should be maintained ready for use.
Reports on project risk monitoring should be part of progress evaluations.
7.8 Procurement processes
7.8.1
General
The procurement processes deal with obtaining products/services for the project.
NOTE 1
ISO 9001:2015, 8.4, describes requirements for the control of externally provided processes and
products/services.
The procurement processes are:
a) procurement planning and control (see 7.8.2);
b) documentation of procurement requirements (see 7.8.3);
c)
external provider management and development (see 7.8.4);
d) contracting (see 7.8.5);
e)
contract control (see 7.8.6).
NOTE 2
See Annex A for an overview of processes.
NOTE 3
The terms “purchase”, “acquisition” or “procurement” are also often used in this context.
7.8.2
Procurement planning and control
A procurement plan should be prepared in which the products or services to be obtained are identified
and scheduled, taking note o f product/service requirements including specification, time and cost.
All products/services that are input to the project should be subjected to the same levels of procurement
controls, regardless of whether they are obtained from external providers or from the originating
organization (i.e. “in-house”). External products/services are normally obtained by contract. In-house
products/services can be obtained using internal acquisition processes and controls. For in-house
products/services, some o f the procurement controls described in this subclause may be simplified.
Procurement should be planned so that the interfaces and interactions with external providers can be
managed by the project organization.
Adequate time should be allocated to complete the activities in the procurement processes. Previous
experience of external provider performance should be used to plan for potential problems, such as the
delivery of items with long delivery times.
To provide adequate procurement control, the project organization should carry out regular reviews
of the procurement progress, which should be compared to the procurement plan and action should be
taken if needed. The results of the reviews should be input into progress evaluations.
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7.8.3
Documentation of procurement requirements
Procurement documents should identify the products/services, their characteristics, appropriate
quality management system requirements and associated documented information. They should also
include procurement responsibility, cost and delivery dates for the products/services, requirements for
auditing (when necessary) and right of access to external provider premises. It should be ensured that
customer requirements are taken into account in the procurement documented information.
Tendering documented information (e.g. “requests for quotation”) should be structured to facilitate
comparable and complete responses from potential external providers.
Procurement documented information should be reviewed before distribution, to verify that all
product/service-related requirements, and other aspects (such as procurement responsibility), are
comple tely s p e ci fie d .
7.8.4
External provider management and development
External providers to the project should be evaluated. An evaluation should consider all the aspects of
an external provider that can impact on the project, such as technical experience, production capability,
del iver y ti me s , qua l ity ma nagement s ys tem a nd fi nanci a l s tabi l ity.
A register of approved external providers should be maintained by the project organization. A
register may also be maintained by the originating organization and be communicated to the project
organization, where applicable.
7.8.5
Contracting
There should be a process for the project organization to contract with external providers to the
project. It should include communication of the project’s quality management system requirements
and, where applicable, the quality policy, quality objectives and contract quality plan requirements.
The external provider should be requested to provide a contract quality plan as a part of the tender
evaluation process.
I n tender eva luation s , a l l devi ation s
be
identi fie d
a nd
ta ken
i nto
from
accou nt
in
the s p e c i fication i n a n ex terna l provider prop o s a l s hou ld
the
eva luation .
D evi ation s
from
the
s p e c i fic ation,
a nd
recommendations for improvement, should be approved by the same functions that carried out the
origi na l review a nd approva l o f the s p e ci fic ation .
Cost evaluation of tenders should be based, not only on the price from external providers, but also on
other associated costs, such as cost of operation, maintenance, licences, transport, insurance, customs
duty, exchange rate variation, inspection, audits and resolution of deviations.
The contract documented information should be reviewed to ensure that it includes the results of any
pre-contract negotiation with the external provider.
Before contracting for the supply of products/services, the external provider’s quality management
system should be evaluated. The project organization should consider:
a) the reliability of other evidence that the external provider is capable of meeting quality management
system requirements;
b) the surveillance of contract performance that will be required to ensure that project requirements,
including quality requirements, will be met.
7.8.6
Contract control
Contract control starts at the placing of the contract, or at the time of an agreement in principle to
award the contract, such as a letter of intent. A system should be implemented to ensure that the
contract conditions, including due dates and required documented information, are met.
© ISO 2017 – All rights reserved
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BS ISO 10006:2017
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Contract control should include the establishment of appropriate contractual relationships and the
integration of the outputs from these relationships into the overall management of the project.
External providers’ performance should be monitored to ensure that it meets contract conditions. The
results of monitoring should be fed back to external providers and any actions agreed.
P rior to contrac t clo s u re, it s hou ld b e veri fie d th at a l l contrac t cond ition s h ave b e en me t and that
feedback on external provider performance has been obtained to update the register of approved
external providers.
