In this section you will find all project management related standards. The selection criterion was simple. If it has "standard" in the name and if it has a reference to projects or project management then it will be included.
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Topics: Project management | Standards | International

ISO 21500: Guidance to Project Management

From ISO's website:

 

ISO 21500:2012 provides guidance for project management and can be used by any type of organization, including public, private or community organizations, and for any type of project, irrespective of complexity, size or duration.

ISO 21500:2012 provides high-level description of concepts and processes that are considered to form good practice in project management. Projects are placed in the context of programmes and project portfolios, however, ISO 21500:2012 does not provide detailed guidance on the management of programmes and project portfolios. Topics pertaining to general management are addressed only within the context of project management.

This new standard, released in September 2012, started as early as 2006 when the British Standards Institute approached ISO to work on an ISO standard for Project Management. A Technical Committee (TC236) was established consisting of 37 participating and 14 observing countries. TC236 developed and published the standard.  It is important to note that the secretariat for TC236 was provided by the American National Standards Institute (ANSI) which recognized PMI's A Guide to the Project Management Body of Knowledge (PMBOK Guide) as a national standard in 2008. ANSI accredited PMI as a standards developer in 1998.

Taking a closer look at the contents of ISO 21500:2012 shows clearly how closely related it is to PMBOK. In 2008 PMBOK was in its fourth edition. Recently the fifth edition was published.

Clause 1 Scope

A very short clause describing that this standard provides an overarching guidance on project management, is aimed for all sorts of organizations and is place in context of portfolio and programme management.

Clause 2 Terms and definitions

A numbered alphabetical list of some key project management terms and definitions. Nothing special and not very detailed.

Clause 3 Project management concepts

 

Clause 4 Project management processes

 

Annex A (informative) Process group processes mapped to subject groups

 

{Work in Progress} ;-)

 

Looks a lot like PMBoK #5.

AIPM Professional Competency Standards for Project Management

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Topics: Project management | Standards | Competence | Certification | Australia

AIPM Professional Competency Standards for Project Management

The Australian Institute of Project Management (AIPM) Professional Competency Standards for Project Management provide the basis for the development and assessment of the Certified Practice worker as part of the RegPM (Registered Project Manager) certification program. These Standards have been developed as generic standards with the objective of applicability across a wide range of industries and enterprises.

The current version was published in 2008.

The standards are the basis for the RegPM certification program. Current Qualifications are:

  • Certified Practising Project Practitioner
  • Certified Practising Project Manager
  • Certified Practising Project Director
  • Certified Practising Portfolio Executive
The baseline is made up of the following main sections:
  • Part A -Introduction
  • Part B - Certified Practising Project Practitioner
    • Introduction
    • Unit 1 - Apply Scope Management Techniques
    • Unit 2 - Apply Time Management Techniques
    • Unit 3 - Apply Cost Management Techniques
    • Unit 4 - Apply Quality Management Techniques
    • Unit 5 - Apply Human Resource Management Techniques
    • Unit 6 - Apply Communication Management Techniques
    • Unit 7 - Apply Risk Management Techniques
  • Part C - Certified Practising Project Manager
    • Introduction
    • Unit 1 – Plan, Manage and Review Scope
    • Unit 2 - Plan, Manage and Review Time
    • Unit 3 - Plan, Manage and Review Cost
    • Unit 4 - Plan, Manage and Review Quality
    • Unit 5 - Plan, Manage and Review Project Human Resources
    • Unit 6 - Plan, Manage and Review Communication
    • Unit 7 - Plan, Manage and Review Project Risk
    • Unit 8 - Plan, Manage and Review Procurement
    • Unit 9 - Plan, Manage and Review Integration
  • Part D - Certified Practising Project Director
    • Introduction
    • Prerequisite for Entry into the RegPM Program as a Project Director
    • Unit 1 - Plan, Manage, Direct and Review Program Scope
    • Unit 2 - Plan, Manage, Direct and Review Program Time
    • Unit 3 - Plan, Manage, Direct and Review Program Costs
    • Unit 4 - Plan, Manage, Direct and Review Program Quality
    • Unit 5 - Plan, Manage, Direct and Review Program Human Resources
    • Unit 6 - Plan, Manage, Direct and Review Program Communication
    • Unit 7 - Plan, Manage, Direct and Review Program Risk
    • Unit 8 - Plan, Manage, Direct and Review Program Procurement
    • Unit 9 - Plan, Manage, Direct and Review Program Integration
  • Part F - Certified Practising Portfolio Executive
    • Introduction
    • Work Performed by the Certified Project Portfolio Executive
    • Candidate Profile
    • Assessment Requirements for Certified Project Portfolio Executive
    • Unit 1 - Identify, Categorise and Prioritise Projects and Programs
    • Unit 2 - Assess and Select Opportunities and Balancing the Portfolio
    • Unit 3 - Manage and Review Portfolio Performance
    • Unit 4 – Govern the Portfolio
    • Unit 5 – Manage Portfolio Resources
    • Unit 6 – Manage Portfolio Communications and Change
    • Unit 7 – Manage Portfolio Risk
    • Unit 8 – Lead the Portfolio
 
 
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Topics: Project management | Standards | Body of knowledge | Certification | APM | UK | Association for project management

Association for Project Management Body of Knowledge (APMBOK)

The association for Project Management is a UK based professional organization aimed at developing and promoting project and programme management.

