What do the construction of the Pyramids of Giseh or of the Great Wall of China, Hannibal’s Alps crossing and the Berlin Airlift have in common? These all are examples for famous and inspiring historical projects which would have never been realized without a profound planning, execution, coordination, and control. Mankind seems to have a lot of experience coming from fields like construction, engineering and defense on one hand.
On the other hand we almost daily hear about projects that have failed or haven’t met customers’ expectations and as a result have even ruined whole companies and organizations.
Every year 75 Billion US Dollars have been spent on failing projects only in IT-sector. Only 17 percent of all software projects done in the United States meet the original targets, 50 percent must have those target changed. All that happens today, when branches and industries are faced with rough economic and highly competitive environments with an increasing market concentration and fragility which shortens product life cycles and puts very strong requirements to costs and quality.
To reduce risks of failure, to collect knowledge, to benefit from own and others’ experiences and to give guidelines to the project personnel project management was systematically developed as an outstanding discipline with its’ own standards and guides. The emergence and recognition of a distinct profession of project management has certainly been a strong driver in the development of standards and frameworks.
The need to understand and to specify the role of the project manager himself, for a common terminology and the necessity of a common basis for employment and deployment of project personnel, working collaboratively, across functions in multidisciprinary teams; across organizations in strategic alliances and joint ventures; and across continents in global projects – these were the significant factors for the development of standards world wide .
This Term Paper presents an overview of the leading project management standards and guides for project management knowledge and performance including a comparison of their content, strengths and weeknesses.
Table of Contents
1. Introduction
2. Project Management
2.1. Definitions
2.2. History of Project Management
2.3. Modern Project Management
3. Existing Generic Standards and Frameworks
3.1. Focused on Projects
3.1.1. PMI – PMBoK
3.1.2. APM – APM BoK
3.1.3. IPMA / GPM – ICB
3.1.4. PMAJ – P2M
3.2. Focused on People
3.2.1. AIPM
3.2.2. OSCEng
3.3. Focused on Organizations
3.3.1. PRINCE2
3.3.2. P2M
3.3.3. OPM3
3.3.4. MSP
4. The Benefits of Framework Implementation
5. Comparison of Leading Standards and Frameworks
6. Conclusion
7. References
8. Appendices
Objectives and Topics
This paper aims to provide a comprehensive overview of the leading international project management standards and frameworks. It examines their contents, structures, and applicability, while simultaneously analyzing their respective strengths and weaknesses to guide professionals and organizations in selecting appropriate methodologies for project success.
- Evolution and historical development of modern project management.
- Categorization of standards by focus: Projects, People, and Organizations.
- Detailed analysis of global frameworks like PMBoK, PRINCE2, and IPMA ICB.
- Evaluation of the organizational and professional benefits of implementing standardized frameworks.
- Comparative analysis of the most popular standards in the German market.
Excerpt from the Book
1. Introduction
What do the construction of the Pyramids of Giseh or of the Great Wall of China, Hannibal’s Alps crossing and the Berlin Airlift have in common? These all are examples for famous and inspiring historical projects which would have never been realized without a profound planning, execution, coordination, and control. Mankind seems to have a lot of experience coming from fields like construction, engineering and defense on one hand.
On the other hand we almost daily hear about projects that have failed or haven’t met customers’ expectations and as a result have even ruined whole companies and organizations.
Every year 75 Billion US Dollars have been spent on failing projects only in IT-sector. Only 17 percent of all software projects done in the United States meet the original targets, 50 percent must have those target changed. All that happens today, when branches and industries are faced with rough economic and highly competitive environments with an increasing market concentration and fragility which shortens product life cycles and puts very strong requirements to costs and quality.
Summary of Chapters
1. Introduction: This chapter introduces the necessity of project management standards by highlighting historical achievements and modern-day project failure rates.
2. Project Management: It defines core project management concepts and explores the historical evolution of the discipline from early engineering to modern practices.
3. Existing Generic Standards and Frameworks: This section categorizes major standards into those focusing on individual projects, people's competencies, and organizational maturity models.
4. The Benefits of Framework Implementation: It details the advantages for both individuals and organizations, such as improved efficiency, standardized terminology, and enhanced professional recognition.
5. Comparison of Leading Standards and Frameworks: This chapter provides a critical comparative analysis of major standards like PMBoK, ICB, and PRINCE2, highlighting their unique purposes and pros and cons.
6. Conclusion: The concluding chapter summarizes the importance of choosing a certification based on individual or organizational needs and reiterates that no single standard fits all situations.
Keywords
Project Management, Standards, Frameworks, PMBoK, PRINCE2, IPMA, Competence, Certification, Methodology, Organizational Maturity, OPM3, Project Success, Best Practices, Global Standards, Professional Development.
Frequently Asked Questions
What is the primary focus of this paper?
The paper provides an overview and critical comparison of leading global project management standards and frameworks, assessing how they support project performance and professional development.
What are the main thematic areas covered?
The work covers the history of project management, detailed descriptions of specific frameworks (categorized by projects, people, and organizations), the benefits of implementation, and a comparative study of major standards.
What is the ultimate goal of the research?
The goal is to inform professionals and companies about the utility of various standards, helping them decide which framework aligns best with their specific operational needs and professional goals.
Which scientific methods are employed?
The author utilizes a comprehensive literature review and comparative analysis to evaluate the differences, strengths, and weaknesses of various international bodies of knowledge and certification schemes.
What does the main body address?
The main body examines the specific standards (e.g., PMI's PMBoK, IPMA's ICB, PRINCE2) and discusses how they influence project processes, personnel qualifications, and organizational maturity.
How would you characterize this paper with keywords?
Key terms include Project Management, PMBoK, PRINCE2, IPMA, Certification, Competence, Standards, and Frameworks.
How does the author view the OPM3 model?
The author notes that while OPM3 is a comprehensive maturity model, there is criticism regarding the usability of its online version, and it is intended to provide guidelines rather than prescriptive rules.
Why does the author consider PRINCE2 distinct from other standards?
PRINCE2 is characterized as a process-based methodology that is widely used in both the public and private sectors in the UK, focusing on structured, logical project stages.
- Quote paper
- Natalie Zonis (Author), 2009, Introduction, Strengths and Weaknesses of Leading Project Management Standards and Frameworks, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/164884
