What do PMBOK, ISO9001:2000 and CMMI have in common
What do PMBOK2000, ISO9001:2000 and CMMI have in common?
Answer: All three are process-oriented approaches.
PMBOK2000 takes a systematic process-oriented approach to defining what is project management.Five processes are always at play within a project. These five processes (Initiating, Planning,Executing,Controling and
Closing) exist in every phases of a project.
PMI further breaks down project management in 9 knowledge areas.
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project H.R. Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
Each area is broken down into independent processes.
For example Project Time Management is made up
of 5 processes.
1.Activity Definition Process
2.Activity Sequencing Process
3.Activity Duration Process
4.Schedule Development Process
5.Schedule Control Process
The process approach is very powerful. Each process has defined inputs, outputs and PMI adds Tools and Techniques descriptions for each process.
The PMBOK comprehensively models the processes that constitute project management.
Personally, I find that PMI should have used standard modelling techniques such as DataFlow Diagrams or UML to fully describe the model. Data Flow and Process Modelling techniques lead to more balanced models. Data Flow diagrams have been recently introduced in the PMI-BOK but the inputs and the outputs aren't all balanced which somewhat defeats the purpose of DFDs.
Nevertheless it is a very comprehensive model. It is great for analysis of missing project management elements.
The process approach has led to a more rigorous project management technique. Once one figures out how to implement the processes in the model.
---------------------------------------------------------------------------------------------
ISO9001:2000
ISO has finally understood the importance of processes. It has totally revamped the standard to make it process-oriented. All work in an organization is executed within a process. A process view of the organization
makes it easier to implement and improve quality. ISO9001:2000 also now takes a systems approach to management. It takes into account the interaction between the processes. Organizations must manage,measure,analyze and continually improve the processes in their Quality Management System.
The process approach is a significant paradigm shift from the 20 requirements approach of ISO9001:1994.
The Quality Manual itself can now be written in a procedural fashion or a process oriented fashion.
We have been encouraging organizations to use DFD diagrams to define their Quality Management Systems for several years. Those who use such a structured analysis approach will easily visualize the Quality processes. The DFD approach
leads to a balanced system where all inputs and outputs are treated and accounted for.
ISO90003 has replaced ISO9000-3:1987. ISO9000-3 was a very good standard. ISO90003 will make it easier for those in a process oriented world such as CMMI.
------------------------------------------------------------------------
CMMI
CMMI is as process-oriented as it comes. Most if not all of the CMMI processes are documented with DFD's
making CMMI process areas a very comprehensive balanced system.
CCMI Process Areas and Processes
Process Management
Organizational Process Definition
Organizational Process Focus
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
Project Management
Project Planning Process
Project Monitoring and Control
Supplier Agreement Management Process
Integrated Project Management
Risk Management
Integrated Teaming
Integrated Supplier Management
Quantitative Project Management
Engineering
Requirements Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Support area
Configuration Management
Process and Quality Assurance
Measurement and Analysis
Decision Analysis and Resolution
Organizational Environment
Causal Analysis and Resolution
Each of these main processes are further broken down and a DFD/Contex Diagram is available for each.
Example - Generic Diagram for the Organizational Training process.
------------------------------------------------------------------------
Finally we have a unified approach between the major standards affecting our software engineering functions.
Systems and Process Training is now becoming very valuable. UML still needs some improvements before it
can be used successfully in project management, quality management and cmmi. It is only a matter of
time before we can use UML within PM,QM and CMM. Until then we strongly recommend sticking to the techniques
of Structured rather than object.
Running out of time...
Answer: All three are process-oriented approaches.
PMBOK2000 takes a systematic process-oriented approach to defining what is project management.Five processes are always at play within a project. These five processes (Initiating, Planning,Executing,Controling and
Closing) exist in every phases of a project.
PMI further breaks down project management in 9 knowledge areas.
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project H.R. Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
Each area is broken down into independent processes.
For example Project Time Management is made up
of 5 processes.
1.Activity Definition Process
2.Activity Sequencing Process
3.Activity Duration Process
4.Schedule Development Process
5.Schedule Control Process
The process approach is very powerful. Each process has defined inputs, outputs and PMI adds Tools and Techniques descriptions for each process.
The PMBOK comprehensively models the processes that constitute project management.
Personally, I find that PMI should have used standard modelling techniques such as DataFlow Diagrams or UML to fully describe the model. Data Flow and Process Modelling techniques lead to more balanced models. Data Flow diagrams have been recently introduced in the PMI-BOK but the inputs and the outputs aren't all balanced which somewhat defeats the purpose of DFDs.
Nevertheless it is a very comprehensive model. It is great for analysis of missing project management elements.
The process approach has led to a more rigorous project management technique. Once one figures out how to implement the processes in the model.
---------------------------------------------------------------------------------------------
ISO9001:2000
ISO has finally understood the importance of processes. It has totally revamped the standard to make it process-oriented. All work in an organization is executed within a process. A process view of the organization
makes it easier to implement and improve quality. ISO9001:2000 also now takes a systems approach to management. It takes into account the interaction between the processes. Organizations must manage,measure,analyze and continually improve the processes in their Quality Management System.
The process approach is a significant paradigm shift from the 20 requirements approach of ISO9001:1994.
The Quality Manual itself can now be written in a procedural fashion or a process oriented fashion.
We have been encouraging organizations to use DFD diagrams to define their Quality Management Systems for several years. Those who use such a structured analysis approach will easily visualize the Quality processes. The DFD approach
leads to a balanced system where all inputs and outputs are treated and accounted for.
ISO90003 has replaced ISO9000-3:1987. ISO9000-3 was a very good standard. ISO90003 will make it easier for those in a process oriented world such as CMMI.
------------------------------------------------------------------------
CMMI
CMMI is as process-oriented as it comes. Most if not all of the CMMI processes are documented with DFD's
making CMMI process areas a very comprehensive balanced system.
CCMI Process Areas and Processes
Process Management
Organizational Process Definition
Organizational Process Focus
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
Project Management
Project Planning Process
Project Monitoring and Control
Supplier Agreement Management Process
Integrated Project Management
Risk Management
Integrated Teaming
Integrated Supplier Management
Quantitative Project Management
Engineering
Requirements Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Support area
Configuration Management
Process and Quality Assurance
Measurement and Analysis
Decision Analysis and Resolution
Organizational Environment
Causal Analysis and Resolution
Each of these main processes are further broken down and a DFD/Contex Diagram is available for each.
Example - Generic Diagram for the Organizational Training process.
------------------------------------------------------------------------
Finally we have a unified approach between the major standards affecting our software engineering functions.
Systems and Process Training is now becoming very valuable. UML still needs some improvements before it
can be used successfully in project management, quality management and cmmi. It is only a matter of
time before we can use UML within PM,QM and CMM. Until then we strongly recommend sticking to the techniques
of Structured rather than object.
Running out of time...
posted by ProductivityTree at 9:15 AM
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