ISO 10006:1997
(Main)Quality management — Guidelines to quality in project management
Quality management — Guidelines to quality in project management
Management de la qualité — Lignes directrices pour la qualité en management de projet
Vodenje kakovosti - Smernice kakovosti pri projektnem vodenju
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INTERNATIONAL ISO
STANDARD 10006
First edition
1997-12-15
Quality management — Guidelines to
quality in project management
Management de la qualité — Lignes directrices pour la qualité en
management de projet
A
Reference number
ISO 10006:1997(E)
---------------------- Page: 1 ----------------------
ISO 10006:1997(E)
Contents Page
1 Scope . 1
2 Normative references . 1
3 Definitions . 1
4 Project characteristics . 3
4.1 General . 3
Project management .
4.2 3
4.3 Organization . 3
4.4 Project phases and project processes . 3
5 Quality in project management processes . 3
5.1 General . 3
5.2 Strategic process . 4
5.3 Interdependency management processes . 5
5.4 Scope-related processes . 7
5.5 Time-related processes . 9
5.6 Cost-related processes . 10
5.7 Resource-related processes . 12
5.8 Personnel-related processes . 13
5.9 Communication-related processes . 14
5.10 Risk-related processes . 15
5.11 Purchasing-related processes . 16
6 Learning from the project . 18
Annexes
A Quality practices in project management — References to the
ISO 9000 family of standards . 21
B Use of progress evaluations for quality . 23
C Bibliography . 24
Tables
Table 1 — Description of project management processes . 19
© ISO 1997
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced
or utilized in any form or by any means, electronic or mechanical, including photocopying and
microfilm, without permission in writing from the publisher.
International Organization for Standardization
Case postale 56 • CH-1211 Genève 20 • Switzerland
Internet central@iso.ch
X.400 c=ch; a=400net; p=iso; o=isocs; s=central
Printed in Switzerland
ii
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©
ISO ISO 10006:1997(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide
federation of national standards bodies (ISO member bodies). The work of
preparing International Standards is normally carried out through ISO
technical committees. Each member body interested in a subject for which
a technical committee has been established has the right to be represented
on that committee. International organizations, governmental and non-
governmental, in liaison with ISO, also take part in the work. ISO
collaborates closely with the International Electrotechnical Commission
(IEC) on all matters of electrotechnical standardization.
Draft International Standards adopted by the technical committees are
circulated to the member bodies for voting. Publication as an International
Standard requires approval by at least 75 % of the member bodies casting
a vote.
International Standard ISO 10006 was prepared by Technical Committee
ISO/TC 176, Quality management and quality assurance, Subcommittee
SC 2, Quality systems.
Annexes A to C of this International Standard are for information only.
iii
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©
ISO 10006:1997(E) ISO
Introduction
This International Standard provides guidance on quality system elements,
concepts and practices for which the implementation is important to, and
has an impact on, the achievement of quality in project management and
supplements the guidance given in ISO 9004-1.
These guidelines are intended for a wide audience. They are applicable to
projects which can take many forms from the small to very large, from
simple to complex. They are intended to be used by people who have
experience in project management and need to ensure that their
organization is applying the practices contained in the ISO 9000 family of
standards, as well as those who have experience in quality management
and are required to interact with project organizations in applying their
knowledge and experience to the project. Inevitably, some groups will find
that material presented in the guidelines is unnecessarily detailed for them,
however they should remember that other readers may be dependent on it.
It is recognized that there are two aspects to the application of quality in
project management: the quality of the project processes and the quality of
the project product. A failure to meet either of these dual aspects may have
significant effects on the project product, the project stakeholders and the
project organization. This also emphasizes that the achievement of quality
is a management responsibility, requiring a commitment to quality to be
instilled at all levels within the organizations involved in the project, who
each retain responsibility for their respective processes and products.
The creation and maintenance of process and product quality in a project
requires a systematic approach. This approach should be aimed at
ensuring that the customer’s stated and implied needs are understood and
met, that other stakeholders’ needs are evaluated, and that the
organization's quality policies are taken into account for implementation in
the management of the project.
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INTERNATIONAL STANDARD ISO ISO 10006:1997(E)
Quality management — Guidelines to quality in project
management
1 Scope
These guidelines use project management processes to serve as a framework to discuss their
application.
This International Standard is applicable to projects of varying complexity, small or large, of short or long
duration, in different environments, and irrespective of the kind of project product (including hardware,
software, processed material, service or combinations thereof). This may necessitate some tailoring of
the guidance to suit a particular project.
This International Standard is not a guide to project management itself.
2 Normative references
The following standards contain provisions which, through reference in this text, constitute provisions of
this International Standard. At the time of publication, the editions indicated were valid. All standards are
subject to revision, and parties to agreements based on this International Standard are encouraged to
investigate the possibility of applying the most recent editions of the standards indicated below.
Members of IEC and ISO maintain registers of currently valid International Standards.
ISO 8402:1994, Quality management and quality assurance — Vocabulary.
ISO 9004-1:1994, Quality management and quality system elements — Part 1: Guidelines.
NOTE — Annexes A, B and C contain further information and additional references on achieving quality in project
management.
3 Definitions
For the purposes of this International Standard, the definitions given in ISO 8402, together with the
following, apply.
Unique process, consisting of a set of coordinated and controlled activities with start and
3.1 project:
finish dates, undertaken to achieve an objective conforming to specific requirements, including the
constraints of time, cost and resources.
NOTE 1 An individual project may form part of a larger project structure.
NOTE 2 In some projects the objective(s) is(are) refined and the product characteristics defined progressively as
the project proceeds.
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NOTE 3 The outcome of a project may be one or several units of product.
NOTE 4 The organization is temporary and established for the lifetime of the project.
NOTE 5 The interactions among project activities may be complex.
3.2 project product: That which is defined in the project product scope and delivered to the customer.
NOTE — The project scope may be updated as the project proceeds.
3.3 project plan: Document setting out what is required to meet the objective(s) of the project.
NOTE 1 A project plan should include or refer to the project’s quality plan.
NOTE 2 The project plan also includes such other plans as organizational structures, resources, schedule and
budget.
: An individual or group of individuals with a common interest in the performance of the
3.4 stakeholder
supplier organization and the environment in which it operates.
[ISO 9000-1:1994,3.5]
NOTE 1 In the context of this definition the supplier organization is the project organization.
NOTE 2 Stakeholders may include:
— customer, recipient of the project product;
— consumer, such as a user of the project product;
— owner, such as the organization originating the project;
— partner, as in joint-venture projects;
— funder, such as a financial institution;
— subcontractor, organization supplying products to the project organization;
— society, such as jurisdictional or regulatory bodies and the public at large;
— internal personnel, such as members of the project organization.
NOTE 3 There may be conflicting interests among stakeholders.
3.5 process: Set of inter-related resources and activities which transform inputs into outputs.
[ISO 8402:1994,1.2]
NOTE 1 Resources may include management, services, personnel, finance, facilities, equipment, techniques and
methods.
NOTE 2 Project processes include project management processes.
3.6 progress evaluation: Assessment of outputs of project activities, carried out at appropriate points
in the project life cycle across project processes, based on defined criteria for project processes and
product.
NOTE — Revision of the project plan may be required as a result of progress evaluation.
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4 Project characteristics
4.1 General
This clause deals with those characteristics of projects which are important to the application of this
document.
4.2 Project management
Project management includes the planning, organizing, monitoring and controlling of all aspects of the
project in a continuous process to achieve its objectives. The processes and objectives of quality
management (see ISO 8402) apply to all project management processes.
4.3 Organization
For the purposes of this International Standard, the originating organization is the organization that
decides to undertake the project and assigns the project to a project organization. The project
organization is the organization that carries out the project. The project organization may be a part of the
originating organization which may be constituted as a joint-venture or consortium, etc.
4.4 Project phases and project processes
A project is a process which can be divided into many different interdependent subprocesses.
Implementing the sequence of subprocesses in an orderly and progressive manner may (in some cases
should) require the consistent grouping of subprocesses into phases. To the organization responsible for
the project, "phasing" gives a means of monitoring the realization of objectives (and assessing the
related risks) in order to achieve a progressive commitment. Significant overlapping of phases may
occur in the project life cycle.
