Some standard content:
ICS03.100.99
National Standardization Guiding Technical Documents of the People's Republic of China GB/Z23692-2009
Project Management
Project Management--Framework2009-05-06 Issued
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China Standardization Administration of China
2009-10-01 Implementation
Normative Reference Documents
Terms and Definitions
Project-Related Practices
Project Management
General Management Skills in Project Management
5 Project Phases and Project Life Cycle
3.1 Project Phase
5.2 Project Life Cycle
6 Project Management Environment
6.1 Project Stakeholders
Organizational Influence on Project Management
6.3 Social, Economic and Environmental Issues , health and safety and the impact on the project 6.4 Project Management Office
Project Management Process
Project Process Group
Interaction of project processes
Initiation process
Planning process
7.6 Execution process
7.7 Control process
7.8 Closing process
Appendix A (Informative Appendix)
Appendix B (Informative Appendix)
Interaction and overlap between various processes in a stage of the project management process involved in the project process groups and project knowledge areas CGB/Z23692—2009
Appendix A and Appendix B of this guidance technical document are informative. This guidance technical document is published by the China Association for Standardization. This guiding technical document is under the jurisdiction of the National Technical Committee on Project Management Standardization GB/Z23692-2009
The drafting units of this guiding technical document are: Shanghai Standardization Research Institute, Beijing Modern Zhuochao Management Technology Exchange Center, China Standardization Association
The main drafters of this guiding technical document are: Yang Qianming, Ma Na, Wang Xiaoyan, An Shaoqing, Yang, Wang Nan, Liu Fudi, Xu Xinhuan, Liang Songbo, Zhang Ban, Zhu Hanming, Liu Yin, Hou Lanxi
GB/Z23692-2009
Project management, as a relatively complete branch of management discipline, has its unique composition structure and framework system. This guiding technical document provides a basis for understanding and implementing the knowledge field of project management and achieving project management goals. CHINA
avonis
Project Management
GB/Z23692-2009
This guiding technical document establishes the basic content of projects and project management, establishes the general principles and complete process of project management, and stipulates the basic characteristics of project phases, project life cycle and nine major knowledge areas of project management. This guiding technical document is applicable to the management of various projects with different levels of complexity, different sizes, different cycles and different development environments. This universal applicability may require project managers to make some adjustments to the specific content when applied to a specific project.
2 Normative Reference Documents
The clauses in the following parts become the clauses of this guiding technical document through reference in this guiding technical document. For any referenced document with a date, all subsequent amendments (excluding errata) or revisions are not applicable to this guidance technical document. However, all parties that reach an agreement based on this guidance technical document are encouraged to study whether the latest versions of these documents can be used. For any referenced document with an unknown date, the latest version applies to this guidance technical document. GB/T23691-2009 Project Management Terminology
3 Terms and Definitions
Terms and definitions established in GB/T23691~2009 apply to this guidance technical document. 4 General Principles
4.1 Project
4.1.1 Essential Characteristics of Projects
4.1.1.1 Temporary
Projects should be carried out in a limited time, and their temporary nature is characterized by a definite start and end. The end of a project may include: the project's objectives have been achieved;
It is clearly recognized that the project's objectives will not or cannot be achieved, and the project is terminated; the necessity of the project no longer exists, and the project is terminated. The temporary nature of a project does not affect the long-term or durability of the products, services or results produced by the project. 4.1.1.2 Uniqueness
The products, services or results produced by a project have characteristics that distinguish them from those produced by other projects, so a project is unique. The existence of repeated elements in a project does not change the essential uniqueness of the project. 4.1.1.3 Progressive Improvement
Progressive improvement is a comprehensive manifestation of the temporary and unique characteristics, and is a continuous, stable, rigorous and detailed work. 4.1.2 Relationship between Projects and Daily Work
The work carried out by an organization is divided into daily work and projects, which may overlap with each other. There are many common characteristics between daily work and projects. Both are:
People are responsible for the work;
One is subject to resource constraints:
It needs to be planned, executed and controlled.
