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Soirée corporative du PMI-Montréal 9 février 2017 Par Yvan Petit et Alejandro Romero de l'ESG-UQAM
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Le développement dnormes et standards en gestion de projet
- ATELIER-CONFÉRENCE : LE DÉVELOPPEMENT DES NORMES EN GESTION DE PROJET 1 Yvan Petit, Ph.D., PMP, PfMP Alejandro Romero, PhD, PMP Professeurs, ESG UQAM
- Aperçu de la soirée 1. Définition d’une norme 2. La librairie de normes du PMI 1er atelier/discussions 3. Processus générique de développement et de mise à jour des normes 4. Développement de normes et « exposure drafts » en cours 5. Processus de mise à jour du PMBok Guide 2e atelier/discussions 6. Différence de processus entre ANSI et ISO 3e atelier/discussions 2
- Yvan Petit, M.Ing. M.B.A., Ph.D., PMP, PfMP Education Ph.D. (UQAM) – Gestion de portefeuille MBA (INSEAD, Fontainebleau, France) Maîtrise en génie électrique (Polytechnique) Bacc. Génie physique(Polytechnique) Affiliations Membre du comité aviseur des standards PMI Membre du comité canadien ISO Expérience Professeur à ESG UQAM Ericsson (Montréal, Stockholm) Reuters (London, U.K., Singapore) 3
- Alejandro Romero, M.Ing. Ph.D., PMP Education Ph.D. (École Polytechnique de Montréal) Maîtrise en génie industriel (École Polytechnique de Montréal) Bacc. Technologies de l’Information (Mexique) Affiliations Membre du comité central du PMBOK version 6 Expérience Professeur à ESG UQAM Chercheur Chaire de gestion de projets, CIRANO Gestionnaire de projets TI (Mexique, Colombie Vénézuela et Chili) 4
- Qu’est-ce qu’une norme? Une norme est un document qui définit des • exigences, • des spécifications, • des lignes directrices ou • des caractéristiques à utiliser systématiquement pour assurer l'aptitude à l'emploi des • matériaux, • produits, • processus et • services. (Site Internet: WWW.ISO.ORG)
- Qu’est-ce que c’est une norme selon le PMI? Un document établi par consensus et approuvé par un organisme reconnue, qui fournit, pour un usage commun et répété, des règles, des lignes directrices ou des caractéristiques pour des activités ou pour leurs résultats, visant à atteindre le degré optimal d'ordre dans un contexte donné . Développé sous un processus fondé sur les notions de consensus, d'ouverture, d'une procédure régulière, et de l'équilibre, les normes PMI fournissent des lignes directrices pour la réalisation du projet, de programme et de gestion de portefeuille des résultats spécifiques. 6
- Consensus Accord substantiel qui a été atteint par des parties prenantes directement et matériellement impliquées. Le consensus est atteint par une majorité, mais pas nécessairement l'unanimité. • Tous les points de vue et les objections sont considérées • Des efforts ont été accomplis en vue de la résolution des conflits
- Librairie des normes PMI Category TITLE PMI Global Foundational Standards PMI American National Standards A Guide to the Project Management Body of Knowledge (PMBOK® Guide) The Standard for Program Management The Standard for Portfolio Management Organizational Project Management Maturity Model (OPM3® ) PMI Global Practice Standards Practice Standard for Earned Value Management Practice Standard for Scheduling Practice Standard for Project Configuration Management Practice Standard for Project Risk Management Practice Standard for Work Breakdown Structures Practice Standard for Project Estimating PMI Global Standard Application Area Extensions Construction Extension to the PMBOK® Guide Government Extension to the PMBOK® Guide Software Development Extension to the PMBOK® Guide Practice Guides Managing Change in Organizations: A Practice Guide Navigating Complexity: A Practice Guide Implementing Organizational Project Management: A Practice Guide Business Analysis for Practitioners: A Practice Guide Governance of Portfolios, Programs, and Projects: A Practice Guide Requirements Management: A Practice Guide Other products Project Manager Competency Development Framework PMI Lexicon of Project Management Terms (Online resource)
- 2017 Librairie de normes PMI: Foundational Standards (ANSI)
- 2017 PMI Standards Library: Practice Standards
- 2017 PMI Standards Library: Extensions and Frameworks Librairie des Standards PMI
- 2017 PMI Standards Library: Practice Guides
- Project Manager Competency Development Framework – Third Edition Publication in Spring 2017, with an electronic version available ahead of print copy. Librairie des Standards PMI
- Introduced in 2012: The PMI Lexicon of Project Management Terms, an online resource. Updated to Version 3.0 in 2015, with 45 new definitions. 2017 PMI Standards Library: PMI Lexicon of Project Management Terms
- Atelier / Discussion • Quelles normes ou documents du PMI utilisez-vous? • Comment utilisez-vous ces documents dans votre organisation?
