Integrated Framework for the Civil Construction Projects Management by Mean PMBOK, ISO 21500 and ITIL V3

A comparison of project control standards based on network analysis

“…Brioso [8] suggested that the management standards used in construction, such as the PMBOK and PRINCE2, among others, may be made compatible through the ISO 21500 standard to allow sequences and the adaptation of processes to be carried out in a flexible way. More recently, Isacas-Ojeda et al [9] presented an integrated model for managing civil construction projects based on the best practices of the PMBOK and international standards governed by ISO 21500 in project management.…”

“…Figure 3 shows that the AACE network can be divided into several groups: a singleton consisting of the Project control plan implementation (8) process falling at the center of the AACE model and considered as a core process to project control; closest to the singleton, a group of three core sub-processes, namely Project performance assessment (11), Forecasting (12), and Change management (13), which are part of the Project control performance assessment process; a group of five inputs and outputs (15,19,47,59, and 88) that gravitate around the core sub-processes listed above; a group of six sub-processes located not so far from the center and composed of the following sub-processes: Project scope and execution strategy development (1), Resource planning (4), Procurement planning (7), Project cost accounting (9), Progress and performance measurement (10), and Project historical database management (14); and at the periphery of the network, two distinct groups, each composed of two sub-processes belonging to the Project planning and control process: a group made up of the Schedule planning and development (2) and the Cost estimating and budgeting (3) sub-processes, and another group that includes the Value analysis and engineering (5) The indices of in-degree centrality and out-degree centrality for the PMBOK network support the finding that Project management plan (1), Work performance information (5), Organizational process assets (7), Change requests (10), Work performance data (15), Project management plan updates (39), Project document updates (40), and Organizational process assets updates (43) are central inputs and outputs to this network. Other PMBOK items with high in-degree and/or out-degree were the Monitor and control project work (8) and the Control quality (29) processes.…”

“…Although these project management methodologies share overlapping content, each of the standards offers different advantages. Over the years, several researchers tried to unify the tools, techniques, and practices of various project management standards by integrating and harmonizing different standards so as to implement project management processes more effectively and efficiently ([5]- [9]).…”