The implementation of projects is usually a stage in the implementation of the organization's strategic plan, which is to meet the needs that cannot be completed by the organization's daily work. 1
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The primary difference between daily work and projects is that daily work is ongoing and repetitive, while projects are temporary and unique. 4.2 Project-related work scopes
The different levels of work scopes closely related to projects usually include: strategic plans, project groups, and projects. There is often a hierarchical relationship between them. Project groups are groups of projects that achieve benefits that cannot be achieved through collaborative management, and the project group itself will also make contributions to the realization of the overall strategic plan: sub-projects are parts formed to facilitate project management. During the implementation of the project, sub-projects are usually subcontracted to external organizations or other functional departments within the execution organization. 4.3 Project management
4.3.1 General principles
Project management is the use of knowledge, skills, tools and techniques to manage project activities to meet project requirements. It is usually achieved through processes such as initiation, planning, execution, control and closure. Project management is the main work of project management. Mainly include: weighing the different needs of the project in terms of scope, time, cost, risk and quality; coordinating the project stakeholders with different needs and periods; dealing with the identified needs; tt||4.3.2 Project management knowledge area; tt||The project management knowledge area mainly includes 9 aspects: project comprehensive management; coordination of various project elements; generally including project start-up, project plan formulation, quality plan implementation, comprehensive change management and administrative closure; tt||Project scope management ensures that the project scope includes all the work required to complete the project, generally including scope planning, scope definition, scope Verification and application of change control; Project time management, ensuring that the project is completed on time, schedule development and progress control; Generally includes activity definition, activity sequencing, activity duration estimation, project progress, project cost management: ensuring that the project is completed within the approved budget, including resource planning, cost estimation, cost budgeting and cost control; Project quality management ensures that the project meets the needs of the agreed commitments, and can include quality planning, quality assurance, quality control and quality improvement; Project human resource management, so that the personnel of the concept and project can be used most effectively, generally including Donate to the organization to plan personnel recruitment and team building
ensure the timely development of project information
project communication management
information distribution and performance report
appropriate generation, collection, distribution, storage and final disposal, generally including communication project risk management, used to identify, analyze and respond to project risks, generally including risk management planning, risk identification, risk qualitative analysis, risk quantitative analysis, risk response planning and risk monitoring; project procurement management, used to obtain goods and services from outside the top execution organization, generally including procurement planning, inquiry planning, inquiry supplier selection, contract management and contract collection. 4.4
General management skills in project management
The most important general management skills used in project management are: Leadership ability. Determine the strategic direction, unify the will, mobilize and encourage all personnel to make unremitting efforts to achieve the project goals. Leadership ability should act on all levels of the project and ensure that the expected key results are consistently created for the project stakeholders: Communication ability, ensure the smoothness of the entire process of sending, receiving and feedback of information, so that complete and clear information is accurately transmitted to the receiver through a smooth communication channel, and the receiver gives appropriate feedback after correct understanding; Negotiation and consultation ability, negotiate with others to reach a consensus or reach an agreement: Problem-solving ability. Distinguish between causes and manifestations, determine where the problem lies, analyze and determine the feasible solutions, and make choices from them;
The ability to influence organizations. The structure of all relevant organizations should be understood, influence the organization, and enable groups with different interests to take collective actions to ensure the completion of the work.
5 Project Phases and Project Life Cycle
5.1 Project Phases
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A project is a unique task that contains various degrees of uncertainty. To effectively manage and control, the project implementation organization usually divides each project into the next project phase and links it with the daily work of the project implementation organization. Each project phase is marked by the completion of one or more deliverables. A deliverable is a tangible, verifiable work product, such as a feasibility study, detailed design or working model, deliverables, and core components. Project phases are part of a logical sequence designed to ensure that project products are properly defined. The end of a project phase is usually marked by a review of key deliverables and project performance reports: This node where a phase review is conducted is called a phase exit or phase gate. Phase reviews can a) determine whether the project should proceed to the next phase; b) detect and correct errors at a limited cost. 5.2 Project Life Cycle
The project life cycle is a collection of project phases, used to define the start and end of a project, and also used to determine what preventive activities should be included at the beginning and end of a project. Most project life cycles contain a sequence of phases that involve some form of technical handover or transfer. From design to manufacturing, from construction to operation.
should be started only after the deliverables produced by the previous phase are approved. For example, from requirements to design,
is valuable if the work of the next phase can be accepted:
involves risks that
is not started before
. This phenomenon of project phase re-entry is called fast tracking. The
phase of the project life cycle can be started after the deliverables of the previous phase are approved. It is advisable to specify the technical work and personnel to be included in each project phase. The project has the following common features throughout its life cycle: Cost and personnel investment are low at the beginning of the project, increase gradually during the project, and naturally decrease at the end of the project; The probability of successful completion of the project is the lowest at the beginning of the project, so the risk and uncertainty are also the highest. As the project progresses, the probability of successful completion usually increases gradually.
