DIN ISO 21500-2016 Guidance on project management (ISO 21500 2012)《项目管理指南 (ISO 21500-2012)》.pdf

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1、February 2016 English price group 17No part of this translation may be reproduced without prior permission ofDIN Deutsches Institut fr Normung e. V., Berlin. Beuth Verlag GmbH, 10772 Berlin, Germany,has the exclusive right of sale for German Standards (DIN-Normen).ICS 03.100.40!%LR“2414791www.din.de

2、DIN ISO 21500Guidance on project management (ISO 21500:2012),English translation of DIN ISO 21500:2016-02Leitlinien Projektmanagement (ISO 21500:2012),Englische bersetzung von DIN ISO 21500:2016-02Lignes directrices sur le management de projet (ISO 21500:2012),Traduction anglaise de DIN ISO 21500:20

3、16-02www.beuth.deDocument comprises 41 pagesDTranslation by DIN-Sprachendienst.In case of doubt, the German-language original shall be considered authoritative.03.16 A comma is used as the decimal marker. Contents PageNational foreword 3Introduction 51 Scope 62 Terms and definitions . 63 Project man

4、agement concepts 73.1 General . 73.2 Project 83.3 Project management . 93.4 Organizational strategy and projects . 93.5 Project environment . 103.6 Project governance . 113.7 Projects and operations 113.8 Stakeholders and project organization . 113.9 Competencies of project personnel . 123.10 Projec

5、t life cycle 133.11 Project constraints 133.12 Relationship between project management concepts and processes . 134 Project management processes 144.1 Project management process application 144.2 Process groups and subject groups 144.3 Processes 18Annex A (informative) Process group processes mapped

6、 to subject groups .36DIN ISO 21500:2016-02 2Foreword 4National foreword This document (ISO 21500:2012) has been prepared by Technical Committee ISO/PC 236 “Project management” (Secretariat: ANSI, USA). The responsible German body involved in its preparation was DIN-Normenausschuss Qualittsmanagemen

7、t, Statistik und Zertifizierungsgrundlagen (DIN Standards Committee Quality Management, Statistics and Certification), Working Committee NA 147-00-04 AA Projektmanagement. The text of ISO 21500:2012 has been adopted in this standard without any modification. Attention is drawn to the possibility tha

8、t some elements of this document may be the subject of patent rights. DIN and/or DKE shall not be held responsible for identifying any or all such patent rights. The German translation of the International Standard has been prepared by the Austrian Standards Institute (ASI) and has been adopted with

9、out any modification, except for the following: in the context of projects, the German terms Leistungsumfang and Vorgnge are used in DIN ISO 21500 throughout the text for “scope” and “activities”, respectively; depending on the context, the term “performance” is used with different meanings and ther

10、efore has to be translated context-related as, for example, “Leistung”, “Leistungserbringung” or “(Projekt)fortschritt”; for control the German term “Steuerung” and for commitment the term “Selbstverpflichtung” is used; work breakdown structure dictionary is translated consistently as “Projektstrukt

11、urplanbeschreibung” and activity list as “Vorgangsliste”; stakeholder is a single or collective term for project participants and/or persons concerned with the project; for risk register/stakeholder register, the terms “Risiko-Verzeichnis” and “Stakeholder-Verzeichnis” are used. In addition, some ed

12、itorial corrections have been made. Some English terms have not been translated since, in the project management sector, they are normally also used in German texts. These terms are as follows: Business Case is the economic assessment of a project, e.g. by means of a cost-benefit calculation; Lesson

13、s Learned are the experiences drawn from a project; Stakeholder is a single or collective term for project participants; Governance stands for management, “Projekt-Governance” for project supervision; Make-or-buy-decisions are acts of choosing between in-house manufacture and purchase. The following

14、 Austrian terms used in the German version are not common in Germany: “Bedacht nehmen auf etwas” (in the original ISO document termed “consider”) means to take something into account; the term “schlagendwerden” (in the original ISO document referred to as “if they occur”) used in the context of risk

15、s means the occurrence of a risk; “das Offert” (in the original ISO document termed “offer”) means “quotation”; “allfllige Kommunikationsprobleme” (in the original ISO document expressed by “communication issues if and when they arise”) means “possible” or “in the event of” communication issues. DIN

16、 ISO 21500:2016-02 3 ForewordISO (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 s

17、ubject 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

18、(IEC) on all matters of electrotechnical standardization.International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2.The main task of technical committees is to prepare International Standards. Draft International Standards adopted by the technical commit

19、tees are circulated to the member bodies for voting. Publication as an International Standard requires approval by at least 75 % of the member bodies casting a vote.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

20、held responsible for identifying any or all such patent rights.ISO 21500 was prepared by Project Committee ISO/PC 236, Project management.http:/ For the purposes of research on project management standards, users are encouraged to sharetheir views on ISO 21500:2012 and their priorities for changes t

21、o future editions of the document.Click on the link below to take part in the online survey:DIN ISO 21500:2016-02 4 IntroductionThis International Standard provides guidance on concepts and processes of project management that are important for, and have impact on, the performance of projects.The ta

22、rget readership for this International Standard is the following: s enior managers and project sponsors, in order to provide them with a better understanding of the principles and practice of project management and to help them give appropriate support and guidance to their project managers, project

