This standard discusses the application of project management processes as a framework. This standard is applicable to various projects of different complexity, size, duration and environment, regardless of the project product (including hardware, software, process materials, services or their combination). In order to apply to a specific project, some tailoring of this standard may be required. This standard is not a guide to project management itself. GB/T 19016-2000 Quality Management Project Management Quality Guide GB/T19016-2000 Standard Download Decompression Password: www.bzxz.net
This standard discusses the application of project management processes as a framework. This standard is applicable to various projects of different complexity, size, duration and environment, regardless of the project product (including hardware, software, process materials, services or their combination). In order to apply to a specific project, some tailoring of this standard may be required. This standard is not a guide to project management itself.

GB/T19016—2000
This standard is equivalent to the international standard ISO10006:1997 "Guide to Quality Management of Project Management". This standard is a component of the GB/T19000 family of standards and is consistent with it. Appendix A, Appendix B and Appendix C of this standard are all informative appendices. The two 1994 versions of the standards cited in this standard are being revised and will be replaced by new versions after 2000. Subsequently, this standard will also be revised. All parties using this standard should pay attention to the development trend of the GB/T 19000 family of standards. This standard is proposed and coordinated by the National Technical Committee for Quality Management and Quality Assurance Standardization. This standard is drafted by the China Standards Research Center. The drafting units of this standard are: China Standards Research Center, China National Chemical Engineering (Group) Corporation, 708 Institute of China Aerospace Science and Technology Corporation, China Heavy Machinery Corporation, AsiaInfo Computer Network (Beijing) Co., Ltd. The main drafters of this standard are: Li Renliang, Gu Yanjun, Liu Qihe, Wu Guiling, Yue Bin, Liu Jiang. 99
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ISO Foreword
ISO (International Organization for Standardization) is a worldwide federation composed of national standardization bodies (ISO member bodies). The work of formulating international standards is usually completed by ISO's technical committees. If each member body is interested in the project determined by the technical committee, it has the right to participate in the work of the committee. International organizations (official or unofficial) that maintain contact with ISO can also participate in the relevant work. In the field of electrotechnical standardization, ISO maintains a close cooperative relationship with the International Electrotechnical Commission (IEC). The draft international standard adopted by the technical committee is submitted to the member bodies for voting. It must obtain the consent of at least 75% of the member bodies participating in the voting before it can be officially released as an international standard. The international standard ISO10006 was formulated by the Quality System Technical Committee of the ISO/TC176/SC2 International Organization for Standardization Quality Management and Quality Assurance Technical Committee.
Appendices A, B, and C of this standard are all suggested appendices. 100
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This standard provides guidance for the implementation of quality system elements, concepts and practices that are important and influential to project management quality, and also supplements the GB/T19004.1 guide.
These guidelines are broad guidelines that apply to all types of projects, ranging from small to large, from simple to complex. They are suitable for people who have project management experience and need to ensure that their organization applies the practices of the GB/T19000 family of standards, and for people who have quality management experience and need to work with project organizations to apply their knowledge and experience to projects. Of course, the information provided in these guidelines is too detailed for some people, but others may rely on it. Project management quality is manifested in two aspects: project process quality and project product quality. Failure to meet any of these two aspects will have a significant impact on project products, project beneficiaries and project organizations. It is also necessary to emphasize that the realization of quality is the responsibility of managers, requiring all levels of personnel involved in the project organization to make a commitment to quality and be responsible for their respective processes and products. Establishing and maintaining the quality of the processes and products in a project requires a systematic approach. This approach should ensure that the explicit and implicit needs of customers are understood and met, the needs of other stakeholders are assessed, and that the organization's quality policy is implemented in the implementation of project management. 101
1 Scope
National Standard of the People's Republic of China
Guidelines to quality in project management
Quality management
Quality management--Guidelines to quality in project management
This standard discusses the application of project management processes as a framework. GB/T19016—-2000
idt ISO 10006:1997
This standard applies to various projects of varying complexity, size, duration and environment, regardless of the type of project product (including: hardware, software, process materials, services or a combination thereof). Some tailoring of this standard may be required to apply to a specific project.