To facilitate the discussion of the guidance to quality in project management, a process approach has
been adopted in this International Standard. The project processes have been grouped into two
categories: the project management processes and the project product-related processes (those which
are concerned solely with the project product such as design, production and verification).
Guidance to quality in the project management processes is discussed in this International Standard and
guidance to quality in the project product related processes is covered in ISO 9004-1.
NOTE — In this International Standard, the term process also covers subprocess.
5 Quality in project management processes
5.1 General
Table 1 lists and summarizes the project management processes which are considered to be applicable
for the majority of projects. Not all the processes discussed in this International Standard will necessarily
exist in a particular project, whereas in others additional processes may be necessary.
The project management processes are grouped according to their affinity to one another, for example
all time-related processes are included in one group. Ten groups of project management processes are
presented. The first one is the strategic process which legitimizes and sets the direction for the project.
The second group covers the management of the interdependencies among the other processes. The
other eight groups are processes related to scope, time, cost, resource, personnel, communication, risk
and purchasing.
Each of the project management processes is presented in a separate subclause which includes a
description of the process and guidance to quality in the process.
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5.2 Strategic process
The strategic project process is a direction-setting process that organizes and manages the realization
of the other project processes.
In setting the direction for the project, the following concepts, which are important to the achievement of
quality in project management, should be considered:
— satisfaction of the customer's and other stakeholders' stated and implied needs is paramount;
— a project is carried out as a set of planned and interdependent processes;
— a focus on the quality of both processes and products is necessary to meet the project objectives;
— management is responsible for creating an environment for quality;
— management is responsible for continual improvement.
This subclause gives guidance on considering these concepts in the strategic process. Guidance on
considering these concepts in the other processes is given in 5.3 to 5.11.
The achievement of quality in the strategic process is dependent on ensuring that these concepts are
considered in all processes.
5.2.1 Satisfaction of the customer's and other stakeholders' stated and implied needs is paramount.
Customer and other stakeholder needs should be clearly understood to ensure that all processes focus
on and are capable of meeting these needs.
Interfaces should be established with all the stakeholders and feedback obtained as appropriate
throughout the project. Any conflicts between stakeholder needs should be resolved. Normally, when
conflicts arise between the needs of the customer and other stakeholders, customer needs take
precedence. Resolution of conflicts should be agreed to by the customer. Stakeholder agreements
should be formalized. Attention to changing stakeholder needs, including those of new stakeholders,
should continue throughout the project.
The project objectives should be defined to meet the agreed requirements and, if necessary, refined
during the course of the project. They should describe what is to be accomplished, be expressed in
terms of time, cost and product characteristics, and, where possible, be measurable.
5.2.2 A project is carried out as a set of planned and interdependent processes.
The project processes, their owners and the owners’ responsibilities and authority should be identified
and documented. Policies should be set for the project processes. The structure of the end product and
its components should be considered to ensure that the appropriate processes are identified. The
process interdependencies should be defined, coordinated and integrated. The processes should be
designed to take into account processes that occur later in the product life cycle, such as those related
to maintenance. A strategy for obtaining external goods and services should be considered, together
with any impacts on the project organization.
Relationships and a clear division of responsibility and authority between the originating organization
and the project organization should be determined and formalized, as well as those with other relevant
stakeholders.
Progress evaluations (see annex B) should be planned in order to assess the project status and, when
required, provide information for revising the project plan.
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5.2.3 A focus on the quality of both processes and products is necessary to meet the project
objectives.
To meet the project objectives, emphasis should be placed on the quality of the project management
processes and the quality of the project product.
The ISO 9000 family of standards presents a number of process- and product-related quality practices,
such as documentation, audits and process controls, which help in meeting the project objectives.
Typical practices applicable across project processes are listed in annex A.
5.2.4 Management is responsible for creating an environment for quality.
Management of both the originating organization and the project organization should cooperate in
creating an environment for quality. The ways and means to create such an environment should include
the following:
— providing an organizational structure and support conducive to meeting the project objectives;
— making decisions based on data and factual information;
— providing for progress evaluations and using them for quality (see annex B);
— involving all project personnel in achieving the quality of the project processes and product;
— establishing mutually beneficial relationships with subcontractors and other organizations.
Competent personnel should be allocated and appropriate tools, techniques, methods and practices
applied to carry out, monitor and control the processes, to implement corrective and preventive action
and to improve the processes.
A project manager should be appointed as early as possible. The project manager is the individual with
the defined accountability, authority and responsibility for managing the project. The authority delegated
to the project manager should be commensurate with the assigned responsibility.
NOTE — The title of the project manager may vary from project to project.
5.2.5 Management is responsible for continual improvement.
In an organization originating projects, management is responsible for continually seeking to improve the
quality of its project processes by learning from experience. To learn from experience, project
management itself should be treated as a process rather than as an isolated activity. A system should
be put in place to collect and analyse the information gained during a project for use in a continual
improvement process.
The project organization is responsible for continually seeking to improve the quality of its own project
processes and activities. Provision should be made for self assessments, internal and possibly external
audits, taking account of the time and resources needed.
NOTE — ISO 9004-4 gives guidance on quality improvement.
5.3 Interdependency management processes
Projects consist of processes and an action in one of these usually affects others. The overall
management of the interdependencies among the project processes is the responsibility of the project
manager. The interdependency management processes are the following:
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— project initiation and project plan development: evaluating customer and other stakeholder
requirements, preparing a project plan and initiating other processes;
— interaction management: managing interactions during the project;
— change and configuration management: anticipating change and managing it across all processes;
— closure: closing processes and obtaining feedback.
5.3.1 Project initiation and project plan development
A project plan including a quality plan should always be prepared and kept up to date. The degree of
detail included will be a function of the size and complexity of the project.
The project plan should refer to the documented customer and other relevant stakeholder requirements
and the project objectives. The input source for each requirement should also be documented to allow
traceability.
The product characteristics and how they should be measured and assessed should be identified and
included in the project plan.
Contract reviews should be performed if the purpose of a project is to fulfil the requirements of a
contract.
During project initiation, projects that are the most similar among those already undertaken by the
originating organization should be identified in order to make the best use of feedback from previous
projects.
The project plan should identify and document the project processes and their intention.
The quality system of the project organization should be established and include provision for facilitating
and promoting continual quality improvement. Since quality is an integral part of good project
management, the quality system of the project should be an integral part of the project management
system. The quality system should be documented in the quality plan.
As far as is practicable, the project organization should adopt and, if necessary, adapt the quality system
and procedures of the originating organization. Reference should be made in the quality plan to
applicable parts of the quality system documents from the originating organization. In cases where
specific requirements for the quality system from other stakeholders exist, it should be ensured that the
resulting quality system meets the project needs.
Project plan development involves integrating the plans resulting from the planning carried out in other
project processes. These plans should be reviewed for consistency and any discrepancies resolved.
The project plan should identify, plan for and schedule reviews (see ‘reviews’ in annex A) and plan for
retention of records. Reviews should include reviews of the quality system and of the project plan and
their adequacy to meet the project objectives.
To provide a baseline for progress measurement and control and to provide for planning of the
remaining work, progress evaluations (see annex B) should be scheduled and included in the project
plan.
Requirements for quality practices (see annex A), such as documentation, verification, recording,
traceability, reviews and audits throughout, the project should be established.
In order to monitor progress, performance indicators should be defined and provision made for their
regular assessments. These assessments should facilitate preventive and corrective actions, and should
confirm that the project objectives remain valid in a changing project environment.
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Interfaces should be identified in the project plan. Particular attention should be given to the following
interfaces:
— liaison with the customer and other stakeholders;
— the project organization’s connection and reporting lines with the various functions of the originating
organization;
— liaison between functions within the project organization.
5.3.2 Interaction management
To facilitate the planned relationships between processes, the interactions in the project need to be
managed. This should include establishing procedures for interface management, having interfunctional
project meetings, resolving issues such as conflicting responsibilities or changes to risk exposure,
measuring project performance using such techniques as earned value analysis and carrying out
progress evaluations to assess project status and plan for the remaining work (see annex B).