- Conformité (bien sûr!) • ANSI demande une mise à jour des normes au moins une fois chaque 5 ans Évolution de la profession • Les “bonnes pratiques” utilisées dans la plupart de projets et la plupart du temps Changer le monde !! • “… améliorer la pratique de la gestion de projet dans le monde, faisant ainsi une différence pour toutes les cultures.” 16La vision du PMI quant aux normes
- Cycle de vie d’une norme
- Parties prenantes impliquées
- Processus ANSI ANSI Project Initiation Notification (PINS) Development Phase Ballot and Public Comment Phase Comment Circulation and/or Reballot Reballot of Substantive Changes
- Développement de normes et « exposure drafts » en cours 22 PMBOK® Guide – Sixth Edition (Publié 2Q2017) The Standard for Business Analysis (Publié 4Q2017) The Standard for Portfolio Management – Fourth Edition (Exposure draft: ouvert pour commentaires jusqu’au 23 février 2017) The Standard for Program Management – Fourth Edition (Publié 4Q2017) Agile Practice Guide (Publié 2Q2017)
- Ligne de temps du PMBOK® Guide 1987 1996 20001983 2004 20131969 1998 Founded 2017
- Comité central responsable de la version 6 Chair: Cyndi Snyder Dionisio (USA) Vice-Chair: David Hillson (UK) PMI Standards Specialist: Kristin Vitello (USA) Core Committee (multinational, SMEs, high-performers) • Mike Stratton (USA) • Mercedes Martinez Sanz (Spain) • Larkland Brown (USA) • Pan Kao (China - USA) • Guy Schleffer (Israel) • Lynda Bourne (Australia) • Gwen Whitman (USA) • Alejandro Romero Torres (Canada - Mexico) 24
- Parties prenantes participant à la révision 25 Member Advisory Group MAG – Standards (6) PMBOK Core Committee (10) PMBOK Extended Committee (50) Subject Matter Experts (25) Market Survey and Research PMI community: 1200 reviewers
- Composantes du PMBOK 26 PMBOK® Guide comprend plusieurs parties: • “The Standard for Project Management of a Project” • Annex A1 de la 5e édition, maintenant séparé dans la 6e édition • “A Guide to the Project Management Body of Knowledge” • Front End (Chapitres 1-3) • Knowledge Areas (Chapitres 4-13) • Back End (Annexes, Références, Glossaire)
- Ligne du temps 27 Révisiondela version5 Miseàjourdu Standard Miseàjourdu Guide Expositiondu Standard Expositiondu Guide Miseàjourdu Standard Miseàjourdu Guide GuideetStandard auxéditions MAG – Standard et SME + 1,500 membres du PMI: 4,300 commentaires pour le Standard 4,200 commentaires pour le Guide Version électronique: • 1er semestre 2017 Version papier et traductions: • 2e semestre 2017 Changements pour la certification • 1 semestre 2018 Ces dates peuvent changer selon les directives du PMI
- Sources des changements 28 Commentaires de la version 5 par la communauté du PMI Sondage réalisé par le PMI • 615 répondants en Janvier 2015 Region # Completes North America (NA) 235 Asia Pacific (AP) 181 EMEA 172 Latin America & Caribbean (LA) 27 Total 615 Functional Unit # Completes Information Technology 308 Production / Operations 141 Research and Development 56 Sales & Marketing 16 Finance & Accounting 12 Human Resources 7 Other 75 Total 615 Non IT function (n=307)
- Sources des changements 29 Résultats de recherche • Besner, C. & Hobbs, B. (2012). Contextualisation of project management practice and best practice, Project Management Institute • Aubry, M., Drouin, N., Jugdev, K., Muller, R., & Shao, J. (2012). Organizational Enablers for Organizational Project Management. • Muller, R., Cooke-Davies, T. & Sagahiri, S. (2011) Academic Research Input into the Project Management Standards Program, International Centre for Project Management. • PMI (2014). The pulse of the profession: the high cost of the low performance, Project Management Institute • Et autres selon chaque domaine de connaissances
- Participer aux activités de développement ou révision des standards Des milliers de bénévoles donnent de leur temps pour participer à l'établissement de normes et ce pour de nombreuses raisons: • Faire progresser la profession • Influence • Réseautage • Gestion • Leadership
- 31 Atelier / Discussion • Quelles améliorations proposeriez-vous pour améliorer le processus de développement ou révision d’une norme? • Comment pourriez-vous participer dans ce processus?