This standard is not a guide to project management itself. 2 Referenced Standards
The clauses contained in the following standards constitute the clauses of this standard through reference in this standard. The versions shown are valid at the time of publication of this standard. All standards will be revised, and parties using this standard should investigate the possibility of using the latest versions of the following standards. GB/T6583-1994 Quality Management and Quality Assurance Vocabulary (idtISO8402:1994) GB/T19004.1-1994 Quality Management and Quality System Elements Part 1: Guidelines (idtISO9004-1:1994) Note: Appendix A, B, and C provide further information and references on the realization of project management quality. 3 Definitions
This standard adopts the definitions in GB/T 6583 and the following definitions. 3.1 Project
A specific process consisting of a set of coordinated and controlled activities with start and end times to achieve objectives that meet specified requirements, including time, cost and resource constraints. Note
A single project can be a component of a larger project structure. 1
2 In some projects, as the project progresses, its objectives need to be revised or redefined, and product characteristics need to be gradually determined. 3 The result of a project can be one or several products. 4 The project organization is a temporary organization that exists during the project life cycle. 5 The mutual influence between project activities may be complex. 3.2 Project productproject product
The product delivered to the customer as specified in the project product scope. Note: The project scope can be revised as the project progresses. 3.3 Project planproject plan
The document that specifies the activities required to meet the project objectives. Note
The project plan should include or reference the project's quality plan; Approved by the State Administration of Quality and Technical Supervision on January 5, 2000 102
Implementation on June 1, 2000
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2 The project plan also includes other plans such as organizational structure, resources, schedule and budget. 3.4 Stakeholders A person or group of people who share a common interest in the performance of a supplier organization and the environment in which it operates. (GB/T 19000.1—1994idt ISO 9000-1:1994, 3.5) Notes 1 The supplier organization in this definition refers to the project organization. 2 Stakeholders may include: - customers, recipients of project products; - consumers, such as users of project products; - owners, such as the organization that initiates the project, - partners, such as in joint ventures; - fund providers, such as financial institutions; - subcontractors, organizations that provide products to the project organization; - society, such as judicial or statutory bodies and the general public; - insiders, such as members of the project organization. 3 The interests of stakeholders may conflict. 3.5 Process process
A group of related resources and activities that transform inputs into outputs (GB/T65831994idtISO8402:1994, 1.2). NOTE
1 Resources may include management, services, personnel, funds, facilities, equipment, technology and methods. 2 Project processes include project management processes.
3.6 Progress evaluation progress evaluation The assessment of the outputs of project activities at appropriate points in the project process network during the project life cycle, based on the criteria for specified project processes and products.
NOTE: The results of progress evaluation may lead to revisions to the project plan. 4 Project characteristics
4.1 General
The project characteristics described in this clause are very important for the application of this standard. 4.2 Project management
Project management includes the continuous process activities of planning, organizing, monitoring and controlling all aspects of the project to achieve the project objectives. The processes and objectives of quality management (see GB/T6583) apply to all project management processes. 4.3 Organization
In this standard, the project initiation organization refers to the organization that decides to undertake the project and assigns the project to a project organization. The project organization refers to the organization that implements the project. The project organization can be part of the project initiation organization, which can be a joint venture or a group company, etc.
4.4 Project Phases and Project Processes
A project is a process that can be divided into many different interrelated subprocesses. When implementing these subprocesses in a certain order and in a progressive manner, it may be necessary (and sometimes should be) to group these subprocesses into several phases. In order to achieve the commitment in terms of progress, "phase division" provides the organization responsible for the project with a way to monitor the achievement of goals (and evaluate the associated risks). There may be significant overlap of phases during the project life cycle.
To facilitate the discussion of project management quality guidelines, this standard adopts a process approach and divides project processes into two categories: project management processes and product-related project processes (these processes are only related to project products, such as design, production and verification). This standard provides quality guidelines for project management processes, and GB/T19004.1 provides quality guidelines for project product processes. 103
Note: In this standard, the term "process" includes subprocesses. 5 Project Management Process Quality
5.1 General
GB/T19016—2000
Table 1 lists the project management processes and gives a brief description. These processes are applicable to most projects. However, not all processes discussed in this standard are included in a specific project, and other projects may need to add other processes. Group project management processes according to their similar relationships, for example: put all time-related processes in the same group. This standard divides project management processes into ten groups. The first group is the strategic planning process that specifies and establishes the direction of the project; the second group is the process of managing the relationship between other processes; the other eight groups are processes related to scope, time, cost, resources, personnel, communication, risk and procurement. Each project management process corresponds to an independent sub-clause, which includes a description of the process and its quality guidelines. 5.2 Strategic Planning Process
The strategic planning process of the project is the process of determining the direction of the project, which organizes and manages the implementation of other processes of the project. In determining the direction of the project, the following concepts should be considered, which are important for achieving quality in project management: Meeting the stated and implied needs of customers and other stakeholders is paramount; the project is achieved through a group of planned and coordinated processes; - attention must be paid to process quality and product quality to meet project objectives; - management is responsible for creating a quality environment; management is responsible for continuous improvement.
