Managing Organizational Influences on ISO 21500 Implementation

Oluseye Kolawole
Managing Partner at OAK Interlink Company Limited
Oluseye Kolawole is an entrepreneur with keen interest in
Occupational Safety and Health, Business Process Improvement and
Project Management. He is a member of the International Association
of Safety Professionals (IASP), Chapter Coordinator of the IASP
Lagos Chapter, member of the Project Management Institute, as well
as a certified Project Management Professional (PMP) and an
International Association of Safety Professional (IASP) certified Safety
Manager/Trainer.
Contact Information
+2348023820600
oluseye20@gmail.com
www.oakinterlink.com
https://www.linkedin.com/in/oluseye-kolawole-98523110

© 2016 OAK Interlink Coy Ltd. All rights reserved.
Webinar Objectives
To help participants understand the structure of
the ISO 21500.
To enumerate factors that influence the
implementation of ISO 21500 within an
organization
To understand how to manage the impact of
organizational Structure on ISO 21500
Implementation

ISO 21500
Framework

ISO 21500: Purpose
 Provides a generic guidance on the concepts and processes of
project management
 Recognized as a foundational reference for the application of
project management knowledge and good practices
 One global standard for project management

ISO 21500: Content and Structure
 Clause 1 Scope
 Clause 2 Terms and definitions
 Clause 3 Project management concepts
 Clause 4 Project management processes
 Annex A (Informative) process group: processes mapped to subject
groups

 Clause 1 Scope
 Covers scope of ISO 21500 e.g. management of projects in ‚most
organizations most of the time

 Clause 2 Terms and definitions
 Contains 16 project management terms and their definitions, those
specific terms that from a project management practice viewpoint
are not properly defined in the standard lists of ISO or Oxford
English Dictionary

 Clause 3 Project management concepts
 Describes the concepts which play an important role during the
execution of most of the projects:
 Project
 Project management
 Organizational strategy and projects
 Project environment
 Project governance
 Project and operations
 Stakeholder and project organization , etc.

 Clause 4 Project management processes
 Identifies the recommended project management processes that
should be applied, consisting of:
 5 process groups
 39 processes divided into 10 project management themes, called
subject groups

Framework: Project
 “A Project is a unique set of processes consisting of coordinated
and controlled activities with start and finish dates undertaken to
achieve an objective. Achievement of the project objectives requires
deliverables conforming to specific requirements, including multiple
constraints such as time, cost and resources”.
- ISO 21500 Definition

Framework: Project Management
 “Project Management is the application of methods, tools,
techniques and competencies to a project. Project management
includes the integration of the various phases of the project life
cycle. Project management is accomplished through processes”.
- ISO 21500 Definition

Framework: Process Representation
Tools & Techniques
An output is the result of
carrying out the process
or the objective to be
achieved
An input is essentially
what is needed before the
process (activity, task)
can be carried out.
Inputs Outputs
• Tools and
Techniques

14
Framework: Project Management Process
Groups
Initiating
Planning
ImplementingControlling
Closing

The Ten Subject Groups
Integration Scope Time
Cost Quality Resource
Communication Risk Procurement
1 2 3
4 5 6
7 8 9
Stakeholder
10

Integration Scope Time
1 2 3
• Develop Project
Charter
• Develop Project Plans
• Direct Project Work
• Control Project Work
• Control Changes
• Close Project Phase
or Project
• Collect Lessons
Learned
• Define Scope
• Create WBS
• Define Activities
• Control Scope
• Sequence Activities
• Estimate Activity
Duration
• Develop Schedule
• Control Schedule
The Ten Subject Groups – Key
Processes (1/4)

Cost Quality Resource
4 5 6
• Plan Quality
• Perform Quality
Assurance
• Perform Quality
Control
• Establish Project
Team
• Estimate Resources
• Define Project
organization
• Develop Project Team
• Control Resources
• Manage Project Team
Processes (2/4)
• Estimate Costs
• Develop Budget
• Control Cost

Processes (3/4)
Project
Communication
Management
Project Risk
Management
Project Procurement
Management
7 8 9
• Identify Risks
• Assess Risks
• Treat Risks
• Control Risks
• Plan Procurements
• Select Suppliers
• Administer
Procurements
• Plan Communications
• Distribute Information
• Manage
Communications

Processes (4/4)
Project Stakeholder
Management
10
• Identify Stakeholders
• Manage Stakeholders

20
Organizational Influence
The organizational environment within which a project is performed will
influence the project. The culture, style and structure of the organization as
well as the organization’s project management maturity and systems will
impact on project success.

21
 These include variables external to the project.
 They are factors that make up the project environment
 They include:
 Company Culture and Structure
 Government or industry standards
 Infrastructure e.g. facility
 Existing human resource
 Personnel administration e.g. hiring and firing
guidelines
 Company work authorisation system
 Market conditions
 Stakeholder risk tolerances
 Information System, e.t.c.
Examples of organizational Influences

22
Organizational Influences

Framework: Process Representation –
Remember this?
Tools & Techniques
An output is the result of
carrying out the process
or the objective to be
achieved
An input is essentially
what is needed before the
process (activity, task)
can be carried out.
Inputs Outputs
• Tools and
Techniques

24
Examples of organizational Influences;
Organizational Structures
Six key types of organizational structures include:
 Functional
 Weak Matrix
 Balanced Matrix
 Strong Matrix
 Projectized
 Composite

25
Organizational Structures; Functional

26
Organizational Structures; Weak Matrix

27
Organizational Structures; Balanced Matrix

28
Organizational Structures; Strong Matrix

29
Organizational Structures; Projectised

30
Organizational Structures; Composite

Org Structure
Functional
Matrix
ProjectisedProject
Xteristics Weak
Matrix
Balanced
Matrix
Strong
Matrix
Project
Manager’
Authority
Little if any Limited
Low to
Medium
Medium to
High
High to total
Resources
available for
project work
Literally none Limited
Low to
Medium
Medium to
High
High to total
Who controls
project
spending
Functional
manager
Functional
manager
Mixed
Project
Manager
Project
Manager
Person’s role
as a PM
Part-time Part-time Full time Full time Full time
Project
management
support staff
Part-time
Part-time
Part-time
Full time Full time
31
 Describes each characteristics of the different
organizational systems
Organizational Structure: Summary

Summary on Managing Organizational
Influences on ISO 21500 Implementation
 Understand that the ISO 21500 provides generic guidance on
project management.
 Identify and understand the peculiar external factors to your
project that can influence project delivery.
 Structure your organization to support projects
 In implementing project processes, always consider these
factors as inputs.

THANK YOU
?
+2348023820600
oluseye20@gmail.com
www.oakinterlink.com
https://www.linkedin.com/in/oluseye-kolawole-98523110

Managing Organizational Influences on ISO 21500 Implementation

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