The project start-up has the greatest influence on the final cost of the project and the final features of the project product by the project stakeholders, and this impact will gradually decrease as the project progresses.
Note: It is important to distinguish between the production life cycle and the product life cycle. For example, the launch of a new integrated electronic device is only one stage of its product life cycle.
6 Project Management Environment
Project Stakeholders
Stakeholders are individuals or organizations that actively participate in the project or whose interests may be positively or negatively affected by the implementation or completion of the project. They will influence the project and its results. The project management team should identify stakeholders, determine their needs, and then manage and influence their needs to ensure the successful completion of the project. The key stakeholders of each project include the project manager;
Customer:
Executing organization:
Project team members:
Financial party
In addition, there are other project stakeholders, such as governments, organizations, suppliers and contractors, etc. The interests of stakeholders vary widely and may even conflict with each other. Usually, the solution to this gap should be to obey the needs of customers as the main principle, and find appropriate solutions in the disagreement. 3
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6.2 The impact of organization on project management
5.2.1 The impact of organizational system
Different organizational systems will have different impacts on the implementation of project management. Organizations are divided into: project-oriented organizations according to their different operating bases: project-oriented organizations, such project-oriented organizations, whose work is mainly composed of projects, including organizations that manage by means of projects and organizations that mainly benefit from the implementation of projects by other organizations, such as architectural firms, consulting companies, construction contractors, etc. The ready-made management system in this type of organization is more convenient for the promotion of project management, non-project-oriented organizations. This type of organization that is not project-oriented often lacks a management system designed to support the efficient operation of projects, which increases the difficulty of project management. 6.2.2 Impact of organizational culture
The unique and describable culture formed by an organization is reflected in its values, concepts, expectations, policies, procedures and other aspects. Organizational culture will have a direct impact on projects. For example, a project manager with a strong sense of leadership may encounter difficulties in a hierarchical organization; and a dictatorial project manager may also have trouble in an organization that advocates cooperation. 6.2.3 Impact of organizational structure
The structure of a project implementation organization plays an important role in restricting whether a project can obtain the required resources and under what conditions the required resources can be obtained. According to the project implementation structure, organizations are generally divided into traditional functional organizations;
project-oriented organizations:
matrix organizations, which are divided into strong matrix, balanced matrix and weak matrix in Chinese; composite organizations.
The personnel of a functional organization are divided into different functional departments according to their specialties, and are graded in a tower-like hierarchy. Each employee has a certain rank. When carrying out a project in a functional organization, the scope of the project is limited to the functional department. When other functional departments are needed, the current team members report to their department managers according to their levels, and then the department managers coordinate with managers of other functional departments, and then the managers pass the plan to the project team members. The coordination of projects in this type of organization is undertaken by personnel designated by the management. In a self-contained organization, project team members work together, and most of the resources in the organization are All resources can be used for projects, and project managers have independence and authority. The functional departments in this type of organization provide support services for projects: Weak matrix organizations retain many characteristics of functional organizations, and project managers mainly play coordination and communication roles: Strong matrix organizations have many characteristics of project-based organizations, and are equipped with full-time project managers with greater authority and full-time project self-management personnel. The strong matrix organization is between weak matrix and strong matrix. In complex organizations, both functional organizations and project organizations have project implementation methods, which can be flexibly managed according to project characteristics. Table 1 gives The influence of various organizational structures on projects is summarized in Table 1. The influence of organizational structure on project factors
Project characteristics
Authority of project manager
Percentage of full-time staff who arrange office work for the project in the executing organization
Role of project manager
Common titles of project managers
Project management administrative staff
Functional
Few or none
Almost no
Project coordinator
Project director
Weak motivation|tt ||0%~-25%
Project assistant
Project leader
Vertical structure
Balanced matrix
Small to medium
15%--60%
Project manager
Project sponsor
Strong matrix
Medium to large
5055--95%
Project manager
Leading group
Large, even the whole school
85%-100%
Project manager
6.3. The relationship between social, economic, environmental, health and safety and the impact on the project CB/23692—2009www.bzxz.net
The relationship between social, economic, environmental, health and safety and the project is mainly reflected in two aspects: on the one hand, it reflects the impact of the above factors on the project, and on the other hand, it reflects the possible effects of the project process and results on the above factors. When formulating project plans or conducting project risk management, we should fully consider the impact of known and unknown standards and regulations on the project
For cross-border projects, in addition to considering the traditional project scope, cost, time and quality, we should also pay attention to the impact of regional time zone differences, holidays, travel needs and political differences on the project. Each project should be carried out in one or more cultural backgrounds, and the impact of different education, ethics, race, religious beliefs and other practices and beliefs that affect the way organizations interact with each other on the project should be studied. The implementation of the project should take into account the impact of the project on the environment and the impact on the environment. Environmental factors may be the most important constraint on the implementation of the project, and the completion of the project may also have a significant impact on the environment. The implementation and completion of the project should not be at the expense of the health and safety of any relevant party, and the project team should comply with the relevant regulations or standards.