This clause provides guidance for considering the above concepts in the strategic planning process. Guidance for considering these concepts in other processes is provided in 5.3 to 5.11.
The achievement of quality in the strategic planning process depends on ensuring that these concepts are considered in all processes. 5.2.1 Meeting the stated and implied needs of customers and other stakeholders is paramount The needs of customers and other stakeholders should be clearly understood to ensure that all processes focus on and are able to meet these needs. Interfaces with all stakeholders should be clear throughout the project and feedback should be obtained as necessary. Conflicts between stakeholder needs should be resolved. Generally, when conflicts arise between the needs of customers and other stakeholders, the needs of the customer should be given priority. The resolution of conflicts should be agreed to by the customer. Formal agreements should be reached with the stakeholders. Throughout the project, attention should be paid to changes in the needs of stakeholders (including new stakeholders).
Project objectives should be defined to meet agreed requirements and revised as necessary during the project. What is to be accomplished should be described in terms of time, cost and product characteristics and, where possible, they should be measurable. 5.2.2 Projects are achieved through a set of planned and coordinated processes. Project processes, owners and their responsibilities and authorities should be defined and documented. Policies should be established for project processes. The structure of the final product and its components should be considered to ensure that appropriate processes are identified. The interactions of processes should be defined, coordinated and integrated. The design of processes should consider processes occurring later in the product life cycle, such as those related to maintenance. The strategic planning process should also consider the acquisition of external products or services and any impact on the project organization. The relationship between the project initiation organization and the project organization should be defined, with clear responsibilities and authorities, including those with other relevant stakeholders.
Progress evaluations should be planned (see Annex B) to allow for evaluation of the project status and, when required, to provide information for revisions to the project plan.
5.2.3 Attention must be paid to process quality and product quality to meet project goals. In order to meet project goals, emphasis should be placed on the quality of project management processes and project products. The GB/T19000 family of standards provides a series of quality practices related to processes and products, such as document preparation, auditing and process control, which all help to meet project goals. Typical quality practices applicable to project processes are shown in Appendix A. 5.2.4 Managers are responsible for creating a quality environment 104
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Managers of the project initiation organization and the project organization should jointly create a quality environment. The ways and methods to create this environment should include: providing an organizational structure and support that helps meet project goals; making decisions based on data and actual information; preparing for progress evaluation and conducting progress evaluation of quality (see Appendix B); all personnel participating in achieving the quality of project processes and products; and establishing mutually beneficial relationships with subcontractors and other organizations. Competent personnel should be arranged and equipped with appropriate tools, techniques, methods and practices to monitor and control each process, and corrective and preventive measures should be implemented to improve these processes. A project manager should be appointed as early as possible. A project manager is a person who is designated to manage a project with responsibility, authority and accountability. The authority granted to the project manager should be commensurate with his/her responsibilities.
Note: The name of the project manager may change from project to project. 5.2.5 Managers are responsible for continuous improvement
In the project initiation organization, managers are responsible for continuously seeking opportunities to improve the quality of their project processes by summarizing experience. Project management itself should regard summarizing experience as a process, and should not regard it as an independent activity. A system should be established to collect and analyze information obtained during the project in order to continuously improve the process. The project organization is responsible for continuously seeking improvements in the quality of its own project processes and activities. Provisions for self-assessment, internal audits and possible external audits should be established, and the time and resources required should be considered. Note: GB/T19004.4 provides guidance on quality improvement. 5.3 Coordination Management Process
A project consists of multiple processes, and the activities of one process usually affect other processes. The overall management of the coordination between project processes is the responsibility of the project manager. The coordination management process is: 1. Project establishment and project plan formulation: assess the requirements of customers and other beneficiaries, prepare project plans, and start other processes; 2. Coordination management: manage the activities that affect each other in the project; 3. Change and technical status management: predict changes and manage changes in all processes; 4. Closure: close the process and obtain information feedback. 5.3.1 Project Establishment and Project Planning
A project plan (including a quality plan) should be prepared and kept up to date. The level of detail of the project plan depends on the size and complexity of the project.