The progress evaluations should also be used to identify potential interface problems. It should be noted
that the interfaces are usually where risk is greater and need to be specially coordinated.
Project communication is a key factor in project coordination and is discussed in 5.9.
5.3.3 Change management
Change management covers the identification and documentation of the need for and of the impact of
change, and the review and approval of changes to processes and product.
Change management includes managing changes to the project scope and to the project plan. Before a
change is authorized, the intent, extent and impact of the change should be analysed and those that
affect the project objectives agreed with the customer and other relevant stakeholders.
Change management includes coordinating changes across interlinked project processes and resolving
any conflicts.
Procedures for change management should include document control.
NOTE 1 For further guidance on change management, see also ISO 9004-1.
NOTE 2 For guidance on configuration management, see ISO 10007.
5.3.4 Closure
During the project, it should be ensured that all the project processes are closed as planned. This
includes ensuring that records are compiled and retained for a specified time.
Whatever the reason for project closure, a complete review of project performance should be
undertaken. It should take into account all relevant records, including those from progress evaluations
and inputs from stakeholders. Special consideration should be given to feedback from the customer and
other relevant stakeholders, which should be quantified where possible. Based on this review,
appropriate reports should be prepared, highlighting experience that can be used by other projects.
The closure of the project should be formally communicated to relevant stakeholders.
5.4 Scope-related processes
For the purposes of this International Standard, "scope" includes a description of the project product, its
characteristics and how they are to be measured or assessed.
These processes aim to:
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— translate the customer and other stakeholder requirements into activities to be carried out to achieve
the objectives of the project and to organize these activities;
— ensure that people work within the scope, during the realization of the activities;
— ensure that the activities carried out in the project meet the requirements described in the scope.
The scope-related processes are the following:
— concept development: defining the broad outlines of what the project product will do;
— scope development and control: documenting the characteristics of the project product in
measurable terms and controlling them;
— activity definition: identifying and documenting activities and steps required to achieve the project
objectives;
— activity control: controlling the actual work carried out in the project.
5.4.1 Concept development
Customer needs for product and processes, both expressed and implied, should be translated into
documented requirements which should be agreed to by the customer.
Other stakeholders should be identified and their needs established, translated into documented
requirements and, where relevant, agreed to by the customer.
5.4.2 Scope development and control
When developing the scope, the characteristics of the project product should be identified and
documented as completely as is possible in measurable terms for use as the basis for design and
development. It should be specified how these characteristics should be measured or how their
compliance with customer and other stakeholder requirements should be assessed. Product
characteristics should be traceable to customer and other stakeholder requirements.
Supporting evidence on alternative approaches and solutions, including the results of analyses
performed, considered and included in the scope development, should also be referenced.
Managing changes to the scope is dealt with within the change management process.
5.4.3 Activity definition
The project should be systematically structured into manageable activities to meet customer needs for
product and processes.
NOTE — Frequently, terms such as "activities", "tasks" and "work packages" are used for the elements of this
structuring, and the result is usually known as a work breakdown structure (WBS). For the purposes of this
International Standard, the term "activity" is used as the generic term for an element of the structure.
When defining activities, project management should involve the personnel who will carry out the
activities, in order to benefit from their experience, and to gain their understanding and acceptance.
Each activity should be defined in such a way that its outputs are measurable.
The list of activities should be checked for completeness. Among the activities defined should be quality
practices, progress evaluations and preparing a project plan.
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The interactions between activities and the interfaces between the project and the stakeholders should
be identified and documented.
5.4.4 Activity control
Those activities defined through the activity definition pr
...
SLOVENSKI STANDARD
SIST ISO 10006:1998
01-avgust-1998
Vodenje kakovosti - Smernice kakovosti pri projektnem vodenju
Quality management -- Guidelines to quality in project management
Management de la qualité -- Lignes directrices pour la qualité en management de projet
Ta slovenski standard je istoveten z: ISO 10006:1997
ICS:
03.120.10 Vodenje in zagotavljanje Quality management and
kakovosti quality assurance
SIST ISO 10006:1998 en
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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SIST ISO 10006:1998
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SIST ISO 10006:1998
INTERNATIONAL ISO
STANDARD 10006
First edition
1997-12-15
Quality management — Guidelines to
quality in project management
Management de la qualité — Lignes directrices pour la qualité en
management de projet
A
Reference number
ISO 10006:1997(E)
---------------------- Page: 3 ----------------------
SIST ISO 10006:1998
ISO 10006:1997(E)
Contents Page
1 Scope . 1
2 Normative references . 1
3 Definitions . 1
4 Project characteristics . 3
4.1 General . 3
Project management .
4.2 3
4.3 Organization . 3
4.4 Project phases and project processes . 3
5 Quality in project management processes . 3
5.1 General . 3
5.2 Strategic process . 4
5.3 Interdependency management processes . 5
5.4 Scope-related processes . 7
5.5 Time-related processes . 9
5.6 Cost-related processes . 10
5.7 Resource-related processes . 12
5.8 Personnel-related processes . 13
5.9 Communication-related processes . 14
5.10 Risk-related processes . 15
5.11 Purchasing-related processes . 16
6 Learning from the project . 18
Annexes
A Quality practices in project management — References to the
ISO 9000 family of standards . 21
B Use of progress evaluations for quality . 23
C Bibliography . 24
Tables
Table 1 — Description of project management processes . 19
© ISO 1997
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced
or utilized in any form or by any means, electronic or mechanical, including photocopying and
microfilm, without permission in writing from the publisher.
International Organization for Standardization
Case postale 56 • CH-1211 Genève 20 • Switzerland
Internet central@iso.ch
X.400 c=ch; a=400net; p=iso; o=isocs; s=central
Printed in Switzerland
ii
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SIST ISO 10006:1998
©
ISO ISO 10006:1997(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide
federation of national standards bodies (ISO member bodies). The work of
preparing International Standards is normally carried out through ISO
technical committees. Each member body interested in a subject for which
a technical committee has been established has the right to be represented
on that committee. International organizations, governmental and non-
governmental, in liaison with ISO, also take part in the work. ISO
collaborates closely with the International Electrotechnical Commission
(IEC) on all matters of electrotechnical standardization.
Draft International Standards adopted by the technical committees are
circulated to the member bodies for voting. Publication as an International
Standard requires approval by at least 75 % of the member bodies casting
a vote.
International Standard ISO 10006 was prepared by Technical Committee
ISO/TC 176, Quality management and quality assurance, Subcommittee
SC 2, Quality systems.
Annexes A to C of this International Standard are for information only.
iii
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SIST ISO 10006:1998
©
ISO 10006:1997(E) ISO
Introduction
This International Standard provides guidance on quality system elements,
concepts and practices for which the implementation is important to, and
has an impact on, the achievement of quality in project management and
supplements the guidance given in ISO 9004-1.
These guidelines are intended for a wide audience. They are applicable to
projects which can take many forms from the small to very large, from
simple to complex. They are intended to be used by people who have
experience in project management and need to ensure that their
organization is applying the practices contained in the ISO 9000 family of
standards, as well as those who have experience in quality management
and are required to interact with project organizations in applying their
knowledge and experience to the project. Inevitably, some groups will find
that material presented in the guidelines is unnecessarily detailed for them,
however they should remember that other readers may be dependent on it.
It is recognized that there are two aspects to the application of quality in
project management: the quality of the project processes and the quality of
the project product. A failure to meet either of these dual aspects may have
significant effects on the project product, the project stakeholders and the
project organization. This also emphasizes that the achievement of quality
is a management responsibility, requiring a commitment to quality to be
instilled at all levels within the organizations involved in the project, who
each retain responsibility for their respective processes and products.
The creation and maintenance of process and product quality in a project
requires a systematic approach. This approach should be aimed at
ensuring that the customer’s stated and implied needs are understood and
met, that other stakeholders’ needs are evaluated, and that the
organization's quality policies are taken into account for implementation in
the management of the project.
iv
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SIST ISO 10006:1998
©
INTERNATIONAL STANDARD ISO ISO 10006:1997(E)
Quality management — Guidelines to quality in project
management
1 Scope
These guidelines use project management processes to serve as a framework to discuss their
application.