All projects are planned and carried out under the integration of social, economic, environmental, health and safety scenarios and requirements, and may have positive or negative impacts. The project implementation organization shall be responsible for the impacts caused during the project or after the completion of the project. 6.4 Project Management Office
The project management office strives to coordinate the planning, sequencing and execution of projects and sub-projects that are closely linked to the overall goals of the organization in accordance with the organization's strategy, and has an important impact on the development of the project. The project management office usually has the following responsibilities and functions! Project optimization management: Conduct internal project self-management consulting and training: Support project reporting and coordination management: Build and maintain project information base Project document knowledge management: Conduct project review assistance. Project management process 7.1 General Principles Project management is a comprehensive activity, which is composed of a series of planned interdependent processes. The activities of one process may affect other processes. The project manager should be able to comprehensively manage the planned interactions between these processes and balance the requirements in the triple framework of scope, time and cost. A process is a group of related activities that transforms input into output and is completed by people. Processes are usually divided into two categories: Processes related to project products: The processes that describe and create project products, which are generally defined by the project life cycle (see 5.2) and may vary depending on the application area; Project management processes: The processes that describe, organize and complete the project. For a specific project, it may not include all of the typical processes discussed in this technical guidance document, but for another project, some other processes may need to be added. 7.2 Project Process Groups
The project management processes are divided into five groups according to their similar relationships, each group includes: one or more processes: Initiation Process Group: Authorize and approve the project or project phase; Planning Process Group: Define and review the project goals, and select the best plan to achieve the project goals from the alternative activity feasible plans; Execution Process Group: Coordinate human resources and other resources to implement the determined plan; Control Process Group: Regularly monitor the progress of the project, identify deviations from the project plan, and take corrective measures when necessary to ensure the project is on track;
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Closing Process Group: Formal acceptance of the project or project phase, and its standardized end The various process groups are related and interact with each other in various ways. 3 Interaction of Project Processes
Processes can be related to each other through the results they produce. The output or result of one process is often the input of another process. In the core process, this relationship is repeated (see Figure B.1). For example, the planning process first provides a documented project plan for the decision-making process, and as the project progresses, a new documented upgrade plan will be provided. Processes are not discrete one-time events, but rather are mutually reinforcing and may be repeated activities that occur at various stages of the project (see Figure B.2). The time at which each process group occurs in different stages, the intensity of activities, and the degree of overlap are all different. The interaction of processes often spans project stages. As the project stages continue to advance, multiple processes in the project continue to repeat. 7.4 Initiation Process
Project initiation, that is, formal authorization and approval of the project or project stage, is part of the comprehensive management of the project. The output of this process is an introduction to the planning process.