23、 management teams and project teams; p roject managers, project management teams and project team members, so that they have a common basis upon which to compare their project standards and practices with those of others; d evelopers of national or organizational standards, for use in developing pro

24、ject management standards, which are consistent at a core level with those of others.DIN ISO 21500:2016-02 5 Guidance on project management1 ScopeThis International Standard provides guidance for project management and can be used by any type of organization, including public, private or community o

25、rganizations, and for any type of project, irrespective of complexity, size or duration.This International Standard 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

26、portfolios, however, this International Standard 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.2 Terms and definitionsFor the purposes of this document, th

27、e following terms and definitions apply.2.1activityidentified component of work within a schedule that is required to be undertaken to complete a project2.2application areacategory of projects that generally have a common focus related to a product, customer or sector2.3baselinereference basis for c

28、omparison against which project performance is monitored and controlled2.4change requestdocumentation that defines a proposed alteration to the project2.5configuration managementapplication of procedures to control, correlate and maintain documentation, specifications and physical attributes2.6contr

29、olcomparison of actual performance with planned performance, analysing variances and taking appropriate corrective and preventive action as needed2.7corrective actiondirection and activity for modifying the performance of work to bring performance in line with the plan2.8critical pathsequence of act

30、ivities that determine the earliest possible completion date for the project or phase2.9lagattribute applied to a logical relationship to delay the start or end of an activityDIN ISO 21500:2016-02 6 2.10leadattribute applied to a logical relationship to advance the start or end of an activity2.11pre

31、ventive actiondirection and activity for modifying the work, in order to avoid or reduce potential deviations in performance from the plan2.12project life cycledefined set of phases from the start to the end of the project2.13risk registerrecord of identified risks, including results of analysis and

32、 planned responses2.14stakeholderperson, group or organization that has interests in, or can affect, be affected by, or perceive itself to be affected by, any aspect of the project2.15tenderdocument in the form of an offer or statement of bid to supply a product, service or result, usually in respon

33、se to an invitation or request2.16work breakdown structure dictionarydocument that describes each component in the work breakdown structure3 Project management concepts3.1 GeneralThis clause describes key concepts applicable to most projects. It also describes environments in which projects are perf

34、ormed.Figure 1 shows how project management concepts relate to each other. The organizational strategy identifies opportunities. The opportunities are evaluated and should be documented. Selected opportunities are further developed in a business case or other similar document, and can result in one

35、or more projects that provide deliverables. Those deliverables can be used to realize benefits. The benefits can be an input to realizing and further developing the organizational strategy.DIN ISO 21500:2016-02 7 External EnvironmentProject EnvironmentProjectProject GovernanceProject OrganizationOrg

36、anisation EnvironmentBenefitsOperationsDeliverablesOpportunitiesBusiness CaseProject Management ProcessesProduct ProcessesSupport ProcessesOrganizational StrategyKey: Boxes represent project management concepts introduced in the following sections Arrows represent a logical flow by which the concept

37、s are connected Dotted lines represent organizational boundariesFigure 1 Overview of project management concepts and their relationships3.2 ProjectA project consists of a unique set of processes consisting of coordinated and controlled activities with start and end dates, performed to achieve projec

38、t objectives. Achievement of the project objectives requires the provision of deliverables conforming to specific requirements. A project may be subject to multiple constraints, as described in 3.11.Although many projects may be similar, each project is unique. Project differences may occur in the f

39、ollowing: d eliverables provided; s takeholders influencing; r esources used; constraints; t he way processes are tailored to provide the deliverables.Every project has a definite start and end, and is usually divided into phases, as described in 3.10. The project starts and ends as described in 4.3

40、.1.DIN ISO 21500:2016-02 8 3.3 Project managementProject management is the application of methods, tools, techniques and competencies to a project. Project management includes the integration of the various phases of the project life cycle, as described in 3.10.Project management is performed throug

41、h processes. The processes selected for performing a project should be aligned in a systemic view. Each phase of the project life cycle should have specific deliverables. These deliverables should be regularly reviewed during the project to meet the requirements of the sponsor, customers and other s

42、takeholders.3.4 Organizational strategy and projects3.4.1 Organizational strategyOrganizations generally establish strategy based on their mission, vision, policies and factors outside the organizational boundary. Projects are often the means to accomplish strategic goals. An example of a value crea

43、tion framework is shown in Figure 2.Opportunity 1Opportunity 2Opportunity 3Strategy Projects BenefitsIdentify Select ContributeFigure 2 Example of a value creation frameworkStrategic goals may guide the identification and development of opportunities. Opportunities selection includes consideration o

44、f various factors, such as how benefits can be realized and risks can be managed.The project goal is to provide measurable benefits that contribute to realizing the selected opportunities. The project objective contributes to the project goal by creating the required deliverables. Project goals are

45、achieved when the benefits are realized. Goals might not be achieved until a period of time after the objectives are achieved.3.4.2 Opportunity evaluation and project initiationOpportunities may be evaluated to support informed decision-making by responsible management, in order to identify feasible

46、 projects that could transform some or all of these opportunities into realized benefits.These opportunities may address, for example, a new market demand, a current organizational need or a new legal requirement. The opportunities are often evaluated through a set of activities that provide formal

47、authorization to start a new project. The organization should identify a project sponsor to be responsible for project goals and benefits.The goals and benefits may result in a justification for the investment in the project, e.g. in the form of a business case, and that may contribute to a prioritization of all oppor