This International Standard is applicable to projects of varying complexity, small or large, of short or long
duration, in different environments, and irrespective of the kind of project product (including hardware,
software, processed material, service or combinations thereof). This may necessitate some tailoring of
the guidance to suit a particular project.
This International Standard is not a guide to project management itself.
2 Normative references
The following standards contain provisions which, through reference in this text, constitute provisions of
this International Standard. At the time of publication, the editions indicated were valid. All standards are
subject to revision, and parties to agreements based on this International Standard are encouraged to
investigate the possibility of applying the most recent editions of the standards indicated below.
Members of IEC and ISO maintain registers of currently valid International Standards.
ISO 8402:1994, Quality management and quality assurance — Vocabulary.
ISO 9004-1:1994, Quality management and quality system elements — Part 1: Guidelines.
NOTE — Annexes A, B and C contain further information and additional references on achieving quality in project
management.
3 Definitions
For the purposes of this International Standard, the definitions given in ISO 8402, together with the
following, apply.
Unique process, consisting of a set of coordinated and controlled activities with start and
3.1 project:
finish dates, undertaken to achieve an objective conforming to specific requirements, including the
constraints of time, cost and resources.
NOTE 1 An individual project may form part of a larger project structure.
NOTE 2 In some projects the objective(s) is(are) refined and the product characteristics defined progressively as
the project proceeds.
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©
ISO
ISO 10006:1997(E)
NOTE 3 The outcome of a project may be one or several units of product.
NOTE 4 The organization is temporary and established for the lifetime of the project.
NOTE 5 The interactions among project activities may be complex.
3.2 project product: That which is defined in the project product scope and delivered to the customer.
NOTE — The project scope may be updated as the project proceeds.
3.3 project plan: Document setting out what is required to meet the objective(s) of the project.
NOTE 1 A project plan should include or refer to the project’s quality plan.
NOTE 2 The project plan also includes such other plans as organizational structures, resources, schedule and
budget.
: An individual or group of individuals with a common interest in the performance of the
3.4 stakeholder
supplier organization and the environment in which it operates.
[ISO 9000-1:1994,3.5]
NOTE 1 In the context of this definition the supplier organization is the project organization.
NOTE 2 Stakeholders may include:
— customer, recipient of the project product;
— consumer, such as a user of the project product;
— owner, such as the organization originating the project;
— partner, as in joint-venture projects;
— funder, such as a financial institution;
— subcontractor, organization supplying products to the project organization;
— society, such as jurisdictional or regulatory bodies and the public at large;
— internal personnel, such as members of the project organization.
NOTE 3 There may be conflicting interests among stakeholders.
3.5 process: Set of inter-related resources and activities which transform inputs into outputs.
[ISO 8402:1994,1.2]
NOTE 1 Resources may include management, services, personnel, finance, facilities, equipment, techniques and
methods.
NOTE 2 Project processes include project management processes.
3.6 progress evaluation: Assessment of outputs of project activities, carried out at appropriate points
in the project life cycle across project processes, based on defined criteria for project processes and
product.
NOTE — Revision of the project plan may be required as a result of progress evaluation.
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4 Project characteristics
4.1 General
This clause deals with those characteristics of projects which are important to the application of this
document.
4.2 Project management
Project management includes the planning, organizing, monitoring and controlling of all aspects of the
project in a continuous process to achieve its objectives. The processes and objectives of quality
management (see ISO 8402) apply to all project management processes.
4.3 Organization
For the purposes of this International Standard, the originating organization is the organization that
decides to undertake the project and assigns the project to a project organization. The project
organization is the organization that carries out the project. The project organization may be a part of the
originating organization which may be constituted as a joint-venture or consortium, etc.
4.4 Project phases and project processes
A project is a process which can be divided into many different interdependent subprocesses.
Implementing the sequence of subprocesses in an orderly and progressive manner may (in some cases
should) require the consistent grouping of subprocesses into phases. To the organization responsible for
the project, "phasing" gives a means of monitoring the realization of objectives (and assessing the
related risks) in order to achieve a progressive commitment. Significant overlapping of phases may
occur in the project life cycle.
To facilitate the discussion of the guidance to quality in project management, a process approach has
been adopted in this International Standard. The project processes have been grouped into two
categories: the project management processes and the project product-related processes (those which
are concerned solely with the project product such as design, production and verification).
Guidance to quality in the project management processes is discussed in this International Standard and
guidance to quality in the project product related processes is covered in ISO 9004-1.
NOTE — In this International Standard, the term process also covers subprocess.
5 Quality in project management processes
5.1 General
Table 1 lists and summarizes the project management processes which are considered to be applicable
for the majority of projects. Not all the processes discussed in this International Standard will necessarily
exist in a particular project, whereas in others additional processes may be necessary.
The project management processes are grouped according to their affinity to one another, for example
all time-related processes are included in one group. Ten groups of project management processes are
presented. The first one is the strategic process which legitimizes and sets the direction for the project.
The second group covers the management of the interdependencies among the other processes. The
other eight groups are processes related to scope, time, cost, resource, personnel, communication, risk
and purchasing.
Each of the project management processes is presented in a separate subclause which includes a
description of the process and guidance to quality in the process.
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5.2 Strategic process
The strategic project process is a direction-setting process that organizes and manages the realization
of the other project processes.
In setting the direction for the project, the following concepts, which are important to the achievement of
quality in project management, should be considered:
— satisfaction of the customer's and other stakeholders' stated and implied needs is paramount;
— a project is carried out as a set of planned and interdependent processes;
— a focus on the quality of both processes and products is necessary to meet the project objectives;
— management is responsible for creating an environment for quality;
— management is responsible for continual improvement.
This subclause gives guidance on considering these concepts in the strategic process. Guidance on
considering these concepts in the other processes is given in 5.3 to 5.11.
The achievement of quality in the strategic process is dependent on ensuring that these concepts are
considered in all processes.
5.2.1 Satisfaction of the customer's and other stakeholders' stated and implied needs is paramount.
Customer and other stakeholder needs should be clearly understood to ensure that all processes focus
on and are capable of meeting these needs.
Interfaces should be established with all the stakeholders and feedback obtained as appropriate
throughout the project. Any conflicts between stakeholder needs should be resolved. Normally, when
conflicts arise between the needs of the customer and other stakeholders, customer needs take
precedence. Resolution of conflicts should be agreed to by the customer. Stakeholder agreements
should be formalized. Attention to changing stakeholder needs, including those of new stakeholders,
should continue throughout the project.
The project objectives should be defined to meet the agreed requirements and, if necessary, refined
during the course of the project. They should describe what is to be accomplished, be expressed in
terms of time, cost and product characteristics, and, where possible, be measurable.
5.2.2 A project is carried out as a set of planned and interdependent processes.
The project processes, their owners and the owners’ responsibilities and authority should be identified
and documented. Policies should be set for the project processes. The structure of the end product and
its components should be considered to ensure that the appropriate processes are identified. The
process interdependencies should be defined, coordinated and integrated. The processes should be
designed to take into account processes that occur later in the product life cycle, such as those related
to maintenance. A strategy for obtaining external goods and services should be considered, together
with any impacts on the project organization.
Relationships and a clear division of responsibility and authority between the originating organization
and the project organization should be determined and formalized, as well as those with other relevant
stakeholders.
Progress evaluations (see annex B) should be planned in order to assess the project status and, when
required, provide information for revising the project plan.
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5.2.3 A focus on the quality of both processes and products is necessary to meet the project
objectives.
To meet the project objectives, emphasis should be placed on the quality of the project management
processes and the quality of the project product.
The ISO 9000 family of standards presents a number of process- and product-related quality practices,
such as documentation, audits and process controls, which help in meeting the project objectives.
Typical practices applicable across project processes are listed in annex A.