8 Measurement, analysis and improvement in projects
8.1 General
This clause provides guidance on how the originating and project organizations should learn
from projects.
Both organizations should use the results of measurement and the analysis of data from the project
processes and should apply methods for correcting, preventing or reducing undesired effects (see
ISO 9001:2015, Clause 10) to enable continual improvement in both current and future projects.
8.2 Measurement and analysis
The originating organization should ensure that the measurement, collection and validation of data are
e ffe c tive and e ffic ient, i n order to i mprove the origi nati ng orga n i z ation’s p er forma nce and to en h ance
the satisfaction of the customer and other interested parties.
Examples of the measurement of performance include:
a) evaluation of individual activities and processes;
b) auditing;
c)
evaluation of the actual resources used, together with cost and time, compared to the
original estimates;
d) evaluation of products/services;
e)
evaluation of external provider performance;
f)
achievement of project objectives;
g) satisfaction of the customer and other interested parties.
NOTE
Further information on performance evaluation is given in ISO 9001:2015, Clause 9.
The managers responsible for the project from the project organization should ensure that
documented information on nonconformities and the disposition of the nonconformities in the project’s
products/services and processes is analysed to assist learning and to provide data for improvement.
The project organization, in conjunction with the customer, should decide which nonconformities
should be recorded and which corrective actions undertaken.
8.3 Improvement
8.3.1
T he
Improvement by the originating organization
origi nati ng
organ i z ation
shou ld
defi ne
the
i n formation
it
ne e d s
to
le arn
from
proj e c ts
and
should establish a system for identifying, collecting, storing, updating and retrieving information
from projects.
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BS ISO 10006:2017
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The originating organization should ensure that the information management system for its projects is
designed to determine and collect relevant information from the projects, in order to improve project
management processes.
T he origi nati ng organ i z ation shou ld mai ntai n a l i s t o f a l l s ign i fic ant ri s ks manage d b y its proj e c ts
(see 7.7.5).
The originating organization should ensure that relevant information is used by other projects that
it originates.
The relevant information needed to learn from projects can be derived from information contained
within the project, including feedback from the customer and other interested parties. Information
can also be derived from other sources, such as project logs, appropriate closure reports, claims, audit
results, analysis of data, corrective and preventive actions, and project reviews. Before using this
i n formation, its va l id ity s hou ld b e veri fie d b y the origi nati ng organ i z ation .
Just prior to closing the project, the originating organization should carry out reviews of the project’s
performance, highlighting experience from the project that can be used by other projects. The results
of the reviews should be retained as documented information. The project management plan should be
used as the framework for conducting the review. If possible, these reviews should involve the customer
and other interested parties.
For long-term projects, interim reviews should be considered to collect information more effectively
and to allow for timely improvements.
8.3.2
Improvement by the project organization
The project organization should design the project’s information management system to implement the
re qu i rements s p e ci fie d
for
le arn i ng
from
the proj e c t by the origi nati ng organ i z ation .
The project organization should ensure that the information it provides to the originating organization
is accurate and complete.
The project organization should implement improvements using information relevant to the project,
which has been established by the originating organization using the system described in 8.3.1.
NOTE
ISO 9001:2015, Clause 10, provides further information on improvement.
© ISO 2017 – All rights reserved
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BS ISO 10006:2017
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Annex A
(informative)
Overview of processes for quality management in projects
Table A.1 provides an overview of processes for quality management in projects.
NOTE 1
ISO 21500 gives guidance on project management processes.
NOTE 2 The processes listed might not be required in every project and some projects can require additional
project management processes.
Table A.1 — Overview of processes for quality management in projects
Clause
Clause 5
Management
responsibility in
projects
Subclause
5.2
Strategic
process
6.1
Resourcerelated
processes
Clause 6
Resource
management in projects
6.2
Personnelrelated
processes
Subclause
7.2
Interdependent
processes
Strategic
6.1.2
Resource
planning
6.1.3
Resource
control
D e fi n i ng a proj e c t orga n i z ation a l
6.2.2
Establishment
of the project
organizational
structure
6.2.3
Allocation of
personnel
S ele c ti n g a nd a s s ign i ng s u ffic ient
6.2.4
Team
development
7.2.3
7.2.4
7.2.5
28
Process description
A direction-setting process which
includes planning the establishment
and implementation of the quality
management system based on the
application of the quality
management principles.
Identifying, estimating, scheduling and
allocating all relevant resources.
Comparing actual usage against
resource plans and taking action if
needed.