- Depuis plus de 60 ans (fondé en 1947) Plus de 21 000 normes 161 pays participants sur base volontaire 150 employés permanents
- PMI Standards Activities at the International Level ISO/TC258 – Project, programme, and portfolio management Standard for Project Management (ISO 21500) Standard for Portfolio management (ISO 21504) Standard for Governance is due to be published in the near future. Standard for Program management to be published by the end of 2017. Other TC258 activities include Vocabulary, WBS, EVM, and Competencies. 39 countries are participating members of TC258. Standards Overview Presentation 33
- Processus (Site Internet: WWW.ISO.ORG)
- Échéancier – PC-236 NP: New Project WD: Working Document CD: Committee Draft DIS: Draft International Standard FDIS: Final draft International Standard FS: Final Standard (Site Internet: Australian Mirror Committee)
- 37 Atelier / Discussion • Quels normes ou guides, le PMI devrait-il développer? • De quelle façon pourriez-vous utiliser plus ces normes dans votre organisation?
- ATELIER-CONFÉRENCE : LE DÉVELOPPEMENT DES NORMES EN GESTION DE PROJET 38 Yvan Petit, M.Ing. M.B.A., Ph.D., PMP, PfMP Alejandro Romero, M.Ing. Ph.D., PMP
Notes de l'éditeur
- This is a representation of all the standards that are currently available in our marketplace. We currently have four foundational standards (PMBOK® Guide - Fifth Edition, The Standard for Program Management - Third Edition, The Standard for Portfolio Management - Third Edition & Organizational Project Management Maturity Model (OPM3) Knowledge Foundation - Third Edition), three extensions (Software Extension to the PMBOK® Guide Fifth Edition, Government Extension to the PMBOK® Guide Third Edition, Construction Extension to the PMBOK® Guide Third Edition), six Practice Standards (Practice Standard for Work Breakdown Structures - Second Edition, Practice Standard for Scheduling - Second Edition, Practice Standard for Project Risk Management, Practice Standard for Project Configuration Management, Practice Standard for Earned Value Management – Second Edition and Practice Standard for Project Estimating), one framework (Project Manager Competency Development Framework – Second Edition) and three Practice Guides (Managing Change in Organizations: A Practice Guide, Navigating Complexity: A Practice Guide, and Implementing Organization Project Management: A Practice Guide.)
- Why participate in standards development? To influence the content of standards To manage the impact of a standard on an organization or industry For increased networking opportunities and making business connections To “test market” new concepts To obtain public perception of being a good corporate citizen (it also looks good on a resume) To be perceived as an industry leader and innovator—not a follower. PMI usually has several open projects going on at a given time, and invites volunteers from the project management community who want to contribute to join these project teams. You don’t have to be a PMI member to participate! We ask for 2-3 hours per week from a volunteer. The Project Committees are virtual and global, with most of team interactions done by e-mail, phone (conference calls), intranet sites, etc. Participation is free; there’s no charge to participate. Toll free numbers and a team internet site are provided to the teams for their work.