5.2.4 Management is responsible for creating an environment for quality.
Management of both the originating organization and the project organization should cooperate in
creating an environment for quality. The ways and means to create such an environment should include
the following:
— providing an organizational structure and support conducive to meeting the project objectives;
— making decisions based on data and factual information;
— providing for progress evaluations and using them for quality (see annex B);
— involving all project personnel in achieving the quality of the project processes and product;
— establishing mutually beneficial relationships with subcontractors and other organizations.
Competent personnel should be allocated and appropriate tools, techniques, methods and practices
applied to carry out, monitor and control the processes, to implement corrective and preventive action
and to improve the processes.
A project manager should be appointed as early as possible. The project manager is the individual with
the defined accountability, authority and responsibility for managing the project. The authority delegated
to the project manager should be commensurate with the assigned responsibility.
NOTE — The title of the project manager may vary from project to project.
5.2.5 Management is responsible for continual improvement.
In an organization originating projects, management is responsible for continually seeking to improve the
quality of its project processes by learning from experience. To learn from experience, project
management itself should be treated as a process rather than as an isolated activity. A system should
be put in place to collect and analyse the information gained during a project for use in a continual
improvement process.
The project organization is responsible for continually seeking to improve the quality of its own project
processes and activities. Provision should be made for self assessments, internal and possibly external
audits, taking account of the time and resources needed.
NOTE — ISO 9004-4 gives guidance on quality improvement.
5.3 Interdependency management processes
Projects consist of processes and an action in one of these usually affects others. The overall
management of the interdependencies among the project processes is the responsibility of the project
manager. The interdependency management processes are the following:
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— project initiation and project plan development: evaluating customer and other stakeholder
requirements, preparing a project plan and initiating other processes;
— interaction management: managing interactions during the project;
— change and configuration management: anticipating change and managing it across all processes;
— closure: closing processes and obtaining feedback.
5.3.1 Project initiation and project plan development
A project plan including a quality plan should always be prepared and kept up to date. The degree of
detail included will be a function of the size and complexity of the project.
The project plan should refer to the documented customer and other relevant stakeholder requirements
and the project objectives. The input source for each requirement should also be documented to allow
traceability.
The product characteristics and how they should be measured and assessed should be identified and
included in the project plan.
Contract reviews should be performed if the purpose of a project is to fulfil the requirements of a
contract.
During project initiation, projects that are the most similar among those already undertaken by the
originating organization should be identified in order to make the best use of feedback from previous
projects.
The project plan should identify and document the project processes and their intention.
The quality system of the project organization should be established and include provision for facilitating
and promoting continual quality improvement. Since quality is an integral part of good project
management, the quality system of the project should be an integral part of the project management
system. The quality system should be documented in the quality plan.
As far as is practicable, the project organization should adopt and, if necessary, adapt the quality system
and procedures of the originating organization. Reference should be made in the quality plan to
applicable parts of the quality system documents from the originating organization. In cases where
specific requirements for the quality system from other stakeholders exist, it should be ensured that the
resulting quality system meets the project needs.
Project plan development involves integrating the plans resulting from the planning carried out in other
project processes. These plans should be reviewed for consistency and any discrepancies resolved.
The project plan should identify, plan for and schedule reviews (see ‘reviews’ in annex A) and plan for
retention of records. Reviews should include reviews of the quality system and of the project plan and
their adequacy to meet the project objectives.
To provide a baseline for progress measurement and control and to provide for planning of the
remaining work, progress evaluations (see annex B) should be scheduled and included in the project
plan.
Requirements for quality practices (see annex A), such as documentation, verification, recording,
traceability, reviews and audits throughout, the project should be established.
In order to monitor progress, performance indicators should be defined and provision made for their
regular assessments. These assessments should facilitate preventive and corrective actions, and should
confirm that the project objectives remain valid in a changing project environment.
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Interfaces should be identified in the project plan. Particular attention should be given to the following
interfaces:
— liaison with the customer and other stakeholders;
— the project organization’s connection and reporting lines with the various functions of the originating
organization;
— liaison between functions within the project organization.
5.3.2 Interaction management
To facilitate the planned relationships between processes, the interactions in the project need to be
managed. This should include establishing procedures for interface management, having interfunctional
project meetings, resolving issues such as conflicting responsibilities or changes to risk exposure,
measuring project performance using such techniques as earned value analysis and carrying out
progress evaluations to assess project status and plan for the remaining work (see annex B).
The progress evaluations should also be used to identify potential interface problems. It should be noted
that the interfaces are usually where risk is greater and need to be specially coordinated.
Project communication is a key factor in project coordination and is discussed in 5.9.
5.3.3 Change management
Change management covers the identification and documentation of the need for and of the impact of
change, and the review and approval of changes to processes and product.
Change management includes managing changes to the project scope and to the project plan. Before a
change is authorized, the intent, extent and impact of the change should be analysed and those that
affect the project objectives agreed with the customer and other relevant stakeholders.
Change management includes coordinating changes across interlinked project processes and resolving
any conflicts.
Procedures for change management should include document control.
NOTE 1 For further guidance on change management, see also ISO 9004-1.
NOTE 2 For guidance on configuration management, see ISO 10007.
5.3.4 Closure
During the project, it should be ensured that all the project processes are closed as planned. This
includes ensuring that records are compiled and retained for a specified time.
Whatever the reason for project closure, a complete review of project performance should be
undertaken. It should take into account all relevant records, including those from progress evaluations
and inputs from stakeholders. Special consideration should be given to feedback from the customer and
other relevant stakeholders, which should be quantified where possible. Based on this review,
appropriate reports should be prepared, highlighting experience that can be used by other projects.
The closure of the project should be formally communicated to relevant stakeholders.
5.4 Scope-related processes
For the purposes of this International Standard, "scope" includes a description of the project product, its
characteristics and how they are to be measured or assessed.
These processes aim to:
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— translate the customer and other stakeholder requirements into activities to be carried out to achieve
the objectives of the project and to organize these activities;
— ensure that people work within the scope, during the realization of the activities;
— ensure that the activities carried out in the project meet the requirements described in the scope.
The scope-related processes are the following:
— concept development: defining the broad outlines of what the project product will do;
— scope development and control: documenting the characteristics of the project product in
measurable terms and controlling them;
— activity definition: identifying and documenting activities and steps required to achieve the project
objectives;
— activity control: controlling the actual work carried out in the project.
5.4.1 Concept development
Customer needs for product and processes, both expressed and implied, should be translated into
documented requirements which should be agreed to by the customer.
Other stakeholders should be identified and their needs established, translated into documented
requirements and, where relevant, agreed to by the customer.
5.4.2 Scope development and control
When developing the scope, the characteristics of the project product should be identified and
documented as completely as is possible in measurable terms for use as the basis for design and
development. It should be specified how these characteristics should be measured or how their
compliance with customer and other stakeholder requirements should be assessed. Product
characteristics should be traceable to customer and other stakeholder requirements.
Supporting evidence on alternative approaches and solutions, including the results of analyses
performed, considered and included in the scope development, should also be referenced.
Managing changes to the scope is dealt with within the change management process.
5.4.3 Activity definition
The project should be systematically structured into manageable activities to meet customer needs for
product and processes.
NOTE — Frequently, terms such as "activities", "tasks" and "work packages" are used for the elements of this
structuring
...
NORME ISO
INTERNATIONALE 10006
Première édition
1997-12-15
Management de la qualité — Lignes
directrices pour la qualité en management
de projet
Quality management — Guidelines to quality in project management
A
Numéro de référence
ISO 10006:1997(F)
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ISO 10006:1997(F)
Page
Sommaire
1 Domaine d'application. 1
2 Références normatives. 1
3 Définitions . 1
4 Caractéristiques des projets .3
4.1 Généralités . 3
4.2 Management de projet . 3
4.3 Organisme. 3
4.4 Phases et processus de projet. 3
5 Qualité dans les processus du management de projet . 3
5.1 Généralités . 3
5.2 Processus stratégique. 4
5.3 Management de la coordination des processus. 6
5.4 Processus relatifs au contenu du projet . 8
5.5 Processus relatifs aux délais. 10
Processus relatifs aux coûts.
5.6 12
5.7 Processus relatifs aux ressources . 13
Processus relatifs au personnel .
