Introduction
From ISO's website:

ISO 10007:2003 gives guidance on the use of configuration management within an organization. It is applicable to the support of products from concept to disposal.

It first outlines the responsibilities and authorities before describing the configuration management process that includes configuration management planning, configuration identification, change control, configuration status accounting and configuration audit.

 

From ISO's website:

ISO 31000:2009 provides principles and generic guidelines on risk management.

ISO 31000:2009 can be used by any public, private or community enterprise, association, group or individual. Therefore, ISO 31000:2009 is not specific to any industry or sector.

ISO 31000:2009 can be applied throughout the life of an organization, and to a wide range of activities, including strategies and decisions, operations, processes, functions, projects, products, services and assets.

 

The guide is made up of the following main sections:

  • Introduction
  • Scope
  • Terms and definitions
  • Priciples
    • Risk management creates and protects value.
    • Risk management is an integral part of all organizational processes.
    • Risk management is part of decision making.
    • Risk management explicitly addresses uncertainty.
    • Risk management is systematic, structured and timely.
    • Risk management is based on the best available information.
    • Risk management is tailored.
    • Risk management takes human and cultural factors into account.
    • Risk management is transparent and inclusive.
    • Risk management is dynamic, iterative and responsive to change.
    • Risk management facilitates continual improvement of the organization.
  • Framework
Framework
  • Process
Process
  • Annex a: Attributes of enhanced risk management
    • General
    • Key outcomes
    • Attributes
  • Bibliography

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.

From ISO's website:

ISO 10006:2003 gives guidance on the application of quality management in projects. It is applicable to projects of varying complexity, small or large, of short or long duration, in different environments, and irrespective of the kind of product or process involved. This can necessitate some tailoring of the guidance to suit a particular project.

ISO 10006:2003 is not a guide to "project management" itself. Guidance on quality in project management processes is discussed in this International Standard. Guidance on quality in a project's product-related processes, and on the "process approach", is covered in ISO 9004.

 

The guide is made up of the following main sections:

  • Introduction
  • Scope
  • Normative reference
  • Terms and definitions
  • Quality management systems in projects
  • Management responsibility
  • Resource management
  • Product realization
  • Measurement, analysis and improvement
  • Annex A: Flowchart of processes in projects
See also Quality Management Strategy Checklist and ISO 10007:2003 Quality management systems -- Guidelines for configuration 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
 
 

Subcategories

  • Project Management General
    This section deals with all general project (management) related content. Click there --> for all articles
    • Defining Project Management
      There are lots of ways of looking at and discussing project management. This section will focus on providing clarification regarding common (and not so common) project management (related) definitions, concepts and terms.
    • Project (management) success
      This section deals with the ever elusive project (management) success.
    • Project (management) organization
      This section deals with all organizational aspects of projects and project management.
    • Project management process
      This section approaches Project Management from a process perspective and takes you from start to finish and everything in between.
  • Portfolio Management General
  • Project Management Standards, Methodologies and Models

    Project Management Standards, Methodologies and Models

    bookcasecoloured
    The discipline of project management may, upon first glance seem a well defined profession. Nothing is farther from the truth in the sense that there are multiple standards, methdologies and models all trying to describe some, most or all (really?) aspects of "Project Management"
     
    Below you will find an overview of these standards, methdologies and models for as far as we at Ambidexter Management have been able to find.
     
    Some are international or national standards, some are proprietarry models owned by private companies and organizations, others are public domain and some are something else all together.
     
    For organizational sake we have, loosly arranged them as follows: (Complete List)
    • Standards
       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.
      • Global Alliance for Project Performance Standards (GAPPS)

        The GAPPS is a unique alliance of government, private industry, professional associations and training/academic institutes working together to develop globally applicable project management competency based standards, frameworks and mappings. The GAPPS standards and frameworks are intended to facilitate mutual recognition and transferabiltiy of project management qualifications.

        The aim of the GAPPS is to provide the global project management community with information that is freely available for use by businesses, academic institutions, professional associations, and government standards and qualifications bodies globally.
      • ISO Project Management Standards
        ISO (International Organization for Standardization) is the world’s largest developer of voluntary International Standards. International Standards give state of the art specifications for products, services and good practice, helping to make industry more efficient and effective. Developed through global consensus, they help to break down barriers to international trade.
        ISO provides several standards direlctly or indirectly related to Project Management.
      • National Project Management Standards
        Several national standards organizations have developed and made avaiable project management (related) standards. In this section all those national standards will be listed
      • Project Management Institue (PMI) Standards
        In this section you will find all standards and frameworks owned by the Project Management Institute.
      • International Project Management Association (IPMA) Standards
        In this section you will find all standards and frameworks owned by the International Project Management Association.
    • Methodologies
       In this section you will find methodologies (bodies of practice, procedures and rules specific to a certain discipline) related to project management. We divide them up in proprietary and public domain
    • Models