Quelle affirmation est fausse concernant ITIL? Infonet Internet Intranet Extranet Q Polymorphisme Protection des variations Expert Proxy Q Quel diagramme n'est ni structurel ni comportemental?
Diagramme de timing. Quelle norme est relative au gestion de projet? En informatique, qu'est-ce qu'un SSO? Quelle affirmation est fausse concernant la technologie de virtualisation? Une machine apparemment saine peut potentiellement transporter une machine virtuelle corrompue. Composants java d'entreprise EJBs. Scripts utilisant des composants CGI. Le choix de mot de passe faible dans un SI est un exemple de? Getion de projet informatique Q0. Un cahier des charges : Exprime le besoin des utilisateurs.
Exprime les fonctions de service et les contraintes attendues par les utilisateurs. Exprime les solutions techniques retenues pour chaque fonction de service. Projects can run in one single organization, such as one company, business or governmental department. In that case the project results or deliverables are normally accepted by Operations in the line organization. However, projects can also be executed by more than one organization e.
In the latter cases we do not have a single sponsor organization, but a sponsor entity, that eventually accepts the Copyright protected. Clearly the project governance is also more complex in the latter cases. Project — ISO dei nition: A project is a unique set of processes consisting of coordinated and controlled activities with start and i nish dates, undertaken to achieve an objective.
Achievement of the project objective requires deliverables conforming to speciic requirements, including multiple constraints such as time, cost and resources. Although within an organization some projects may be similar, each project is actually unique as differences may occur e. Because there are projects of all types and levels of complexity, the project management activities and the underlying processes should be geared to the project at hand.
If that is the case, then the project should be organized accordingly. For example, everyone can apply a bandage to a wound but that does not make everyone a doctor. The need to obtain speciic skills, knowledge and education, in order to successfully fuli ll the role of project manager, is generally recognized.
This is even coni rmed in the academic world where Masters degrees in project management are now available. Characteristics of a professional discipline also include the use of a common vocabulary. The ISO terms and dei nitions provide a foundational professional vocabulary of speciic project management terms, in addition to commonly used terminology, which is already dei ned in the Oxford Dictionary.
Can you manage a line organization operations effectively without projects? Operations can therefore become resistant to major changes, particularly when the driver for such a change lies outside their own functional responsibilities and needs.
Projects and project management, on the other hand, are all about implementing necessary changes in operations, in order to stay in business. At times they are not formally recognized but organizations undertake them anyway. The increasing number and scope of changes, as well as the risks associated with these, are demanding greater focus and attention on projects, together with the need for a more professional approach towards project management.
This is because this type of professional approach ensures that the changes are delivered and managed in an appropriate way. What is the purpose of ISO ? ISO describes a professional approach towards project management, which is applicable to most projects, most of the time.
It is, therefore, very likely that your projects can beneit from it. This approach is based on its proven value and beneits in practice, through the contribution of hundreds of experts in the project management profession, from all over the world, who base their expertise on the experiences of thousands of project practitioners worldwide in conjunction with in-depth studies.
Making this knowledge available to a wider audience, in a well structured and easy to understand way has been the key-driver for developing this standard; for the aim is improved communication and cooperation in projects environments, thus increasing project success. ISO is referred to as an informative standard; a guideline. A guideline can be dei ned as a basic conceptual structure to allow homogeneous handling of different business processes grouped together. It also increases management discipline.
It pre-dei nes common deliverables to and from each business process. A guideline provides a model with a well-dei ned tactic to master the complex environment of an organization in a simple fashion. It acts as a taxonomy or map of the entire body of project management knowledge.
A method is dei ned as a particular procedure for accomplishing or approaching something, especially a systematic or established one3. A method not only mentions the process, but also describes how a task is completed; a more detailed prescribed way to execute the processes. A methodology is dei ned as a system of methods used in a particular area of study or activity4.
Being a basic reference ISO is a guideline rather than a method or methodology. In practice, for the implementation of this guideline, several project management methods and methodologies can be dei ned and applied, and then i ne-tuned towards the application area and speciic subject of the projects. But before one can select, dei ne, or apply any project management method or methodology, there should i rst be a thorough and common understanding of the project management terms and dei nitions, concepts and processes.
Creating a shared view, a common structure, and then consistently building on that, is essential for clear and concise communication. For this reason we have simply maintained the well-considered structure of ISO as dei ned in table 2. When looking for a more detailed explanation and understanding about a certain process, we simply refer to the related chapter and section number in ISO Can you get certiied on ISO as an organization?
Certiication, also known as third party conformity assessment, is the provision by an independent body of written assurance a certiicate that the product, service or system in question meets speciic requirements. In that case organizations can be certiied by nationally acknowledged accreditation bodies. Can you get certiied on ISO as an individual?
Based on the above, one can safely conclude that a PMI certiied project manager PMP not only understands the ISO concepts, but is able to apply these in practice as well. Also IPMA maintains an individual certiication track, which uses the three competence areas as a reference further detailed in chapter 5. Within these three areas more detailed competences are dei ned, including possible process steps.