5.8 14
5.9 Processus relatifs à la communication. 16
5.10 Processus relatifs aux risques. 17
5.11 Processus relatifs aux achats. 18
6 Enseignements à tirer du projet. 20
Annexes
A Pratiques qualité du management de projet. 24
B Application des analyses de l'avancement à la qualité. 26
C Bibliographie . 27
Tableaux
Tableau 1 — Descriptions des processus du management de projet. 22
© ISO 1997
Droits de reproduction réservés. Sauf prescription différente, aucune partie de cette publi-
cation ne peut être reproduite ni utilisée sous quelque forme que ce soit et par aucun pro-
cédé, électronique ou mécanique, y compris la photocopie et les microfilms, sans l'accord
écrit de l'éditeur.
Organisation internationale de normalisation
Case postale 56 • CH-1211 Genève 20 • Suisse
Internet central@iso.ch
X.400 c=ch; a=400net; p=iso; o=isocs; s=central
Imprimé en Suisse
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Avant-propos
L'ISO (Organisation internationale de normalisation) est une fédération
mondiale d'organismes nationaux de normalisation (comités membres de
l'ISO). L'élaboration des Normes internationales est normalement confiée
aux comités techniques de l'ISO. Chaque comité membre intéressé par
une étude a le droit de faire partie du comité technique créé à cet effet. Les
organisations internationales, gouvernementales et non gouvernemen-
tales, en liaison avec l'ISO, participent également aux travaux. L'ISO
collabore étroitement avec la Commission électrotechnique internationale
(CEI) en ce qui concerne la normalisation électrotechnique.
Les projets de Normes internationales adoptés par les comités techniques
sont soumis aux comités membres pour vote. Leur publication comme
Normes internationales requiert l'approbation de 75 % au moins des
comités membres votants.
La Norme internationale ISO 10006 a été élaborée par le comité technique
ISO/TC 176, Management et assurance de la qualité, sous-comité SC 2,
Systèmes qualité.
Les annexes A à C de la présente Norme internationale sont données
uniquement à titre d’information.
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Introduction
La présente Norme internationale donne des lignes directrices pour les
éléments, concepts et pratiques du système qualité pour lesquels la mise
en œuvre est un élément important et a un impact pour l'obtention de la
qualité en management de projet et vient compléter l'ISO 9004-1.
Ces lignes directrices s'adressent à un vaste public. Elles sont applicables
à des projets extrêmement divers, qui vont du plus petit au plus grand et
du plus simple au plus complexe. Elles sont prévues pour être utilisées par
des personnes ayant l'expérience du management de projet et qui ont
besoin de s'assurer que leur organisation applique effectivement les
pratiques contenues dans la famille des normes ISO 9000, ainsi que par
ceux ayant l'expérience du management de la qualité et à qui on demande
de s'impliquer dans des organisations de projet et de mettre leurs connais-
sances et expériences au service du projet en question. Inévitablement,
certains trouveront que les explications données ci-après sont trop
détaillées; il convient cependant de garder à l'esprit que d'autres lecteurs
peuvent les considérer comme indispensables.
Il est admis que l'application de la qualité au management de projet revêt
deux aspects: qualité des processus du projet et qualité du produit du
projet. Il est admis qu'un manquement au respect de l'un ou l'autre de ces
deux aspects est susceptible d'avoir des conséquences considérables sur
le produit du projet, ses parties prenantes et sur l'organisation chargée du
projet. Il est également admis que l'obtention de la qualité est une
responsabilité managériale exigeant un engagement de tous les échelons
impliqués des organisations, lesquels demeurent responsables de leurs
processus et produits respectifs.
Dans un projet, la création et la continuité de la qualité des processus et
des produits exigent que l'on adopte une approche systématique. Il
convient d'orienter cette approche vers la compréhension et la satisfaction
des besoins implicites et explicites des clients, vers l'évaluation des
besoins des autres parties prenantes ainsi que vers la prise en compte des
politiques qualité des organismes afin de les intégrer dans le management
de projet.
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Management de la qualité — Lignes directrices pour la qualité en
management de projet
1 Domaine d'application
Ces lignes directrices font appel aux processus du management de projet et servent de cadre de
discussion pour leur mise en application.
La présente Norme internationale s'applique à des projets de complexité variable, qu'ils soient petits ou
grands, de courte ou longue durée, qui se situent dans des environnements distincts et quel que soit le
type de produit du projet, y compris matériels, logiciels, produits issus de processus à caractère continu,
services ou une combinaison de ceux-ci. Il peut s'avérer nécessaire d'adapter ces lignes directrices à un
projet précis.
La présente Norme internationale ne constitue pas un guide pour le management de projet en lui-
même.
2 Références normatives
Les normes suivantes contiennent des dispositions qui, par suite de la référence qui en est faite,
constituent des dispositions valables pour la présente Norme internationale. Au moment de la
publication, les éditions indiquées étaient en vigueur. Toute norme est sujette à revue et les parties
prenantes des accords fondés sur la présente Norme internationale sont invitées à rechercher la
possibilité d'appliquer les éditions les plus récentes des normes indiquées ci-après. Les membres de la
CEI et de l'ISO possèdent le registre des normes internationales en vigueur à un moment donné.
ISO 8402:1994, Management de la qualité et assurance de la qualité - Vocabulaire.
Management de la qualité et éléments du système qualité - Partie 1:
ISO 9004-1:1994,
Lignes directrices.
NOTE – Les annexes A, B et C contiennent d'autres informations et des références complémentaires pour
l'obtention de la qualité en management de projet.
3 Définitions
Pour les besoins de la présente Norme internationale, les définitions contenues dans l'ISO 8402:1994
ainsi que les définitions suivantes s'appliquent.
3.1 projet: Processus unique, qui consiste en un ensemble d'activités coordonnées et maîtrisées
comportant des dates de début et de fin, entrepris dans le but d'atteindre un objectif conforme à des
exigences spécifiques telles que les contraintes de délais, de coûts et de ressources.
NOTE 1 Il est possible qu'un projet individuel fasse partie d'une structure de projet plus large.
NOTE 2 Dans certains projets, le ou les objectifs sont affinés et les caractéristiques du produit sont déterminées
progressivement, à mesure que le projet progresse.
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NOTE 3 Un projet peut aboutir à une ou plusieurs unités de produit.
NOTE 4 L'organisation est temporaire et n'est mise en place que pour la durée de vie du projet.
NOTE 5 Les interactions entre activités du projet peuvent être complexes.
3.2 produit du projet: Produit défini dans le cadre du projet et livré au client.
NOTE – Le cadre du projet peut être mis à jour au cours du projet.
3.3 plan de projet: Document qui spécifie les exigences permettant d'atteindre l' (les) objectif(s) du
projet.
1)
NOTE 1 Il convient que le plan de projet comprenne le plan qualité du projet ou s'y réfère.
NOTE 2 Le plan de projet comprend également d'autres plans, tels que ceux concernant les structures
organisationnelles, les ressources, le planning et le budget.
3.4 parties prenantes: Personne ou groupe de personnes ayant un intérêt commun dans les
résultats de l'organisme fournisseur et dans l'environnement dans lequel il agit. [ISO 9000-1:1994]
NOTE 1 Dans le contexte de cette définition, l'organisme fournisseur est l'organisme en charge du projet.
NOTE 2 Les parties prenantes peuvent être:
— un client, bénéficiaire du produit du projet;
— un consommateur, par exemple l'utilisateur du produit du projet;
— un propriétaire, par exemple l'initiateur du projet, encore appelé organisme à l'origine du projet;
— un partenaire, lors de projets en participation par exemple;
— un bailleur de fonds, par exemple une institution financière;
— un sous-contractant, organisme qui fournit des produits à l'organisme en charge du projet;
— la société, par exemple une entité juridictionnelle ou à pouvoir réglementaire et le public dans son ensemble;
— le personnel interne, par exemple des membres de l'organisme en charge du projet.
NOTE 3 Des conflits d'intérêts peuvent surgir entre parties prenantes.
3.5 processus: Ensemble de moyens et d'activités liés qui transforment des éléments entrants en
éléments sortants. [ISO 8402:1994, 1.2]
NOTE 1 Les moyens peuvent comprendre le management, les services, le personnel, les finances, les
infrastructures, les équipements, les techniques et les méthodes.