The project plan should be based on the documented requirements of the customer and other relevant stakeholders and the project objectives. The original input to each requirement should be documented for traceability.
Product characteristics should be identified and how they will be measured and assessed, and these should be incorporated into the project plan. If the purpose of the project is to achieve contractual requirements, a contract review should be conducted. In order to best utilize information from previous projects, the most similar projects previously undertaken by the project initiation organization should be identified during the project establishment process.
The project plan should identify the project processes and their objectives and document them. The project organization's quality system should be established, including provisions that promote continuous quality improvement. Because quality is an integral part of good project management, the project's quality system should be an integral part of the project management system. The quality system should be documented and incorporated into the quality plan.
Whenever feasible, the project organization should select (and, if necessary, adopt) the project initiation organization's quality system and procedures. The quality plan shall reference the applicable parts of the quality system documents of the project initiating organization. If other stakeholders have defined requirements for the quality system, it shall be ensured that the resulting quality system meets the needs of the project.
The development of the project plan shall integrate the plans formed by the planning results of other project processes. The consistency of these plans shall be reviewed and any inconsistencies shall be resolved.
GB/T19016--2000
The project plan shall specify the review (see Appendix A), make plans and schedules, and also make provisions for the retention of records. The review shall include the review of the quality system, the review of the project plan and its suitability to meet the project objectives. Progress evaluation (see Appendix B) shall be arranged in the project plan to define the baseline for progress measurement and control and plan follow-up work. Requirements for quality practices (see Appendix A) throughout the project shall be established, such as: documentation, verification, records, traceability, review and audit.
In order to monitor progress, performance indicators shall be defined, and provisions shall be made for regular evaluation of performance indicators. Evaluation should facilitate corrective and preventive action and should confirm that project objectives are maintained effectively in the changing project environment. Interfaces should be clearly defined in the project plan, with particular attention to the following interfaces: - liaison with customers and other stakeholders, - channels of communication and reporting between the project organization and the various functions of the project initiating organization; - liaison between the various functions within the project organization. 5.3.2 Coordination Management
To rationalize the planned relationships between processes, it is necessary to manage the activities that affect each other in the project. This includes establishing procedures for interface management, holding relevant project meetings, resolving issues such as conflicting responsibilities or risks caused by changes, using earned value analysis techniques to measure project performance, and conducting progress evaluations to evaluate project status and plan follow-up work (see Appendix B). Progress evaluations should also be used to identify potential interface problems. It should be noted that interfaces are often risky areas and require special coordination.
Project communication is a key factor in project coordination and will be discussed in 5.9. 5.3.3 Change Management
Change management includes: identifying and documenting change requirements and their impact, and reviewing and approving changes to processes and products. Change management includes the management of changes to the project scope and changes to the project plan. Before approving a change, the purpose, scope and impact of the change should be analyzed. Changes that affect project objectives should be agreed to by the customer and other relevant stakeholders. Change management includes coordinating changes throughout the relevant project processes and resolving any conflicts. The change management procedure should include document control. Notes
1 See GB/T 19004.1 for progressive guidance on change management. 2 See GB/T 19017 for guidance on technical status management. 5.3.4 Closure
During the project, it should be ensured that all project processes are closed as planned. This includes ensuring that all records have been compiled and retained for the specified period of time. Regardless of the reason for closing the project, a comprehensive review of project performance should be conducted. All relevant records should be valued, including those obtained from progress evaluations and input from stakeholders. In particular, information feedback from customers and other relevant stakeholders should be considered, and this information should be quantified as much as possible. Appropriate reports should be prepared based on these reviews, with particular emphasis on lessons learned for other projects. The relevant stakeholders should be formally notified of the project closure. 5.4 Processes related to scope
In this standard, scope includes the description of the project product, its characteristics and how to measure or evaluate it. These processes are designed to:
-Convert the requirements of customers and other stakeholders into activities to achieve the project objectives and organize these activities; -Ensure that people work within their scope when performing various activities; Ensure that the project activities implemented meet the requirements expressed in the scope; Processes related to scope:
Concept (program) determination: Specify the general outline of the project product; Scope determination and control: Describe the characteristics of the project product in a measurable and documented form and control them; Activity determination: Identify and document the various activities and steps required to achieve the project objectives; 106
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Activity control: Control the actual work performed in the project. 5.4.1 Concept (program) determination
Convert the customer's explicit and implicit requirements for products and processes into documented requirements, and obtain the customer's agreement. Other stakeholders should be identified and their needs determined, and then these requirements should be converted into documented requirements. When these requirements are relevant to the customer, they shall be agreed with the customer.