Most of these competences clearly relate to the ten Subject groups as dei ned in ISO Other competences are more related to methodologies which are not part of ISO IPMA also Copyright protected. How can ISO support you in real-life application? It enables you, your project team and project stakeholders, when faced with challenging project situations, to proactively refer to the appropriate project management processes and i ne-tune these to your project.
How does ISO align with other methods, practices and models? ISO provides a guideline that is generally accepted as global good practice for project management.
Therefore it is a perfect guideline for creating and understanding your organizational project management approach, which needs to it with your speciic projects in your speciic environment. This is typically where the project management processes and the content creation processes should be integrated.
A well-organized comparison of the processes, terms and dei nitions of ISO with the processes, terms and dei nitions of other methods, practices and models applied in your organization, will enable a quick identiication of any potential overlap, and enable effective integration in an appropriate way. In Chapter 7 we provide additional insights into how ISO compares to other commonly used project management methods, practices and models.
How does ISO address the different organizational entities and levels? Organizations develop procedures for delivering results in a predictable way that allow them to manage expectations. However, as most projects are cross-functional, several organizational entities typically come together in projects and are required to deal with situations not encountered before, and for which no procedures are dei ned as yet.
When projects result in changes in organizations, different stakeholders are involved at different organizational levels, i.
Therefore the understanding and application of a common organization-wide reference for managing projects, such as ISO , is of particular value in such situations. Organizationally developed project management methods and practices typically stem from a recognized need for improvement in the application of project management, based on organizational experiences and good practices. As ISO is also quite often based on the same, practices, the majority of your own project management method will not drastically change.
However, maintaining your own developed good practices, as well as ensuring continuous alignment with the latest developments in the project management profession and possible changes in your environment, or internal processes can become very costly and time consuming. This could be a key driver for organizations to switch to ISO as their basic reference for a project management method or practice and only adjust this where necessary for their speciic projects and environments, and document these changes or additions transparently.
This then becomes the heart of your own project management method or practice. In such cases the knowledge contained in ISO substantially supports the better understanding and positioning of these project management methods, practices and models, thus reinforcing the correct application. What if I need more information? As this is a pocket guide, it should be viewed as an introduction to and summary of ISO Many more details and explanations on certain topics can be found on the ISO website, or more speciically in the document ISO Guidance on project management, or the national version of this.
It was founded in and since then has published over 19, international standards, which give state of the art speciications for products, services and good practice, helping to make industry more eficient and effective.
Today, many products require testing for conformity Copyright protected. ISO guides and standards for conformity assessment represent an international consensus on best practice.
Their use contributes to the consistency of conformity assessment worldwide and so facilitates trade. The forming of a shared view on the contents of a standard is a long process, but this means in the end that the ISO standards are widely supported.
On average, developing an international standard takes approximately four years. A standard is a voluntary agreement between stakeholders on a product, service, result or process.
The agreements contain terms and dei nitions, functional and performance related requirements, processes, measuring methods and good practices. If one talks about a standard one normally means the prescriptive standard. A descriptive standard is often called a guideline.
A guideline presents the course of action with regard to the demands of goods, services and people. A guideline does not speciically describe what to do, that is the goal of a prescriptive standard. Prescriptive standards are often the next logical step, after descriptive standards have been implemented in organizations and have globally been accepted as a good practice.
This is an enormous investment, which calls for prudent spending and proper management control. For many of these projects a variety of disciplines and a mix of internal and external workers are involved.
A great number of project management methods and practices exist. Who can apply these properly? Which method should be chosen in a multidisciplinary project? How does one communicate with the stakeholders? These questions do not have easy answers. They all failed to produce one body of project management knowledge that was accepted globally.
ISO — Guidance for project management is the step towards the true world standard for project management. The United States supported this proposal and it went for ballot to the countries that have an ISO representation. Hundreds of project management experts and their mirror committees from more than 30 countries have co-operated during the ive years of its completion. The participants have discussed the contents, wrote the body text and processed more than 1, comments that came up per draft version.
An international project team that worked very well together came into being, because the same 80 — delegates participated in the various international meetings. The large project management associations were involved in various ways. Therefore, the support for the guideline — i rst by its developers and later by its users — had to be the core of project management that is relevant for everybody.
All country mirror committees had the opportunity to bring in relevant sources of project management as input for the guideline at the start of its development in The beneits of ISO The ISO guideline is not a new project management standard, but a reference for other project management Copyright protected. It does not compare one against the other, but brings the best project management practices together.
The importance of ISO is that it introduces one global standard and language for the project management practice. It is overarching and a reference point for all projects in all organizations. At the same time, the organization can prove both internally and externally that it delivers quality projects, because they have based it on the independent standard. It does not refer to more complex situations, like multi-project management Copyright protected. This makes the guideline accessible for a broad target group, who can simply relate their own role to the guideline.
ISO supports the communication between the related parties by offering a common language. The guideline can then be a binding factor by relating the processes and deliverables of the different methods to those of ISO The guideline provides a high-level description of concepts and processes that are considered to form good practice in project management.
Projects are dei ned in the context of programs and project portfolios. Guidance on their management will be the subject of separate ISO standards. Clause 1 covers the scope of ISO , i.
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