NOTE 2 Les processus du projet comprennent les processus du management de projet.
3.6 analyse de l'avancement: Evaluation des éléments sortants des activités liées au projet, réalisée
à des moments appropriés du cycle de vie du projet, pour tous les processus, et basée sur des critères
définis pour les processus et le produit.
NOTE – Suite à l'analyse de l'avancement, il peut être exigé de procéder à la révision du plan de projet.
______________
1) Le plan de projet est également appelé en français «plan de management de projet», «plan d’exécution de
projet», «plan directeur de projet» ou «manuel de projet».
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4 Caractéristiques des projets
4.1 Généralités
Le présent paragraphe traite des caractéristiques des projets qui se révèlent essentielles à la mise en
application de cette norme.
4.2 Management de projet
Le management de projet comprend la planification, l'organisation, le suivi de la progression et la
maîtrise de tous les aspects du projet dans un processus continu, afin d'atteindre ses objectifs. Les
processus et les objectifs du management de la qualité (voir ISO 8402) s'appliquent pour l'ensemble
des processus du management de projet.
4.3 Organisme
Pour les besoins de cette norme, l'organisme à l'origine du projet est celui qui décide d'entreprendre le
projet et qui le confie à un organisme en charge du projet. L'organisme en charge du projet est
l'organisme qui mène à bien ce projet. L'organisme en charge du projet peut faire partie intégrante de
l'organisme à l'origine du projet, laquelle peut être une co-entreprise, un consortium, etc.
4.4 Phases et processus de projet
Un projet est un processus que l'on peut diviser en de nombreux sous-processus distincts et
interdépendants. Il est possible - et parfois recommandé - de regrouper de manière homogène et
ordonnée ces sous-processus en phases. Pour l'organisation responsable du projet, le "phasage" est un
moyen de maîtriser la réalisation des objectifs - et d'évaluer les risques associés - en parvenant à un
engagement progressif. Il se peut que les phases se chevauchent en grande partie au cours du cycle de
vie du projet.
Dans le but de faciliter les discussions sur la qualité en matière de management de projet, une
approche privilégiant les processus a été adoptée dans cette norme ; les processus de projet ont donc
été regroupés en deux catégories : les processus du management de projet et les processus relatifs au
produit du projet (ceux qui sont uniquement concernés par le produit du projet tels que la conception, la
production et la vérification).
La présente norme internationale énumère des lignes directrices pour la qualité des processus du
management de projet alors que l'ISO 9004-1 présente des lignes directrices pour la qualité des
processus relatifs au produit du projet.
NOTE – Dans la présente Norme internationale, le terme processus recouvre également celui de sous-processus.
5 Qualité dans les processus du management de projet
5.1 Généralités
Le tableau 1 liste et résume les processus de management de projet que l'on considère comme
applicables à la majorité des projets. Tous les processus traités dans la présente norme n'existent pas
obligatoirement dans un projet particulier alors que des processus supplémentaires peuvent se révéler
nécessaires dans d'autres.
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Les processus du management de projet sont regroupés par affinité, par exemple tous les processus
relatifs aux délais appartiennent à un même groupe. Dix groupes de processus de management de
projet sont présentés. Le premier d'entre eux est le processus stratégique qui légitimise et indique les
orientations à prendre pour un projet. Le second groupe couvre le management de la coordination des
processus. Les huit autres groupes sont les processus relatifs au contenu du projet, aux délais, aux
coûts, aux ressources, au personnel, à la communication, aux risques et aux achats.
Chacun des processus de management de projet est présenté dans un article distinct, lequel comprend
une description du processus et des recommandations pour la qualité du processus.
5.2 Processus stratégique
Le processus stratégique est un processus qui précise les orientations, organise et gère la réalisation
des autres processus du projet.
Au moment de définir les orientations du projet, il convient de considérer les concepts suivants,
déterminants pour parvenir à la qualité en management de projet:
— la satisfaction des besoins implicites et explicites du client et de toute autre partie prenante est
primordiale;
— un projet est mené comme un ensemble de processus planifiés et interdépendants;
— il est nécessaire de porter attention à la qualité des processus comme à celle des produits pour
atteindre les objectifs du projet;
— le management est responsable de la création d'un environnement favorable à la qualité;
— le management est responsable de l'amélioration continue.
Le présent paragraphe donne des lignes directrices sur la manière de considérer ces concepts dans le
processus stratégique. Des lignes directrices sur la manière de considérer ces concepts dans les autres
processus sont données dans le reste de l'article 5.
Le processus stratégique sera de qualité si l'on s'est assuré que ces concepts sont pris en compte dans
tous les processus.
5.2.1 La satisfaction des besoins implicites et explicites du client et de toute autre partie prenante est
primordiale.
Il convient de comprendre clairement les besoins du client et de toute autre partie prenante afin de
s'assurer que l'ensemble des processus se concentrent sur ces besoins et sont capables d'y répondre.
Il convient d'établir des interfaces entre toutes les parties prenantes et d'obtenir des retours
d'information, en temps opportun, tout au long du projet. Il est recommandé de résoudre tout conflit
entre parties prenantes. En temps normal, il convient de privilégier les besoins du client lorsque
surgissent des conflits entre ses besoins et ceux des autres parties prenantes. Il convient d'obtenir le
consentement du client lors du règlement des conflits. Il est également recommandé de formaliser les
accords des parties prenantes. Il y a lieu de continuer à porter attention aux besoins des parties
prenantes, tout au long du projet, soit que ces besoins évoluent, soit que de nouvelles parties prenantes
apparaissent.
Il y a lieu de définir les objectifs du projet en vue de satisfaire les exigences spécifiées et, si nécessaire,
de les affiner en cours de projet. Il convient que les objectifs décrivent ce qui doit être réalisé, qu'ils
soient exprimés en termes de délais, coûts, caractéristiques de produits et, lorsque cela est possible,
qu'ils soient mesurables.
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5.2.2 Un projet est mené comme un ensemble de sous-processus planifiés et interdépendants.
Il est recommandé d'identifier les processus du projet, ceux qui en sont chargés, leurs responsabilités et
autorité, le tout étant consigné par écrit. Il y a lieu de définir les politiques relatives aux processus de
projet. En général, la structure du produit final et ses composants sont pris en compte pour assurer
l'identification des processus appropriés. Il convient de définir, de coordonner et d'intégrer les
interdépendances des processus. Il y a lieu de concevoir le projet en prenant en compte les processus
intervenant plus tard dans le cycle de vie du produit tels que ceux relatifs à la maintenance. La stratégie
concernant les achats de biens et services à l'extérieur est généralement établie en tenant compte des
impacts possibles sur l'organisme en charge du projet.
Il convient de déterminer et de formaliser les relations, la partage de responsabilité et d'autorité entre
l'organisme à l'origine du projet et l'organisme en charge du projet, ainsi qu'avec les autres parties
prenantes concernées.
Il y a lieu de planifier les analyses de l'avancement (voir annexe B) afin d'évaluer l'état du projet et
d'apporter des informations, s'il y a lieu, pour la révision du plan de projet.
5.2.3 Il est nécessaire de porter attention à la qualité des processus comme à celle des produits pour
atteindre les objectifs du projet.
Pour atteindre les objectifs, il convient de porter une attention particulière à la qualité des processus de
management de projet et à la qualité du produit du projet.
La famille de normes ISO 9000 présente un certain nombre de pratiques qualité relatives aux processus
et produits, tels que la documentation, les audits et maîtrises de processus, qui contribuent à la
réalisation des objectifs du projet. Des pratiques types applicables aux processus de projets dans leur
ensemble sont énumérées en annexe A.
