Now, after more than 5 years of work it has been published: the ISO 21500 Standard for Project Management. And it is an acknowledgement for all who have done the effort of a PM certification.
It’s because the new ISO norm adopted the glossary from PMI’s ANSI standard PMBoK 1:1. Learning for the exam has been beneficial, the PMBoK’s terminology now is valid worldwide. The norm also follows PMI with the process and process group structure described in PMBoK chapter 3, thus defining substantially the framework for our profession.
But IPMA and Prince2 credential holders do not need to worry because the rest of ISO 21500 is a successful melange of well known best practices, the approaches’ understanding of project management is not that different anyway, many passages even complementary. And last but not least there is the tenet: We all just want to practice good project management !
If you like to read more about this topic: https://www.iso.org/standard/75704.html
Project managers need to have a lot of skills. They have to plan, coordinate, control, communicate, and many other things more. But the most important, and that’s what links them to executive management, are their leadership qualities. And these start with building a team and mutual trust with individuals and specialists.
A representative case from my professional practice
time to optimise the results against the requirements of the people and organization. We built our own, consistent way of operational excellence in the organization’s projects. In that phase my role was merely as facilitator and coordinating supervision of the initiative, which was evolving self-dynamically. Everyone involved, from team throughout to management level enjoyed the progresses and know-how transfer adding value to their own skills and personal successes. The projects finally showed better results emerging with increasing delivery to plan and decreasing write-offs, stress and overtime.