5.4.2 Scope Determination and Control
When determining the scope of the project, the characteristics of the project product shall be identified and, as far as possible, described and documented in a measurable manner as a basis for design and development. It shall be specified how these characteristics will be measured or how their conformity to customer and other stakeholder requirements will be evaluated. Product characteristics shall be traceable to customer and other stakeholder requirements. Supporting evidence for alternative solutions and workarounds shall be considered, including the results of analyses performed, considered, and included during scope determination.
Management of scope changes will be discussed during the change management process. 5.4.3 Activity Determination
The project shall be systematically broken down into manageable activities to meet customer product and process requirements. NOTE: Often, the terms "activity", "task", and "work package" are used as elements of such a structure, the result of which is often called a work breakdown structure (WBS). In this International Standard, the term "activity" is used as a generic term for a structural element. When determining activities, project management shall consider the people who will perform these activities so that their experience can be utilized and their understanding and acceptance can be obtained.
Each activity shall be identified in such a way that the output of the activity is measurable. The list of activities shall be checked for completeness. For each activity, quality practices, progress evaluation and project planning shall be specified. The interactions between activities and the interfaces between the project and beneficiaries shall be identified and documented. 5.4.4 Activity Control
The activities defined by the activity identification process (see 5.4.3) shall be implemented and controlled according to the project plan. Activity control includes coordination control to minimize conflicts or misunderstandings. Special attention shall be paid to activities involving new technologies. Each activity shall be reviewed and evaluated to identify deficiencies and opportunities for improvement. The arrangement of reviews shall be appropriate to the complexity of the project. Progress evaluation shall use the review results to evaluate process outputs and plan follow-up work. The revised plan for follow-up work shall be documented.
5.5 Time-related processes
These processes are intended to determine the relevance and periodicity of activities and to ensure timely completion of the project. These processes are: - Activity Dependency Planning: Identify the internal relationships, logical interactions and dependencies between project activities, One-cycle Estimation: The cycle estimate of each activity should be linked to the specified conditions and required resources, Schedule Determination: Link the project's schedule objectives, activity dependencies and their cycles as a framework for determining the overall and detailed project schedules;
Schedule Control: Control the implementation of project activities to ensure progress or take appropriate measures to restore delayed projects to normal. 5.5.1 Activity Dependency Planning
The internal relationships, logical interactions and coordination relationships of the activities in the project should be clarified and their consistency reviewed. Any need to change the reference data should be identified, judged and documented. In order to take advantage of previous beneficial experience, standard or proven project network diagrams should be used whenever possible, but their suitability for the project should be verified.
5.5.2 Cycle Estimation
The cycle of the activity should be estimated by the person responsible for the activity. If the cycle estimate is based on past experience, its correctness and applicability to the current project conditions should be verified. The inputs to the cycle estimate should be documented and traceable. When compiling the cycle estimate, it will be very useful to obtain the relevant resource estimates for resource planning. 107
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Special attention should be paid to allocating sufficient time for the quality practices listed in Appendix A. If there are significant uncertainties in the cycle estimate, the risks should be evaluated and reduced, and appropriate compensation for the risks of subsequent work should be given in the estimate.
When useful or required, customers and other stakeholders should be involved in the cycle estimate. 5.5.3 Schedule Determination
The input data for schedule determination should be identified and verified for compliance with the specified project conditions. Special attention should be paid to identifying activities with long lead times and long cycles and critical paths.
Standardized schedules suitable for different user needs should be determined. Inconsistencies with activity dependencies found when summarizing cycle estimates should be resolved before the schedule is finally released. Critical and subcritical activities should be identified in the schedule. Specific events, sometimes called key events or milestones, should be identified in the schedule and specific inputs or decisions or major outputs required should be planned, such as progress evaluations.