—
7.2.2
Clause 7
Product/service
realization in projects
Process
Project
initiation
and project
management
plan
development
Interaction
management
Change
management
Process and
project closure
structure tailored to suit the project
needs, including identifying roles in
the p roj e c t a nd de fi n i ng author ity a nd
responsibility.
personnel with the appropriate
competence to suit the project needs.
Developing individual and team skills
and the ability to enhance project
performance.
Evaluating customer’s and other
interested parties’ requirements,
preparing a project management plan
and initiating other processes.
Managing interactions during the
project.
Anticipating change and managing it
across all processes.
Closing processes and obtaining feedback.
© ISO 2017 – All rights reserved
BS ISO 10006:2017
ISO 10006:2017(E)
Clause
Subclause
Subclause
7.3.2
7.3
Scope-related
processes
7.3.3
7.3.4
7.3.5
7.4.2
Clause 7
Product/service
realization in projects
7.4
Time-related
processes
Schedule
development
7.4.5
Schedule control
7.5.3
7.6.3
7.6.4
7.7.2
7.7.3
7.7.4
7.7.5
© ISO 2017 – All rights reserved
Control of
activities
Planning of
activity
dependencies
7.4.4
7.6.2
7.7
Risk-related
processes
activities
Estimation of
duration
7.5.4
7.6
Communicationrelated
processes
D e fi n ition o f
7.4.3
7.5.2
7.5
Cost-related
processes
Process
Concept
development
Scope
development
and control
Process description
D e fi n i n g the b ro ad o utl i ne s o f wh at the
project product will do.
Documenting the characteristics of the
project product in measurable terms
and controlling them.
Identifying and documenting activities
and steps required to achieve the
project objectives.
Controlling the actual work carried out
in the project.
Identifying interrelationships and the
logical interactions and dependencies
among project activities.
Estimating the duration of each
ac ti vity i n co n ne c tio n with the s p e c i fic
conditions and the resources required.
Interrelating the project time
objectives, activity dependencies and
their durations as the framework for
developing general and detailed
schedules.
Controlling the realization of the
proj e c t ac ti vitie s ,
for
co n fi r m i n g the
proposed schedule or for taking
adequate actions for recovering from
delays.
cost estimates for the
Cost estimation Developing
project.
Using results from cost estimation to
Budgeting
produce the project budget.
Controlling costs and deviations from
Cost control
the project budget.
Communication Planning the information and
planning
communication systems of the project.
Making necessary information
Information
available to project organization
management
members and other interested parties.
communication in
Communication Controlling
accordance
with
the planned
control
communication system.
Risk
Determining risks in the project.
identi fic ation
Evaluating the probability of
Risk assessment occurrence of risk events and the
impact of risk events on the project.
Developing plans for responding to
Risk treatment risks.
Implementing and updating the risk
Risk control
plans.
29
BS ISO 10006:2017
ISO 10006:2017(E)
Clause
Subclause
Subclause
7.8.2
Clause 7
Product/service
realization in projects
7.8.3
7.8
Procurement
processes
7.8.4
7.8.5
7.8.6
Clause 8
Measurement,
analysis and
improvement in
projects
8.1 General
—
8.2
Measurement
and analysis
—
8.3.1
8.3
Improvement
30
8.3.2
Process
Procurement
planning and
control
Documentation
of procurement
requirements
External
provider
management
and
development
Process description
Identifying and controlling what is to
be purchased and when.
Compiling commercial conditions and
technical requirements.
Evaluating and determining which
external providers and subcontractors
should be invited to supply products.
Issuing invitations to tender, tender
evaluation, negotiation, preparation
and placing of the subcontract.
Ensuring that subcontractors’
Contract control performance meets contractual
requirements.
Gives guidance on how both the
Improvement
originating and project organizations
should learn from projects.
Gives guidance on the measurement,
Measurement
collection and validation of data for
and analysis
continual improvement.
Improvement by The steps the originating organization
the originating should take for continual improvement
organization
of the project process.
The information that the project
Improvement
organization should supply to the
by the project
originating organization to enable
organization
continual improvement.
Contracting
© ISO 2017 – All rights reserved
BS ISO 10006:2017
ISO 10006:2017(E)
Annex B
(informative)
Cross reference matrix between this document, ISO 9001:2015
and ISO 21500:2012
Table B.1 provides a cross reference matrix between this document, ISO 9001:2015 and ISO 21500:2012.
