How Standards Enable Adoption of Project Management Practice

Garcia, Suzanne

doi:10.1109/ms.2005.122

Cited by 39 publications

(27 citation statements)

References 3 publications

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“…This may suggest that large, well-established organisations require a certification programme that can be modified to fit with their existing business processes. This agrees with the findings of Garcia (2005) who states that if a standard that does not fit within the framework of the organisation it will not achieve its promised benefits.…”

Section: Resultssupporting

confidence: 90%

Project Managers — Do They Need to Be Certified?

McHugh¹,

Hogan

2008

Information Systems Development

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Section: Resultssupporting

confidence: 90%

Project Managers — Do They Need to Be Certified?

McHugh¹,

Hogan

2008

Information Systems Development

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“…The first, which we call “top‐down,” focuses on investigation of the utilization of global knowledge sources at lower levels (e.g., Ahlemann et al, 2009; Crawford & Pollack, 2007). The second stream focuses on the ways of implementing global sources of knowledge at lower levels (organization, project) and is called by us the “bottom‐up” approach to vertical knowledge flows (e.g., Garcia, 2005).…”

Section: Vertical Project Knowledge Flowsmentioning

confidence: 99%

“…Vertical knowledge flow—processes of transferring knowledge between different management levels—represents yet another type of project knowledge management process. A relatively low number of publications are devoted to these types of processes, and papers by Walta (1995); Garcia (2005); Snider and Nissen (2003); Nissen and Snider (2002); Ahlemann, Teuteberg, and Vogelsang (2009); Ramaprasad and Prakash (2003); and Gann and Salter (2000) may be mentioned here.…”

Section: Introductionmentioning

confidence: 99%

A Model of Project Knowledge Management

Gasik¹

2011

Project Management Journal

137

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Knowledge is the most important resource needed for project management. The aim of this article is to present a full, consistent model of project knowledge management. There are two basic types of project knowledge: micro‐knowledge, needed for performing a single task (or its part), and macro‐knowledge (in other words, all the knowledge possessed by people from a given organizational level). Project knowledge is managed at four distinct levels: individual, project, organization, and global. The article describes the micro‐knowledge life cycle and macro‐knowledge life cycles from each organizational level, as well as the processes of vertical knowledge flow between organizational levels.

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“…Many studies have demonstrated the benefits of standards, such as increased productivity and quality (Laporte & Chevalier 2016). As stated by Garcia « When an organization selects a standard that fits its context well, and plans the adoption thoughtfully, it's most likely to achieve the standard's advertised benefits » (Garcia 2005). Two categories of benefits observed by CSiT are listed in Table 6: observable benefits in day-to-day project activities and benefits to the VSE as a business.…”

Section: Benefits For Csitmentioning

confidence: 99%

Implementing systems engineering and project management processes in a Canadian company – Overview and Results Achieved

Tremblay

Laporte

Poliquin³

et al. 2019

INCOSE International Symp

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This article presents a project consisting of implementing project management and systems engineering processes at CSinTrans Inc. (CSiT), a Canadian company founded in 2011. CSiT provides multi‐modal transit information systems as well as information integration to the transit industry worldwide. The Basic profile of the ISO/IEC 29110 for systems engineering has been used as the main reference for the development of these processes. The reasons that prompted CSiT to implement the ISO/IEC 29110 are mentioned. The approach and details on how the standard has been implemented are presented. The lessons learned are described. CSiT developed three process groups to match the attributes of projects such as size and nature. The selection of tools to support the processes is discussed. Third‐party audits, conducted annually since 2016, that led CSiT to become the first systems engineering company successfully audited with ISO/IEC 29110, are presented as well as the benefits obtained. ISO/IEC 29110 has helped raise the maturity of the organization by implementing proven practices and developing consistent work products from one project to another. ISO/IEC 29110 was a good starting point to align processes with specific practices of CMMI® Maturity Levels 2 and 3. ISO/IEC 29110 has also helped CSiT in developing light processes as well as remaining flexible and quick in its ability to respond to its customers. To illustrate the implementation of the Basic profile of ISO/IEC 29110 in other engineering domains, this article briefly presents the implementation in the automotive, agriculture, aeronautic, nuclear and space domains in 6 enterprises of France in 2018.

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How Standards Enable Adoption of Project Management Practice

Cited by 39 publications

References 3 publications

Project Managers — Do They Need to Be Certified?

Project Managers — Do They Need to Be Certified?

A Model of Project Knowledge Management

Implementing systems engineering and project management processes in a Canadian company – Overview and Results Achieved

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