During the determination of the schedule, the customer and relevant stakeholders should be kept informed and involved as needed. The appropriate schedule should be provided to the customer and relevant stakeholders as information and, if necessary, approved. 5.5.4 Schedule ControlWww.bzxZ.net
To ensure appropriate control over project activities and related information, the timing of schedule revisions and the frequency of data collection should be determined. Differences from the schedule should be identified, analyzed, and if significant, action should be taken. The latest version of the schedule should be used in progress evaluations and meetings. The project manager should conduct regular project progress reviews as specified in the project plan.
Project progress trends should be analyzed together with subsequent work to predict risks and opportunities. The root causes of schedule deviations, both beneficial and unhelpful, shall be identified. Actions shall be taken to ensure that unhelpful deviations do not affect project objectives. The causes of both beneficial and unhelpful deviations shall be used as a basis for continual improvement. The impact of schedule changes on project budget and resources and product quality shall be determined. The decision to take action shall be made after considering the potential impact on other project processes and objectives. Changes that affect project objectives shall be agreed to by the customer and relevant stakeholders before implementation. When action is required to prevent project delays, the required personnel and their roles shall be specified. Schedule revisions shall be coordinated with other project processes in the subsequent work plan.
The customer and other relevant stakeholders shall be informed of any changes proposed in the schedule. When changes have an impact on them, they shall be involved in the decision.
5.6 Cost-related processes
The purpose of these processes is to forecast and manage project costs and to ensure that the project is completed within budget. These processes are: Cost Estimation Determine the cost estimate for the project;
- Budget: Use the results of the cost estimate to prepare the project budget; - Cost Control: Control costs and deviations from the project budget. NOTE See GB/Z19024 for further guidance. 5.6.1 Cost Estimation
All costs of the project (including activities, products and services) should be clearly identified. The cost estimate should take into account relevant sources of information and should be linked to the work breakdown structure. Cost estimates derived using past experience should be checked to ensure that they are consistent with current project conditions. Cost estimates should be documented and traceable.
Particular attention should be paid to allocating adequate costs for quality practices (see Annex A). NOTE See GB/Z19024 for further guidance on the economic impact of quality management. Cost estimates should take into account the economic environment (e.g., inflation rates, tax rates, and exchange rates). If there are significant uncertainties in the cost estimate, the risks should be assessed and mitigated. Appropriate compensation for subsequent work should be considered in the estimate.
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Cost estimates should be prepared using tables and in accordance with approved accounting procedures to enable budgets to be established and developed as required by project management. 5.6.2 Budget
The budget should be prepared according to the cost estimate and schedule in accordance with the specified procedures. The budget should be consistent with the project requirements, any assumptions and tolerances, and contingencies should be identified and documented. The budget should include all approved costs and should be included in a table suitable for project cost control. 5.6.3 Cost Control
Before expenditure, the procedures followed in the cost control system should be established, documented, and communicated to the personnel responsible for determining the allocation of work or expenditure. In order to ensure appropriate control of project activities and related information, a schedule for cost review should be established and the frequency of data collection and forecasting should be specified. It should be checked whether subsequent work can be completed within the budget. Any differences from the budget should be identified, and if they exceed the budget provisions, they should be analyzed and measures should be taken.
Project cost trends should be analyzed using techniques such as value-added analysis and reviewed with subsequent work plans to anticipate risks and opportunities.
Root causes of budget deviations, both beneficial and unfavorable, should be identified. Actions should be taken to ensure that unfavorable deviations do not affect project objectives. The causes of both beneficial and unfavorable deviations should be used as a basis for continual improvement. Decisions to take action should be made after considering the possible impact on other project processes and objectives. Changes to project costs should be appropriately authorized before implementation. Revisions to the budget forecast should be consistent with other project processes in the development of subsequent work plans. The information required to ensure timely funding should be available and used as an input to the resource control process. Project management should conduct regular reviews of project costs as specified in the project plan and take into account any other financial reviews (e.g., external reviews by relevant stakeholders).
5.7 Resource-related processes
These processes are designed to plan and control resources and can help identify any resource issues that may arise. Such resources include computer software, equipment, facilities, funds, information systems, materials, personnel, services and sites. These processes are: Resource Planning: Identify, estimate, allocate and schedule all relevant resources; - Resource Control: Compare actual resource use with the plan and take action when necessary. Note: This clause only applies to the quantitative management of personnel when people are considered as resources. Since personnel management is very different from other resource management, other aspects of personnel management are described in 5.8.