Table B.1 — Cross reference matrix between this document, ISO 9001:2015 and ISO 21500:2012
This document
Foreword
Introduction
1. Scope
2. Normative references
ISO 9001:2015
Foreword
Introduction
1. Scope
2. Normative references
ISO 21500:2012
Foreword
Introduction
1. Scope
3 . Terms and definitions
3 . Terms and definitions
2 . Terms and definitions
4. Quality management systems in
projects
4.1 Context and characteristics of
the project
4. Context of the organization
3. Project management concepts
4.1.1 General
4.1.2 Organizations
4.1.3 Phases and processes in projects
4.1.4 Project management processes
4.1 Understanding the organization 3.1 General
and its context
3.2 Project
4.2 Understanding the needs and
expectations of interested parties 3.4 Organizational strategy and
projects
4.3 Determining the scope of the
3.5 Project environment
quality management system
3.11 Project constraints
3.12 Relationship between project
management concepts and processes
4. Project management processes
4.1 Project management process
application
4.2 Process groups and subject
groups
4.3 Processes
4.2 Quality management principles
4.3 Project quality management
4.4 Quality management system
processes
and its processes
4.4 Quality plan for the project
5. Management responsibility in
5. Leadership
projects
4.3.32 to 4.3.34
3.3 Project management
3.6 Project governance
3.8 Stakeholders and project
organization
5.1 Top management commitment
5.1 Leadership and commitment
5.2 Policy
5.2 Strategic process
© ISO 2017 – All rights reserved
31
BS ISO 10006:2017
ISO 10006:2017(E)
This document
5.3 Management reviews and progress evaluations
6. Resource management in projects
6.1 Resource-related processes
6.2 Personnel-related processes
7. Products/services realization in
projects
ISO 9001:2015
5.3 Organizational roles,
responsibilities and authorities
9. Performance evaluation
9.2 Internal audit
9.3 Management review
7. Support
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Documented information
7.1 Resources
8. Operation
ISO 21500:2012
4.3.15 to 4.3.20
4.3.6 to 4.3.31
3.9 Competencies of project
personnel
3.7 Projects and operations
8.1 Operational planning and control
8.2 Requirements for products and
services
8.3 Design and development of
products and services
8.4 Control of externally provided
processes, products and services
8.5 Production and service provision
8.6 Release of products and services
8.7 Control of nonconforming
outputs
7.1 General
7.2 Interdependent processes
7.3 Scope-related processes
7.4 Time-related processes
6. Planning
4.3.21 to 4.3.24
6.2 Quality objectives and planning 4.3.9
to achieve them
6.3 Planning of changes
7.5 Cost-related processes
7.6 Communication-related
processes
7.7 Risk-related processes
7.8 Procurement processes
8. Measurement, analysis and
improvement in projects
8.1 General
8.2 Measurement and analysis
32
4.3.25 to 4.3.27
4.3.38 to 4.3.40
6.1 Actions to address risks and
opportunities
4.3.28 to 4.3.31
4.3.35 to 4.3.37
10. Improvement
10.1 General
9.1 Monitoring, measurement,
analysis and evaluation
© ISO 2017 – All rights reserved
BS ISO 10006:2017
ISO 10006:2017(E)
This document
8.3 Improvement
Annex A (informative): Overview of
processes for quality management
in projects
Annex B (informative): Cross
reference matrix between this
document, ISO 9001:2015 and
ISO 21500:2012
© ISO 2017 – All rights reserved
ISO 9001:2015
10.2 Nonconformity and
corrective action
10.3 Continual improvement
ISO 21500:2012
4.3.8
Annex A (informative): Process
group processes mapped to subject
groups
33
BS ISO 10006:2017
ISO 10006:2017(E)
Bibliography
[1]
[2]
ISO 9001:2015, Quality management systems — Requirements
ISO 9004, Managing for the sustained success ofan organization — A quality management approach
[3]
ISO 10005 2) , Quality management — Guidelines for quality plans
[4]
ISO 10007, Quality management — Guidelines for con figuration management
[5]
ISO/TR 10013, Guidelines for quality management system documentation
[6]
ISO 10014, Quality management — Guidelines for realizing financial and economic benefits
[7]
[8]
[9]
[10]
[11]
[12]
[13]
[14]
[15]
ISO 10015, Quality management — Guidelines for training
ISO/TR 10017, Guidance on statistical techniques for ISO 9001:2000
ISO 19011, Guidelines for auditing management systems
ISO 21500:2012, Guidance on project management
ISO 31000, Risk management — Principles and guidelines
ISO/IEC 12207, Systems and software engineering — Software life cycle processes
ISO/IEC 17000, Conformity assessment — Vocabulary and general principles
ISO Guide 73, Risk management — Vocabulary
IEC 62198, Managing risk in projects — Application guidelines
2) Under preparation. Stage at the time of publication: ISO/FDIS 10005:2017.
34
© ISO 2017 – All rights reserved
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