 

According to APM:

"The APM Body of Knowledge is a ‘scope statement’ defining what functions comprise project, programme and portfolio management. It defines the bread th of project, programme and portfolio management, but not the depth."

The current version is edition 6, published in 2012.

The APMBOK (5th Edition) is the basis for the APM Qualifications. APM is currently a review of the APM qualifications to bring them inline with the 6th edition of the BOK. The Current APM Qualifications are:

  • APM Introductory Certificate (SCQF Level 6)
  • APMP (IPMA Level D, SCQF Level 7)
  • Practitioner Qualification (IPMA Level C)
  • APM Project Risk Management Certificates
The baseline is made up of the following main sections:
  • Introduction
  • Sections
    1. Context
      1. Governance
        1. Project management
        2. Programme management
        3. Portfolio management
        4. Infrastructure
        5. Knowledge management
        6. Lifecycle
        7. Success factors and maturity
        8. Sponsorship
      2. Setting
        1. Environment
        2. Organisations manageemnt
        3. Strategic management
    2. People
      1. Interpersonal skills
        1. Communication
        2. Conflict management
        3. Delegation
        4. Influencing
        5. Leadership
        6. Negotiation
        7. Teamwork
      2. Professionalism
        1. Communities of practice
        2. Competence
        3. Ethics frameworks
        4. Learning and development
    3. Delivery
      1. Integrative management
        1. Business case
        2. Control
        3. Information management
        4. Organisation
        5. Planning
        6. Stakeholder management
      2. Scope management
        1. Benefits management
        2. Change control
        3. Configuration management
        4. Change management
        5. Requirements management
        6. Solutions development
      3. Schedule management
        1. Resource scheduling
        2. Time scheduling
      4. Finacial and cost management
        1. Budgetting and cost control
        2. Funding
        3. Investment appraisal
      5. Risk Management
        1. Risk context
        2. Risk Techniques
      6. Quality management
        1. P3 assurance
        2. Reviews
      7. Resource management
        1. Contract
        2. Mobilisation
        3. Procurement
        4. Provider selection and management
    4. Interfaces
      1. Accounting
      2. Health and safety
      3. Human resource management
      4. Law
      5. Security
      6. Sustainability
      7. l
  • Appendices

A Guide to the Project Management Body of Knowledge (PMBOK®)

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Topics: Project management | Standards | PMBOK | PMI | Body of knowledge | Certification

A Guide to the Project Management Body of Knowledge (PMBOK®)

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), currently in its fifth edition, is the basis for the Project Management Professional (PMP) qualification granted by the Project Management Institute (PMI). First published by the Project Management Institute (PMI) as a white paper in 1987 in an attempt to document and standardize generally accepted project management information and practices. In 1996 "the guide to" was added to the title and published as a first edition. Subsequent editions were in 2000 (2nd), 2005 (3rd), and 2008 (4th). The fifth edition was published in 2013.

 

The guide is made up of the following main sections:

  • Introduction
  • Organizational influences and project lifecycle
  • Project Management Processes
    • Project Integration Management
    • Project Scope Management
    • Project Time Management
    • Project Cost Management
    • Project Human Resource Management
    • Project Communications Management
    • Project Risk Management
    • Project Procurement Management
    • Project Stakeholder Management
  • Annex A1: The Standard for Project Management of a Project
    • Project Management Process Groups
      • Initiating Process Group
      • planning Process Group
      • Initiating Process Group
      • Executing Process Group
      • Monitoring and Controlling Process Group
      • Closing Process Group
  • Appendices

Practice Standard for Earned Value Management

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Topics: Project management | Standards | Earned value management | EVM | PMI

Practice Standard for Earned Value Management

The Practice Standard for Earned Value Management expands on the earned value information in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). The standard is currently in its second edition.

 

The guide is made up of the following main sections:

  • Introduction
  • Basic Elements of Earned Value Management
    • Description of the basic elements of EVM
    • Derivations of the basic EVM elements
  • EVM Performance Analysis and Forecasting
    • Schedule analysis and forecasting.
    • Cost analysis and forecasting
    • Management by exception
  • Guidance for the Use of Key EVM Practices
    • Establish a performance measurement baseline
    • Measure and analyze performance against the baseline
  • Appendices

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