5.7.1 Resource Planning
The resources required for the project should be determined. The resource plan should state what resources are required for the project and when they are required according to the schedule. The plan should indicate where and how resources will be obtained and allocated, and if appropriate, the handling of excess resources should be as clear as possible. The plan should be suitable for resource control. The validity of the inputs to resource planning should be verified. When determining the resources required for the project, the stability, capacity and quality of the resources provided by the organization should be evaluated. Attention should be paid to resource constraints, which include availability, safety, environmental and cultural background, international agreements, labor agreements, government regulations, funding and the impact of the project on the environment. "The resource plan, including estimates, allocations, constraints and their assumptions, shall be documented. 5.7.2 Resource Control
A resource review schedule shall be established and the frequency of data collection and forecasting shall be specified to ensure appropriate control over the supply of resources and that subsequent resources are sufficient to meet project objectives.
Deviations from the resource plan shall be identified, analyzed and acted upon. Decisions on action shall be made after considering the potential impact on other project processes and objectives. Changes that affect project objectives shall be agreed to by the customer and other relevant stakeholders before implementation. Changes to the resource plan shall be appropriately approved. Revisions to the resource forecast shall be consistent with other project processes in the subsequent work plan. The root causes of resource shortages and surpluses shall be identified. , and use it for continuous improvement. 5.8 People-related processes
People determine the quality and success of the project.
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People-related processes are designed to create an environment that enables people to contribute to the project effectively and efficiently. These processes: 1. Determination of the project organizational structure: Specify a project organizational structure that is tailored to the needs of the project, including determining positions in the project and specifying their responsibilities and authorities.
Staff allocation: Select and arrange sufficient and competent personnel to meet the needs of the project. 1. Team development: Develop the skills and capabilities of individuals and teams to improve project performance. Note: For quantitative management of personnel, see 5.7.
5.8.1 Determination of the Project Organization Structure
The project organization structure is usually established based on the policies of the project initiation organization and the conditions of the project. When possible, experience from previous projects should be used to select the most appropriate organization structure. The project organization structure should be designed to facilitate communication and collaboration among all participants in the project. The project manager should ensure that the project organization structure is suitable for the project scope, the size of the project team, local conditions and the division of authority and responsibilities in the project initiation organization. This division will depend on the structure of the project initiation organization, such as a matrix structure or a functional structure. Special attention should be paid to determining and establishing the internal relationship between the project organization and the following personnel and functions: Customers and other relevant stakeholders
-Related functions of the project initiation organization that support the project, especially those responsible for monitoring items such as progress, quality and cost.
The responsibilities, authorities and duties of the participants should be specified and job descriptions should be prepared. Special attention should be paid to the project functions responsible for implementing and monitoring the quality system and their interfaces with other project functions. Reviews of the project organization structure should be planned and implemented regularly to confirm the effectiveness and suitability of the project organization structure. 5.8.2 Staffing
The necessary qualifications in terms of education, knowledge and experience for staff on the project should be specified. If it is foreseen that there will be difficulties in recruiting qualified personnel, sufficient recruitment and training preparation time should be given. Personnel should be selected in a timely manner based on the job description, and their qualifications and previous work experience should be taken into account. All personnel on the project should be selected according to the criteria, whether they are full-time or part-time personnel of the project organization. The project manager should participate in determining other key personnel on the team. When selecting the project manager, leadership ability should be given priority. When assigning personnel to the team, their personal interests, interpersonal relationships, strengths and weaknesses should be considered. Understanding the personality and experience of personnel may help to allocate the responsibilities of each member of the project organization. Job descriptions should be easy for users to understand and accept. Various arrangements should be confirmed and notified to all relevant personnel and departments.
The efficiency and effectiveness of personnel should be monitored, and appropriate measures should be taken when necessary. 5.8.3 Team development
Personal development is very important for the development of the team, see GB/T19004.1. Team development should include measures taken by managers and individuals to improve team performance. Good team spirit should be recognized and rewarded. Managers should create a relaxed working environment that encourages excellence, good working relationships, mutual trust and respect within the team and with all other people involved in the project. Decisions made by consensus, clear and honest communication and a joint commitment to customer satisfaction are encouraged. 5.9 Processes related to communication
These processes are designed to facilitate the exchange of information required for the project and ensure the timely and appropriate generation, collection, transmission, storage and final processing of project information. These processes are:
-Communication planning: planning of project information and communication systems;-Information management: enabling project organization members and other relevant stakeholders to obtain the required information;-Communication control: controlling communication according to the planned communication system. 110
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