5.2.4 Le management est responsable de la création d'un environnement favorable à la qualité.
Il convient que le management de l'organisme à l'origine du projet et celui de l'organisation de projet
coopèrent dans le but de créer un environnement favorable à la qualité. Il est recommandé que les
moyens permettant de créer un tel environnement comprennent :
— la mise en place d'une structure et d'un soutien organisationnels contribuant à la réalisation des
objectifs;
— la prise de décisions à partir de données et de renseignements factuels;
— la mise en œuvre des analyses de l'avancement et leur utilisation dans un souci de qualité (voir
annexe B);
— l'implication de tout le personnel du projet en vue d'obtenir la qualité des processus et du produit;
— l'établissement de relations réciproques constructives avec les sous-contractants et autres
organisations.
Il convient d'affecter du personnel compétent et d'appliquer des outils, techniques, méthodes et
pratiques appropriés afin d'exécuter, piloter et maîtriser les processus, de déclencher des actions
correctives et préventives, et d'améliorer les processus.
Il convient de nommer un chef de projet dans les meilleurs délais. Le chef de projet est une personne
qui a des responsabilités et une autorité définies pour manager le projet. Il convient que l'autorité
déléguée au chef de projet soit proportionnée à ses responsabilités attribuées.
NOTE – Le titre conféré au chef de projet peut varier d'un projet à l'autre.
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5.2.5 Le management est responsable de l'amélioration continue.
Dans un organisme initiant des projets, le management est responsable de l'amélioration continue de la
qualité des processus, en se fondant sur l'expérience. Afin de tirer profit de l'expérience, il convient de
traiter le management de projet comme un processus à part entière et non pas comme une activité
isolée. Il y a lieu de mettre en place un système permettant de recueillir et d'analyser les
renseignements obtenus en cours de projet dans le but de les utiliser dans un processus d'amélioration
continue.
L'organisme en charge du projet est chargée d'améliorer en permanence la qualité de ses propres
processus et activités. Il convient de prendre des dispositions pour l'auto-évaluation, les audits internes
et éventuellement externes, en prenant en compte les délais et les ressources nécessaires.
NOTE – L'ISO 9004-4 donne des lignes directrices pour l'amélioration de la qualité.
5.3 Management de la coordination des processus
Un projet se compose de plusieurs processus. Une action entreprise dans l'un de ces processus en
affecte généralement d'autres. La responsabilité du management global de la coordination des
processus du projet incombe au chef de projet. Le management de la coordination des processus
couvre
— le lancement du projet et l'élaboration du plan de projet: évaluer les exigences du client et des autres
parties prenantes; préparer un plan de projet et mettre en route les autres processus;
— le management des interactions: gérer les interactions au cours du projet;
— le management des modifications: anticiper les modifications et les gérer sur la totalité des
processus;
— la clôture: clore les processus et obtenir un retour d'information.
5.3.1 Lancement du projet et élaboration du plan de projet
Il est vivement recommandé de préparer et de mettre à jour en permanence le plan de projet, qui
comprend le plan qualité. Le niveau de détails sera fonction de la taille et de la complexité du projet.
Il convient de faire référence dans le plan de projet aux exigences écrites du client et de toute autre
partie prenante concernée ainsi qu'aux objectifs du projet. Il convient également de consigner par écrit
l'origine de chaque exigence afin de rendre possible sa traçabilité.
Il convient d'identifier et d'inclure dans le plan de projet les caractéristiques du produit et la manière de
les mesurer et les évaluer.
Il est recommandé de procéder à des revues de contrat dans le cas où le but d'un projet est de
répondre aux exigences d'un contrat.
Durant la phase de lancement, il y a lieu d'identifier parmi les projets déjà réalisés par l'organisme à
l'origine du projet, ceux qui se rapprochent le plus du projet à lancer, afin d'exploiter au mieux
l'expérience acquise.
Il convient d'identifier et de formaliser dans le plan de projet, les processus du projet et leurs objectifs.
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Il convient d'établir le système qualité du projet et d'y inclure des dispositions visant à faciliter et à
promouvoir l'amélioration continue de la qualité. Puisque la qualité fait partie intégrante d'un projet bien
managé, il est recommandé d'intégrer le système qualité du projet au système de management de
projet. Le système qualité est généralement documenté dans le plan qualité.
Dans la mesure du possible, il convient que l'organisme en charge du projet adopte et, si nécessaire,
adapte le système qualité et les procédures de l'organisme à l'origine du projet. Il est recommandé de
faire référence dans le plan qualité, aux parties applicables de la documentation du système qualité de
l'organisme à l'origine du projet. Dans les cas où d'autres parties prenantes ont des exigences
particulières pour le système qualité, il y a lieu de s'assurer que le système qualité qui en résulte
correspond aux besoins du projet.
L'élaboration du plan de projet implique que l'on intègre les plans résultant de la planification d'autres
processus du projet. ll convient de réviser les plans pour en assurer l'homogénéité et remédier aux
divergences.
Il est recommandé que le plan de projet identifie, prévoit et planifie les revues (voir les "revues" dans
l'annexe A) ainsi que la conservation des enregistrements. Généralement, les revues comprennent
celles du système qualité, du plan de projet et leur adéquation à la réalisation des objectifs du projet.
Dans le but de fournir des indications fondamentales sur la mesure et le suivi des avancements, et de
préparer la planification du travail restant, il convient de programmer et d'inclure les analyses de
l'avancement (voir annexe B) dans le plan de projet.
Il convient d'établir les exigences des pratiques qualité à adopter tout au long du projet (voir annexe A)
telles que la documentation, la vérification, l'enregistrement, la traçabilité, les revues et audits.
Afin d'effectuer le suivi des progressions, il y a lieu de définir des indicateurs de performance et de
prendre des dispositions en vue d'une évaluation régulière. Il convient que les évaluations facilitent les
actions correctives/préventives et confirment la validité des objectifs du projet dans un environnement
changeant.
Il est recommandé d'identifier les interfaces dans le plan de projet. Il convient de porter une attention
particulière aux interfaces suivantes:
— la liaison avec le client et les autres parties prenantes;
— la liaison de l'organisme en charge du projet et les canaux de communication avec les différentes
fonctions de l'organisme à l'origine du projet;
— les interfaces entre fonctions au sein de l'organisme en charge du projet.
5.3.2 Management des interactions
Dans le but de faciliter les relations envisagées entre processus, il convient de gérer les interactions au
sein du projet. Cela inclut généralement la mise en place de procédures visant à établir le management
des interfaces, la tenue de réunions de projet impliquant plusieurs fonctions, l'apport de solutions à des
problèmes tels que les conflits de responsabilités ou les modifications apportées à l'exposition à des
risques, les mesures de performance du projet utilisant des techniques telles que l'analyse de la valeur
acquise du réalisé, et la mise en place d'analyses de l'avancement dans le but de prévoir l'état du projet
et le plan du travail restant (voir annexe B).
Il convient de faire appel aux analyses de l'avancement afin d'identifier les problèmes potentiels
d'interfaces. Il y a lieu de noter que c'est, en règle générale, aux interfaces, que les risques sont les plus
importants et qu'il convient de les coordonner.
La communication dans le cadre du projet est un facteur clé de coordination, comme indiqué en 5.9.
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5.3.3 Management des modifications
Le management des modifications recouvre l'identification et la consignation par écrit des causes de
modifications, de leur impact, ainsi que la revue et l'approbation des modifications à apporter aux
processus et au produit.
Le management des modifications comprend celles apportées au contenu du projet et au plan de projet.
Avant qu'une modification ne soit autorisée, il convient d'en analyser la finalité, l'étendue et l'impact, en
particulier pour celle qui a une incidence sur les objectifs du projet ayant fait l'objet d'un accord avec le
client et les autres parties prenantes concernées.
Le management des modifications comprend leur coordination au sein de processus de projets liés
entre eux et la résolution de conflits susceptibles de surgir.
Il est recommandé que les procédures de management des modifications comprennent une maîtrise
des documents.
NOTE 1 Pour obtenir des conseils supplémentaires sur le management des modifications, voir également
l'ISO 9004-1.
NOTE 2 Pour obtenir des conseils sur le management de la configuration, voir l'ISO 10007.
5.3.4 Clôture
Au cours du projet, il convient de s'assurer que tous les processus de projet sont clos dans les
conditions prévues. Il faut donc s'assurer que les enregistrements sont compilés et conservés pour un
laps de temps spécifié.
Quelle qu
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