- What is wrong with 5th edition? As a member of the American National Standards Institute, PMI has to follow certain requirements for updating its ANSI certified standards. One of those requirements is to review the Standard every 5 years and either update it, discontinue it, or leave it as is. PMI uses a four year cycle rather than a five year cycle. Thus we are updating the standard based on an ANSI requirement. But really…projects are how change happens. It is how we improve products and services, innovate and develop new technology, build infrastructure, and generally make the planet a better place. So we say that we want to improve the practice of project management around the globe, thereby making a difference for all cultures.
- The PMI Standards Program Member Advisory Group (MAG) acts as an advisory team to the PMI Standards Department Manager. Some of the responsibilities of the MAG are to advise on the formal selection of projects, assignment of project managers, and on-going over-sight of project progress. They also assist in developing and maintaining PMI Standards Group administration processes and project management methodology processes for managing PMI Standards projects.
- ANSI process helps ensure the development of a single American National Standard that does not overlap or conflict with other American National Standards Use of an accredited, audited process enhances credibility of the resulting standard ANSI requirements ensure the opportunity for all affected stakeholders to participate in the standards development process American National Standards are referenced in regulations and legislation throughout the U.S. and internationally.
- 1969: PMI was founded. 1983: PMI published its first standard as part of the Special Report on Ethics, Standards and Accreditation (ESA). 1987: PMI published the PMBOK® Standards, the precursor to the 1996 version of A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 1996: PMI realized no one document contained the entire body of knowledge and published A Guide to the Project Management Body of Knowledge (PMBOK® Guide). This update introduced the process orientation, the five Process Groups, renamed the functions as Knowledge Areas, and added Project Integration Management as the 9th Knowledge Area. 1998: PMI is accredited as a Standards Development Organization (SDO) by ANSI. 2000: PMBOK® Guide—2000 Edition (second edition) is published. 2004: PMBOK® Guide—Third Edition is published. 2008: PMBOK® Guide—Fourth Edition is published, coinciding with the 25th Anniversary of the PMBOK® Guide 2013: PMBOK® Guide - Fifth Edition is published.
- Selecting the team was a really intense process. We had over 100 very well qualified people from around the globe that volunteered to take place in this project. Unfortunately we could only have 10. Of the ten core committee members, half are PhDs, one of them is the very first PhD in project management. We have people from Australia, Israel, the United Kingdom, Spain, Canada and the US. We have academics, consultants, government employees, and individuals from global corporations. In addition to the core committee we have over 50 content contributors and other volunteers. And we have approximately 25 subject matter experts that review our work and provide feedback. Plus…the Standards MAG provides input and advice.
- Selecting the team was a really intense process. We had over 100 very well qualified people from around the globe that volunteered to take place in this project. Unfortunately we could only have 10. Of the ten core committee members, half are PhDs, one of them is the very first PhD in project management. We have people from Australia, Israel, the United Kingdom, Spain, Canada and the US. We have academics, consultants, government employees, and individuals from global corporations. In addition to the core committee we have over 50 content contributors and other volunteers. And we have approximately 25 subject matter experts that review our work and provide feedback. Plus…the Standards MAG provides input and advice.
- « Le Standard de gestion de projets » est un standard certifié ANSI Demande un processus d'examen formel Exposé-sondage Tous les commentaires examinés formellement Les décisions peuvent être portées en appel, tous les appels jugées MAG Review Vote Consensus Body
- Why participate in standards development? To influence the content of standards To manage the impact of a standard on an organization or industry For increased networking opportunities and making business connections To “test market” new concepts To obtain public perception of being a good corporate citizen (it also looks good on a resume) To be perceived as an industry leader and innovator—not a follower. PMI usually has several open projects going on at a given time, and invites volunteers from the project management community who want to contribute to join these project teams. You don’t have to be a PMI member to participate! We ask for 2-3 hours per week from a volunteer. The Project Committees are virtual and global, with most of team interactions done by e-mail, phone (conference calls), intranet sites, etc. Participation is free; there’s no charge to participate. Toll free numbers and a team internet site are provided to the teams for their work.
- http://www.iso.org/iso/fr/home/about.htm?=
- Doit être asccepté par au moins 75% des membres votants
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