ISO 6.6 Controlling a project.pdf

Licensed to: DTU Bibliotek – Danmarks Tekniske Informationscenter, 2024-08-05 15:48 © Danish Standards Foundation DS/ISO 21502:2020 ISO 21502:2020(EN)  for the approach to be taken and solution to be selected should be...

Licensed to: DTU Bibliotek – Danmarks Tekniske Informationscenter, 2024-08-05 15:48 © Danish Standards Foundation DS/ISO 21502:2020 ISO 21502:2020(EN)  for the approach to be taken and solution to be selected should be assessed and reasons for rejection given. If a project is part of a programme, its business case can be included within the programme’s business case. NOTE — While the document justifying the undertaking of a project is often referred to as a “business case”, the actual name used can vary from sector to sector or the method used. 6.5.5 Initial project planning An initial plan for the project should be developed with milestones and gates or decision points based on the project life cycle combined with a detailed plan for at least the immediate phase of the project. The transition of outputs to operations or customer should be considered if the transition is considered part of the project. At this early stage of the project, this consideration can include several options, which can be developed further in later phases of the project (see 7.2). 6.6 Controlling a project 6.6.1 Overview The purpose of controlling a project, including phases and work packages, is to monitor and measure performance against an agreed plan, including authorized changes. The project manager should build on the project’s initial plan (see 6.5.5), adding detail as the activities, deliverables or outputs are designed and developed, and reflecting authorized changes, as required (see 7.2). NOTE — See 4.5.6 for the project manager’s role concerning controlling a project. 6.6.2 Progressive justification The justification for the project can be further developed over several phases of the project, for different options, as work progresses. The business case should be updated, in consultation with the project sponsor, to reflect changes in the project’s context and scope, prior to every gate or decision point to validate continuing the project. 6.6.3 Managing project performance The project manager, supported by the project team, should regularly review required outputs and outcomes to meet the requirements. The project manager should monitor and verify the performance of the project team in undertaking the work assigned to them in the project plan to: a) integrate the project team’s work into subsequent project work; b) confirm the project is likely to deliver what is required at an acceptable level of risk and recommend and make authorized controlled changes. The project manager should collect and analyse progress and performance data to assess progress relative to the agreed project plan, including: — work completed, milestones achieved and costs incurred (see 7.2); — benefits planned or realized (see 7.3); — managing the scope (see 7.4); — acquiring sufficient resources to complete the work (see 7.5); — managing the schedule and costs (see 7.6 and 7.7); — identifying and managing risks and issues (see 7.8 and 7.9); — managing change control (see 7.10); 22  © ISO 2020 – All rights reserved  Licensed to: DTU Bibliotek – Danmarks Tekniske Informationscenter, 2024-08-05 15:48 © Danish Standards Foundation DS/ISO 21502:2020 ISO 21502:2020(EN)  — quality of work (see 7.11); — status of planned and forecasted stakeholder engagement and communications (see 7.12 and 7.13); — managing the transition of outputs to the sponsoring organization or customer, and preparing for and managing organizational or societal change (see 7.14); — reporting on progress (see 7.15); — maintaining the integrity and availability of information and documentation (see 7.16); — managing the status of procurement activities (see 7.17); — new lessons learned (see 7.18). The project manager should provide the project sponsor, project team and selected stakeholders with a report of the project’s status and performance in alignment with the project’s plan (see 7.15). A projection for the project’s future performance should be included. The project manager should manage the various technical, administrative and organizational activities and interfaces within the project. Preventive and corrective actions should be documented and implemented, and change requests made and implemented (see 7.10), when necessary, to keep the project on target to continue to achieve the project’s objectives. 6.6.4 Managing the start and close of each project phase With the assistance of work package leaders or other subject matter experts, the project manager should prepare for starting each phase of the project by: a) preparing or reviewing a detailed plan for the phase; b) reviewing the governance and management requirements; c) confirming, with the project sponsor, that the project is still justified; d) revising the management approach to reflect the work required in the phase; e) obtaining authorization to start the next phase. Once the start of the phase has been authorized, the project manager should mobilize the team and other resources and begin work. The project manager should confirm the completion of each phase of the project by including, but not limited to: — confirming completed, cancelled or suspended procurements; — verifying any incomplete actions and recording unresolved issues; — releasing or transitioning resources, if no longer required; — archiving information and documentation in accordance with the organization’s information retention policy; — verifying completed, delivered and accepted outputs and outcomes; — recording lessons learnt. © ISO 2020 – All rights reserved  23  Licensed to: DTU Bibliotek – Danmarks Tekniske Informationscenter, 2024-08-05 15:48 © Danish Standards Foundation DS/ISO 21502:2020 ISO 21502:2020(EN)  6.6.5 Managing the start, progress and close of each work package The project manager should oversee the work packages within each phase by: a) verifying and approving the plan for each work package, after ensuring that it is consistent and integrates with the overall plan for the project and the respective phase; b) assuring the integration work and deliverables between and among work packages are planned and undertaken and meet the requirements; c) assigning responsibility for each work package to a work package leader; d) initiating work packages in accordance with the project plan or in response to a risk or issue; e) verifying progress of the work, including addressing any risks, issues or change requests; f) verifying the quality of the deliverables; g) confirming completion, handover of deliverables and closure of the work package. 6.7 Managing delivery The purpose of managing delivery is to define the required outputs and outcomes, and to plan and implement their delivery enabling the project’s outcomes to be achieved and benefits realized. The project’s work can be organized into work packages for assigning and controlling work conducted by various teams. Work packages should be assigned to the work package leader (see 4.5.8). Work should be appropriately defined, planned, monitored and controlled, and quality should be actively managed. Working methods and processes should be tailored for use to maximize the likelihood of success within the project environment. The work package leader should monitor, measure and control the assigned work against the project’s approved plan using the practices defined in Clause 7. Preventive and corrective actions should be taken, and change requests made, when necessary, to achieve the assigned work objectives. The work package leader should manage the delivery of their work packages by, but not limited to: a) planning the assigned work packages (see 7.2 to 7.7); b) mobilizing the team; c) addressing risks, issues, change requests and stakeholders’ views (see 7.8, 7.9, 7.10 and 7.12); d) managing suppliers, if any (see 7.17); e) developing the required outputs using appropriate and proportionate methods and techniques (see 7.11); f) verifying and validating the deliverables; g) keeping the project manager informed of progress, escalating risks, issues and requests for decisions and direction (see 7.15); h) capturing and applying lessons learned (see 7.18); i) closing the work package once it has been confirmed as completed by the project manager (see 6.6.5); j) maintain records of the work undertaken (see 7.16). NOTE 1 — Outputs are sometimes referred to as “assets” (see ISO 55000). NOTE 2 — See 4.5.8 for a work package manager’s role concerning managing delivery. 24  © ISO 2020 – All rights reserved