7.5 Planning Process
Projects are unique and include work that has never been done before. Therefore, project planning is of great significance throughout the project. Planning is an ongoing activity throughout the life of the project. The amount of planning should be commensurate with the scope of the project and the effectiveness of the information obtained. There are obvious dependencies between these planning processes. Most projects require that these processes be performed in basically the same order. For example, before the activity is scheduled and cost analyzed, it must be defined. These interdependent processes are called core processes. They may be repeated several times at any stage of the project. The core planning processes are: Scope planning: prepare a written scope statement as the basis for future project decisions; Scope definition: break down the main project deliverables into smaller, more manageable parts: - Activity definition: identify the specific activities that must be completed to achieve the various project deliverables; - Activity sequencing: identify the dependencies between activities and document them; - Activity duration estimation: estimate the time required to complete each activity; - Schedule formulation: analyze the sequence of activities, the time required and the requirements for resources, and prepare a project schedule; - Risk management planning: determine how to handle risks in the project and formulate a risk management plan; - Resource planning: determine what kind of funding (staffing, material costs) and how many resources are needed to complete each project activity; - Cost estimation: estimate the cost of the resources required to complete the project activities; - Cost budgeting: assign the total cost estimate to each work package; - Schedule formulation: organize the results of other planning processes into a coherent document. The auxiliary planning processes are:
Quality planning: Identify the quality standards related to the project and determine how to meet these standards: Organizational planning: Identify and assign tasks, resources and reporting systems, and form support staff recruitment: Obtain the required human resources and arrange them to work on the project; Communication planning: Determine the information and channel needs of stakeholders: Understand who needs what information, when they need it, and how to communicate the information to them
Risk identification: Identify the risks that will affect the project and document the characteristics of each risk; Qualitative risk analysis: Conduct a qualitative analysis of various risks and rank them according to their impact on project goals; Quantitative risk analysis: Measure the probability and impact of risks, and evaluate their consequences on project goals; Risk response planning: Develop procedures and develop technologies to enhance the chances of achieving project goals and reduce the threat of risks to project goals; Procurement planning: Determine how, when and how much to purchase: Inquiry planning: Document product requirements and identify potential sources. 6
7.6 Execution process
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The execution process includes core process and auxiliary process. The core execution process is the execution of the project plan, that is, the project plan is finally realized by executing the activities included in the project plan.
Auxiliary execution processes include;
Quality assurance: Regularly evaluate the project execution status and provide confidence that the project will meet the relevant quality standards; Quality improvement: Strengthen the ability to meet quality requirements; Team building: Develop individual and team skills to improve the execution ability of the project; Information distribution: Provide the required information to the project stakeholders in a timely manner; Inquiry: Obtain appropriate quotations, bids, offers or proposals, etc.; Supplier selection: Select from potential suppliers; Contract management: Manage the relationship with suppliers. 7.7 Control Processes
To identify deviations from the project plan, project performance should be monitored and measured regularly. When significant deviations are found, the plan should be adjusted by repeating the appropriate project planning process. The control process group includes core processes and supporting processes. The core control processes are: Comprehensive change control: Coordinate and control changes that occur in the project: Performance reporting: Collect detailed project performance information, including status reports: Progress evaluation, etc. The supporting control processes are:
Scope verification: Formal acceptance of project scope: Scope change control: Control changes in project scope; - Schedule control: Prevent changes in project performance; - Cost control: Control changes in project budget; - Quality control: Monitor the results of each specific project to determine whether they meet relevant quality standards and find ways to eliminate the root causes of non-conformities: - Quality improvement: Improve the effectiveness of quality management and take corrective and preventive measures: - Risk monitoring: Track identified risks, monitor residual risks, identify new risks, ensure the rapid implementation of risk assessments and evaluate their effectiveness in reducing risks.
7.8 Closing Process
The closing process includes:
Contract closing: completion and settlement of the contract, including the detailed disposal of any accounts that have been completed; Administrative closing: collecting, collating, updating and publishing information on the completion of project stages or the entire project, including evaluating the project, summarizing experience and lessons learned, for reference for future projects.
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Appendix A
(Informative Appendix)
Project management process table A involving project process groups and project knowledge areas gives various project management processes involved in project process groups and project knowledge areas. Project management process table A.1 involving project process groups and project knowledge areas
Project knowledge areas
Project comprehensive management
Project scope management
Project time management
Cost management
Project quality management
Project human resource management
Project communication management
Project risk management
Project procurement management
Project plan formulation
Scope and definition|| tt||Activity definition
Activity promotion
Activity duration estimation
Schedule formulation
Resource planning
Cost estimation
Capital budget
Quality planning
Organizational planning
Staff recruitment
Communication planning
Risk management planning
Risk identification
Qualitative risk analysis
Quantitative risk analysis
Risk response planning
Procurement planning
Price inquiry planning
Process description
Project plan execution
Quality assurance
Quality improvement
Team building
Information distribution
Supplier selection
Contract management
Control!
Comprehensive change control
Model verification
Scope change control
Progress control
Cost control
Quality control
Continuation report
Risk monitoring
Administrative collection
Contract closure
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