How get your project management or professional services organization ISO 9001 certified

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How get your project management or professional
services organization ISO 9001 certified
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Aligning Knowledge Areas

• ISO Standards
• PMBOK

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Presentation Objectives Shattering myths and
answering questions

• What is ISO 9000 certification?
• Why do I want ISO certification?
• How can I develop a certified practice?
• How can I get help?

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What is ISO?

• ISO - International Organization for
  Standardization is based at Geneva
• 138 national standards bodies are members
• USA is represented by American National Standards
  Institute (ANSI)

What about PMI Standards?
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ISO 9001

• Positive Change Agent when maintained
• Mechanism to Measure Improve Quality
• Key Market Differentiator!
• Provides for Corporate Continuity Key in
  todays economic landscape

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Generic ISO Requirements
Applicable to all organizations, regardless of
type, size and product or service provided

• Establish (initially on paper)
• Document
• Implement
• Maintain a Quality Management System
• Continual Improvement

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• Quality Management System Consists of
• Mission statement
• Quality Policy
• Quality Objectives
• Quality Manual (based on the ISO requirements)
• Documented Procedures Records

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Mission Statement  Project Managers Division To
ensure that Company XYZ always meets or exceeds
our customers delivery and support
expectations.   Program Management Office To
develop standards, tools and processes that
ensure quality and empower staff.
Quality Policy Our Project Managers service will
consistently satisfy our customers and enable
customer loyalty.   Our Project Managers will
comply with our PMBOK based requirements and are
committed to continually improving the
effectiveness of our quality management
system.   Our Project Managers are recognized for
their accomplishments and commitment to quality
service and continuous improvement.
Project Management Quality Objectives
include          Making measurable improvements
in customer satisfaction, customer service and
quality.  This will be measured by trending cSat
results          Achieving improvement in
operational efficiencies. This will be measured
through the following KPIs  Actual versus
Baseline schedule performance as reported in the
Project Director's Weekly Reports and the Monthly
Revenue and Derivatives Report.          Making
measurable improvements in employee satisfaction
by providing an atmosphere that fosters
professional growth, development and job
satisfaction.  This will be measured through 
formal employee feedback and/or survey as well as
the Tools Review Committee and the ISO Focus
Group.
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In other words Say what you do AND Do what you
say

With Registrar Work normally performed
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• Step One Define the Project Life Cycle
• TQM Mapping
• Who does What and When
• Discrete Phases Definition
• Define Inputs/Outputs/Measurement Points

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• Step Two Determine PM Methodology
• Milestones that Begin End Each Phase
• Roles Responsibilities Definition (similar to
  OBS)
• Identify Corporate Constraints
• Fill in Process Gaps from TQM Mapping

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Sample Project Life Cycle
- phase inputs outputs- milestones - KPIs
phase duration BvA - LOE
Project
Plan
November 2000
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Project Integration

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• Step Three Develop Standards for Consistent
  Methodology
• Align with PMBOK
• Create an Empowerment Model (PPOC)
• Define Standards that Facilitate Measurement
• Develop Metrics for Portfolio Management.

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• Step Four Develop Supporting Tools
• Design Tools that Mesh with Methodology
• Develop Tools that Capture Performance
• Define Tools that Have Closed Loops
• Create Tools that are of External Quality
• Define Tools that Facilitate Documentations
  Follow Up

Examples.
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• Step Five Provide Standards Tools Training
• Promote PM Certification
• Create a Training Certification Database.
• Assess Skills
• Standards are a function of maturity
• Develop New Hire Checklist
• Define Training Paths
• Basic ISO Training

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• Step Six Document Version Control of
  Methodology, Tools Standards
• Mechanism for Review
• Approval Process
• Users Feedback Loop
• Posting Review Cycle

TRC, MC, FG
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• Step Seven Develop an Internal Audit Program
• Evaluate projects in real time
• Observe Use of Tools Standards
• Validate Accuracy of Metrics
• Gauge Project Health
• Observe System Trends
• Develop and Objective, Verifiable, Protocol and
  Checklist

sample risk audit trail
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• Step Eight Preventative Corrective (P C)
  Actions
• Input Evaluation by Stakeholder
• Mechanism to Track PC Activities based on
  RCA
• Design P C Database for Trending
• Capture Lessons Learned
• Capture Best Practices

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• Step Nine Staff and Management Review Bodies
• Top Management Committee - commitment
• Staff Input Group(s)
• Link Review Bodies to P C Database - loops

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• Step Ten Develop a Quality Manual for the
  Quality Management System
• Leverage Defined Methodology system anchor
• Leverage Standards Tools
• Review Mission System Objectives
• Ensure alignment with Corporate Policies

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The Audit
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QA
For additional information copies of this
presentation Email Edward B. Farkas, Managing
Director, Project Management Practice ETR
Technology Center, Inc. 180 Oser
Avenue Hauppauge, NY 11788 efarkas_at_etrtechcenter.
com 631.952.1300 A certified WBE firm
established in 1980