This document gives guidelines for the application of quality management in projects.<\/p>\n
It is applicable to organizations working on projects of varying complexity, small or large, of short or long duration, being an individual project to being part of a programme or portfolio of projects, in different environments, and irrespective of the kind of product\/service or process involved, with the intention of satisfying project interested parties by introducing quality management in projects. This can necessitate some tailoring of the guidance to suit a particular project.<\/p>\n
This document is not a guide to project management itself. Guidance on quality in project management processes is presented in this document. Guidance on project management and related processes is covered in ISO 21500 .<\/p>\n
This document addresses the concepts of both \u201cquality management in projects\u201d and \u201cquality management systems in projects\u201d. These are distinguished by being addressed separately by the following topics and clauses:<\/p>\n
\u2015 quality management in projects includes: quality management systems in projects (Clause 4); management responsibility in projects (Clause 5); resource management in projects (Clause 6); product\/service realization in projects (Clause 7); and measurement, analysis and improvement in projects (Clause 8);<\/p>\n<\/li>\n
\u2015 quality management systems in projects includes: project characteristics (4.1); quality management principles in projects (4.2); project quality management processes (4.3); and a quality plan for the project (4.4).<\/p>\n<\/li>\n<\/ul>\n
| PDF Pages<\/th>\n | PDF Title<\/th>\n<\/tr>\n | ||||||
|---|---|---|---|---|---|---|---|
| 2<\/td>\n | National foreword <\/td>\n<\/tr>\n | ||||||
| 7<\/td>\n | Foreword <\/td>\n<\/tr>\n | ||||||
| 8<\/td>\n | Introduction <\/td>\n<\/tr>\n | ||||||
| 9<\/td>\n | 1 Scope 2 Normative references 3 Terms and definitions <\/td>\n<\/tr>\n | ||||||
| 11<\/td>\n | 4 Quality management systems in projects 4.1 Context and characteristics of the project 4.1.1 General <\/td>\n<\/tr>\n | ||||||
| 12<\/td>\n | 4.1.2 Organizations 4.1.3 Phases and processes in projects 4.1.4 Project management processes <\/td>\n<\/tr>\n | ||||||
| 13<\/td>\n | 4.2 Quality management principles 4.3 Project quality management processes 4.4 Quality plan for the project <\/td>\n<\/tr>\n | ||||||
| 14<\/td>\n | 5 \u200bManagement responsibility in projects 5.1 \u200bTop management commitment 5.2 Strategic process 5.2.1 Application of quality management principles through the strategic process 5.2.2 Customer focus <\/td>\n<\/tr>\n | ||||||
| 15<\/td>\n | 5.2.3 \u200bLeadership 5.2.4 Engagement of people 5.2.5 Process approach <\/td>\n<\/tr>\n | ||||||
| 16<\/td>\n | 5.2.6 Improvement 5.2.7 Evidence-based decision making <\/td>\n<\/tr>\n | ||||||
| 17<\/td>\n | 5.2.8 Relationship management 5.3 Management reviews and progress evaluations 5.3.1 Management reviews 5.3.2 Progress evaluations <\/td>\n<\/tr>\n | ||||||
| 18<\/td>\n | 6 \u200bResource management in projects 6.1 Resource-related processes 6.1.1 General <\/td>\n<\/tr>\n | ||||||
| 19<\/td>\n | 6.1.2 Resource planning 6.1.3 Resource control 6.2 Personnel-related processes 6.2.1 General <\/td>\n<\/tr>\n | ||||||
| 20<\/td>\n | 6.2.2 Establishment of the project organizational structure 6.2.3 Allocation of personnel <\/td>\n<\/tr>\n | ||||||
| 21<\/td>\n | 6.2.4 Team development 7 Product\/service realization in projects 7.1 General 7.2 Interdependent processes 7.2.1 General <\/td>\n<\/tr>\n | ||||||
| 22<\/td>\n | 7.2.2 Project initiation and project management plan development <\/td>\n<\/tr>\n | ||||||
| 23<\/td>\n | 7.2.3 Interaction management 7.2.4 Change management <\/td>\n<\/tr>\n | ||||||
| 24<\/td>\n | 7.2.5 Process and project closure 7.3 Scope-related processes 7.3.1 General <\/td>\n<\/tr>\n | ||||||
| 25<\/td>\n | 7.3.2 Concept development 7.3.3 Scope development and control 7.3.4 Definition of activities 7.3.5 Control of activities <\/td>\n<\/tr>\n | ||||||
| 26<\/td>\n | 7.4 Time-related processes 7.4.1 General 7.4.2 Planning of activity dependencies 7.4.3 Estimation of duration 7.4.4 Schedule development <\/td>\n<\/tr>\n | ||||||
| 27<\/td>\n | 7.4.5 Schedule control 7.5 Cost-related processes 7.5.1 General <\/td>\n<\/tr>\n | ||||||
| 28<\/td>\n | 7.5.2 Cost estimation 7.5.3 Budgeting 7.5.4 Cost control <\/td>\n<\/tr>\n | ||||||
| 29<\/td>\n | 7.6 Communication-related processes 7.6.1 General 7.6.2 Communication planning 7.6.3 Information management <\/td>\n<\/tr>\n | ||||||
| 30<\/td>\n | 7.6.4 Communication control 7.7 Risk-related processes 7.7.1 General <\/td>\n<\/tr>\n | ||||||
| 31<\/td>\n | 7.7.2 Risk identification 7.7.3 Risk assessment 7.7.4 Risk treatment <\/td>\n<\/tr>\n | ||||||
| 32<\/td>\n | 7.7.5 Risk control 7.8 Procurement processes 7.8.1 General 7.8.2 Procurement planning and control <\/td>\n<\/tr>\n | ||||||
| 33<\/td>\n | 7.8.3 Documentation of procurement requirements 7.8.4 External provider management and development 7.8.5 Contracting 7.8.6 Contract control <\/td>\n<\/tr>\n | ||||||
| 34<\/td>\n | 8 Measurement, analysis and improvement in projects 8.1 General 8.2 Measurement and analysis 8.3 Improvement 8.3.1 Improvement by the originating organization <\/td>\n<\/tr>\n | ||||||
| 35<\/td>\n | 8.3.2 Improvement by the project organization <\/td>\n<\/tr>\n | ||||||
| 36<\/td>\n | Annex A (informative) Overview of processes for quality management in projects <\/td>\n<\/tr>\n | ||||||
| 39<\/td>\n | Annex B (informative) Cross reference matrix between this document, ISO 9001:2015 and ISO 21500:2012 <\/td>\n<\/tr>\n | ||||||
| 42<\/td>\n | Bibliography <\/td>\n<\/tr>\n<\/table>\n","protected":false},"excerpt":{"rendered":" Quality management. Guidelines for quality management in projects<\/b><\/p>\n |