ISO/IEC JTC1/SC7 Software and Systems Engineering Secretariat: CANADA (SCC)
ISO/IEC JTC1/SC7 /N4045
2008-06-28
Document Type Title Source Project Status Reference Action ID Distribution No. of Pages Note
Presentation PMI 2008 Standards Program PMI Liaison Officer
Final
INF or ACT AG 16
Address reply to: ISO/IEC JTC1/SC7 Secretariat École de technologie supérieure – Department of Software and IT Engineering 1100 Notre Dame Ouest, Montréal, Québec Canada H3C 1K3 secretariat@jtc1-sc7.org www.jtc1-sc7.org
PMI Standards Program Overview
ISO/IEC JTC 1 SC7 Berlin, FRG May 22, 2008
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PMI Standards Background
• • 1969 – PMI founded 1983 – PMI Special Report on Ethics, Standards, and Accreditation – the Standards portion was The Project Management Body of Knowledge (PMBOK) 1987 – PMBOK Standard was published 1996 – A Guide to the Project Management Body of Knowledge (PMBOK® Guide) [first edition] published 1999 – PMI accredited as a Standards Development Organization (SDO) by ANSI 2004 – PMBOK® Guide – Third Edition published 2005 – 4th Edition PT starts project, to be publish in December 2008 with three other PMI standards 2006 – Made available PMBOK® Guide-3rd Ed vocabulary to ISO/ IEC JTC 1 SC7 WG22, SEVOCA, project 2007 – PMI/ANSI Secretariat for ISO PC236, Project Management, conducted first plenary, convened UK Convener at BSI, London, UK
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• • • • • • •
(PC = Project Committee)
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The PMI Portfolio of Standards
• • • • The target state of the portfolio; Its needs and profile; Respective roles of different standards Two different deliverables
1. Balance versus PMI’s strategic intent; 2. Road map showing how products will relate in the target state
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PMI Life Cycle for Standards
Standard Published
New Edition of Standard Published
One year of Celebrations
New Project Team formed and the Standard is revised with a planned schedule of 3 years
One year of Schedule Reserve
PMI Plans for a five year refresh cycle for all Standards
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PMI Standards Project Schedule
Project Initiation Project Team Formed Project Team Drafts Standard About 27 Months Exposure Draft (ED) Period (60 Days) Evaluate ED Comments (90 Days) Publishing Process (120 Days)
Typical Projects are planned for 36 Months or less
Standard Available
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PMI Standards Program Management Team
PMI Global Operations Center Standards Department
John Zlockie, Manager, Standards Kristin Vitello, Standards Project Specialist Nancy Wilkinson, PMP, Standards Project Specialist Nan Wolfslayer, Standards Project Specialist , International Programs Elaine Lazar, Standards Program Administrator Amanda Freitick, Standards Volunteer Associate
PMI Standards Program Management Team
A five-member volunteer PMI Standards Program Member Advisory Group (MAG) assists the PMI Standards Manager.
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Global Representation
• ISO/IEC JTC 1 SC7, Category A Liaison – Contributed PM vocabulary to SEVOCAB • ISO TC223, Societal Security, Category A Liaison • ISO PC236, Project Management, ANSI and PMI Secretariat Collaboration, initial meeting held, London, UK, Oct 29-Nov 2, 2007
– PC236 is a single project committee – Three working groups established to develop the standard – Operates under ISO draft procedures for a Project Committee
• PMBOK® Guide translated into 11 languages, over 2.4M copies circulated since initial publication in 1996
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Fourteen PMI Global Standards
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PMI Standards Program Update
• Exposure Period Closed April 2007:
– Comments being addressed and resolved – Pre-publication review and consensus body review pending – Consensus body review to determine adherence to charter and due process – Publication preparations stage and advertisement being planned
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 4th Edition • The Standard for Program Management – 2nd Ed. • The Standard for Portfolio Management – 2nd Ed. • Organizational Project Management Maturity Model (OPM3®)- 2nd Ed.
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(Available Dec 2008)
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PMI Standards Project Management
• Successfully managed the parallel development of four foundation standards in a pre-determined standards development life cycle stages and milestone dates included in the project team (analogous to working groups) charter • Integrated and “harmonized” the multiple view points presented by the four different standards • Standards development teams are assigned defined project team roles, responsibility, and writing roles with dedicated PMI Global Operations Center staff program administrator • Professional commitment to work under the discipline of using the principles from the PMBOK® Guide (organizing and managing projects)
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Questions?
Thomas M Kurihara PMI Liaison Officer tkstds@mindspring.com 703-516-9650
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Content Changes for PMI Foundation Standards for 2008 editions
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PMBOK® Guide – Fourth Edition
• Enhancements in the PMBOK® Guide 4th Edition: • Process names are in a verb-noun format • Data flow diagrams have been developed for each process • Uses a standard approach for describing Enterprise Environmental Factors and Organizational Process Assets
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Standard for Program Management – Second Edition
• Consistent with:
– – – – PMBOK® Guide – 4th Edition, Program Management Standard – 2nd Edition Portfolio Management – 2nd Edition Organization Project Management Maturity Model (OPM3® - 2nd Edition
• Adds:
– similar governance provisions as portfolio management – processes and knowledge areas for program management for completeness
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Standard for Portfolio Management – Second Edition
• Enhancements to Portfolio Management – 2nd Edition: • Adds two knowledge areas:
– Governance Management and Risk Management
• In addition to the knowledge areas, each will add six processes to bring it to a total of 15.
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OPM3® - Second Edition
• OPM3®—Second Edition practices align with the • PMBOK® Guide—Fourth Edition, The Standard for Program Management—Second Edition, The Standard for Portfolio Management—Second Edition, and Project Manager Competency Development Framework—Second Edition. • • • • • Introduces the category of Organizational Enablers to existing Best Practices. Organizational Enabler Best Practices are designed to help assure the organization has established an environment in which project management processes can mature and improve.
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