1、 ISO 2012Guidance on project managementLignes directrices sur le management de projetINTERNATIONAL STANDARDISO21500First edition2012-09-01Reference numberISO 21500:2012(E)ISO 21500:2012(E)ii ISO 2012 All rights reservedCOPYRIGHT PROTECTED DOCUMENT ISO 2012All rights reserved. Unless otherwise specif
2、ied, no part of this publication may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying and microfilm, without permission in writing from either ISO at the address below or ISOs member body in the country of the requester.ISO copyright officeCase
3、postale 56 CH-1211 Geneva 20Tel. + 41 22 749 01 11Fax + 41 22 749 09 47E-mail copyrightiso.orgWeb www.iso.orgPublished in SwitzerlandISO 21500:2012(E) ISO 2012 All rights reserved iiiContents PageForeword ivIntroduction v1 Scope 12 Terms and definitions . 13 Project management concepts 23.1 General
4、. 23.2 Project 33.3 Project management . 43.4 Organizational strategy and projects . 43.5 Project environment . 53.6 Project governance . 63.7 Projects and operations 63.8 Stakeholders and project organization . 63.9 Competencies of project personnel . 73.10 Project life cycle 83.11 Project constrai
5、nts 83.12 Relationship between project management concepts and processes . 84 Project management processes 94.1 Project management process application 94.2 Process groups and subject groups 94.3 Processes 13Annex A (informative) Process group processes mapped to subject groups .31ISO 21500:2012(E)Fo
6、rewordISO (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 subject for which a tech
7、nical 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 (IEC) on all matters of
8、 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 committees are circulated to
9、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 held responsible for id
10、entifying 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 to future editions of th
11、e document.Click on the link below to take part in the online survey:iv ISO 2012 All rights reservedISO 21500:2012(E)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 t
12、arget 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, projec
13、t 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 pr
14、oject management standards, which are consistent at a core level with those of others. ISO 2012 All rights reserved vGuidance on project management1 ScopeThis International Standard provides guidance for project management and can be used by any type of organization, including public, private or com
15、munity organizations, 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
16、project 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 docu
17、ment, the 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 bas
18、is for comparison 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 attributes
19、2.6controlcomparison 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 pathsequenc
20、e of activities 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 activityINTERNATIONAL STANDARD ISO 21500:2012(E) ISO 2012 All rights reserved 1ISO 21500:2012(E)2.10leadattribute applied to
21、a logical relationship to advance the start or end of an activity2.11preventive 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 project2.13ri
22、sk registerrecord of identified risks, including results of analysis and 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 st
23、atement of bid to supply a product, service or result, usually in response 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
24、most projects. It also describes environments in which projects are performed.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 develo
25、ped in a business case or other similar document, and can result in one 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.2 ISO 2012 All rights reservedISO 21500
26、:2012(E)External EnvironmentProject EnvironmentProjectProject GovernanceProject OrganizationOrganisation EnvironmentBenefitsOperationsDeliverablesOpportunitiesBusiness CaseProject Management ProcessesProduct ProcessesSupport ProcessesOrganizational StrategyKey: Boxes represent project management con
27、cepts introduced in the following sections Arrows represent a logical flow by which the concepts 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
28、 of coordinated and controlled activities with start and end dates, performed to achieve project 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.Althou
29、gh many projects may be similar, each project is unique. Project differences may occur in the following: d eliverables provided; stakeholders 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 usua
30、lly divided into phases, as described in 3.10. The project starts and ends as described in 4.3.1. ISO 2012 All rights reserved 3ISO 21500:2012(E)3.3 Project managementProject management is the application of methods, tools, techniques and competencies to a project. Project management includes the in
31、tegration of the various phases of the project life cycle, as described in 3.10.Project management is performed through 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 deliv
32、erables should be regularly reviewed during the project to meet the requirements of the sponsor, customers and other stakeholders.3.4 Organizational strategy and projects3.4.1 Organizational strategyOrganizations generally establish strategy based on their mission, vision, policies and factors outsi
33、de the organizational boundary. Projects are often the means to accomplish strategic goals. An example of a value creation framework is shown in Figure 2.Opportunity 1Opportunity 2Opportunity 3Strategy Projects BenefitsIdentify Select ContributeFigure 2 Example of a value creation frameworkStrategic
34、 goals may guide the identification and development of opportunities. Opportunities selection includes consideration of 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 opportun
35、ities. The project objective contributes to the project goal by creating the required deliverables. Project goals are 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 initiationOppor
36、tunities may be evaluated to support informed decision-making by responsible management, in order to identify feasible 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 n
37、eed or a new legal requirement. The opportunities are often evaluated through a set of activities that provide formal 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 justi
38、fication for the investment in the project, e.g. in the form of a business case, and that may contribute to a prioritization of all opportunities. The purpose of the justification is usually to obtain organizational commitment and approval for investment in the selected projects.The evaluation proce
39、ss may include multiple criteria, including financial investment appraisal techniques and qualitative criteria, such as strategic alignment, social impact and environmental impact. Criteria may differ from one project to another.3.4.3 Benefits realizationBenefits realization is generally the respons
40、ibility of organizational management, which may use the deliverables of the project to realize benefits in alignment with the organizational strategy. The project manager should consider the benefits and their realization as they influence decision-making throughout the project life cycle.4 ISO 2012
41、 All rights reservedISO 21500:2012(E)3.5 Project environment3.5.1 GeneralThe project environment may impact project performance and success. The project team should consider the following: f actors outside the organizational boundary, such as socio-economic, geographical, political, regulatory, tech
42、nological and ecological; f actors inside the organizational boundary, such as strategy, technology, project management maturity, resource availability, organizational culture and structure.3.5.2 Factors outside the organizational boundaryFactors outside the organizational boundary may have an impac
43、t on the project by imposing constraints or introducing risks affecting the project. Although these factors are often beyond the control of the project manager, they should still be considered.3.5.3 Factors inside the organizational boundary3.5.3.1 GeneralA project usually exists inside a larger org
44、anization encompassing other activities. In such cases, there are relationships between the project and its environment, business planning and operations. Pre-project and post-project activities may include activities such as business case development, conducting feasibility studies and transition t
45、o operations. Projects may be organized within programmes and project portfolios. Figure 3 illustrates these relationships.Figure 3 Projects, programmes and project portfolios3.5.3.2 Project portfolio managementA project portfolio is generally a collection of projects and programmes and other work t
46、hat are grouped together to facilitate the effective management of that work to meet strategic goals. Project portfolio management is ISO 2012 All rights reserved 5ISO 21500:2012(E)generally the centralized management of one or more project portfolios, which includes identifying, prioritizing, autho
47、rizing, directing and controlling projects, programmes and other work to achieve specific strategic goals.It may be appropriate to conduct the opportunity identification and selection, as well as the approval and management of projects, through a project portfolio management system.3.5.3.3 Programme
48、 managementA programme is generally a group of related projects and other activities aligned with strategic goals. Programme management consists of centralized and coordinated activities to achieve the goals.3.6 Project governanceGovernance is the framework by which an organization is directed and c
49、ontrolled. Project governance includes, but is not limited to, those areas of organizational governance that are specifically related to project activities.Project governance may include subjects such as the following: d efining the management structure; t he policies, processes and methodologies to be used; l imits of authority for decision-making; stakeholder responsibilities and accountabilities; i nteractions such as reporting and the escalation of issues or risks. The responsibility for main
